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ISS U.S. National Laboratory

October 12th, 2010 by admin

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ProOrbis completed the reference model for the National Laboratory Enterprise to manage the utilization of the U.S. share of the International Space Station (ISS) by organizations other than NASA. ProOrbis used its proprietary methodologies to design an enterprise to maximize the value of the national investments in ISS.

A copy of the report can be found on the NASA website: ProOrbis Reference Model for the ISS U.S. National Laboratory

NASA requested an independent study to formulate a reference model for an enterprise to manage the uses of the U.S. share of the International Space Station (ISS) by organizations other than NASA.

This report reflects the results of a 90 day study in which ProOrbis used its methods combined with independent research, NASA working sessions and, over 200 interviews with current and previous managers and users of ISS including: academic, industrial and government scientists, payload developers and integrators, research organizations, astronauts, NASA personnel, education experts and potential funding sources (both private and philanthropic). Participants were provided confidentiality for their input to this report to facilitate an open dialog.

Maximizing value is a common objective for profit-making firms.  Governmental organizations generally have the task of accomplishing a specific mission within a budget constraint.  The value of the mission, if articulated, is rarely calculated and is not usually the functioning objective to which the organization is held accountable.

The ProOrbis reference model is an original model built specifically for the intended purpose of maximizing the value of the investments in ISS; making this, from the outset, an unusual assignment.  ISS is a unique physical asset operating in an environment with which most R&D organizations have little or no experience. Given the unique nature of the asset and the unusual nature of the assignment, it may not be surprising that the result of this study is an innovative design.  As with all innovations, a certain amount of resistance and skepticism is to be expected.  However, because something has not been done before, does not mean that it cannot be done.  Leaders recognize the challenges of innovation.  Our intent with this report is to enable leadership by describing both the vision and the practical design of a new enterprise for a new frontier of science.

 

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