Unlocking Collaboration: Enhancing
SMD E/PO Coherence and Effectiveness
Through Integrated Social Media
Proposal Submission for
Science Mission Directorate
Science Education and Public Outreach Forums
Cooperative Agreement Notice (NNH09ZDA004C)
April 9, 2009
Principal Investigator: Joshua McKenty
Proposing Institution: NASA Ames Research Center
Other Participating Institutions: Second Muse, Inc.
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1 Executive Summary......................................................................................................................3
2 Technical Approach and Management Plan ................................................................................6
2.1 Significance of Proposed Work .............................................................................................6
2.2 Overall outcomes expected...................................................................................................7
2.3 Overall metrics used ..............................................................................................................8
2.4 Effects on State of Practice .................................................................................................11
2.5 Technical Approach and Methodology................................................................................12
2.5.1 PROJECT A: DEVELOPMENT OF INTERNAL COMMUNITIES ....................................17
2.5.2 PROJECT B: DEVELOPMENT OF EXTERNAL COMMUNITIES ...................................17
2.5.3 PROJECT C: COMMUNITY MANAGEMENT AND INTEGRATION ...............................18
2.5.4 INTEGRATION WITH SEPOF “INFORMATION EXCHANGES”.....................................20
2.6 Special Facilities/Capabilities ..............................................................................................21
2.7 Relevance of Proposed Work ..............................................................................................21
2.8 General Plan of Work...........................................................................................................22
2.9 Roles and Responsibilities of Team Members ....................................................................25
2.10 Plan for Coordinating with Partners...................................................................................26
3 References .................................................................................................................................28
4 Facilities and Equipment ............................................................................................................30
5 Curriculum Vitae .........................................................................................................................31
6 Current and Pending Support ....................................................................................................44
6.1 Current Support ...................................................................................................................44
6.2 Pending Support..................................................................................................................44
7 Letters of Commitment from Consortium Institutions................................................................45
8 Budget Summary and Details ....................................................................................................47
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1 Executive Summary
In the long history of humankind (and animal kind, too) those who learned to
collaborate and improvise most effectively have prevailed. - Charles Darwin
The Science Mission Directorate (SMD), as well as the Agency as a whole, makes significant
annual investments in Education and Public Outreach (EPO). These investments serve two
distinct purposes - firstly, as fulfillment of NASA’s Space Act obligation to share the results of its
research with humankind; and secondly, to promote the involvement of subsequent generations
in Science, Technology, Engineering and Mathematics (STEM) disciplines.
The Science Mission Directorate EPO includes dozens of missions, non-mission project
activities, products, and programs across four distinct science divisions. This has led to a
public-facing EPO program that lacks coherence, and continues to receive criticism from the
community it must support - that of educators and learners.
This sort of fragmentation, of course, is not unique to SMD EPO and in fact has been the root
cause of most organizational efforts moving towards more collaborative frameworks.
“Problems cannot be solved at the level of thinking that created them.” - Einstein
At the same time, best practices in EPO, both globally and within our country, continue to
evolve. Most dramatic are the relatively recent impacts of social media and social networking on
collaboration within education, and other academic pursuits. A delicate application of these
technologies, combined with appropriate training and support for their use, can have
revolutionary results.
NASA Ames Research Center (ARC), situated at the heart of Silicon Valley, is at the cutting edge
of Social Media and Web2.0 engagement. Aside from the highly successful Google Mars,
Google Moon, and Microsoft World-Wide-Telescope (WWT) EPO projects, on a smaller scale
ARC has developed collaborative interfaces for the LCROSS and TESS science satellites, as
well as engaged in policy and standards development through the formation and leadership of
the NASA Web Strategy Council. NASA ARC is uniquely positioned to bring coherence to SMD’s
EPO efforts, through expert application of collaborative technology and social media tools.
But great tools, no matter how revolutionary, don’t create great communication. For that, you
need great facilitators.
Second Muse, an international consultancy, has pioneered the use of facilitated collaboration
practices, supported by social media technology. Their recent work for the United Nations, the
World Health Organization, and a number of Global 500 enterprises, is strong testament to the
credentials of their personnel and efficacy of their process.
“Technology, in isolation, does not solve problems. There is no such thing as a
technology solution. But used properly, technology can empower PEOPLE to
solve problems. In the end, that’s the only thing that it’s good for.”
Rather than a proposal to address Forum activities for a single division of the SMD, we propose
to address a coordinated collaboration strategy, built on the facilitated use of technology, across
the Directorate as a whole.
The SMD SEPOF has two distinct, but related, challenges. The first is to develop, launch, and
promote a collaborative community - both internally and externally - to support the development
and refinement of EPO products and programs. The second is to drive forward a comprehensive
review of all existing EPO products, and to rework and refine them with appropriate application
of today’s best practices in technology-supported EPO. We will support this with a
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comprehensive approach, combining best practices in technology-based collaboration with a
team of experienced facilitators, educators and curriculum development innovators.
Our approach to facilitating communication comes in two parts – for the external community, we
will engage in the products, services and networks that they already use, on a daily or weekly
basis. These include well-known social networks such as Twitter, Facebook, and Beebo, but
also niche communities built within the educational community such as education.ning.com, the
Elgg communities and others. We will connect with the ongoing OpenCourseWare initiatives (at
MIT, Yale, Irvine and elsewhere), as well as pioneering efforts in open learning by existing ARC
partners (Microsoft, Google, and the Internet Archive) to leverage their communities of educators
and learners.
For internal collaboration, much like the work we have defined for the Human Research
Program, and the Pilot projects currently underway at ARC, we will align our efforts with the
Agency-wide Enterprise Architecture and integrate user-feedback, messaging and syndication
features into a horizontal portal built upon Sharepoint. Rather than favoring a “grab-bag” of
Web2.0 and Social Media functionality, we will roll out individual features with extensive training
and support, and synchronize their rollout and adoption with real-world workshops and events.
(This approach is informed by the Gartner Group report on Social Networking, prepared for
NASA last year).
These clear strategies will guide our overall work efforts, and allow us to follow an Agile
Management methodology with short, well-defined iterations against them. Each iteration will
produce a set of operational metrics, including measures of user engagement and response,
product improvement, as well as traditional measures of progress against our baseline
(percentage of work remaining). These metrics not only provide a high degree of transparency
into the work underway, they also allow us to aim for Continuous Improvement by constantly
adjusting course for maximum effectiveness.
The skill-sets we bring to this project, specifically around building shared understanding and
facilitating open and directed dialog, will also serve well in our roles on the EPO Forum
Committee and Working Groups.
As we firmly establish a self-sufficient community of collaborators, both internal and external,
and address the current communication challenges, a more coherent picture will emerge within
the Educational Community. This coherent picture will become a primary asset during the review
of existing EPO products, and allow them to be refined and categorized around clear thematic
lines.
As an eventual outcome of this work, the entire process of SMD EPO will itself become more
approachable – engaging a wider array of participants in the production of more cogent,
carefully targeted and valuable educational resources.
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2 Summary of Personnel, Commitments, and Costs
FY10 FY11 FY12 FY13 FY14
Individual Role
Joshua McKenty PI 50% 50% 50% 50% 50%
Dr. Todd Khozein Co-I 25% 40% 25% 40% 25%
Michael Broxton Co-I 10% 10% 10% 10% 10%
Chad Badiyan Co-I 25% 25% 40% 25% 40%
Inst.
Loretta Whitesides PI 60% 60% 50% 50% 50%
Jeff Lindsay Co-I 30% 20% 30% 20% 30%
Devin Carlen Co-I 30% 20% 30% 20% 30%
Jessy Cowan-Sharp Co-I 50% 40% 30% 50% 40%
Brian Day Co-I 10% 10% 10% 10% 10%
Keith Shackelford Co-I 10% 10% 10% 10% 10%
Total 3.00 2.75 2.75 2.75 2.85
FY10 FY11 FY12 FY13 FY14
Joshua McKenty PI $74,913 $77,160 $79,475 $81,859 $84,315
Dr. Todd Khozein Co-I $37,456 $61,728 $39,737 $65,487 $42,157
Michael Broxton Co-I $14,162 $14,905 $15,686 $16,508 $17,367
Chad Badiyan Co-I $37,456 $38,580 $63,580 $40,930 $67,452
Inst.
Loretta Whitesides PI $89,895 $92,592 $79,475 $81,859 $84,315
Jeff Lindsay Co-I $44,948 $30,864 $47,685 $32,744 $50,589
Devin Carlen Co-I $44,948 $30,864 $47,685 $32,744 $50,589
Jessy Cowan-Sharp Co-I $74,913 $61,728 $47,685 $81,859 $67,452
Brian Day Co-I $14,983 $15,432 $15,895 $16,372 $16,863
Keith Shackelford Co-I $14,162 $14,905 $15,686 $16,508 $17,367
Total Labor Cost $447,835 $438,757 $452,589 $466,870 $498,465
F&A $106,585 $104,424 $107,716 $111,115 $118,635
Direct Cost - Travel $25,000 $25,000 $25,000 $25,000 $25,000
Total Annual Cost $579,420 $568,182 $585,305 $602,985 $642,100
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3 Technical Approach and Management Plan
3.1 Significance of Proposed Work
We begin with a radical prescription, one that is ever-so-slightly out of alignment with the explicit
tasks in the original CAN, but one that we believe is dynamically in alignment with the goals;
namely, that we take a leadership role in supporting the facilitated use of collaboration and
communication technology - across all four divisions.
Social Media is a 24-hour-a-day, 7-day-a-week medium. It ignores boundaries of jurisdiction,
nationality, and in many cases, language. It is an ideal platform for launching a coherent,
cohesive and unified program. But every characteristic, which makes it ideal for such an effort,
makes it difficult (if not impossible) to manage through a typical, committee process.
The tools and technologies required to effectively and efficiently manage collaboration, both
within the enterprise, and across the world, represent a significant investment. These tools
include reporting and aggregation systems1, social publishing and syndication systems2, and
the voting/ranking systems that allow us to extract meaning from mass participation3. This
investment is not specific to any science division - nor are the skill sets required to be effective
in community management of Social Media commonly found overlapping the Science
disciplines.
In order to best address the need to expand the value of SMD investments in E/PO, our
technical approach and management plan identifies three discreet projects:
• Project A: Internal Communities
• Project B: External Communities
• Project C: Community Management & Integration
We address each of these projects individually because each requires a dedicated effort, and
merits a detailed analysis of the approach that will be used and the expected results.
Please note that, while we have defined a set of projects that we believe will achieve the
objectives laid out within the CAN, the primary intent of this proposal is to provide a diverse and
well-qualified team of professional to work closely and collaboratively with the SMD. As such,
our specific work products, and even the processes applied, are adaptable.
We will review our overall management approach, general outcomes expected and project-wide
success metrics, and then examine each project in detail. First, however, it seems appropriate to
mention the guiding principles that directed our project planning. Our process is built around the
Gartner Group’s “10 Commandments for Social Success”, from the “Social Media and Mass
Collaboration” briefing they prepared for NASA last year - the primary directive in that document
is “John Gall’s Law”:
“A complex system that works is invariably found to have evolved from a simple
system that worked. The inverse proposition also appears to be true: A complex
system designed from scratch never works and cannot be made to work. You
have to start over, beginning with a working simple system.” -
http://en.wikipedia.org/wiki/Gall%27s_law
The mechanisms and principles applied to community development and management, whether
internal or external, are common, and will be discussed within Project C.
All of these projects are addressed in two facets - first, an appropriate set of technologies that
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can support the communication goals is selected or developed, customized and deployed.
Second, an appropriate team with a proven process engages the target users, both online and in
the real world, with a facilitative process that results in a stable, self-reliant community.
Project A: Internal Communities and Collaboration
This project addresses the need to build a dynamic and collaborative environment, first across
all of the Science Mission Directorate, (eventually expanding across Agency-wide EPO
personnel). The technologies for this will be selected from the Agency Enterprise Architecture’s
Collaboration Suite, and customized by ARC Code-I / Code-TI personnel. Key Pattern: The
Social Media Dashboard.4
Project B: External Communities and Collaboration Technologies
Engaging deeply, in a consistent fashion, with the outside community of educators and learners
is clearly a key driver for this effort. This project will address technical, legal, policy and
coordination aspects of these external-facing communities. Any NASA-specific technologies
required will be constructed on the NASA Apps platform, leveraging the work of the proposing
team’s efforts on the LCROSS, TESS-CCP and Microsoft WWT EPO projects.
Project C: Community Management and Integration
This project includes many of the explicit responsibilities laid out in the CAN document; it also
includes many of the implicit responsibilities of managing a growing community (whether online
or offline), and keeping that community in line with the dignity, enthusiasm, and scientific rigor
that characterizes the SMD.
Should this proposal be selected, we anticipate that the SMD would fund five awards for the
SEPOF CAN. This would allow us to work directly with the domain experts within each division,
and allow them to draw upon our expertise in facilitated collaboration and Social Media. Such a
route, we feel, not only provides the most cost-effective approach to the goals of the CAN – it
also provides an opportunity for each SEPOF team to focus on their core competencies, thereby
ensuring the best possible outcomes.
3.2 Overall outcomes expected
“Funny how many people get hung up on numbers. I prefer to get hung up on
people.” - Chris Brogan, via Twitter.
NASA projects and programs exist within a dynamic tension – on the one hand, a drive to
centralize authority, accountability, and control, in a desire to achieve cost efficiencies and
effective policy compliance; on the other, a decentralizing influence to improve decision-making
efficiency and support innovation.
By centralizing the technology, training and facilitation, and distributing responsibility and
initiatives, you can gain the best of both worlds – cost-efficiencies in hardware/software
infrastructure, and decision-making efficiencies in the field.
The outcomes we expect within the communities-of-use:
• Unified communications platforms across SMD E/PO
• Consistent and consolidated reporting of external SMD E/PO feedback and input
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• Expansion of external SMD E/PO communities
• Increase in depth of engagement with external communities
These initial, concrete and easily measured outcomes are clear indicators of our “secondary”
outcomes:
• Sense of community among E/PO project leads
• Increased awareness of E/PO activities (who’s on first)
• Increased coordination of events, fewer overlapping events
• Progressive increase in creative collaboration between communities and project leads
• Increased internal collaboration as a result of greater of awareness of E/PO activities
By taking a crosscutting approach, we will be “in the trenches” with the other SEPOF teams,
and best able to identify the “Best Practices” of internal and external collaboration. These Best
Practices can be shared with other programs within the Directorate, and across the Agency as a
whole - Public Outreach will become a two-way street.
With our strong focus on training and facilitation (instead of traditional “outsourced
responsibility”), we expect to establish technology-supported collaboration as a “core
competency” within SMD E/PO.
Finally, this project will position SMD E/PO at the front lines of Government Social Media
engagement, both directly within the Obama administration, and in line with the “Data.GOV”
initiatives of his new Federal CTO. (See Also: Relevance of Proposed Work)
3.3 Overall metrics used
“Managers who don’t know how to measure what they want settle for wanting
what they can measure” - Russell L. Ackoff
There are three sets of goals that this project contributes towards: those of the CAN, specifically
(improving communication and coherence); those of the SMD E/PO Program, generally (the eight
SMD principles from the NASA Science Plan of 2007); and those of the Agency’s Education
strategy (the three Outcomes of the Education Strategic Framework). In the same fashion that
those strategies view these goals in sequence, we measure community engagement as a ‘funnel’
of user behavior:
• Passive = User visits or consumes content on an ad-hoc, infrequent basis. Contributions
are sporadic or non-existent.
• Active = User visits or downloads at least once weekly, makes active contributions
(comments, posts, shared content) at least once monthly.
• Engaged = User contributes at least once weekly.
• Advocate = An Active or Engaged user who makes recurring efforts to encourage
participation among other users.
Metrics will be gathered in several fashions: directly measured (anonymous) usage statistics
gathered from the tools themselves; periodic surveys of E/PO program members at SEPOF events
and workshops; second-order analytic measures of the web communities (PageRank, Technorati
Scores, WebGrader, Get Satisfaction and Uservoice rankings); correlated results (including re-use
of key resources, and other key indicators of improving communication).
DIRECT ENGAGEMENT METRICS (REACH):
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INTERNAL EXTERNAL
% of E/PO Personnel participating Growth of participating users
Year Target Year Target
2009 20% 2009 Baseline
2010 30% 2010 Baseline + 15%
2011 40% 2011 Baseline + 25%
2012 50% 2012 Baseline + 35%
2013 60% 2013 Baseline + 45%
% of participating users that are Active % of participating users that are Active
Year Target Year Target
2009 Baseline 2009 5%
2010 Baseline + 20% 2010 8%
2011 Baseline + 30% 2011 11%
2012 Baseline + 40% 2012 14%
2013 Baseline + 50% 2013 17%
% of Active users that are 'Engaged' % of Active users that are 'Engaged'
Year Target Year Target
2009 5% of Active 2009 5% of Active
2010 7% of Active 2010 7% of Active
2011 9% of Active 2011 9% of Active
2012 12% of Active 2012 12% of Active
2013 15% of Active 2013 15% of Active
COMMUNITY ACTIVITY METRICS (BREADTH):
One of the primary goals of community development is always to achieve self-sufficiency: a
sufficiently broad community becomes its own support system. Aside from the above metrics of
generic participation, we will also track and report bi-lateral metrics of activity:
• Number of questions asked, answered, and voted on
• Average response time within forums / community
INDIRECT IMPACTS (DEPTH):
While OMB restrictions make it difficult to directly survey the general public, the periodic events
and workshops organized by the division-specific SEPOF teams will provide us with ample
opportunities to gather feedback directly from members of the target communities, both internal
and external. We will quantify this feedback to ascertain:
• Changes in perception of SMD E/PO coherence by external partners
• Changes in perception of E/PO communication by internal users
•
Increase in resource re-use is another key indicator of successful collaboration and
communication. Thus, we will measure reuse of the following key resources:
• NASA Apps platform for rich E/PO web applications
• Microsoft and Google SAA Annexes for E/PO Partnerships
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• Cross-pollination of E/PO teams
• “Buzz” Metrics (Press mentions, technorati and twitter traffic, etc).
These metrics will be evaluated on a continuous and ongoing basis, and will be a key driver for
iterative refinement of our approach, target communities, methods of engagement, and overall
strategy.
An annual review of these metrics will also serve as the primary evaluation tool for our ongoing
contributions to the Forum program.
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3.4 Effects on State of Practice
Engagement with the Internet and Internet technologies continues to have profound and
completely unexpected results - for NASA, for the US Government, and for the World-at-Large.
Recent examples of this include the unexpected successes of NASA’s forays into the use of
Twitter as a Public Affairs medium, the surprising reception that NASA’s “CoLab” project found
within Second Life (as well as the positive publicity it spawned) – or the fact that near-real-time
data returning from the MRO instrument is now accessible to close to ½ billion people, via the
Ames-based Google Mars project.
(Original diagram was excerpted from ‘A Framework for Planning Education and Public Outreach Programs Associated
with Scientific Research Programs’, by C A Morrow, June 2000)
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And yet, when you consider that the NASA Ames data center (once known as “Mae West”), was
the thirteenth node on the Internet, and is still part of the fabric of the Web – perhaps NASA’s
recent successes seem less surprising.
But we have fallen behind. The latest innovations in education, such as OpenCourseWare, the
Cape Town Open Education Declaration – even a comprehensive strategy of engagement in
online educational communities – NASA is not found here. This will be addressed.
Individual SMD E/PO products and projects continue to excel in innovative delivery of
appropriate and inspiring curriculum. A coherent community of support for E/PO leads and team
members would effectively raise the bar, and bring this level of excellence to all E/PO efforts.
Current thinking regarding E/PO, while embracing the Web as a medium for Public Outreach,
Marketing and Media efforts, nevertheless fails to engage in the possibilities of Open Course
Ware, eLearning, or the prominent move towards digital delivery of learning materials, even
within the classroom. Enabling the E/PO community to collaborate online is the first step
towards a bright, shiny future of web-enabled education.
3.5 Technical Approach and Methodology
By the time this project begins, in the Autumn of 2009, the Social Media, (or Social Networking),
landscape (especially in the field of education), may have shifted entirely. So the key items of our
technical approach, are not specific networks, technologies, or tools, but our understanding of
the appropriate way to engage in whatever networks, technologies and tools have captured the
interest of our target users.
Social Media are technologies that evolved in the free market. Much of the now-identified
collaborative behaviors within these environments are emergent - which is to say, they
developed within the community of use, and were not part of the original intended purposes of
the products. Additionally, the communities-of-use are “self-selected” - which means the
feature-sets that solved their problems, are the features that appealed to them.
When applying social media to business or organizational challenges, however, we do not have
either of these advantages. Firstly, experimental approaches (those that place emphasis on
discovering “emergent behavior”), while encouraged for ancillary benefit, are usually not
accepted as the primary method of solving business challenges. Secondly, we have a clearly
defined target community, and a goal of achieving specific levels of adoption - we need to tailor
our tools (and their feature sets and interfaces) to this community. Self-selection is not a viable
option.
We define the activities and scope of this project as the solution to the following matrix:
• Which tools, for
• Which users, for
• Which messages
TOOLS (or, ‘A note on terminology: Social Media, Social Networking, Collaboration’):
Broadly speaking, there are two primary types of electronic communication: those where the
communication accompanies the content, and those where the communication IS the content.
Examples of this division would be an email with an attached document (where the email
message is simply introductory), vs. an instant message or telephone call.
Similarly, our discussions of Social Media and Social Networking are divided between tools
where the goal is to simply CONNECT the users (Networking), vs. tools where some item or
collection of content is central to the discussion (Media). Do not be confused with the use of
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“Media” to refer to “News” - while many of the popular Social Media communities are
News-related (Digg, Reddit, etc), Social Bookmarking and Photosharing (Flickr, Photobucket,
Youtube) are also considered “Media”.
Also, we avoid discussing “Collaboration Tools” as if they’re something entirely new.
Collaboration is any activity that allows multiple people to work together towards a common
aim. Within this definition, most people in the world have a powerful collaboration tool on their
desk - the simple telephone.
All communication tools have several defining characteristics:
• Frequency - how often they’re used
• Reach - how many people they address
• Immediacy - how short of a communication “cycle time” they have
It’s important to realize that some facets of these characteristics are intrinsic to the tools, while
others are “cultural”, and have their roots in interface subtlety - e.g. although both instant
messaging, and email, provide THEORETICALLY near-instantaneous delivery, because the user-
interface of IM provides both presence indication (and a corresponding expectation of
instantaneous response), and an interruptive interface, we treat it as a much more urgent
medium.
Finally, for the purposes of this analysis we will treat ALL communication tools as bilateral; that
is, allowing response and counter-response. A final nuance would be the “reach” of the
response. Here are some further examples:
• An “Annual Report”, whether printed and bound, or available as a PDF on a website,
represents a communication tool with LOW frequency, LOW immediacy, and LOW-to-
MODERATE reach. However, unless it’s coupled with a Blog announcement, or a Social
feedback tool such as “Get Satisfaction”, etc, any RESPONSES to such a report will be
private, and not available to the community-of-interest.
• A blog post will almost always have greater REACH than the comments on that post. This
is excacerbated by the particular nature of RSS syndication (typically only the post itself,
and not accompanying comments, are syndicated), blog aggregators, etc. Contrast that
to a “REDDIT” post - where a follow-up comment may reach far larger votes (and hence
REACH) than the original content.
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WHAT TYPES OF COMMUNICATION?
Arguably the most VALUABLE, and most poorly understood, style of communication INSIDE the
enterprise is the simple “STATUS UPDATE”: Most valuable, because opportunities for effective
collaboration are greatest “in-band”; and most poorly understood, because there’s very little
immediate value for the “poster” – the value is captured by OTHER users. (See
http://blog.worldcampus.psu.edu/index.php/2008/09/04/social-networking-in-higher-education/
and http://www.websocialarchitecture.com/community/2007/06/the_lurker_myth.html).
Another typical communication is the “Query”. From the standpoint of Social Media, the
challenge with any query-based discussion is targeting the right SCOPE. Traditional scope is
typically too narrow to elicit out-of-the-box thinking, or even early-in-cycle feedback from the
target communities. But a common response, when landing in the new world of “Web 2.0”, is to
DRASTICALLY increase scope - which lowers the signal-to-noise ratio for the entire network.
Finally, the style of communication that NASA is perhaps most familiar with, the “Review”. This
is a content-centric query that usually requires an integrated approach between two systems – a
media sharing service of some kind, and a discussion forum.
To recap the types of communication we will specifically enable:
• ‘Status’
• Requesting / Accepting feedback
• Providing assistance / support
• Community helping itself
• Motivating / Exciting (e.g. marketing, advocacy or PAO-style E/PO functions)
The major advantage of mailing lists, newsgroups, or web applications, over simple email or IM
exchanges, is in the accumulating value of the archive. While the discussion may originally have
been solving one problem, for one group of people, the searchable archive can now solve that
problem for MANY groups of people.
WHICH USERS?
The initial phase of our project plan includes additional discovery and technical requirements
development; however, we’ve approached this proposal with a fairly well-informed understanding
of the Communities of Use, and we include a short list below:
• Internal Community
• SMD E/PO Leads (both NASA and non-NASA)
• SMD E/PO Team Members (scientific, education and technical)
• Science PIs, Co-Is and Collaborators (esp. those with Education interests)
• SMD E/PO Management (at the Division and Directorate levels)
• Inter/Intra Community
• Other NASA E/PO programs
• NASA Interns and Fellows
• Organizational Partners
• External Communities
• Educators
• Curators (Exhibit, Museum, etc)
• Curriculum Developers
• Learners
• K-12
• Graduate / Post-graduate
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• General Public
With an understanding of which users we need to serve, which types of communication we need
to facilitate, and what tools and technologies might be applied to achieve these
communications, achieving our desired outcomes is a straightforward matter of execution – by a
team who has never settled for less.
3.5.1 PROJECT A: DEVELOPMENT OF INTERNAL COMMUNITIES
The key constituents of the Internal Community are:
• Mission EPO Leads
• Non-Mission EPO Leads
• Other NASA Education Personnel
• Other NASA Science Personnel
How do we reach them?
NASA ARC is currently managing a Pilot deployment of an Agency-wide Sharepoint solution for
intranet collaboration and document management. We anticipate leveraging this solution
appropriately within the agency, and integrating it with external-facing solutions (either within
LifeRay or NASA Apps, as per the Agency Enterprise Architecture) to extend collaboration
support to our external partners.
Based on current cutting-edge practices of content syndication and “webhooks”i we will
integrate and syndicate content from various social networks, into this dedicated “one-stop-
shop” horizontal portal.
FINISH ME
3.5.2 PROJECT B: DEVELOPMENT OF EXTERNAL COMMUNITIES
Our guiding principle in engaging the External Communities of interest is: “Meet them where
they are. Don’t build new networks.” Thus, the technologies and system patterns we apply are
all about Aggregation, Syndication, and Analysis. When we describe the “External Community”,
we are thus describing a loosely coupled collection of many networks, web applications, and
technologies.
TECHNOLOGIES:
• RSS and ATOM Aggregation (‘Planets’, Blog Aggregators)
• Threading APIs (Disqus, IntenseDebate, Twitter Search)
• Social Media Newsroom Pattern
• Web Hooks (Yahoo Pipes)
There are many specific networks of educators and learners that we will aim to engage with – a
short list follows, it is by no means exhaustive:
• Twitter
• http://education.ning.com/
• Facebook Groups
• ELGG sites
According to Gall’s Law, as well as the specific recommendations of the Gartner Group report,
enterprise engagement with Social Media is best launched around a small set of well-defined
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“purposes”.
Initial External Community (Purposes):
• Sharing Resources. Provide a forum for Science Educators and Learners to share and discuss
the educational resources they use, produce, or modify, as well as the method of delivery and
outcomes. Facilitate and support this dialog, regardless of whether SMD EPO’s products are
central to the conversation (initially).
• Making Proposals. Because a large portion of the evaluation of any E/PO proposal is based
on the Relevance, and effect on the State of the Practice, communities-of-interest that can
support inquires about Best Practices and Lessons Learned will be valuable, and may make
E/PO projects more accessible to a wider variety of individuals.
• Answering Questions.
In addition to the community collaboration portal we have discussed, we have also identified
several specific technology projects within the CAN that we propose to address across the
Directorate. We will also present division-specific interfaces to these applications, as appropriate.
SPECIFIC TECHNOLOGY PROJECTS:
• Media Library: With a specific goal of identifying “Rich Media” E/PO products and resources,
a central Media Library will become an increasingly valuable asset. We will work directly with
the members of the other SEPOF teams (as well as the E/PO communities) to identify and
catalog rich media resources. The Media Library will include both catalog/linking functionality,
as well as hosting, and will be built on the NASA Apps platform, which already has much of
the required functionality (see the LCROSS application at http://apps.nasa.gov/lcross).
• FAQ System / Knowledge Base: We will digest from the ongoing dialogs across the internal
and external communities the most salient queries, and populate a searchable, indexed
Frequently Asked Questions knowledge base. The administrative interface to this system will
gradually be introduced to the “Advocate” and most actively engaged members of the
community, and will become a self-sustaining community resource.
3.5.3 PROJECT C: COMMUNITY MANAGEMENT AND INTEGRATION
“Collaboration equals innovation.” Michael Dell
A successful collaborative community, aside from great tools, requires good community
management. Fortunately, community management is a discipline well understood by this team.
The first, and primary of these, is about establishing community “tone”. This involves actively and
positively engaging early adopters, helping them to understand the expectations, creating
virtuous feedback loops.
Flock, Inc., creator of the “Flock Social Browser”, won a “Webby” in the Social
Networking category in 2008 - beating out Facebook5. When asked how to describe
his job function, Evan Hamilton (the Flock ‘Community Manager’), tweeted (at
http://twitter.com/flocker/status/1363801241):
Plumber. I prime the pumps for the community to spread the word, unclog
problems they run into, lay pipes for future growth.
Our community management and integration strategy, aside from being about the right people
responding to the community in a dynamic fashion, also has some specific “best practices”:
• Community Launch
• Connecting online events and the real-world
18

