This document discusses the importance of risk and failure in technology research and development. It argues that risk aversion has hampered progress at NASA and led to cost overruns and schedule delays. In contrast, the Defense Advanced Research Projects Agency (DARPA) openly accepts failure as an expected part of pushing technological boundaries. The document advocates for NASA to adopt a mindset that embraces risk and failure as essential for innovation, as was the case with early NASA missions like MiDAS that achieved success despite failures.
This document analyzes the communication failures at NASA that led to the destruction of the space shuttle Challenger in 1986. It identifies three main issues: a lack of organizational communication between NASA and its contractors, a lack of understanding between NASA management and engineers, and engineers' lack of effective persuasion in communicating risks to management. The document proposes solutions including more accountability, frequent meetings between all involved parties, and getting concerns in writing approved through proper channels as ways to prevent future disasters through improved communication.
This document analyzes the communication challenges at NASA that led to the destruction of the space shuttle Challenger in 1986. [1] Political pressure to maintain an ambitious launch schedule and address delays created pressure on NASA management. [2] Engineers at Morton-Thiokol, the contractor that built the rocket boosters, warned of risks from cold weather but faced resistance from NASA management. [3] The night before launch, Morton-Thiokol engineers recommended canceling due to risks from freezing temperatures, but NASA managers overridden the recommendation and approved launch.
The document summarizes the Columbia shuttle disaster, beginning with NASA's history and goals of human spaceflight. It describes how concerns were raised during the shuttle's launch about potential damage from foam insulation striking the wing, but requests for additional imagery to assess the damage were denied. As the shuttle re-entered on February 1st, it disintegrated due to heat damage caused by the foam strike. The investigation revealed NASA's safety-focused culture had shifted over time to prioritize protocols over addressing technical concerns, likely contributing to the disaster.
Humans to Mars: Logical Step or Dangerous Distraction?James Vedda
1) The document examines past proposals for human exploration of Mars since the 1950s and assesses why they failed to gain lasting political and public support.
2) It proposes that human exploration of the Moon and Mars should be pursued separately based on their own merits and timelines, rather than being linked as part of one overarching plan.
3) Several high-profile commissions and reports since the 1980s endorsed human missions to Mars but provided little convincing rationale for such an ambitious goal and did not secure necessary funding, showing that simply including Mars in long-term visions has not been enough to gain traction.
The Space Shuttle Challenger disaster occurred on January 28, 1986 when the shuttle broke apart 73 seconds after liftoff, killing all seven crew members. The Rogers Commission investigation found the cause was a faulty O-ring seal in one of the solid rocket boosters, which was vulnerable to cold temperatures like those on the day of launch. Political pressure from NASA and contractor Morton-Thiokol led to the launch decision despite safety concerns about the O-rings.
The launching of TIROS-1, the first weather satellite, in 1960 proved that satellites could successfully observe weather patterns from space. TIROS-1 took over 22,000 pictures in its 78 days in orbit, helping meteorologists better understand weather systems. This satellite launch opened the door to modern satellite observation technology and improved weather forecasting. Today, polar-orbiting and geostationary satellites continue monitoring global weather and environmental conditions. Modern satellites also support GPS navigation and emergency beacons, influencing many aspects of modern life from transportation and communications to search and rescue operations.
Space Construction - Its not Rocket Science...is it? #COMIT2018Comit Projects Ltd
Presentation by Dr Ravi Margasahayam of NASA at the 2018 Construction Mobile IT Conference 'Digital Construction: Lighting the Way' at the Hallam Conference Centre, London on 24th and 25th May 2018. More information at http://www.comit.org.uk/cconference-2018
Robots, Astronauts, and You: Exploring SpaceFlyingSinger
This document provides an overview of robots and astronauts in space exploration and how individuals can get involved through simulations and organizations. It discusses how robots help with long-term space exploration by not needing things like oxygen or food. Astronauts have proven humans can live and work in space, conducting repairs and scientific experiments. Free software like Stellarium and Orbiter allow users to explore space from their computers. People are encouraged to join space societies to support continued human and robotic exploration.
This document analyzes the communication failures at NASA that led to the destruction of the space shuttle Challenger in 1986. It identifies three main issues: a lack of organizational communication between NASA and its contractors, a lack of understanding between NASA management and engineers, and engineers' lack of effective persuasion in communicating risks to management. The document proposes solutions including more accountability, frequent meetings between all involved parties, and getting concerns in writing approved through proper channels as ways to prevent future disasters through improved communication.
This document analyzes the communication challenges at NASA that led to the destruction of the space shuttle Challenger in 1986. [1] Political pressure to maintain an ambitious launch schedule and address delays created pressure on NASA management. [2] Engineers at Morton-Thiokol, the contractor that built the rocket boosters, warned of risks from cold weather but faced resistance from NASA management. [3] The night before launch, Morton-Thiokol engineers recommended canceling due to risks from freezing temperatures, but NASA managers overridden the recommendation and approved launch.
