Designing the LEO Economy N A S A + PA R S O N S
GOOD HANDS Parsons Design Studio is comprised of design strategists, architects,
Client Representative Client Representative
Project Manager
Design Lead
Research Lead
LEE ANDERSON
K E L L I E OJ E DA
RASHINA BHULA
B A I L E Y F O OT E
LEE ANDERSON
brand managers, visual designers, and consultants who bring professional experience from various industries. J ES S E F LO R ES J ES S E F LO R ES
MARIA KALIORA
RAED JUMEAN
K AT H E R I N E S A L A M AT
K E N N Y M O R I F I -W I N S LOW
KEVIN CHU
NARISSA DALLA
BROOKE OLEFSON
J AY H S I A O
S I N E M E R G U N AY
Meet the Team
YO U ’ R E I N
How can NASA become one of many customers?
RESEARCH
200+ SITES SCRUBBED
P R OTOT Y P E V1
20+ INTERVIEWS W/ 18 S TA K E H O L D E R S
RESEARCH
SYNTHESIZE
IDEATE
PROTOTYPE
LAUNCH
SYNTHESIZE
35+ MURAL
P R OTOT Y P E
WHITEBOARDS
V1
200+ HOURS ON ZOOM
RESEARCH
SYNTHESIZE
IDEATE
PROTOTYPE
LAUNCH
IDEATE
15+
P R OTOT Y P E
STO RY B OA R D S
V1
10,000+ SLACK MESSAGES
RESEARCH
SYNTHESIZE
IDEATE
PROTOTYPE
LAUNCH
PROTOTYPE
15+ HOURS PER WEEK CONVERGING
560+ HOURS S K E TC H I N G
RESEARCH
SYNTHESIZE
IDEATE
PROTOTYPE
LAUNCH
LAUNCH
200+ ASSETS
P R OM TA OPTPYEPDE V1
4 P I TC H RUNS OF SHOW
RESEARCH
SYNTHESIZE
IDEATE
PROTOTYPE
LAUNCH
The Insights Potential NASA partners and contractors struggle to navigate the complexity and disconnectedness of NASA's options to engage.
Businesses lack shared mechanics for collaborating within the complexities of commercial space.
Offices within NASA receive proposals that do not match their needs, and do not share them with offices that they may match with.
NASA may not be the only customer, but it is a very important one.
Many businesses use NASA's needs to determine R&D direction.
The private space industry is currently insular, preventing broad sharing of needs and subcontracting.
Regulatory constraints prevent NASA from connecting businesses to other businesses.
The private space industry has few shared standardized products and systems preventing growth.
Mid-Range (2-3 year) technology challenges inhibit complex business model development.
NASA can not facilitate private partner sponsorships due to federal regulations.
Every action in space represents a new data point, and as activity increases so does the actionable data sets.
Growing the LEO Economy requires directly servicing unique needs of private companies.
How can NASA become one of many customers?
How might we create a platform to accelerate a LEO economy involving a diverse set of participants?
“
WHAT WE NEED TO DO IS TELL STORIES THAT PROVIDE GENUINE MODELS OF SUCCESSFUL BEHAVIORS AND PROCESSES THAT ALLOW US TO ACHIEVE BIG THINGS.
