| Program Support Experience |
Technical Project Management — Aerospace and IT portfolio management. We
bring the advantage of a civil servant perspective for managing outcomes of cross-
discipline technical teams. At NASA & Goddard our past performance includes
leading projects that are Center-wide in scope to produce mission critical products
for among others, the Center CIO’s office, Office of Mission Success and the
Advanced Engineering and Technology Directorate.
CIO’s Office — “per CIO’s request, instituted processes for systematizing ‘all-cios
actions’, receipt through response”
AETD Workforce Development — "addressed a need to cross train engineers
and other technical staff at NASA Goddard in project management"
EAWG — “headed activities of Goddard-wide Enterprise Architecture working
group in absence of permanent leadership, developed and delivered response to
NASA Headquarters in 12-weeks time”
Note: This and the CIO’s office were civil servant experience. Masters project for
International Space University Master of Space Studies degree.
MSFC OCIO IT Architecture & Planning — "utilized knowledge of NASA Program
and Project Management Requirements and other directives to write technical
content of a contractor’s proposal for the Marshal IT Services RFP"
OMS — “produced the Office of Mission Success’ State-of-the-Center report; its
most visible deliverable to the Deputy Center Director”
bring the advantage of a civil servant perspective for managing outcomes of cross-
discipline technical teams. At NASA & Goddard our past performance includes
leading projects that are Center-wide in scope to produce mission critical products
for among others, the Center CIO’s office, Office of Mission Success and the
Advanced Engineering and Technology Directorate.
CIO’s Office — “per CIO’s request, instituted processes for systematizing ‘all-cios
actions’, receipt through response”
 | Created innovative processes to receive, distribute, track and close actions | |
| received from the Agency CIO on IT security and other NASA Information Technology Requirements (NITR) data-calls. |
| Succeeded in delivering all responses to Headquarters within schedule. | |
| Reconciled CIO’s actions with Agency CIO registry. |
AETD Workforce Development — "addressed a need to cross train engineers
and other technical staff at NASA Goddard in project management"
| Devised an interdisciplinary short-course on an Advanced Engineering and | |
| Technology Directorate (AETD) purchase order, incorporating aspects of each of the Center's Directorates and applicable Agency Programs as well as the core techniques for lifecycle cost, risk, schedule and WBS. |
| Utilized a systems engineering approach to project management by including | |
| content on leadership, software engineering, safety and mission success, and utilizing hands-on team based case studies of past NASA missions. Garnered the participation of the Office of the Chief Knowledge Officer and the Lunar Reconnaissance Orbiter project manager who added extra value to the participants by speaking on best practices for delivering a mission on schedule within cost and excellent technical performance. |
EAWG — “headed activities of Goddard-wide Enterprise Architecture working
group in absence of permanent leadership, developed and delivered response to
NASA Headquarters in 12-weeks time”
| Oversaw document integration, scope of response, schedule, and quality. Led | |
| communications and facilitated the 20-person working group representing the scientific and engineering disciplines of the Center. |
| Submitted 1-day ahead of deadline, Goddard’s response to Agency EA | |
| plans. Handled meeting logistics, wrote charter, communications and project management plans, schedule, and risk management strategy. |
Note: This and the CIO’s office were civil servant experience. Masters project for
International Space University Master of Space Studies degree.
MSFC OCIO IT Architecture & Planning — "utilized knowledge of NASA Program
and Project Management Requirements and other directives to write technical
content of a contractor’s proposal for the Marshal IT Services RFP"
| Provided subject matter expertise to document strategies for supporting | |
| Marshall Space Flight Center (MSFC) Center-wide committees and boards to facilitate web-enabled IT Innovation and Portfolio Management, Enterprise Architecture, Policy, Performance and Governance Management techniques. |
| Answered requirements to devise an integrated portal to include a wiki for | |
| storing, disseminating, and sharing EA assets to uphold the Center-wide Innovation and Portfolio Management Strategies that align financial objectives, technical initiatives and IT projects. |
OMS — “produced the Office of Mission Success’ State-of-the-Center report; its
most visible deliverable to the Deputy Center Director”
| Managed contractor product schedule, quality, and communications. | |
| Interfaced to OMS to document the Center’s portfolio of risk and performance of flight programs. |
| Turned over the monthly report on schedule, increased customer satisfaction, | |
| developed processes to establish monthly baseline, and change control processes for integration of civil servant and contractor updates. |
| "(Kim) I would like to thank you for all your efforts and energy in getting this first phase (of Enterprise Architecture) accomplished. As you have seen, there are a lot of people with ideas and inputs at GSFC, usually what is missing is someone to keep things focused. You have filled that role for this group. Well done!" Curt Suprock, NASA GSFC |
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| Your Project Success is our Mission |
| Case Study: Facilitation Processes for NASA Goddard Space Flight Center Enterprise Architecture "Overview of systems engineering and project management plan" |
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NASA Goddard Space Flight
Center - Information
Services Division -
Mini-Mission Enhancement
Team-Building Seminar
(mini-METS) participant
Center - Information
Services Division -
Mini-Mission Enhancement
Team-Building Seminar
(mini-METS) participant
NASA GSFC - former Code
290 (predecessor of Code
700) - mini-METS
participants - 2004
290 (predecessor of Code
700) - mini-METS
participants - 2004
| Copyright © 2010 KIMS, All Rights Reserved |
| KIMS |
| Click Thumbnail to View KIMS' Interdisciplinary Capabilities by Projects Matrix |
| View Comprehensive Testimonials from Clients, Business Partners, Managers & End-User-Customers See Endoresements |
| Enterprise Architecture Documents Can Be Used to Drive Strategic Plans and Governance "Assessment of Utilizing EA for Aligning Business, Technical and IT Initiatives" |