The document summarizes the Columbia shuttle disaster, beginning with NASA's history and goals of human spaceflight. It describes how concerns were raised during the shuttle's launch about potential damage from foam insulation striking the wing, but requests for additional imagery to assess the damage were denied. As the shuttle re-entered on February 1st, it disintegrated due to heat damage caused by the foam strike. The investigation revealed NASA's safety-focused culture had shifted over time to prioritize protocols over addressing technical concerns, likely contributing to the disaster.
Humans to Mars: Logical Step or Dangerous Distraction?James Vedda
1) The document examines past proposals for human exploration of Mars since the 1950s and assesses why they failed to gain lasting political and public support.
2) It proposes that human exploration of the Moon and Mars should be pursued separately based on their own merits and timelines, rather than being linked as part of one overarching plan.
3) Several high-profile commissions and reports since the 1980s endorsed human missions to Mars but provided little convincing rationale for such an ambitious goal and did not secure necessary funding, showing that simply including Mars in long-term visions has not been enough to gain traction.
The Space Shuttle Challenger disaster occurred on January 28, 1986 when the shuttle broke apart 73 seconds after liftoff, killing all seven crew members. The Rogers Commission investigation found the cause was a faulty O-ring seal in one of the solid rocket boosters, which was vulnerable to cold temperatures like those on the day of launch. Political pressure from NASA and contractor Morton-Thiokol led to the launch decision despite safety concerns about the O-rings.
The launching of TIROS-1, the first weather satellite, in 1960 proved that satellites could successfully observe weather patterns from space. TIROS-1 took over 22,000 pictures in its 78 days in orbit, helping meteorologists better understand weather systems. This satellite launch opened the door to modern satellite observation technology and improved weather forecasting. Today, polar-orbiting and geostationary satellites continue monitoring global weather and environmental conditions. Modern satellites also support GPS navigation and emergency beacons, influencing many aspects of modern life from transportation and communications to search and rescue operations.
Space Construction - Its not Rocket Science...is it? #COMIT2018Comit Projects Ltd
Presentation by Dr Ravi Margasahayam of NASA at the 2018 Construction Mobile IT Conference 'Digital Construction: Lighting the Way' at the Hallam Conference Centre, London on 24th and 25th May 2018. More information at http://www.comit.org.uk/cconference-2018
Robots, Astronauts, and You: Exploring SpaceFlyingSinger
This document provides an overview of robots and astronauts in space exploration and how individuals can get involved through simulations and organizations. It discusses how robots help with long-term space exploration by not needing things like oxygen or food. Astronauts have proven humans can live and work in space, conducting repairs and scientific experiments. Free software like Stellarium and Orbiter allow users to explore space from their computers. People are encouraged to join space societies to support continued human and robotic exploration.
Gehman’s axiom number 3 (Columbia Space Shuttle)Cpo Creed
Gehman’s Axiom Number 3: They trivialized the work. They demanded studies, analyses, reviews, meetings, conferences, working groups, and more data. They keep everybody working hard, and they avoided the central issue: Were the crew and the
shuttle in danger? [This was] a classic case where individuals, well-meaning individuals, were swept along by the institution’s overpowering desire to protect itself. The system effectively blocked honest efforts to raise legitimate concerns.
Presentation on Space pollution, the genesis of space debris, history, future implications, recent events, growing concern and threats.
It will be helpful for the students of science streams, disaster management courses.
Contact sujaypaulfb@gmail.com to get full access and copy of the file.
1) NASA's Lunar Reconnaissance Orbiter captured a unique view of Earth from its position orbiting the moon in December 2015.
2) The best space photos of 2015 included images of the Milky Way galaxy, nebulae, galaxies, planets, and astronomical phenomena taken by NASA, ESA, and amateur astronomers.
3) Many of the photos showed new details of astronomical objects observed by probes like New Horizons, Hubble Space Telescope, and Mars rovers.
Satellites, Space Transports, and Space Probeselliotlh123
The document discusses several space exploration technologies including the Hubble Space Telescope, the Very Large Array radio telescope, Mars rovers like Viking 1 and Spirit, Apollo moon missions like Apollo 16, early satellites like Sputnik 1 and 2, and observation satellites. It provides details on the design, capabilities, and scientific objectives of these different technologies that have advanced humanity's understanding of space.
Project Apollo was NASA's program to land astronauts on the Moon, launched by President John F. Kennedy in 1961 with the goal of achieving lunar landing before the decade was out. The first unmanned missions tested the Command, Lunar, and Service modules. The first manned mission, Apollo 1, ended in tragedy when a flash fire killed the crew during a launch rehearsal test. Apollo 7 was the first successful manned Earth-orbital mission. On July 20, 1969, Apollo 11 landed the first astronauts on the Moon - Neil Armstrong and Buzz Aldrin, achieving Kennedy's goal. Over the course of five more successful lunar landings, Apollo brought back 382 kilograms of lunar samples to better understand the Moon. The
This document discusses myths that have hindered progress towards Mars exploration and proposes new myths that could help formulate a future Mars exploration program. It suggests allocating 25% of the budget for planning, technology development, and analysis to inform future missions. Another 5% would fund public participation and engagement. The remaining budget would fund robotic missions to Mars following a flexible strategy informed by ongoing analysis. Future human missions to Mars would depend on experiments in microgravity and on the International Space Station to demonstrate needed technologies.