”
https://youtu.be/qg7Lr51Ty5k
The Signals 2020
2045
5% of ISS available to commercial work Space Apps COVID 10 Challenge Humans living in space for the past 20 years Virgin Galactic goes public Space Angels investment group
Private astronaut missions NASA offers opportunities to stimulate demand IPOs from several pure-play space companies in the past decade Lunar Gateway ready for Artemis I Global partnership mission in advanced space transportation
Increased public interest in space R&D benefits to Earth
Multiple sample return missions sponsored by private funds
Space industry incubator & mentorship program at NY Space Alliance
Commercially operated space station
Active commercial interventions
Axiom commercial module on ISS
Supply lines to and from LEO
Space startups founded over the past decade doubles
Commercial looper flights begin Full functioning micro space communities Jobs in space diversify across sectors and pay Factories in space
3D printed orbiting communications array
The Experience Today Acquisition. gov
Acquisition forecast Technology Transfer Portal
External
Center Innovation Fund
NEXT step
STMD
Emerging Space Office
Vendor database Acquisition forecast
SAM. gov
OSBP Knowledge portal
US SBA Locator
AMES RC
SBIR
Technical procurement assistance
Grants .gov
External
Procurement Guide
NSPIRES
Ames Center Innovation Fund External
The Experience Tomorrow OSBP
AMES RC
US SBA
Acquisition. gov
NEXT step
SAM. gov
STMD
Lead in Space
External
External
External
Grants .gov
SBIR
NSPIRES
ACCESSIBLE
Lead in Space
ROBUST
RESILIENT
“
WE CAN’T CREATE A MARKE T; WHAT WE CAN DO IS SE T AN ENVIRONMENT THAT MAKES SMART PEOPLE IN INDUSTRY AND ACADEMIA COME TOGE THER AND FILL THE NICHE.
Lead in Space
”
Welcome to Lead in Space THE ENTITY
Lead in Space
THE COMPETITION
THE DIGITAL PLATFORM
Welcome to Lead in Space ESTABLISHED LEO BUSINESSES
THE ENTITY Digital Platform
Digital Platform
Proposals Solicitations Sponsorships Data
Solicitations Proposals
Forecasting
$ Service Fee
Solicitations, Concierge/
Proposals, Applications, Data
GOV’T ENTITIES
Lead in Space
Sponsorships, Applications, Data
Mentorship, Trends
Needs, Applications, Data, Proposals
$ Service Fee
$ Service Fee
Data
Digital Platform
Lead in Space
Applications
Solicitations
Proposals
Data
$ Service Fee
RESEARCH FOCUSED NGOS
Digital Platform
NEW ENTRANTS
Welcome to Lead in Space ESTABLISHED LEO BUSINESSES
THE ENTITY
Digital Platform
Proposals Solicitations Sponsorships Data Forecasting $ Service Fee
Lead in Space
Lead in Space
Solicitations Proposals
Digital Platform
Welcome to Lead in Space Digital Platform
THE ENTITY
Solicitations, Concierge/Mentorship, Trends
Lead in Space
Needs, Applications, Data, Proposals $ Service Fee
Lead in Space
Digital Platform
NEW ENTRANTS
Welcome to Lead in Space THE ENTITY
Lead in Space
Data Applications Proposals
Digital Platform
Solicitations Data
$ Service Fee
RESEARCH FOCUSED NGOS
Lead in Space
Digital Platform
Welcome to Lead in Space Digital Platform
THE ENTITY
Proposals, Applications, Data
GOV’T ENTITIES
Sponsorships, Applications, Data $ Service Fee
Lead in Space
Digital Platform
Lead in Space
Welcome to Lead in Space Team NASA’s Projected Needs
Commercial Partners’ Projected Needs
Lead in Space Team
Team
Team
Team
Team
Commercial Sponsor
Government Sponsor
Test
THE COMPETITION
Annual Competition Statement
Gov’t Mentors
Iterate
Lead in Space Facilitators
Design Mentors
Investors
Entrepreneurs
Lead in Space
Universities
Private Sector Mentors
Lead in Space Digital Platform
Additional Comms Channels
Researchers
Inventors
Prototype
Ideate
Research
Small Businesses PITCH DAY
Welcome to Lead in Space
THE DIGITAL PLATFORM
Lead in Space
Welcome to Lead in Space THE ENTITY
THE COMPETITION
THE DIGITAL PLATFORM
Lead in Space MISSION: to build an ecosystem of diverse participants in the space economy.
