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By NASA
“Some people [may say], ‘You have too many cooks in the kitchen,’ but I think there’s a line. It’s good to have a lot of input because people bring many different perspectives that you would never even consider if you just pushed an idea forward with one person. This is especially true in the area we work in with digital [communications], which is changing so frequently; you constantly have to innovate, so including diverse voices and thoughts is important.
“I’m an older sister, and I don’t know if some of that [leadership style] comes from when we were kids, always making sure that I involved her and ensuring people could understand what she wanted or needed. And maybe that translated into who I am, making sure people have voices and are heard [at NASA]…I’ve achieved a lot that I didn’t even know I wanted to accomplish because I couldn’t have imagined this career progression for myself.
“But now that I’m here, I would like to achieve more in terms of what NASA looks like internally, especially after getting involved with the NASA Science IDEA working group and diversity efforts. I would love to one, help people outside of NASA realize that they could work here and two, push people internally to the forefront so that they can be considered for higher-level things and progress.”
– Emily Furfaro, Digital Manager, Science Mission Directorate, NASA Headquarters
Image Credit: NASA/Keegan Barber
Interviewer: NASA/Tahira Allen
Check out some of our other Faces of NASA.
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By European Space Agency
Destination Earth is now live! Launched today during a ceremony at the EuroHPC LUMI Supercomputer Centre in Kajaani, Finland, Destination Earth provides unprecedented insights into the complexity of our planet to advance climate change adaption and environmental resilience modelling.
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By NASA
Photo of Matt Dosberg
It is impossible to pinpoint a single, static definition of what makes a “Digital Transformer.” Although Matt Dosberg’s official title is Digital Transformation and IT Innovation Lead for Goddard Space Flight Center (GSFC), his full contributions to NASA require a lengthier description. He is the nexus for everything under the Digital Transformation (DT) umbrella at GSFC, including digital engineering, AI, data-driven programmatics, data strategy, and more. He serves as liaison to the agency-level DT team and other centers, coordinating across directorates to drive cultural change within the organization, and has sponsored multiple DT events at GSFC, including the center’s first AI Symposium. He strategizes on rolling out proof of concepts and pilots, working toward solutions that address agency-wide barriers to technology readiness and adoption. Dosberg doesn’t just do transformative work—he embodies transformation in an ever-adaptive role.
In his three and a half years at NASA, Dosberg has impacted the agency beyond quantitative measures. Of course, his formal accomplishments are extensive, including co-leadership positions for the Goddard AI strategy, Goddard Data Strategy Working Group, and SPARTA (Smart Projects and Reviews with Transformative Analytics) Project. He works with the GSFC Chief Technologist to co-fund various initiatives for weaving digital technology into next-generation, mission-enabling solutions. However, his commitment to qualitative, ground-level change, impacting the agency through its culture and people, is demonstrated by how he measures success. “You could look at community adoption and engagement,” he says, highlighting his team’s efforts in hosting events and building community around Digital Transformation. “I’m trying to enable teams and empower people to really achieve the best that they can achieve and help transform how we work here at Goddard.”
Dosberg attributes his team-building skills and service-oriented approach to his experience working at the Department of Homeland Security in US Citizenship and Immigration Services. As a program manager, he led the Digital Innovation & Development team, which worked to transform the asylum and refugee program from paper-based to fully digital processing. “I think that really set me up for success here,” says Dosberg. “That technology background and the experience of going through a successful digital transformation, and the cultural change aspect…all those things are kind of principles and success factors that I brought over to Goddard to lead the DT efforts here.”
Although Dosberg does not come from explicitly scientific background—he received an undergraduate degree in economics, master’s degree in finance, and MBA—he has always been deeply interested in and curious about technology. In his daily work, he leverages the collaborative capabilities of tools like Microsoft Teams and Mural to aid in brainstorming and soliciting input. When reflecting on the technology he uses to drive transformation within the agency, he highlights his work on SPARTA, a DT Catalyst Project that establishes interoperable architecture for managing project reviews and data. Dosberg sees data as a foundational layer to his work; by developing common tools like SPARTA for accessing, aggregating, and sharing data across the agency, he hopes to strengthen inclusive teaming at an organizational level.