Space policy swat-future space strategies-13-unclassifiedPaul Szymanski
This document provides an overview of the Space Warfare Analysis Tools (SWAT) which were developed to analyze potential space warfare scenarios. SWAT includes tools to analyze space doctrine, strategies, tactics, and concepts of operations. It also includes displays of "space choke points" where satellite orbits intersect and could be vulnerable to attack. The document discusses fundamental threats to space systems like surprise attacks from new types of weapons or objects that are not well tracked in orbit. It proposes several hypothetical advanced anti-satellite weapons concepts to demonstrate how space warfare may be conducted. The goal of SWAT is to help predict and respond to potential threats to space systems to gain an advantage in any future space battle.
NASA's Jet Propulsion Laboratory - 2012 Annual reportJon Nelson
Jet Propulsion Laboratory (JPL) is a federally funded research and development center and NASA field center located in Pasadena, California, United States.
JPL is managed by the nearby California Institute of Technology (Caltech) for the National Aeronautics and Space Administration. The laboratory's primary function is the construction and operation of robotic planetary spacecraft, though it also conducts Earth-orbit and astronomy missions. It is also responsible for operating NASA's Deep Space Network.
Among the laboratory's current major active projects are the Mars Science Laboratory mission (which includes the Curiosity rover), the Cassini–Huygens mission orbiting Saturn, the Mars Exploration Rovers (Spirit and Opportunity), the Mars Reconnaissance Orbiter, the Dawn mission to the dwarf planet Ceres and asteroid Vesta, the Juno spacecraft en route to Jupiter, the Gravity Recovery and Interior Laboratory (GRAIL) mission to the Moon, the Nuclear Spectroscopic Telescope Array (NuSTAR) X-ray telescope, and the Spitzer Space Telescope.
Prof. G. Scott Hubbard argues that the dichotomy between humans and robots in space exploration is false. Currently, robots are better suited for initial exploration due to their endurance, but humans are better at making complex decisions and following up opportunities. In the future, humans and robots will work together, with robots laying groundwork and narrowing options, while humans make sense of complex situations and discoveries. The roles of humans and robots will evolve over time through partnerships that enhance both.
SWAT (Space Warfare Analysis Tools) provides integrated tools to analyze space objects and detect changes in their state in order to help assess potential threats to space systems. It analyzes over 26 characteristics of over 37,000 space objects simultaneously and compares them over time and to other similar objects to identify anomalies that could indicate purposeful changes. This helps filter thousands of objects down to a handful for further analysis and may help discover hidden threats. The tools also identify "space choke points" where many satellites cluster that could be targeted.
This document discusses the history and importance of cartography through several key figures. It begins with Claudius Ptolemy and Gerardus Mercator, then discusses Nicholas Chrisman's pioneering work developing early GIS software at Harvard in the 1970s. It also profiles several members of the British military who advanced aerial photography and mapmaking, including F. Vivian Thompson who invented an early stereo-plotter in 1908, and H. Hamshaw Thomas who developed mapmaking from aerial photographs during WWI and WWII. The document emphasizes cartography's roots in both science and its military applications.
Space policy theoretical space wargame software-unclassifiedPaul Szymanski
This document describes a space situational awareness and wargaming tool called SSA-T. The tool is intended to help train space warfighters by simulating space warfare scenarios. It generates randomized characteristics for notional future space systems and incorporates real satellite orbital data. The tool allows users to set up wargames by designating country alignments, budgets, and boundaries. It then executes the wargame by generating intel reports and providing tools for assessing satellite maneuvers and attacks. The goal is to help develop space warfare strategies and determine future technology needs.
Lesson 4.4 Activity: Fleeing the Surface of the Earth (Part 2)Big History Project
The document provides teaching materials for an activity that asks students to revisit and revise their plans for where they would flee if they had to leave the surface of Earth, now that they have learned more about the scale of the Solar System. The activity instructs teachers to have students work in groups to finalize their destination choice, calculate how far it is from Earth, how long it would take to get there, and what method of transportation they would use. Students are then asked to fill out a worksheet detailing their revised plan and justifying their destination choice based on their new scientific understanding.
What Putting a Man on the Moon can teach us about Agile?Philippe Guenet
Launching a rocket into space may appear like the most waterfall project. Putting a man on the moon was however the most agile programme one can ever think of. This talk retraces the epic Mercury / Gemini and Apollo programmes and draws parallels to how to approach agile in the world of digital IT.
Space exploration involves the ongoing discovery and exploration of celestial structures through advancing space technology. It is conducted by astronomers using telescopes as well as robotic and human spaceflight. Fundamental benefits of space exploration include generating new scientific and technological knowledge with applications on Earth. India's space program has made progress starting with experimental satellites and now provides operational services through INSAT and remote sensing satellites. ISRO has successfully developed launch vehicles and placed satellites in orbit, collaborating with Indian institutions and private industries.