Multi-Phase Development PHASE III: GROWING THE ECOSYSTEM PHASE II: PHASE I:
LAUNCHING THE SYSTEM
EXTENDING THE SERVICE
PILOT:
NASA
NASA
Lead in Space
NASA
BUILDING THE PLATFORM
NASA
Lead in Space Partners
NASA as a coach Partners
Lead in Space
NASA as an advisor
Lead in Space
NASA as a partner
NASA as an customer
Multi-Phase Development PILOT:
PHASE I:
PHASE II:
PHASE III:
BUILDING THE PLATFORM
EXTENDING THE SERVICE
LAUNCHING THE SYSTEM
GROWING THE ECOSYSTEM
Complexity and disconnectedness of options to engage.
Proposals that do not match some needs, but do match others.
NASA may not be the only customer, but it is a very important one.
Many businesses use NASA's needs to determine R&D direction.
Businesses lack shared mechanics for collaborating.
Technology challenges inhibit complex business model development.
The private space industry is currently insular. Regulatory constraints prevent NASA from connecting businesses to other businesses.
The private space industry has few shared standards.
NASA can not facilitate private partner sponsorships.
Every action in space represents a new data point.
The LEO Economy requires directly servicing needs of private companies.
Multi-Phase Development PILOT:
PHASE I:
PHASE II:
PHASE III:
BUILDING THE PLATFORM
EXTENDING THE SERVICE
LAUNCHING THE SYSTEM
GROWING THE ECOSYSTEM
Organizing, Complexity and clarifying, and disconnectedness of stewarding options to engage. interested parties. Connecting interested parties to a variety of not Proposals that do opportunities basedbut on match some needs, their capabilities, do match others. experience, and interests. An ecosystem that NASA may not be the treats NASA asbut a VIP only customer, it is a verycustomer. important one.
Continue to communicate the Many businesses needs in aneeds direct to use NASA's actionable wayR&D similar determine to the Centennial direction. Challenge.
A system of tools, Businesses lack definitions, and shared mechanics attributes shared byfor all collaborating. members of the system. A hub for The private space communicating industry is currently opportunities and insular. needs to other businesses. Regulatory Removing NASA constraints prevent from the position of NASA from connecting key actor in facilitating businesses to other economic growth. businesses.
Aiming to develop Technology technology or challenges inhibit services that support complex business even more complex model development. business models. A partner organization NASA can not leveraging a variety of facilitate private sponsorships alleviating partner sponsorships. the need for NASA's dollars.
Industry-wide standards The private advocated byspace a third industry few of party with has interest shared standards. the broader ecosystem at its core.
Accounting for The LEO Economy interests of requires directly businesses at a servicing needs of comparable scale to private companies. those of NASA.
Collecting data at Every the action center in of space the represents and a new data ecosystem sharing point. with appropriate entities.
Strategic Roadmap
CRITICAL ELEMENTS Mobile & Web Application
THE DIGITAL
Technological
PLATFORM
Assets Partnership Testing
PILOT:
PHASE I:
PHASE II:
PHASE III:
BUILDING THE PLATFORM
EXTENDING THE SERVICE
LAUNCHING THE SYSTEM
GROWING THE ECOSYSTEM
June 2020
Development
Web App
Dec 2020
V1 User Testing
June 2021 V1 Internal Launch
Mobile App
V1 External Launch
Dec 2021
Feedback
June 2022
Dec 2022
June 2023
Dec 2023
V2 Development
External API Integrations
Access Granted to Partners
Data Platform
User Testing
Blockchain Integration
B2B Implemented
AI-Based Matching Tools
Strategic Roadmap
CRITICAL ELEMENTS Defining the Competition
THE COMPETITION
Sponsorship
Competitors
PILOT:
PHASE I:
PHASE II:
PHASE III:
BUILDING THE PLATFORM
EXTENDING THE SERVICE
LAUNCHING THE SYSTEM
GROWING THE ECOSYSTEM
June 2020
Dec 2020
June 2021 NASA Steering Committee Makes Suggestion
Dec 2021
June 2022
Dec 2022
June 2023
Dec 2023
LIS Data & Competition Competition User Statement Announced Requests Selected
Request for Sponsors
Application Goes Live
Sponsors Paired to Prizes
Digital Marketing Campaign
Applications Participants Competition Begins Selected Close
Competition Runs
Winner Showcase
Strategic Roadmap
CRITICAL ELEMENTS Funding
THE ENTITY
PILOT:
PHASE I:
PHASE II:
PHASE III:
BUILDING THE PLATFORM
EXTENDING THE SERVICE
LAUNCHING THE SYSTEM
GROWING THE ECOSYSTEM