• Managing large-scale (“mass”) collaboration and contributions
• Growing Advocacy
COMMUNITY LAUNCH:
“Well begun is half done.” – Aristotle
Online communities, much like real-world teams, have an intensely persistent culture. It will tend
to perpetuate itself in activities such as “flame-wars”, on- or off-topic discussion and debate,
even the general “tone” of response and commentary. An analysis of the history of online Social
Communities, beginning with Geocities and Tripod, extending through the Xanga and Friendster
eras, and culminating (currently) with Twitter, Facebook, and MySpace, will show that the
tendency of these communities to become firmly identified with their early culture is an almost
universal trait. <REFERENCE>
Thus, the art of launching a successful online community becomes mostly about setting tone,
and establishing clear expectations of behavior. For good examples of this, see Ning.com – new
Community Owners are “friended” and messaged by the CEO of the company directly. It’s not a
form letter.
We will prepare and execute specific Launch Plans for each community project identified above.
CONNECTING ONLINE AND REAL-WORLD EVENTS:
The large number of individuals involved in EPO activities, even within a single division, makes
traditional broad-community “tag-ups” by teleconference awkward and unfeasible. Instead, we
will work with the SEPOF teams to engage the EPO leads through a suite of integrated tools,
including mailing lists (archived and collated into a searchable resource), small-group and one-
on-one teleconferences, and in-person surveys and interviews (with facilitated capture). By
driving all of these activities back into an archival format, we will capture long-term value from
resolving barriers to project reporting and registration, asked-and-answered queries, project
highlights and lessons learned.
These communication mediums will be supported by Mrs. Whitesides, Mr. Badiyan and Dr.
Khozein, who are tasked with extracting specific items such as project opportunities or
unregistered resources, from the community dialog. They will also act as community managers
and mediators.
By far, however, the most powerful tool for connecting real-world and online events is the ‘back-
channel’. Working directly with the division SEPOF teams, we will deploy an integrated
backchannel solution (such as UStream or Slandr.net) to connect every real-world event with the
broader online community.
MANAGING LARGE-SCALE (“MASS”) COLLABORATION AND CONTRIBUTIONS
During their recent work with the United Nations and Nestle, Mr. Badiyan and Dr. Khozein
successfully pioneered an approach to managing large-scale collaboration, traditionally one of
the most difficult forms of collaboration. Their process has three distinct phases:
1) An “Open Ideation” phase. Much like a traditional brainstorm session, the focus is on idea
generation rather than critique. It’s critical that the facilitators maintain an environment of
positive attitudes. Once the flow of ideas has slowed, it’s appropriate to eliminate duplicates,
and accept community voting and ranking.
2) Idea refinement within a smaller group. It’s critical that this group is a representative cross-
19