The document provides an overview of the requirements and processes needed to successfully pass Preliminary Design Review (PDR) and Key Decision Point C (KDP C) under NASA Procedural Requirements 7120.5D. It first discusses categorizing a project based on cost and complexity to determine the appropriate decision authority and governing documents. It then outlines the phases of formulation and implementation in the project lifecycle and the major reviews and decision gates including PDR, which provides approval to proceed to implementation phases. Examples from the Juno project are given to demonstrate how to address the requirements to have a successful PDR while still accomplishing the primary work.
NASA's technology landscape involves developing technologies to enable human space exploration and scientific discovery. Key areas include technologies for extreme environments like radiation resistance and temperature extremes. NASA also focuses on developing technologies to increase safety, productivity, and reduce costs for human spaceflight. Examples include closed-loop life support, surface mobility, and communication systems. The International Space Station is a complex of research laboratories that supports scientific research in microgravity. NASA's science, aeronautics, and space operations directorates each work to advance priority technologies through cutting-edge research partnerships.
The document summarizes a case study using systems engineering models to plan the Exploration Flight Test-1 (EFT-1) mission for NASA's Orion spacecraft. Key points:
- EFT-1 will test Orion capabilities before crewed flights, including separations, parachutes, attitude control during reentry, and water recovery.
- Systems engineering models were used to understand data and resource needs, flows, and access across distributed NASA/Lockheed Martin teams.
- Custom viewpoints were defined in SysML to address stakeholder questions and visualize mission elements like components, data exchanges, and interface requirements.
The document discusses the use of probabilistic risk assessment (PRA) in decision making for the Space Shuttle program. It provides background on the development of the Shuttle PRA since 1987. Key information for management includes clearly presenting the PRA analysis and assumptions, limitations, and estimates of uncertainty to support risk-informed decisions.
This document discusses how project managers can integrate innovation into their work. It defines four types of innovation: product/service, operational, strategic, and management. It asks questions to assess an organization's commitment to innovation, such as whether innovation is part of job descriptions and if the culture supports or hinders new ideas. Common myths and barriers to innovation are identified, such as clinging to past success. The document suggests integrating innovation by advancing existing ideas, seeking diverse funding, and challenging assumptions. The overall message is that project managers must be equipped and supported to drive innovation within their organizations.
This document discusses joint cost and schedule risk analysis (JCL), which generates a joint probability distribution relating cost and schedule to determine the confidence level for meeting both targets simultaneously. It examines two paradoxes of the build-up JCL methodology: 1) schedule parallelism causes the deterministic schedule to have a low confidence level, and 2) correlation between schedule tasks affects the mean and variance of completion date. The document provides recommendations for accounting for these effects, including using a 0.3 correlation when data is unavailable.
The document discusses anger, describing it as a natural feeling rather than a behavior. It outlines the anger cycle and physiological effects of anger, such as increased adrenaline and blood pressure. Strategies are provided for managing anger through recognizing, analyzing, and verbalizing feelings instead of repressing them.
Gehman’s axiom number 3 (Columbia Space Shuttle)Cpo Creed
Gehman’s Axiom Number 3: They trivialized the work. They demanded studies, analyses, reviews, meetings, conferences, working groups, and more data. They keep everybody working hard, and they avoided the central issue: Were the crew and the
shuttle in danger? [This was] a classic case where individuals, well-meaning individuals, were swept along by the institution’s overpowering desire to protect itself. The system effectively blocked honest efforts to raise legitimate concerns.
Presentation on Space pollution, the genesis of space debris, history, future implications, recent events, growing concern and threats.
It will be helpful for the students of science streams, disaster management courses.
Contact sujaypaulfb@gmail.com to get full access and copy of the file.
1) NASA's Lunar Reconnaissance Orbiter captured a unique view of Earth from its position orbiting the moon in December 2015.
2) The best space photos of 2015 included images of the Milky Way galaxy, nebulae, galaxies, planets, and astronomical phenomena taken by NASA, ESA, and amateur astronomers.
3) Many of the photos showed new details of astronomical objects observed by probes like New Horizons, Hubble Space Telescope, and Mars rovers.
Satellites, Space Transports, and Space Probeselliotlh123
The document discusses several space exploration technologies including the Hubble Space Telescope, the Very Large Array radio telescope, Mars rovers like Viking 1 and Spirit, Apollo moon missions like Apollo 16, early satellites like Sputnik 1 and 2, and observation satellites. It provides details on the design, capabilities, and scientific objectives of these different technologies that have advanced humanity's understanding of space.
Project Apollo was NASA's program to land astronauts on the Moon, launched by President John F. Kennedy in 1961 with the goal of achieving lunar landing before the decade was out. The first unmanned missions tested the Command, Lunar, and Service modules. The first manned mission, Apollo 1, ended in tragedy when a flash fire killed the crew during a launch rehearsal test. Apollo 7 was the first successful manned Earth-orbital mission. On July 20, 1969, Apollo 11 landed the first astronauts on the Moon - Neil Armstrong and Buzz Aldrin, achieving Kennedy's goal. Over the course of five more successful lunar landings, Apollo brought back 382 kilograms of lunar samples to better understand the Moon. The
This document discusses myths that have hindered progress towards Mars exploration and proposes new myths that could help formulate a future Mars exploration program. It suggests allocating 25% of the budget for planning, technology development, and analysis to inform future missions. Another 5% would fund public participation and engagement. The remaining budget would fund robotic missions to Mars following a flexible strategy informed by ongoing analysis. Future human missions to Mars would depend on experiments in microgravity and on the International Space Station to demonstrate needed technologies.
