Management Models for Future Seismological and Geodetic Facilities and Capabilities Proceedings of a Workshop (2019) / Chapter Skim
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4 Other Facility Management Models
4 Other Facility Management Models
Pages 23-36
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From page 23... ...
Moderated discussion prompted identification of commonalities and differences among the various management, governance, and decision models. The intent of the session was to provide workshop participants with a suite of management and decision models to consider when thinking about future seismological and geodetic facilities (to be discussed in a later session)
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From page 24... ...
• Project Mohole: 1958-1966 • Deep Sea Drilling Project: 1968-1983 • Ocean Drilling Program: 1985-2003 • Integrated Ocean Drilling Program (IODP) : 2003-2013 • International Ocean Discovery Program (IODP)
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From page 25... ...
In the current program, the facility boards for each platform operate fairly autonomously, although all take advice from a similar set of advisory panels. Clement described the program as being a "bottom-up driven program written from the top-down," indicating that the science community drives IODP.
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From page 26... ...
The matrix structure allows Battelle to draw from the additional 3,000 research and support staff available to any of the approximately 900 contracts Battelle performs in a typical year. Despite this broad matrix structure, instances occur when field staff with the right qualifications are difficult to find.
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From page 27... ...
A simplified NEON organizational construct. NOTES: Finance, contracts, and accounting functions are simplified by the box labeled "PCs/ Admin/PMO." AA = Assignable Assets; AIS = Aquatic Instrument System; AOP = Airborne Observation Platform; AOS = Aquatic Observation System; CI = Cyber Infrastructure; CIT = Corporate Information Technology; IT = Information Technology; MDP = Mobile Deployment Platform; PC = Project Controller; PMO = Project Management Office; STEAC = Science, Technology & Education Advisory Committee; TIS = Terrestrial Instrument System; TOS = Terrestrial Observation System.
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From page 28... ...
Recommendations from the Project Change Control Board go to the Chief Scientist and Operations Manager. According to Kuhlman, the cooperative agreement between Battelle and NSF calls for interaction with stakeholders through external advisory bodies.
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NOTE: CS = Chief Scientist; OD = Observatory Director. SOURCE: Kuhlman presentation, side 13.
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MANAGEMENT OF NASA'S EARTH OBSERVING SYSTEM DATA AND INFORMATION SYSTEM (EOSDIS) Jeanne Behnke, NASA Goddard Space Flight Center Jeanne Behnke is the Earth Science Data and Information System (ESDIS)
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From page 31... ...
The ESDIS Project provides user access to data from NASA's Earth science missions through the development and operation of the sciences systems of EOSDIS. The design of EOSDIS is informed by many stakeholders, including but not limited to the NASA Headquarters Earth Science Division, science teams, the Mission Operations Centers (e.g., providing information about new geolocations that need to be accounted in data processing as satellites age and deorbit)
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Behnke mentioned that building application programming interfaces is important to the user community. The Earth Sciences Data Systems at NASA Headquarters provides funding and direction to the project.
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Jon Alberts, executive secretary of the University-National Oceanographic Laboratory System (UNOLS) , gave a brief overview of UNOLS as another example of a scientific facility management structure.
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He added, however, that UNOLS's model would be inappropriate for any of the organizations described so far in workshop presentations. Effect of the EarthScope Plate Boundary Observatory on IRIS and UNAVCO Management A workshop participant asked how completion of the Plate Boundary Observatory (PBO)
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From page 35... ...
Implementing Recommendations and Managing Expectations Clement described a project portfolio management process at the JOIDES Resolution facility that allows for assessment of benefits given a request to change instrumentation or data systems. Facility management considers who benefits from the change (e.g., internal or external customers)
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From page 36... ...
At that time, IRIS has a 2- to 3-hour training session for new board members that includes discussion of both legal and fiduciary responsibilities of the board and individual board member responsibilities. On reflection, Kuhlman added later that training sessions for NEON board members has not been part of NEON operations, but that it would be something NEON would adopt, moving forward.
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