section of the larger community, but also that the participants are skilled (or naturally adept)
at working in a collaborative (rather than competitive) framework.
3) Returning to the community. Once again, the broad community needs to be engaged for
feedback. If the second phase has been handled well, there should rarely be a strongly
negative response at this point. This is also the primary point of dissemination – especially if
the announcement has been appropriately telegraphed, the entire community will eagerly
await it.
BUILDING ADVOCACY:
Seth Godin is probably the most well known marketing expert in the world when in comes to
advocacy and evangelism. Second only to Seth are the Heath brothers, authors of “Made to
Stick”. Both of them agree on the key methods of developing “sneezers” – the propagators of
your idea virus.
• Build something that’s different – the Purple Cow.
• Give your enthusiasts the tools they need to spread your virus.
• ASK them to help.
• Reward them with recognition, and responsibility.
OTHER COMMUNITY MANAGEMENT PROCESSES WE USE:
Successful models of this sort of online community building usually include a continuous,
asynchronous medium, such as mailing lists and discussion forums, as well as designated
“community hours” that the community managers are real-time available on micro-blogging
platforms, instant messaging, and IRC channels.
3.5.4 INTEGRATION WITH SEPOF “INFORMATION EXCHANGES”
The Division-Specific SEPOF teams will be coordinating regular “information exchanges” for
E/PO project activity leads. We will attend at least one of these events for each division, each
year. This will provide a face-to-face opportunity to provide training, gather feedback from
participants, and develop and deepen advocacy for the internal and external communities.
Additionally, we will provide technology support for coordinating these events, including
scheduling, paper submission, discussion-support, real-time video and “back-channel”, etc. (Mr.
McKenty was a developer of ConferenceManager.com under contract, and the Second Muse
team have specific and world-renowned expertise in facilitating the connection between real-life
and online events).
• Feedback forums (similar to UserVoice but internally hosted) will be used to crowd source
ideas, discuss challenges and opportunities, and seek feedback on the effectiveness of
the information exchange activities.
• Facilitated small group and one-on-one teleconferences will be critical for knowledge
generation, exploring issues and examining ways to increase the coherence of SMD E/PO
programs and their effectiveness and efficiency.
• In-person interviews and small group meetings will serve the same purpose as the
facilitated teleconferences but allow for more in-depth analysis and discussion when
needed.
• Online and in-person training in how to collaborate and use tools for collaboration will help
the E/PO project leads collaborate more effectively and more frequently with each other
and with their teams. The training will be practical, addressing specific areas and methods
20