Space policy swat-future space strategies-13-unclassifiedPaul Szymanski
This document provides an overview of the Space Warfare Analysis Tools (SWAT) which were developed to analyze potential space warfare scenarios. SWAT includes tools to analyze space doctrine, strategies, tactics, and concepts of operations. It also includes displays of "space choke points" where satellite orbits intersect and could be vulnerable to attack. The document discusses fundamental threats to space systems like surprise attacks from new types of weapons or objects that are not well tracked in orbit. It proposes several hypothetical advanced anti-satellite weapons concepts to demonstrate how space warfare may be conducted. The goal of SWAT is to help predict and respond to potential threats to space systems to gain an advantage in any future space battle.
NASA's Jet Propulsion Laboratory - 2012 Annual reportJon Nelson
Jet Propulsion Laboratory (JPL) is a federally funded research and development center and NASA field center located in Pasadena, California, United States.
JPL is managed by the nearby California Institute of Technology (Caltech) for the National Aeronautics and Space Administration. The laboratory's primary function is the construction and operation of robotic planetary spacecraft, though it also conducts Earth-orbit and astronomy missions. It is also responsible for operating NASA's Deep Space Network.
Among the laboratory's current major active projects are the Mars Science Laboratory mission (which includes the Curiosity rover), the Cassini–Huygens mission orbiting Saturn, the Mars Exploration Rovers (Spirit and Opportunity), the Mars Reconnaissance Orbiter, the Dawn mission to the dwarf planet Ceres and asteroid Vesta, the Juno spacecraft en route to Jupiter, the Gravity Recovery and Interior Laboratory (GRAIL) mission to the Moon, the Nuclear Spectroscopic Telescope Array (NuSTAR) X-ray telescope, and the Spitzer Space Telescope.
Prof. G. Scott Hubbard argues that the dichotomy between humans and robots in space exploration is false. Currently, robots are better suited for initial exploration due to their endurance, but humans are better at making complex decisions and following up opportunities. In the future, humans and robots will work together, with robots laying groundwork and narrowing options, while humans make sense of complex situations and discoveries. The roles of humans and robots will evolve over time through partnerships that enhance both.
SWAT (Space Warfare Analysis Tools) provides integrated tools to analyze space objects and detect changes in their state in order to help assess potential threats to space systems. It analyzes over 26 characteristics of over 37,000 space objects simultaneously and compares them over time and to other similar objects to identify anomalies that could indicate purposeful changes. This helps filter thousands of objects down to a handful for further analysis and may help discover hidden threats. The tools also identify "space choke points" where many satellites cluster that could be targeted.
This document discusses the history and importance of cartography through several key figures. It begins with Claudius Ptolemy and Gerardus Mercator, then discusses Nicholas Chrisman's pioneering work developing early GIS software at Harvard in the 1970s. It also profiles several members of the British military who advanced aerial photography and mapmaking, including F. Vivian Thompson who invented an early stereo-plotter in 1908, and H. Hamshaw Thomas who developed mapmaking from aerial photographs during WWI and WWII. The document emphasizes cartography's roots in both science and its military applications.
Space policy theoretical space wargame software-unclassifiedPaul Szymanski
This document describes a space situational awareness and wargaming tool called SSA-T. The tool is intended to help train space warfighters by simulating space warfare scenarios. It generates randomized characteristics for notional future space systems and incorporates real satellite orbital data. The tool allows users to set up wargames by designating country alignments, budgets, and boundaries. It then executes the wargame by generating intel reports and providing tools for assessing satellite maneuvers and attacks. The goal is to help develop space warfare strategies and determine future technology needs.
Lesson 4.4 Activity: Fleeing the Surface of the Earth (Part 2)Big History Project
The document provides teaching materials for an activity that asks students to revisit and revise their plans for where they would flee if they had to leave the surface of Earth, now that they have learned more about the scale of the Solar System. The activity instructs teachers to have students work in groups to finalize their destination choice, calculate how far it is from Earth, how long it would take to get there, and what method of transportation they would use. Students are then asked to fill out a worksheet detailing their revised plan and justifying their destination choice based on their new scientific understanding.
What Putting a Man on the Moon can teach us about Agile?Philippe Guenet
Launching a rocket into space may appear like the most waterfall project. Putting a man on the moon was however the most agile programme one can ever think of. This talk retraces the epic Mercury / Gemini and Apollo programmes and draws parallels to how to approach agile in the world of digital IT.
Space exploration involves the ongoing discovery and exploration of celestial structures through advancing space technology. It is conducted by astronomers using telescopes as well as robotic and human spaceflight. Fundamental benefits of space exploration include generating new scientific and technological knowledge with applications on Earth. India's space program has made progress starting with experimental satellites and now provides operational services through INSAT and remote sensing satellites. ISRO has successfully developed launch vehicles and placed satellites in orbit, collaborating with Indian institutions and private industries.
