Our team utilized the dimensions (categories) from Balanced ScoreCard (BSC) methodology to develop Goals and Objectives for the NCCS. BSC dimensions suggest 4 areas for identification and measurement
  • Financial: encourages the identification of a few relevant high-level financial measures. In particular, designers were encouraged to choose measures that helped inform the answer to the question “how do we look to shareholders?”-Team determined that stakeholder was a more appropriate category. In changing it we still maintained a focus on goals/objectives that determine how we look to our key shareholders (or stakeholders).
  • Customer: encourages the identification of measures that answer the question “how do customers see us?”
  • Internal business processes: encourages the identification of measures that answer the question “what must we excel at?”
  • Learning and growth: encourages the identification of measures that answer the question “how can we continue to improve, create value, and innovate?”
The table below illustrates the goals and objectives that the leadership team has defined for the NCCS. In many cases that objectives represent trending (such as an increase in accounts or a decrease in PUE). Going forward, these objectives will be more specifically defined as baselines are established and metrics are consistently collected and analyzed.
Business/Mission Value Alignment with NASA & GSFC Alignment with Climate Community
  • Map to 1 or more major goals in each organization’s strategic plan
  • Map to decadal survey or other climate working group goals and objectives
Make a measureable impact to science and engineering projects
  • Support 3 successful grants/proposals (ROSES) annually
  • Support 5 science missions annually
  • Support 2 very High fidelity climate and weather simulations annually
  • Secure 60 references in scientific publications
Deliver a Portfolio of competitively priced computational and storage services
  • Increase in user accounts
  • # of unique research efforts requesting allocations
  • % of hours on HPC cluster used by science user community
  • Amount of data downloaded
Expand Service Offering to include data service capability outside of traditional HPC
  • Deliver a science data cloud prototype in 6 months supporting at least 2 research efforts
  • Support a major mission campaign in 1 year
Customer Customer Oriented Culture
  • 80% customer satisfaction (4 out of 5 user surveys)
Agile responses to evolving requirements
  • # of individual user codes/models enhanced
  • Timeliness of user responses (Fred to look at ticket metrics)
  • Rapid Responses/Feedback to brown bags/user forums
Internal Business Process As energy efficient as possible
  • Declining PUE year over year
Operational productivity
  • 100% service availability in 3-5 years (select services for GMAO in 1 year)
  • Amount of HPC resources available to scientific community in standard billing units (SBUs)
  • Expansion Factor
  • Storage capacity/utilization across different mediums (traditional, cloud, etc.)
Learning and Growth Skilled and Motivated staff
  • 90% employee retention
  • Increasing number of hours (in aggregate) for training per year
  • Increased Employee satisfaction
  • 3 Interns per year
Culture of Innovation
  • # of innovation projects worked
  • At least 1 new idea solicited and funded annually
Diversified portfolio of customers
  • Increase non-earth science users annually
  • Diversify within earth science (new initiatives)
  • Have an increasing number of outreach opportunities