to improve products or increase reach and impact.
These approaches provide multiple ways to engage the E/PO project activity leads, both
passively and actively. We’ve found that content creation introduces the potential for value while
passive consumption or participation allows that value to be realized. <REFERENCE> A balance
is needed to maintain a healthy and productive exchange. The frequency and types of exchange
will vary among the E/PO project leads, however, our objective will be to engage them weekly at
first, and to adjust the frequency and methods based on feedback from the E/POs and SEPOF.
We will inform the E/PO project leads about the information exchange activities by email and
phone. Phone interviews will be especially important to communicate value, seek feedback,
better understand E/PO needs and challenges and areas for collaboration, and acquire a
commitment to participate. Based on our previous experience conducting similar meetings, this
has been an essential component of creating a collaborative process.
“Assist SMD in the identification and collection of Education and Outreach resources, such as
presentations, podcasts, and vodcasts, for community use in addressing a variety of target
audiences and age levels.”
As mentioned earlier, an SMD E/PO media library will be created to store or link to E/PO
resources, such as presentations, podcasts, and vodcasts. The majority of the development work
for this project is already part of the NASA Apps platform.
“Assist SMD in the development of resources such as Frequently Asked Questions and Answers
to assist scientists who wish to engage in E/PO activities”
FINISH ME
3.6 Special Facilities/Capabilities
NASA Ames has been instrumental in negotiating and executing Agency-level Space-Act
Agreements (SAA) with both Microsoft and Google. These are umbrella agreements, meaning
that additional partnerships can be defined as a simple “Annex”, with limited delay and legal
overhead.
The NASA Apps cloud computing platform is currently hosting a number of EPO applications,
including an image-processing pipeline and data store for the Microsoft World-Wide Telescope,
a collaborative portal for LCROSS citizen scientists, and many others. The PI of this proposal is
the system architect of the NASA Apps platform. It is a key enabling technology, and allows us
to address a much broader scope of work than would be otherwise feasible.
3.7 Relevance of Proposed Work
The SEPOF CAN laid out three broad areas of work – Community Engagement and
Development, Product and Project Activity Analysis, and Coordination Committee Service. With
our out-of-the-box proposal, we will directly engage the first set of tasks. We will provide a great
deal of indirect value (specifically with the expertise in facilitating collaboration that the Second
Muse team members provide) to the third. We will make no direct contributions to the division-
specific analysis – although these enabling mechanisms will bring a much larger pool of
expertise to bear in every division.
This proposal is directly relevant to both the tasks, and the underlying goals of the CAN. It is
also a legitimate E/PO effort in its own right – recent studies of the educational communities
emerging on Facebook have found that communities-of-interest represent an entirely new
21

educational medium. <CITATION?>
While the SMD may have a strong preference to organize SEPOF efforts divisionally, there are
significant cost savings to addressing the underlying technology and community development in
a cross cutting fashion.
A more fundamental question, perhaps – will collaboration tools, proper facilitation, and some
clearly defined community goals help to address the communication challenges within SMD’s
E/PO programs?
“Duplication of effort, left hand not knowing what the right hand is doing or
endless revisions are typical symptoms of companies where effective
collaboration is low on the agenda. Workers within big businesses typically need
a little support and encouragement to collaborate effectively...”
”...For collaboration technology to be effective, companies need to understand
the kinds of interactions that happen within their business, both internally and
externally with partners, customers and suppliers. Collaboration is a process and
the tools need to be geared towards supporting these processes.”
- Anthony Plewes, Collaboration best practices: Think big to act small
While the traditional ROI of enterprise collaboration efforts may be well understood, the larger
question of “Gen-Y” sits in the room like a pink elephant. If we fail to engage the “fresh-
outs”<reference>, our otherwise successful E/PO efforts can become meaningless – within a
single generation.
“One study show that workplace innovations account for 89% of multifactor
productivity gains [Black and Lynch, 2001], while a recent study by Frost &
Sullivan [Gofus et. al., 20061] concludes that collaboration positively impacts an
organization’s business performance, as collaboration constituted twice the
impact of a company’s strategic orientation and more than five times the impact
of market and technological turbulence influences. The data collected in the
study indicates that collaboration counts for 36% of overall corporate
performance” - Kjetil Kristensen, “Collaborative Performance, Addressing the
ROI of Collaboration” http://www.cwe-
projects.eu/pub/bscw.cgi/d889578/CollaborativePerformance-
AddressingTheROIOfCollaboration.pdf
There are other elephants in the room, as well. One of those elephants is called “Enterprise
Architecture”. Periodically it threatens to shift the balance of power, from a Directorate-centric,
“solve-the-problem-that-lies-before-us” sort of approach, to a policy-compliant-and-dictates-
handed-from-above sort-of world. We tame that lion – by bowing to the dictates of their
specified “Collaboration Suite” – before it has even become an issue.
The last elephant – the one named “Changing of the Guard”, strikes fear and apathy into the
heart of even the most battle-hardened NASA veteran. We’re there, too – we have looked deep
into the heart of the new Administration, and we have seen there: Radical Transparency, Data-
as-an-Asset, and full engagement in the Social Web.
3.8 General Plan of Work
As with all web-based development, where the mean lifetime of a specific technology or
approach may be less than 18 months, we will address this project using an Agile Methodology.
NASA Ames is iterating through several pilot projects that use an Agile approach, coupled with a
22