The document provides an overview of the requirements and processes needed to successfully pass Preliminary Design Review (PDR) and Key Decision Point C (KDP C) under NASA Procedural Requirements 7120.5D. It first discusses categorizing a project based on cost and complexity to determine the appropriate decision authority and governing documents. It then outlines the phases of formulation and implementation in the project lifecycle and the major reviews and decision gates including PDR, which provides approval to proceed to implementation phases. Examples from the Juno project are given to demonstrate how to address the requirements to have a successful PDR while still accomplishing the primary work.
NASA's technology landscape involves developing technologies to enable human space exploration and scientific discovery. Key areas include technologies for extreme environments like radiation resistance and temperature extremes. NASA also focuses on developing technologies to increase safety, productivity, and reduce costs for human spaceflight. Examples include closed-loop life support, surface mobility, and communication systems. The International Space Station is a complex of research laboratories that supports scientific research in microgravity. NASA's science, aeronautics, and space operations directorates each work to advance priority technologies through cutting-edge research partnerships.
The document summarizes a case study using systems engineering models to plan the Exploration Flight Test-1 (EFT-1) mission for NASA's Orion spacecraft. Key points:
- EFT-1 will test Orion capabilities before crewed flights, including separations, parachutes, attitude control during reentry, and water recovery.
- Systems engineering models were used to understand data and resource needs, flows, and access across distributed NASA/Lockheed Martin teams.
- Custom viewpoints were defined in SysML to address stakeholder questions and visualize mission elements like components, data exchanges, and interface requirements.
The document discusses the use of probabilistic risk assessment (PRA) in decision making for the Space Shuttle program. It provides background on the development of the Shuttle PRA since 1987. Key information for management includes clearly presenting the PRA analysis and assumptions, limitations, and estimates of uncertainty to support risk-informed decisions.
This document discusses how project managers can integrate innovation into their work. It defines four types of innovation: product/service, operational, strategic, and management. It asks questions to assess an organization's commitment to innovation, such as whether innovation is part of job descriptions and if the culture supports or hinders new ideas. Common myths and barriers to innovation are identified, such as clinging to past success. The document suggests integrating innovation by advancing existing ideas, seeking diverse funding, and challenging assumptions. The overall message is that project managers must be equipped and supported to drive innovation within their organizations.
This document discusses joint cost and schedule risk analysis (JCL), which generates a joint probability distribution relating cost and schedule to determine the confidence level for meeting both targets simultaneously. It examines two paradoxes of the build-up JCL methodology: 1) schedule parallelism causes the deterministic schedule to have a low confidence level, and 2) correlation between schedule tasks affects the mean and variance of completion date. The document provides recommendations for accounting for these effects, including using a 0.3 correlation when data is unavailable.
The document discusses anger, describing it as a natural feeling rather than a behavior. It outlines the anger cycle and physiological effects of anger, such as increased adrenaline and blood pressure. Strategies are provided for managing anger through recognizing, analyzing, and verbalizing feelings instead of repressing them.
The document describes the Space Shuttle Systems Engineering processes used to mitigate risks from debris during launch (liftoff debris). Key aspects of the process include implementing requirements and controls to understand, limit, and disposition debris hazards. Technical boards and teams integrate skills and resources to characterize debris, assess risks, and implement repairs or other mitigations to control risks and improve safety.
The document discusses turbulence and changes within NASA's Aeronautics Research Mission Directorate (ARMD). It describes how ARMD was restructured with new leadership and a governance model that shifted power from individual centers to program managers. This caused confusion and power struggles as roles changed. It also notes the large size of certain projects within ARMD and complexity factors that programs now had to manage more closely. Overall the changes introduced turbulence as processes mutated and centers adapted to reduced roles with new program needs.
This document discusses NASA's efforts to develop common processes across centers for project management in accordance with NASA Procedural Requirements (NPRs). It notes that while centers share the goal of NPR compliance, their organizational structures differ. Two centers, GRC and MSFC, are working to define standard processes focused on the organization rather than individual projects. GRC has organized efforts since 2007, developing requirements and obtaining buy-in, while MSFC's efforts began in 2008 by building on GRC's work. The goals are to improve planning and estimates, create standard tools and templates, and institutionalize best practices across centers.
The document discusses the importance of establishing an integrated cost and schedule baseline in the earned value management process. It describes a systematic planning process involving multiple phases that results in key planning documents and an integrated baseline. The planning process involves defining the project scope, organizing the work breakdown structure, scheduling tasks, estimating costs, and negotiating and approving the performance measurement baseline.
The Orion contract is a complex project involving Lockheed Martin as the prime contractor and many subcontractors. The contract is structured into three schedules for design, development, testing, production, and operations. Since the initial award, the contract has undergone several changes totaling over $2 billion to realign requirements and accommodate changes to the Constellation program. These changes ensured Orion's design supported its mission of transporting crew to the International Space Station.