June 2020
Dec 2020
NASA Seed Fund
Dec 2021
Series Round A/ Grants & Big Donors
Testing w/ Commercial Partners
Partnership
Personnel
June 2021
NASA’s Pool of Resources / Outsourcing
NASA + LIS Core Team
June 2022
Dec 2022
Series B Round/ Fundraising & Grants
Establishing Client Base
June 2023
Dec 2023
Operational Business Model/ Sustainable Non-Profit Funding Model
Extending Client’s Network
LIS Core Team & NASA Partners
LIS Independent Team
What Should You Do Tomorrow Streamline existing assets across key offices
Run a feasibility study to determine which assets are capable of being streamlined and when.
Expand the modernization efforts of NWMTÂ to include streamlining feasible offices.Â
NASA WEBSITE MODERNIZATION TEAM (NWMT)
Comprehensive review of key digital assets
Recommendations for Modernization
Cost & Completion Date to Congress
“
A LOT OF WHAT DRIVES US… IS FOCUSED ON TRYING ENABLE , PROMOTE , AND FOSTER THIS ENVIRONMENT WHERE WE CAN START DRIVING BUSINESS TO BUSINESS INTERACTIONS THAT WE HOPE WILL EVOLVE INTO SELF-SUSTAINING, SELF-PRODUCING RELATIONSHIPS.
”
Thank you. N A S A + PA R S O N S
Guiding Feedback How does this align with the vision that you had going into this partnership with Parsons Design Studio? In order to fulfill Lead in Space’s mission — "to build an ecosystem of diverse participants in the space economy” — what are the missing components or activities? Is it more compelling for Lead in Space to exist as an NGO or a for-profit company in the long term? Why? Is it unreasonable to believe Lead in Space could begin to step outside of NASA in one year? Why or why not? If this partnership were continuing beyond next week, what are the first three things you would ask Parsons Design Studio to research, test, or consider?
?
Risk & Mitigation Matrix Integration
Change Management
Reducing friction for government workers is a high priority. Effective change management will be necessary to digitize the current high-touch grants and contracts process. Building a digital tracking system for documents based on QR or alphanumeric systems will facilitate the data carrying for unique users. Integrations that are not feasible should still reflect clear pathways and steps despite the lack of data transfers between users and government.Â
IMPACT
Competing Platforms
Security
Competing platforms demonstrate aggregated data systems. Pulling data from the same APIs may require some additional development work to fit within Lead in Space architecture.
The platform should include unique login credentials with two factor authentication for users. Data should only be accessible from designated access points.
PROBABILITY
Competitive Landscape GOVERNMENT
Lead in Space
LESS FEATURES
INDEPENDENT
MORE FEATURES
NASA’s Web Modernization NASA's Web Modernization By Robert Garner, Public Affairs Specialist, Goddard Space Flight Center In May 2019, NASA Administrator Jim Bridenstine issued a memo that requires the Agency to comply with the Integrated Digital Experiences Act (21st Century IDEA), signed into law in December 2018. His memo also requested a “full modernization of NASA’s digital presence to best reflect the priorities and activities of the Agency in this new era of science, discovery and exploration.” This led to the creation of the NASA Website Modernization Team (NWMT)— tasked with reviewing the Agency’s entire web footprint and providing recommendations as well as responding to the requirements of the IDEA Act. Over the past several months, the team has taken great strides toward “cleaning up the Agency’s web presence,” said NASA Chief Scientist Jim Green, who leads the multi-Center and multidisciplinary group. Progress So Far With goals to reduce website cyber vulnerability, decrease redundancy, and maximize effectiveness of communications efforts, the team undertook an inventory of 2,867 NASA web domains. Upon completion of this census, Center Web Managers were notified of their Center-specific websites and asked to work with stakeholders to address the following: •
6
Redirect groups of related sites to a single website: About 20 percent of sites were found to be exact copies of other content (e.g., https://esto.gsfc.nasa.gov, https://esto.nasa.gov, https://esto.ndc. nasa.gov). Site owners will work with the respective IT managers and determine if one domain will suffice, while the rest will be redirected to the preferred address.