more NASA-traditional 7120.7 project management reporting structure – these pilots will be
complete before this project begins, and the lessons learned will guide our project cycles.
With the advent of social media, OpenCourseWare and the globalization of Education, the state
of the art in curriculum development is changing at a pace faster than any other time in history.
Funding a five-year program shows the appropriate level of commitment to efforts towards
improving coherence and communication; however, it’s impossible to make any plan to interact
with a broader community that’s longer 18 months, with any hope of relevance.
Each of the proposed projects will begin with a technical definition phase. This will provide us
with an opportunity for final clarification of our requirements, and identification of appropriate
pilot groups within all four divisions. A brief trade study phase will follow, where final selections
of appropriate technology can be made. We have made a preliminary down select to a list of
candidate technologies that fit within the SMD Enterprise Architect’s Segment Architecture.
KEY MILESTONES
• Complete Definition Phase
• Complete Trady Studies
• Soft Launch of Internal Communities
• Soft Launch of External Communities
• Completion of Pilot Training Cycles
• First Programmatic Review
• Second Programmatic Review
MANAGEMENT STRUCTURE
23

24

3.9 Roles and Responsibilities of Team Members
NASA Ames Research Center will act as the lead institution. They will provide comprehensive
project management for this effort, as well as directly implementing all technical aspects of the
work. Second Muse, Inc will lead all facilitation and training efforts, as well as community
management. Roles and responsibilities are detailed below:
Joshua McKenty, Principal Investigator (NASA Ames).
Mr. McKenty will coordinate all technical activities, including the system architecture,
infrastructure, security plans, policy compliance, and user authentication. Additionally, he will
lead the development efforts to create the Social Media Dashboard, Media Library, and
Knowledge Base systems that comprise the Project B products.
Time Commitment: 0.5 each year
Loretta Whitesides, Institutional Principle Investigator, Second Muse.
Mrs. Whitesides will lead the Community Management, Training and Integration efforts
(collectively known as Project C). This will include planning and coordinating all online
moderation, training sessions integrated with SEPOF events, and outside Partnerships.
Additionally, she will participate directly in the SEPOF coordinating committee, and working
groups as appropriate.
Time Commitment: 0.6 in FY10 and FY11, 0.5 thereafter
Dr. Todd Khozein, MD, Co-Investigator, Second Muse.
Dr. Khozein will be responsible for community facilitation, primarily through direct training and
engagement in real-time events, both face-to-face and digitally assisted. He will also work
collaboratively with Mrs. Whitesides and Mr. Badiyan to actively support all communities.
Time Commitment: 0.25 in FY10, FY12 and FY14, 0.40 in FY11 and FY13
Chad Badiyan, Co-Investigator, Second Muse.
Mr. Badiyan is the primary Community Manager, and is responsible for the “tone”, culture,
moderation, advocacy and decorum of these communities. He also prepares and coordinates
the “Launch Plan” for each community.
Time Commitment: 0.25 in FY10, FY11, and FY13. 0.4 in FY12 and FY14
Keith Shackelford, Co-Investigator.
Keith will provide project oversight and supervision. He will be responsible for periodic reporting,
schedule and budget compliance, and will coordinate interactions between the SEPOF team and
other NASA groups, including (if required) ARC legal, the Web Managers, eTouch portal team,
and the PMO.
Time Commitment: 0.10 in each year
25

Brian Day, Co-Investigator.
Mr. Day will provide the primary point-of-contact to the internal E/PO communities of interest, as
well as a significant connection to the citizen science and amateur astronomy communities. He
will assist with coordinating events, review engagement plans for community ‘fit’, and provide an
‘insider’s insight’ to the NASA educators.
Time Commitment: 0.10 in each year.
Michael Broxton, Co-Investigator.
Mr. Broxton is currently the technical POC for the Microsoft and Google SAAs, as well as
working directly with the PI and the result of the NASA Apps team on several technology-
enabled E/PO projects, including the Microsoft WWT program. He will provide coordination and
advice around all issues relating to external partnerships (Social Media and otherwise).
Time Commitment: 0.10 in each year.
Jeff Lindsay, Co-Investigator.
Mr. Lindsay has codified the concept of “Web Hooks”, and will be responsible for much of the
direct technical implementation of the External Community tools. Also, as founder of
SuperHappyDevHouse, Silicon Valley’s most successful developer’s meetup, he has a keen
appreciation for the nuance of real-world events, and will work with the Project ‘C’ team ensure
they stay abreast of shifts in the digital landscape.
Time Commitment: 0.30 in FY10, FY12 and FY14, 0.20 in FY11 and FY13
Jessy Cowan-Sharp, Co-Investigator.
Ms. Cowan-Sharp is a key member of the External Communities development team (Project ‘B’);
however, as a Co-Founder of NASA’s CoLab and former Yuri’s Night organizer, she also has
extensive experience in engaging the public in NASA’s vision and programs. She will consult
directly with the Project ‘C’ organizers to coordinate media and outreach.
Time Commitment: 0.5 in FY10 and FY13, 0.4 in FY11 and FY14, 0.3 in FY12
Devin Carlen, Co-Investigator.
Mr. Carlen, with an extensive background in Microsoft technologies, will be the lead developer
on the internal community tools. He is currently the technical POC with Microsoft on the WWT
project, and can bring those relationships to bear on this work.
Time Commitment: 0.30 in FY10, FY12 and FY14, 0.20 in FY11 and FY13
3.10 Plan for Coordinating with Partners
"[H]ere's the interesting paradox: The reputation economy creates an incentive to
be more open, not less. Since Internet commentary is inescapable, the only way
to influence it is to be part of it. Being transparent, opening up, posting
interesting material frequently and often is the only way to amass positive links to
yourself and thus to directly influence your Googleable reputation. Putting out
more evasion or PR puffery won't work, because people will either ignore it and
26

not link to it – or worse, pick the spin apart and enshrine those criticisms high on
your Google list of life."
- Clive Thompson, Wired 15.04: The See-Through CEO
This proposal is only reasonable within the context of the current Administration, where
concepts such as “Radical Transparency” no longer seem ridiculous within government. In this
context, our self-organization will be “Dogfooding” – we will use the same set of communication
tools that we’re proposing for the community at large. Not only do they work well, but they will
provide a consolidated archive of our work process – perhaps that will have additional value in
the “lessons learned” phase.
“To say that a company "eats its own dog food" means that it uses the products
that it makes. For example, Microsoft emphasizes the use of its own software
products inside the company. "Dogfooding" is a means of conveying the
company's confidence in its own products.[1]
The idea originated in television commercials for Alpo brand dog food;[citation
needed] actor Lorne Greene would tout the benefits of the dog food, and then
would say it's so good that he feeds it to his own dogs. In 1988, Microsoft
manager Paul Maritz sent Brian Valentine, test manager for Microsoft LAN
Manager, an email titled "Eating our own Dogfood" challenging him to increase
internal usage of the product” - http://en.wikipedia.org/wiki/Dogfooding
Note that key to the success of this effort is our ability to work as closely with key SMD
stakeholders in similar media, as we do amongst ourselves. Fortunately, our existing
relationships with SMD EPO Leads make us believe this will be possible to coordinate.
27

4 References
4.1 Websites
Backchannel services
http://slandr.net/about.php
The Cape Town Declaration
http://www.capetowndeclaration.org/list_signatures?indorg=org
Continuous Improvement Process
http://en.wikipedia.org/wiki/Continuous_improvement
Dogfooding
http://en.wikipedia.org/wiki/Eat_one's_own_dog_food
LASSIE - Libraries and Social Software in Education http://clt.lse.ac.uk/Projects/LASSIE.php
The Lurker Myth: Measuring the Value of Passive Participation in Community, June 5, 2007.
http://www.websocialarchitecture.com/community/2007/06/the_lurker_myth.html
OpenCourseWare Consortium
http://www.ocwconsortium.org/
Radical Transparency
http://en.wikipedia.org/wiki/Radical_transparency
Scrum
http://en.wikipedia.org/wiki/Scrum_%28development%29
Service-Oriented Architecture
http://en.wikipedia.org/wiki/Service-oriented_architecture
SMD Principles
http://nasascience.nasa.gov/about-us/science-strategy/Science_Plan_07_summary.pdf
The Social Media Newsroom Template
28

http://www.pr-squared.com/2007/02/the_social_media_newsroom_temp.html
Stop Email Overload and Break Silos Using Wikis, Blogs, and IM, July 21, 2008.
http://anand.typepad.com/datawocky/2008/07/stop-email-overload-and-break-silos-using-wikis-
blogs-and-im.html
Tantekʼs Communication Protocols
http://tr.im/comms
Web 2.0
http://en.wikipedia.org/wiki/Web_2.0
4.2 Web Sites and Books (Author identified)
Ackoff, Russell L. and Addison, Herbert J. Little Book of F-Laws, 2006.
http://www.f-laws.com/content/little_book_f-laws.php
Burkhart, Dan. Flock Wins a Webby Award for Best in Social Networking.
http://flock.com/node/62014
Cohen, Laura B. Library 2.0: Initiatives in Academic Libraries. Association of College & Research
Libraries, 2007.
Heath, Chip and Heath, Dan. Made to Stick, 2007.
http://www.madetostick.com/
Imai, Masaaki. Kaizen: The Key to Japan's Competitive Success, McGraw-Hill/Irwin, 1986.
Lindsay, Jeff. Web Hooks and the Programmable World of Tomorrow (Google TechTalk).
http://www.slideshare.net/progrium/web-hooks-google-tech-talk
Ritter, Shannon. Social Networking in Higher Education, September 4, 2008.
http://blog.worldcampus.psu.edu/index.php/2008/09/04/social-networking-in-higher-education/
Veen, Jeffrey. Conference hack: Embracing the backchannel at Start, July 25, 2008.
http://www.veen.com/jeff/archives/000996.html
Williams, Sara. Facebook improves communication skills. The Daily Collegian Online, April 8, 2009
http://www.collegian.psu.edu/archive/2008/08/06/study_facebook_improves_commun.aspx
29