The document discusses managing requirements and architecture volatility for NASA's CPAS (CEV Parachute Assembly System) project. It summarizes how [1] requirements and architectures can change over time as multiple organizations work together, [2] early CPAS requirements exceeded Apollo-era requirements, and [3] collaboration between CPAS and Lockheed Martin helped establish interim requirements to allow design work to proceed.
The document discusses the importance of collaboration for NASA's Program/Project Management Development (PPMD) program. It provides examples of how PPMD incorporated collaboration, including having participants from 5 NASA centers and input from over 50 organizations. Collaboration allowed for networking, learning from different perspectives, and relationship building. The document also profiles one PPMD participant, Anita Liang, and how her experience with mentoring and a work assignment through PPMD helped her transition from aeronautics to a leadership role in space flight.
This document provides an overview of the United Launch Alliance (ULA) transition and the challenges faced by the Launch Services Program in overseeing the transition. It discusses the ULA transition management approach, key projects in the transition like business operations and production, and risk mitigation efforts. Some of the challenges highlighted include managing requirements from multiple sources, the complexity of the transition due to legal, procurement and technical factors, and ensuring skills retention. It concludes with the top 10 risk management lessons learned, emphasizing communication, collaboration, understanding changes, and maintaining focus on NASA's interests and mission success.
The International Space Station program involved integrating complex human-rated space systems on a massive scale. It brought together geographically dispersed teams from NASA, contractors, and international partners to build the station incrementally over many years. Some key lessons from ISS include: viewing the program itself as a system and ensuring good data exchange between system developers and integrators; planning integration from the beginning with the end in mind; and establishing robust requirements, verification, and configuration management processes. If applied, these lessons could help other large, complex programs address integration challenges.
This document summarizes lessons learned from NASA's experience with pursuing LEED certification for construction projects. It discusses the importance of including all relevant team members, understanding what motivates each person, and maintaining commitment. Technical lessons involve thoroughly researching new building technologies before using them and paying close attention to details with complex systems. Contractual lessons relate to specifying requirements early to avoid costs and delays.
In 2011 and 2012, the Jet Propulsion Laboratory (JPL) Project Support Office (PSO) coordinated the success of 5 NASA/JPL space missions launched within 8 months, including Aquarius, JUNO, GRAIL, Mars Science Laboratory, and NuSTAR. The PSO ensured over 150 key reviews and events involving multiple international partners and launch sites were scheduled to enable attendance. It continuously updated plans and kept all stakeholders informed to resolve conflicts and enable mission success.
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
1) GAO will request technical, cost, schedule, and contract data from your project on an annual basis through Data Collection Instruments.
2) You should expect site visits from GAO analysts to discuss your project.
3) It is important to work closely with GAO to understand their requests and provide clear and contextualized responses within 3 weeks.
4) While GAO has rights to all requested data, NASA can work with them to specify appropriate handling and interpretation of sensitive information.
Due August 7,2019First, watch the video Personal Potential The.docxmadlynplamondon
Due August 7,2019
First, watch the video "Personal Potential: The Power of One" by Dr. Verna Price at http://library.limestone.edu:2048/login?url=http://digital.films.com/PortalPlaylists.aspx?aid=4891&xtid=44027
Second, in a 500-750 word essay that addresses the following questions:
1. Dr. Price discusses the difference between personal and positional power, describe the difference, and give an example of a time in your life when you used both personal and positional power.
2. How is this idea of personal and/or positional power connected to being a leader? Explain.
First, watch the video "Personal Potential: The Power of One" by Dr. Verna Price at http://library.limestone.edu:2048/login?url=http://digital.films.com/PortalPlaylists.aspx?aid=4891&xtid=44027
Due August 2, 2019 (1-2 pages, APA)
1. What has seemed to be the major problem facing NASA? Apply your knowledge of group dynamics and decision making to identify the problem.
2. What must NASA accomplish to ensure the vitality of the space program? Has groupthink accounted for some of NASA’s problems? If so, what symptoms can you identify?
3. What group-decision making challenges has NASA faced in changing its culture?
Columbia Space Shuttle Disaster and the Future of NASA
Early on February 1, 2003, television viewers watched in disbelief and sadness as the space shuttle Columbia, returning from its mission, seemed simply to break apart. Later in a scathing report, investigators said that NASA’s management practices were as much to blame for the accident that killed seven astronauts as the foam that broke away from the fuel tank and hit the left wing during blastoff. The report concluded that NASA had known of problems with the foam insulation over a long period but had never invested the time or energy to resolve the problem.
Former astronaut and NBC analyst Sally Ride agreed with the findings. She noted that foam had been falling off the external tanks since the first shuttle launch and that it had fallen off on nearly every flight. Ride considered the foam problem an accident waiting to happen, which of course it did. NASA recognized the foam as a serious problem and tried to fix it; unfortunately, it didn’t get as much attention as many other problems NASA faced during the past decade.