Dosberg’s dedication is apparent in how thoughtfully he reflects on his past and present experiences as a Digital Transformer. However, his passion truly shines through when he considers the future of Digital Transformation. “There’s real opportunity to transform and change the way that we are working…Jill [Marlowe] and the DT team have done an incredible job on building momentum, getting folks excited, bringing centers together.”
Although it is difficult to distill the many reasons why Dosberg was selected as the first featured Digital Transformer of the Month, this may be a good place to start: “At the end of the day, I’m just super passionate about the work that NASA does,” he says. “The portfolio is truly inspiring and I’m excited to help position the center to take on new projects, be more efficient, and enable the workforce. That motivates me each day.”
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By USH
In addition to American fighter jet pilots, others have recently shared accounts of encountering UFOs during their missions.
Mamoru Sato, a retired veteran Japanese fighter pilot and former Air Defense Force Base Commander with 34 years of dedicated service, recounts a compelling encounter involving an unidentified flying object (UFO) within the Japanese airspace.
During a routine training session at Matsushima Air Base, a pilot undergoing training in a craft witnessed an unusual occurrence. He described a cigar-shaped object hovering above him in the sky. Interestingly, the pilot seated in the front confirmed the presence of the UFO, while the instructor positioned in the back seat failed to observe it. However, the situation took a puzzling turn when the aircraft's fuselage experienced an unexpected malfunction. It wasn't a typical mechanical issue indicated by warning lights or similar alerts.
The pilot found control of the craft compromised, rendering steering virtually impossible. Strangely, as abruptly as the UFO had appeared, it vanished, coinciding with the cessation of the aircraft's malfunction and the restoration of flight control.
Upon attempting to land, the UFO reappeared, triggering a recurrence of the loss of control experienced previously. This time, even the instructor caught sight of the UFO, confirming the pilot's earlier sighting..... View the full article
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By NASA
Summary
In responding to Milestone 4.2 of the Digital Government Strategy, NASA heeded the Advisory Group’s encouragement to “build upon existing structures and processes as much as possible.” To locate the gaps in existing governance structures, NASA’s Digital Strategy response team identified all necessary decisions concerning digital services, using the three layers pointed out in the Digital Strategy-information, platform, presentation-as a guide.
This decision matrix illustrated gaps in governance that need to be addressed in order for NASA’s Digital Services to align with the Digital Government Strategy. Going forward, these gaps will be addressed by the NASA Digital Services Governance Framework. This newly established framework, in conjunction with established Agency policy and procedural requirements, encompasses the requirements for overseeing the development and delivery of enterprise digital services. It proposes a new implementation body, the Digital Services Board, reporting to the established Mission Support Council, which will serve as the policymaking body. NASA expects to charter the Digital Services Board in early 2013. In all other ways, the framework relies on existing governance and organizational responsibilities.
In the Digital Services Governance Recommendations, the discussion of an ideal digital services governance structure is set around six essential elements. The first three elements (Clearly Defined Scope of Authority, Core Principles to Guide Action, and Established Roles and Responsibilities) are addressed in this document. The next three (Stakeholder Input and Participation, Consistent Communications, and Performance Metrics) will be addressed in NASA’s follow-up in January 2013, along with reporting on performance and customer satisfaction measuring tools.
Addressing the Elements
Element A: Clearly Defined Scope of Authority
The world is connected more now than ever before, and there is an exponential growth in the number of services available online. In carrying out our missions, NASA offers a number of services both to internal customers and to the public in the form of information delivery, transactional applications, and other mechanisms across a variety of platforms.
At NASA, the governance of the Digital Strategy is shared among several key stakeholder groups, most prominently the Office of the Chief Information Officer (OCIO) and the Office of Communications (OCOMM). These stakeholders realize the value and potential of embracing digital services to lower costs, increase citizen participation, and make it easier to collaborate and share information.