5 Facilities and Equipment
NASA Ames Research Center currently manages several data centers, in buildings N233 and
N254. These data centers provide the housing and network connectivity necessary to meet the
requirements of the Google and Microsoft Space-Act Agreement partnerships, and should be
more than sufficient to meet the needs of the proposed projects. (This includes 10GigE
connectivity to Internet2 and CENIC, as well as IPv6 peering relationships with nearly a dozen
Tier1 ISPs.)
Additionally, NASA Ames is conducting a rollout of an agency-wide deployment of Microsoft
Sharepoint, including hardware, software, and staffing. This Sharepoint platform is proposed as
one of the primary tools for internal collaboration.
Finally, the NASA Apps platform, developed and managed by the PI, is ideally suited as a cloud-
computing platform for all other proposed systems, other than those freely available as public
web applications. The GSA has recently completed the negotiations of appropriate Terms of
Service (TOS) for the majority of these web services.
30

6 Curriculum Vitae
(Presented in alphabetical order)
31

Chad R. Badiyan
1 General Mills, Blvd, MS: M01-EX, Minneapolis, MN 55426
Phone: 952-314-8664 E-Mail:chad.badiyan@secondmuse.com
Education
University of St. Thomas, Masters in Business Administration (MBA), 1994-1997.
Purdue University, B.A. Communications with emphasis in Information Systems, 1989-1992.
Professional Experience
Second Muse, Principal, 2008-present. Defining organizational processes, technologies and frameworks for
promoting open collaboration.
The Khadem Foundation, Executive Director, 2004-2008. The Khadem Foundation is a non-profit charitable
organization dedicated to fostering transformation through programs of education and social action. The
Foundation operates a program in peace studies and assists two educational organizations in providing break-
through services in their domains.
Badiyan, Inc., President, 1994-1997, 1999-2003. Badiyan is a corporate technology and learning services
company with a reputation for innovative solutions. Clients include Motorola, IBM, Thomson, Caterpillar, Cargill,
3M, and Target. The company was founded in 1973 as a film production company. I joined the business in 1992
and established a technology and learning services group. I served the company in a variety of roles, from
software developer to President. During my tenure at the company I oversaw the design and instructional
architecture of more than 1,600 learning services projects and won nearly 50 awards for innovation and creativity.
This was only possible due to our very talented and committed team and loyal clients who challenged us and were
willing to be challenged.
Verve DVD Creations, Chief Technology Officer, 1996-1999. Co-founder and CTO of Minnesota’s first
corporate DVD production company. Configured and staffed facility providing digital video compression,
surround sound mixing, graphic and menu design, DVD authoring, subtitles, and project management services.
Produced products for Universal Studios, Warner Brothers, Best Buy Company, Bose Corporation, Billy Graham,
Minnesota Chamber Orchestra, Lifetime Fitness and BI Performance Services. Sold firm in 1999.
Awards and Honors (Partial List)
 Motorola University, first preferred mobile learning developer
 Corporate University Exchange Award: IBM Company
 Telly Awards: 3M Company, Medtronic, The Toro Company, eFunds
 Astrid Awards: Thrivent Financial, Ingersoll-Rand, Deluxe Financial Services, Roche
 Omni Intermedia Awards: Roche, Dain Rauscher, The Toro Company, Roxio, Thrivent Financial
 Questar Award: Cargill
 WorldFest Awards: Best Buy Company, Cargill, Thrivent Financial
 Brandon Hall of Fame Award: Deluxe Financial Services
Presentations and Publications (Partial List)
 3M Company, “Architecting Learning Solutions”
 Ingersoll-Rand, “Managing the Learning Process”
 Patterson Dental, “Strategies for Successful Online Learning”
 Motorola University, “Managing Corporate Education”
 National Association of Broadcasters, Workshop, “The Internet as a Video Channel”
 Grainger, “Benefits of Enterprise Application Integration (EAI) in Learning”
 La Universidad Virtual Anáhuac, “An Integrated Approach to Learning”
 American Society for Training & Development (ASTD), “Learning: From Event to Process”
 US Bancorp, “Learning Objects and Curriculum Architecture”
 IBM Company, “Webcasting – A Tool for Anytime, Anyplace Education”
32

Michael J. Broxton
Carnegie Mellon University, NASA Ames Research Center
mbroxton@email.arc.nasa.gov (650) 604-3738
Education
M.E., Electrical Engineering and Computer Science, 2005. MIT
B.S., Electrical Engineering and Computer Science, 2003. MIT
Awards
J. Robert Oppenheimer Memorial Scholarship (1999), Los Alamos National Laboratory
Foundation Scholarship (1999), admitted to Research Science Institute (RSI) at MIT (1998)
Research
Carnegie Mellon University / NASA Ames Research Center, Moffett Field, CA
Intelligent Robotics Group, August 2005 to present
Modernized the Ames Stereo Pipeline; a software package for 3D surface reconstruction from
stereo image pairs. Adapted the stereo pipeline to process stereo pairs from orbital camera
platforms. Lead developer of the Vision Workbench; a generalized software library of computer
vision tools for image processing, mosaicking, interest point tracking, and stereo vision which
was released under the NASA Open Source license in December 2006.
MIT Media Laboratory, Responsive Environments Group, Cambridge, MA
Advisor: Joseph Paradiso, September 2001 to February 2005
Designed and constructed the Pushpin Computer Network: a dense wireless sensor network
with 50 nodes. Wrote a library for reliable, ad hoc communications and routing between nodes
and developed hardware and software infrastructure for efficiently programming, debugging,
controlling, and querying Pushpin nodes. Master’s thesis involved designing and characterizing
a distributed localization system that leveraged shared knowledge of global sensor stimuli to
determine the positions of nodes in three-dimensional space.
Los Alamos National Laboratory, RADIANT Research Group, Los Alamos, NM
Advisor: Wu-chun Feng, June 2002 to September 2002
Created a kernel level environment for monitoring the network stack on Linux machines that
participate as nodes in a distributed or grid computing environment. Custom plug-ins are
supported that generate insightful, dynamic network statistics which provide real-time system
feedback either locally or remotely.
Selected Publications
Edwards, L., Broxton, M., Automated 3D Surface Reconstruction from Orbital Imagery, in
Proceedings of AIAA Space 2006, San Jose, California, September 2006.
Michael Broxton, Josh Lifton, and Joseph Paradiso. Localizing a Sensor Network via
Collaborative Processing of Global Stimuli. In Proceedings of the European Conference on
Wireless Sensor Networks (EWSN) 2005, Instanbul, Turkey, February 2005.
33

Devin Carlen
devin.carlen@gmail.com
(206) 883-5055
EXPERIENCE
10/2000 – 12/2008 Escapia, Inc. Seattle, WA
Founder, Chief Architect
‐ Implemented a complete end-to-end solution allowing vacation rental
management system as a single web hosted application.
‐ Managed a team of developers, drove product requirements, and managed third
party partnerships.
‐ Participated in fundraising endeavors and grew the company to approximately 30
employees and hundreds of clients.
9/2001 – 4/2002 Classmates.com Seattle, WA
Software Development Consultant
• Implemented a large-scale, proprietary support email queuing and routing
system.
8/2000 – 2/2001 Display Edge Technology, Inc. Dayton, OH
Software Engineer
3/2000 – 6/2000 Averick Athens, GA
Software Development Consultant
6/1998 – 10/1999 Netran, Inc. Huntsville, AL
Software Engineer
12/1997 – 2/1998 Book Systems, Inc. Huntsville, AL
Software Development Consultant
34

JESSY COWAN-SHARP
21677 Rainbow Drive • Cupertino, CA, USA • (202) 360-3967 • jessy.cowansharp@gmail.com
Naval Postgraduate School, Masters Candidate, Computer Science (2007-2009)
Queen’s University, BSc. Honors, Physics (Astrophysics and Mathematics) Grad. 2003
NASA AMES RESEARCH CENTER
Special Projects, Directors Office May 2006 – August, 2008
• Co-Founder of the NASA CoLab initiative to create opportunities for the public to
contribute to NASA's work on technical and policy fronts, and to enhance inter-center
collaboration, using technology. Pioneered NASA's efforts in Virtual Worlds.
• Yuri's Night Bay Area: Logistics, team management, and creative direction. Interface
between external volunteer team and internal facilities and planning staff. 2007: Main
organizer for 4,000 person event; 2008: one of five organizers for 8,000 person event.
Collaborative Web Technology Developer September 2008 – Present
• Development of Django applications for a modular web platform used by NASA programs
and missions in deploying participatory websites.
SPACE SECURITY INDEX, Wash., D.C. Principal Researcher, July 2004 – June 2005
• Co-author and -editor of Space Security Index ‘03 and ‘04, highlighting the impact of
technical developments and current affairs on the security of the space environment
• Successful grant writing, donor interfacing and fulfillment of donor requirements
• Description of technical and scientific concepts for a general audience
PUGWASH CONFERENCES Wash., D.C Intern, Sept. 2004 – May 2005
• Research and administrative assistant in support of program areas at the intersection of
science and policy
CENTER FOR DEFENSE INFORMATION, Wash., D.C. Research Assist., Jan. 2004—Jun 2004
• Research intern in the areas of space security, missile defense and nuclear disarmament
• Research and drafting support for monograph Future Security in Space: Charting a
Cooperative Course; writing and distribution of a regular Space Security Update;
contributions to the annual Space Security Index.
ADDITIONAL EXPERIENCE AND TRAINING
• La Choza Del Mundo: Development of a collaborative research space in the Puriscal
region of Costa Rica. (Ongoing)
• International Student/Young Pugwash: 1 term board member; invited participant
at several Pugwash and Young Pugwash workshops on nuclear and space security
(2004/5).
• Co-Founder of the Space Generation Advisory Council to the United Nations
Programme on Space Applications (1999). Regional Advisor for 2.5 years. Helped to
develop the structure of the organization; coordinated policy inputs to UN meetings on
space issues; served as liaison for regional members. (1999-2002)
35