•
Employee-only sites: Publicly accessible sites intended only for employees will be moved inside the NASA firewall.
•
Login sites: Determine if these sites must be public. Move behind the NASA firewall if not.
www.nasa.gov
•
“Unknown” sites: Four hundred fifty-five of the sites inventoried returned “forbidden” or “server not found” errors. Web managers will begin removing these sites.
•
Vanity sites: A standalone, one-person résumé site or URL for a specific person.
Future State and Consolidation At the same time as his memo, the Administrator placed a moratorium on creating new public web domains. This moratorium remains in effect today, but a major deliverable of the team’s work so far has been the creation of a workflow governing how and by whom new domains will be approved. This workflow, which assigns authority based on the nature of the content, will be codified first as a NASA Interim Directive for one year, then as a NASA Policy Directive with any needed changes. The modernization effort is intended to address and improve the public’s experiences interacting with NASA online. To that end, the team has partnered with Blink UX, a userexperience research and design firm that has worked with NASA in the past on optimizing web content. Blink UX’s in-depth analysis and user-testing results, due to NASA in April 2020, will help inform the team’s recommendations to the NASA CIO on the future hosting architecture and design of Agency public websites. The Web Modernization Team does expect to recommend site consolidations to the CIO, but specific actions will not be considered until Blink UX’s assessment is complete. “What we’re not doing is making any changes before we have the data,” Green said. “Gathering that data on what NASA’s web landscape looks like today will inform our recommendations and decisions
for what it looks like tomorrow.” Site owners can rest assured that the team will not “force” their content onto the existing www.nasa.gov “portal,” and web traffic will not be used as the sole metric for any action. The team will not take any steps without attempting to work with site owners. It is important to note that sites operated by partner institutions and sites whose primary purpose is to host scientific data are not currently in scope for this effort, though it is expected the team’s work will be applicable and beneficial in these cases as well. The Web Modernization Team is also investigating a long-term archival system (such as that used by the Library of Congress) to preserve web content and material with historical value but without the need for ongoing updates—past NASA mission websites, for example. The future NASA web landscape will most likely encompass far fewer web domains. At a high level, it is hoped that this effort will lead to a culture shift in how new web domains are requested—the discussions of the need for a new domain must precede any independent investment of resources. This will allow stakeholders the opportunity to find the right home for content among NASA’s existing sites, better serving both the public and the NASA community. Future State of NASA Web • • • • • •
Better, faster, and more secure web experience Improved www.nasa.gov “portal” and expanded use Increased number of websites in compliance (Section 508, etc.) Decreased redundancy of websites and information Increased web traffic Improved ranking of NASA content in search results
This is perfect timing to recommend digital transformation for RFP data and data collection processes. As you all know, last May NASA Administrator James Bridenstine issued a request for “a full review of NASA’s Web footprint and digital presence . . . to result in an enhanced cyber-posture and an improved focus for communicating our messages.” From this, a task force was built to give a comprehensive review of key digital assets and to submit cost and completion dates for modernization recommendations to Congress. We believe during the development of these recommendations, the Lead in Space digital platform can be introduced to inspire a segment of this modernization focused on developing an appropriate Customer Data Platform (CDP) that will organize the data needed for the LIS digital platform to function.