With this distribution of ownership, the question of accountability and leadership becomes critical. The proposed Digital Services Board (DSB) will represent all stakeholders within NASA and carry the authority, responsibility, and resources to gather, prioritize, and direct the implementation of Agency-wide requirements.
Element B: Core Principles to Guide Action
NASA is dedicated to a number of principles by which we guide our delivery of digital services. The Agency’s primary customers are the American public. This presents a broad service concept that can be segmented into different audiences with needs for different digital services: information for the general public, educational materials for teachers and students, procurement opportunities for businesses, and research efforts for the scientific and engineering communities. Any of these individual audiences may be best served by different elements of NASA. Each aspect of our mission is dedicated to providing the maximum value and benefit to citizens, and every NASA employee and contractor is responsible for ensuring the success of that mission.
The American public deserves nothing less than excellence in the digital services NASA offers both to the public and to its own operations. As such, the Agency is focused on creating a Digital Strategy that, much like our work in space, is bold, innovative, and lasting. We believe that the Digital Strategy is as much an exercise in quantitative measurements as it is a qualitative exercise in future-based policymaking. Thus, we have developed the following core principals that guide us:
Every NASA service ought be created with a focus on its intended audience, which will lead to better user experience, expandability, and efficiency. Within the bounds of existing policies, NASA employees should be able to securely and seamlessly access and share information regardless of their location or preferred device. Digital Services should further NASA’s vision and purpose, including to “provide for the widest practicable and appropriate dissemination of information concerning its activities and the results thereof”. Element C: Established Roles and Responsibilities
Overall responsibilities of organizations with Digital Services roles can be found in NASA Policy Directive (NPD) 1000.3, “The NASA Organization.” The foundational layer of security, including roles and responsibilities, is governed under NASA Policy Directive (NPD) 2810.1, “NASA Information Security Policy,” and NASA Procedural Requirements (NPR) 2810.1, “Security of Information Technology.” Privacy is governed under NPD 1382.17, “NASA Privacy Policy,” and NPR 1382.1, “NASA Privacy Procedures.”
The information layer is largely governed by the NASA Office of Communications at NASA Headquarters, with supporting offices at each of the NASA Centers ensuring appropriate dissemination of information, correctness of information, style, and NASA branding protection.
Provisioning and governing the platform layer is largely the responsibility of the NASA Chief Information Officer, with support from the Service Executive for Web Services, the Web Services Board, the Enterprise Change Advisory Board, and Center Chief Information Officers at each of the NASA Centers.
Currently, governance of the presentation layer falls under existing policies for style, privacy, records management, etc., while leaving the NASA Centers, mission directorates, and mission support offices the flexibility and authority to present content in the most effective manner in consideration of the data or information, targeted audience, and means of access (mobile devices, machine to machine interfaces, etc.).
NASA Digital Services Governance Framework: Target State
In reviewing current governance of digital services, NASA identified the gaps that the new governance framework will address. Existing governance structures are built with a clearly defined scope of authority, core principles, and established roles and responsibilities; going forward, gaps in governance will be addressed with these elements, as well as stakeholder input and participation, consistent communications, and performance metrics.
Gap Proposed Process No group charged with working across NASA to develop Agency-wide requirements for digital services. The Mission Support Council will use input and recommendations from the proposed Digital Services Board to develop Agency-wide requirements for digital services and provide guidelines for their implementation. No cross-Agency group charged with policy development, implementation, and enforcement. The Mission Support Council will be the policymaking body for Digital Services, holding the Digital Services Board responsible for implementation and allocating resources for implementations. No repeatable process for the creation of new websites, the introduction of new free services to the Agency, taking successful pilot projects into Agency-wide operation, or spreading best practices across the agency. Based on policies established by the Mission Support Council, the Digital Services Board will work with stakeholders to develop and implement these processes.
Last Updated: Aug. 7, 2017
Editor: Jason Duley
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