Curriculum Vitae for Brian Day
Education:
University of Western Sydney, Masters Degree in Astronomy
University of San Francisco, Bachelors Degree in Information Systems Mgmt
University of California Los Angeles, Bachelors Degree in Psychology
Professional Background
Brian Day is a Planners Collaborative contractor working at NASA's Ames Research Center. He
has worked in the Education Division at NASA Ames since February, 2000. He currently serves
as the Education/Public Outreach (E/PO) Lead for NASA's LCROSS lunar impactor mission. In
this role, he leads the design and development of a wide range of student and public programs
focusing on providing participatory exploration opportunities allowing for direct participation in
the mission. He coordinates mission E/PO programs with numerous internal and external
partnering organizations. He has also participated in producing the Education/Public Outreach
sections for numerous NASA mission proposals including the PASCAL mission to Mars, the
ARES Mars airplane, the Lunar Crater Observation and Sensing Satellite (LCROSS), the Lunar
Explorer for Elements and Hazards (LEEAH), the Telescope to Observe Planetary Systems
(TOPS), the Near Earth Asteroid Trailblazer (NEAT), the Measurement and Analysis of Apophis
Trajectory (MAAT), and the Transiting Exoplanet Survey Satellite (TESS). He served as the
Technical Lead for the Ames Educational Technology Team (AETT) producing engaging
interactive NASA educational products spanning grades K through college. Brian has played key
roles in the Education Office's participation in various NASA field studies, providing technical
support in the field for webcasts and robotic rover tests and demonstrations in the Atacama
Desert of South America, the Mars Desert Research Station in Utah, the Mojave Desert in
California, and Lassen Peak in California.
Brian is a frequently-requested speaker at local schools and community organizations. As a
member of NASA's Speakers Bureau, he is sent by NASA to give talks on a wide range of NASA
missions and research topics.
Prior to coming to work at NASA, Brian spent 20 years as a software engineer at companies in
and around the Silicon Valley. During this time, he also worked as an instructor in San Jose
State University's Internet Business Specialist program, where he developed and taught courses
in Internet Programming, as well as beginning and advanced JavaScript programming. Brian
also developed and taught adult education classes in Astronomy for the Metropolitan Education
District in San Jose, and taught astronomy to middle school students as part of Project Astro.
His volunteer work included serving as chairman of the Foothill College Observatory for 16
years. In this role he organized and conducted public and student programs, conducted
observatory equipment training sessions, and managed a staff of volunteer astronomers.
Brian is very active in the amateur astronomy community. He has served on the boards of
directors of the San Jose Astronomical Association as well as the Peninsula Astronomical
Society, organizing programs, events, and public activities.
36

Dr. Todd Khozein
19631 Becker Rd. Hockley, TX 77447
Phone: 505 264-2348 E-Mail: todd.khozein@secondmuse.com
Education
• University of New Mexico School of Medicine, Doctorate in Medicine, 2000-2004
• University of New Mexico, B.A. Economics, 1995-2000
Professional Experience
For the last eight years Todd Khozein has been involved in the study and application of systems theory,
in particular as it applies to organizational structures. Beginning with the application of biological systems
as models for cashew farming cooperatives in Honduras, he went on to develop and build systems in the
Medical, Entertainment, Real Estate, E-commerce and Food & Beverage industries. For the past 3 years
he has incorporated the rapid evolution of collaborative technology into these frameworks. His interests
lie in the creation of collaborative frameworks where the incentive structure, technological platform and
human resource development initiatives align to allow for cross-disciplinary transfusion of innovation
across hierarchy. Central to his approach is the belief that all systems develop within particular
ideological frameworks that, over time, no longer accurately represent our current understanding of the
structure of reality. In order for organizations to be maximally effective, their systems must be informed
by our ever-evolving understanding of what we know to be true.
• Harmony Equity Group (HEG): Co-Founder of this private equity group investing in and
facilitating the emergence of organizations that operate within collaborative frameworks.
October 2007 – Present www.harmonyequity.com
• Second Muse: Co-Founder and Consultant in this HEG-owned collaboration consultancy
helping organizations such as Nestle, General Mills, World Health Organization (WHO) and
others achieve more effective collaboration through education and technology. June 2008 –
Present. www.secondmuse.com
• Daystar Specialty Group: CFO of this Houston based, HEG-owned coffee business dealing
in providing specialty coffee services to some of the largest convention centers in the United
States. October 2006 – Present. www.daystarspecialtygroup.com
• Cosmos Health: Former president and Co-Founder of Santa Fe based health services
corporation specializing in sleep disorder diagnostic services. Currently serving as member of
Board of Directors. Nov 2004 – Present. www.santafesleepcenter.com
• CNB Development: President of this British Columbia based real estate development
company building single-family housing and residential/commercial condominiums in Victoria,
BC. July 2003 – March 2008
• Amity Records: Co-Founder and COO of this record label ranking its first artist to top
radio/magazine charts within the first 8 months of operation. Producers of “Embrace the
World”, “Bella Canto” and “Two Fest” March 2002 – October 2008. www.amityrecords.com
• Prime Construction Inc: Vice-President involved in analysis and initiation of various real
estate development projects in USA, Canada, Ecuador and Puerto Rico. March 2001 –
October 2008
• PiCorp Inc: Co-Owner of Real Estate Investment Firm with the majority of its portfolio in
income property. July 1998 - Present
Academic Honors
• Phi Beta Kappa
• Goldey Key Honor Society
37

Jeffrie Mathew Lindsay
303 Chiquita Ave #17, Mountain View, CA 94041
Phone: 408 218 0596 Email: progrium@gmail.com
Professional Experience
NASA, Web Systems Architect, 2009 Design and development of the NASA Apps Platform
Usable Security, Software Developer, 2008-2009 Originally helped prototype their user facing
web application, then became a primary developer on implementing their distributed
password strengthening service.
DevjaVu, Founder, 2006-2009 Thinking up and making really better tools for software
developers and making them easily available to everybody
CollabRx, Software Developer, 2008 Helping bootstrap development for a hugely ambitious
platform for running virtual pharmaceuticals to accelerate the search for cures.
CommerceNet, Prototype Engineer, 2007 Building prototypes and designing solutions for
healthcare delivery and e-science
AllTh.at, Lead Developer, 2006-2007 Built and launched a meta-search engine with search
persistence from prototype to production. Also involved in overall product design and vision.
Gamehelper, Lead Developer, 2006-2007 Building the technology and tools to power this fresh,
innovative game portal and community. Also involved in design of user experience and
product vision.
Internet Simplicity, Technology Advisor, 2006-2007 Software development mentor and overall
technology advisor for this growing web development studio
Dynamik Solutions, Founder, 2005-2006 Developed an ambitious high level application
framework called Vantage
Publications and Presentations
Guest speaker for "tech talk" lectures about Web Hooks at companies including Google, Pivotal
Labs, and Yahoo
Speaker at several conferences including Glue Conference and <head> global web conference
Primary author of content at webhooks.org
Education
Self-educated in computer science, information design, and systems theory
Taught experimental public computer science course
Organized education-reform centered conference at Stanford University
Other Activities and Experience
Founder and co-organizer for SuperHappyDevHouse, a monthly event for "hackers and thinkers"
that's been replicated in over 15 cities around the world
Community Director for Hacker Dojo, a computer programmer community center in the Bay Area
Technical Administrator for TIGSource, an online community for independent video game makers
and players
38

Joshua McKenty
21677 Rainbow Dr., Cupertino, CA, 95014
Phone: 650.265.7584 E-Mail: jmckenty@arc.nasa.gov
Joshua McKenty is the quietly kept secret to many of the past ten years' biggest technology
stories. He is currently developing a next-generation Cloud Computing platform called NASA
Apps. Career highlights:
• Team Lead for the development of the Netscape Browser (version 8 and 8.1), and AOL's IE
AIM Toolbar (35 million daily unique users)
• Project Lead for NASA.net, NASA's next-gen web application platform (currently in
development)
• Senior Engineer at Flock.com, and founder of their Canadian development office (currently 22
staff)
• Project Lead for InkPC (alpha), a competitor to OLPC, but designed for inner-city applications
• Joint CTO at Mercurial Communications, Inc., and one of Canada's fastest-growing
companies 2 years in a row
• Senior Engineer (outsourced) for the clean-tech company "Streetlight Technologies Inc.",
• Inventor of Buylatr, a FF plugin for bargain-shopping, highlighted by Lifehacker.com as #2 in
their "Top 10 Amazon Power Shopping Tools" roundup
• Co-Founder, BountyUp.com - The Social Marketplace. "Buy the change you want to see in
the World."
Professional Experience
• NASA Ames Research Center: Project Lead and System Architect of the NASA Apps Cloud
Computing Platform. Led teams developing highly collaborative web applications for Citizen
Science and other E/PO projects, including the image-processing pipeline for Microsoft WWT.
May 2008 – Present
• Cognition Services, LC: Principal of a private consulting firm specializing in large-scale
consumer Internet services and applications. Clients include Tapulous (maker of the #1
iPhone game), Buddylube (widgets for 100+ Music Artists including 50-Cent), The Buried Life
(theburiedlife.com), Songbird and others. June 2001 – Present www.cognition.ca
• BountyUp, Inc: Co-founder of the first collaborative marketplace. Successfully crowd-funded
green technology (Solar Panels for High Schools), music production (live Gospel Choir
Recording). www.bountyup.com
• Flock, Inc: Lead Engineer, opened the Canadian office and incorporated “Flock North”.
Helped to recruit nearly 20 engineers, and drove to a successful 1.0 release of the first “Social
Web Browser”. Co-developed an RDF-based data-store to manage aggregation and query of
Social Network data, worked on integration of APIs from more than a dozen separate Social
Services.
• Mercurial Communications, Corp: Joint CTO and interim COO. Led company growth from
12 to 115 staff, delivering turnkey software development for AOL, Microsoft, HP, Boeing, the
Government of Canada and many others. Successful roles include: Architect and Lead
Engineer for the Netscape 8.0 Browser, the AIM IE Toolbar, Collaboration Wikis for the 2010
Olympic Bid Committee.
Relevant Publications
• http://flock.com/blog/what-could-people-look-like-in-the-browser (July 22, 2006)
39

