Representative Performance Measures for NASA Enterprise Leaders
1. Enterprise Effectiveness Measures which indicate the degree to which the Enterprise satisfies national needs. Do we have the right set of programs and the right set of outputs? Are they timely? Are they appropriately funded? Are the right resources within and outside of NASA assigned? Is the Enterprise strategic plan in place and understood by the parties involved?
2. Enterprise Program Performance Measures which indicate the degree to which the Enterprise programs meet the technical, cost, and schedule objectives, and the degree to which year-to-year improvement programs are implemented.
3. Enterprise Technology Development Effectiveness Measures which indicate that a large portion of the Agency technology investments are incorporated in flight programs and that (a) dramatic improvements in science or exploration performance are the result, or (b) dramatic cost savings accrue, or both.
4. Enterprise External Effectiveness Measures which indicate the progress in international and/or interagency activities required to define, select, coordinate, or implement programs.
5. Enterprise-Wide Personnel Development Measures which indicate the degree to which the future leaders of the Enterprise are being developed and trained.
6. Enterprise-Wide Adherence to NASA Policies Measures which indicate the degree to which the Enterprise participants further the policy objectives of the Agency.
7. Inter-Enterprise Cooperation Measures which indicate the degree to which functional activities organizationally resident within the Enterprise Centers satisfy the requirements of other Enterprises that they serve.
The objective of these measures is to align the motivation of the Enterprise Leaders with those of the Center Directors to the maximum extent possible. The Enterprise Leader and the Center Director have a shared responsibility in many areas, and therefore, they should reinforce one another. This arrangement is similar to common practice in the private sector between division presidents and corporate-level vice presidents who have oversight responsibility for them. The Enterprise Leader should refrain from detailed involvement in program implementation activities.
Representative Performance Measures for NASA Center Directors
1. Program Effectiveness Measures which indicate that the scientific or technology advances resulting from the programs are in good proportion to the total dollars invested.
2. Program Management Performance Measures which indicate that the Center and its suppliers are delivering what they promised in standard terms of technical performance, cost, and schedule. Year-to-year improvement must be a serious goal. Good performance must be incentivized and poor performance must be dealt with vigorously.
3. Internal Productivity Measures of each Center's hardware and software development activities which indicate that the Center is competitive with the best producers of similar systems.
4. Technology Development Effectiveness Measures which indicate that a large portion of the Center's technology investments are incorporated in flight programs and that (a) dramatic improvements in science or exploration performance are the result, or (b) dramatic cost savings accrue, or both.
5. Center Institutional Excellence Measures which indicate:
a. the degree to which personnel development planning is implemented to assure the availability of outstanding NASA leaders for the future in all disciplines-technical, financial, and administrative
b. the degree to which workforce output is continually improved through training and re-engineering of process.
6. Adherence to NASA Policy Measures which indicate the Center's progress in such areas as diversity and outreach.
7. Geographic Region Enrichment Measures which indicate that the Center makes substantial positive contributions to the academic, industrial, and social well-being of the region within which it is located.
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