• http://www.cognition.ca/2009/02/n-reasons-why-open-standards-more-than-open-source-really-
matter.html (February 10th, 2009)
• http://www.cognition.ca/2008/02/facebook-application-development-how-to-11-tips-you-dont-want-
to-miss.html
• http://www.openinnovators.net/crowdsourcing-innovation-in-innovation-crowdsourcing-meta-enough-
yet/ (Guest Author on OpenInnovators.net)
• http://blog.bountyup.com/2007/12/27/thestockmarketassocialcommerce/ (Social Commerce: Taste it
again, for the first time)
• http://blog.bountyup.com/2007/12/13/a-primer-on-social-commerce-crowdsourcing-crowdfunding-
and-community/ (A Primer on Social Commerce: Crowdsourcing, Crowdfunding, and Community)
40

Keith Shackelford
Mail Stop 233-17, Moffett Field, California
Phone: 650-930-0311 E-Mail: Keith.C.Shackelford@nasa.gov
Education
• B.S, University of Alabama, Engineering, 1983.
• M.S, Mississippi State University, Engineering, 1986.
• PhD, Clemson/Georgia Institute of Technology, Engineering.
Professional Experience
• Worked various software, engineering, and management positions for over 21 years at
NASA MSFC, NASA Headquarters, Stanford University, and NASA ARC.
• Currently serving as Acting Division Chief, ARC Information Technology Directorate
Special Project Division.
• Responsible for over 15 million dollars worth of agency IT projects from security
operations center to educational simulations.
• Previous Ames work includes serving as the lead for the Data Systems Group within the
Flight Systems Implementation Branch (Code SCF). This group currently was responsible
for four data systems projects:
1. Shuttle Manned Vehicle Server Website (MV Orbiter) Project;
2. NESC Entry, Descent, and Landing (EDL) Database;
3. Code SC Electronic Data and Inventory Tracking System (EDITS)
4. Data Archive Project (DAP)
• Served as the avionics technical expert on the Independent Review Board (IRB) for the
LCROSS project
• Technical advisor to the Center Director’s Strategic Business Development Office to help
with creating technology mappings and alignments for the agency in conjunction with
NASA’s identified potential commercial collaborators
• Chief engineer lead in developing web based anomaly application tool
• Led agency effort in developing web council stakeholder analysis.
• Previous work experience included serving as the Gravity Probe B engineering manager
at Stanford University, Interim Control Module resident manager at the Naval Research
Laboratory, ISS node 3 software lead, Video Guidance Sensor software lead, and other
various NASA software development flight and ground project roles.
Honors and Awards
Holds over 30 NASA and Stanford performance awards for work in various areas above.
41

Loretta Hidalgo Whitesides
1445 S ST NW #2
WASHINGTON, DC 20009
626 429-6603
LORETTA@YURISNIGHT.NET
OBJECTIVE: To train and develop the next generation of space leaders
EDUCATION:
• California Institute of Technology, M.S. Biology, 1999-2002, emphasis astrobiology
• International Space University, SSP 2000 Chile, Space and Society Department
• Stanford University, B.S. Biology, 1992-1996
EXPERIENCE:
• “Launching Your Career in Space,” Workshop Leader, 2007-present. Have led numerous
workshops across the country for university students interested in what it takes to thrive
in the space industry.
• Space Generation Advisory Council, Director of US Operations, 2002-present. Providing
coaching & leadership development for space professionals throughout the industry.
• International Space University, Lecturer, 2009. Leading workshop “A Space Explorers
Guide to Moving Beyond Conflict and Ensuring Mission Success.”
• Yuri’s Night, Founder & Executive Director, 2001-present. Annual worldwide party for
space every April. 2008 had over 25,000 people participating at 190+ events around the
world- including NASA Ames.
• Zero Gravity Corporation, Flight Director, 2004-present, over 60 flights. Responsible for
flyer safety and comfort, and documenting crew procedures and check-lists. FAA
Certified.
• Wired, Wired Science space blogger, produce daily articles for the website, 2007-2008.
• NASA HQ, Contractor, 2005- 06. Worked on Exploration Systems’ legislative and
education teams. Created $2M program for hands-on engineering training for undergrads.
• X PRIZE Foundation, Director of Special Operations, 2004. Coordinated a team of young
space professionals in preparation for SpaceShipOne’s three private human spaceflights.
• IMAX Featured Explorer, fall 2003. Two months at sea, dove 2 miles down to sea floor,
featured in James Cameron’s 3D IMAX movie about sea and space, “Aliens of the Deep”
• NASA Ames, Contractor, NASA Academy Staff and researcher for Dr. Chris McKay, 1998-
99.
OTHER ACTIVITIES:
• OpenGoddard, Mentor and coach for the OpenGoddard leadership 2008-present. Helped
organize our kick-off “social tagging” event for 75 emerging innovators and thought-
leaders.
• Featured Speaker at numerous conferences- The Students for the Exploration and
Development of Space, The Conference on World Affairs, PUSH 2005, and the
42

International Astronautical Congress (IAC)
• Virgin Galactic Founders, My husband George and I have tickets to be the 1st
honeymoon couple to fly into space on SpaceShipTwo. Delivered Plenary talk at IAC 2008
in Scotland on why.
• Under African Skies, Total Eclipse of the Sun, Teaching Expedition, Zambia, summer
2001.
AWARDS:
• Todd B. Hawley Space Visionary Award, ISU*USA Alumni Association, May 2005
• Permission to Dream Award, Space Frontier Foundation, October 2001
43

7 Current and Pending Support
7.1 Current Support
NASA ARC PI (Joshua McKenty) is currently committed as Project Lead of the NASA Apps
Platform, supporting the partnership between Microsoft and ARC on the MS WWT, as well as
leading development teams for LROSS and TESS citizen science EPO efforts.
Inst. PI (Loretta Whitesides) is currently committed as Executive Director of Yuri's Night (25%),
as well as Director of Communications for Odyssey Moon (5%) and a Flight Director for Zero
Gravity Corporation (5%).
Jessy Cowan-Sharp, Jeff Lindsay and Devin Carlen are currently committed as developers for
the NASA Apps Platform and pilot projects. (50% each)
Co-I Brian Day is currently committed as Education and Public Outreach Lead for the Lunar
CRater Observation and Sensing Satellite (LCROSS).
Keith Shackelford is Acting Chief, ARC Information Technology Directorate Special Projects
Division. Also, he is working part time on the I3P procurement at NASA Headquarters.
Todd Khozein and Chad Badiyan are both engaged with the World Health Organization as
Engagement Officers for development of collaborative efforts of mid- to high-level officials in
Ministries of Health for countries enrolled in the GGM program (15% each).
Todd is also the Engagement Officer for development of collaborative education and technology
for consumer packaged goods teams at Nestle/General Mills (15%). He has additional Second
Muse corporate responsibilities (20%).
Chad maintains Second Muse’s collaborative IT infrastructure (15%). He has additional Second
Muse corporate responsibilities (10%).
NASA ARC Co-I (Michael Broxton) is currently Co-I of NASA Lunar Advanced Science and
Exploration Research (LASER) program grant #07-LASER07-0148, Principal Investigator of
NASA Advanced Information Systems Research (AISR) program grant #06-AISRP06-0142, and
is also supported by the NASA ESMD Lunar Mapping and Modeling Program (LMMP).
7.2 Pending Support
NASA Apps (and the NASA ARC PI) are scheduled to support additional EPO product
development, including reprocessing of Apollo-era Lunar Imagery, and a collaborative interface
to the Human Research Program for external discipline scientists. These projects are pending
approval of requested PPBE funds, and would start in FY10. Joshua McKenty’s expected
contribution is 50%.
Inst. PI (Loretta Whitesides) does not have any additional projects pending.
Co-I Brian Day is scheduled to support the Transiting Exoplanet Survey Satellite (TESS) as
Education and Public Outreach Lead. This commitment is contingent on TESS being selected
for flight.
NASA ARC Co-I (Michael Broxton) will continue to receive funding from the LASER and AISR
programs through 2010. He will continue to support ESMD's Lunar Mapping and Modeling
Program through 2011.
44

8 Letters of Commitment from Consortium Institutions
45

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46

9 Budget Summary and Details
The budget for this proposal has been prepared using the NASA Ames FCA procedure – all key
personnel have been accounted for as FTE or WYE using the center-specified average rate for
the fiscal year in question.
Travel budgets have been estimated at $2500 per trip, based on the requirement to have
personnel from both Ames, and Second Muse (based in Texas) visit multiple center locations, as
well as Headquarters. The number of trips has been estimated to facilitate our attendance at
other SEPOF information exchanges, workshops and other events.
FY2010
PERSONNEL
Chad Badiyan Co-I $35,335
Michael Broxton Co-I $13,360
Devin Carlen Co-I $42,402
Jessy Cowan-Sharp Co-I $70,669
Brian Day Co-I $14,134
Todd Khozein Co-I $35,335
Jeff Lindsay Co-I $42,402
Joshua McKenty PI $70,669
Keith Shackelford Co-I $13,360
Loretta Whitesides Inst. PI $84,803
47