Columbia was a sad reminder of the Challenger disaster 17 years earlier. In the case of Challenger, engineers suspected problems with O-rings, but didn’t fix them. It appeared that NASA didn’t learn from its mistakes with Challenger and, more important, that a deeper problem existed: Safety concerns had not been given top priority. According to Ride, while NASA officials did not suppress dissenting views, they did not encourage them. Echoes of Challenger? Ride thought so. The further the Columbia investigation progressed, the more echoes were heard. The Columbia Accident Investigation
Board cited several failures; chief among them a corporate culture at NASA that discouraged the communica ...
The document discusses the legacy and importance of the Canadarm for Canada's space program and exploration efforts. The Canadarm was critical to the success of NASA's space shuttle program. It provided a solution for manipulating objects in space with precision. NASA turned to the international community for solutions and was interested in a proposal from a small Canadian robotics company. This led to Canada developing the Canadarm under contract. The Canadarm demonstrated Canada's capabilities in space and strengthened international collaboration.
Here are definitions for the terms in the context of physics and space exploration:
- Microgravity: The condition of near weightlessness experienced in space. Objects in low-Earth orbit are in a continuous state of free fall which creates a sensation of weightlessness.
- Aeronautics: The science and technology of flight within Earth's atmosphere. It involves the design, development and manufacture of aircraft like airplanes, helicopters, hot air balloons and other flying machines.
- Extra-terrestrial: Originating or occurring outside Earth or its atmosphere. It refers to objects, phenomena and life that are not from Earth but from other celestial bodies like planets, moons, asteroids or other astronomical objects.
2. What is
The future of NASA and other space progams: what's next?AllaireT
NASA - a short history, current projects, industry privatization and future projects. Discussion question: Is where the industry going a good direction? Would it have been more worthwhile to keep the focus on scientific endeavors versus the commercial direction we are currently headed?
This article discusses a mentorship program where elementary students conduct experiments that have flown on space shuttle missions. Students study simulations of experiments conducted in space, such as examining the effects of spaceflight on germinating seeds and hatching brine shrimp. The nationwide program engages students and aims to further their interest in space exploration. Schools participate in various shuttle experiment series tailored to different age levels. The program fosters collaborative learning and allows students to observe the impacts of space conditions.
1 Which typical team challenges refer to those in the book.pdfabhishek483040
1. Which typical team challenges (refer to those in the book) were present in the case? Explain.
2. Which types of decision-making pitfalls were present in this case? Explain.
3. Which symptoms of Groupthink were evidenced in the case? Explain.
4. Which team decision making pitfall prevention mechanisms could be put in place to prevent this from happening again at NASA?
5. Which aspects of the organizational/team environment (blue box in the Team Effectiveness Model) could should be changed so that a
disaster like this could not happen again at NASA? Explain. How could this be done?
6. Which aspects of team design (green box in the Team Effectiveness Model) could should be changed so that a disaster like this could
not happen again at NASA? Explain. How could this be done?
7. Which team processes (orange box in the Team Effectiveness Model) could should be changed so that a disaster like this could not
happen again at NASA? Explain. How could this be done?
shapes and images that are... more repeatedly, thus reducing both the engineering cost and
hardware costs. However, resulting vehicle was not as envisioned. II had severe design flaws, one
of which caused the loss of the Challenger. NASA Planning and Politics: NASA's post-Apollo plans
for the continued manned exploration of space rested on a three legged triad. The first leg was a
reusable space transportation system, the Space Shuttle, which could transport men and cargo to
low earth orbit (LEO) and then land back on Earth to prepare for another mission. The second leg
was a manned orbiting space station which would be resuppled by the Shuttle and would serve as
both a transfer point for activities further from Earth and as a scientific and manufacturing platform.
The final leg was the exploration of Mars, which would start from the Space Station. Unfortunately
the politics and inflation of the early 70 's forced NASA to retreat from its ambitious program. Both
the Space Station and the Journey to Mars were delayed indefinitely and the United States
manned space program was left standing on one leg, the space shuttle. Even worse, the Shuttle
was constantly under attack by a Democratic congress and poorly defended by a Republican
president. To retain Shuttle funding. NASA was forced to make a series of major concessions.
First, facing a highly constrained budget, NASA sacrificed the research and development
necessary to produce a truly reusable shuttle, and instead accepted a design which was only
partially reusable, eliminating one of the features which made the shutlie attractive in the first
place. Solid rocket boosters (SRBs) were used instead of safer liquid fueled boosters because
they required a much smaller research and development effort. Numerous other design changes
were made to reduce the level of research and development required. Second, to increase its
political clout and to guarantee a steady customer base, NASA enlisted the support of the United
States Air Force. The Air Fo.
The Comet Nucleus Tour (CONTOUR) spacecraft was lost following a planned solid rocket motor burn on August 15, 2002 intended to place it on a trajectory to encounter comet Encke. Telemetry was not available during the burn, and subsequent attempts to contact CONTOUR were unsuccessful. Limited observations on August 16 identified three separate objects on diverging trajectories near CONTOUR's expected position, suggesting the spacecraft broke up during or after the burn. A mishap investigation board was convened but could not determine the exact cause due to lack of data, identifying overheating, motor failure, debris collision, and control loss as possible proximate causes.
The document discusses the major milestones in the development of America's space program from 1961 to the present. It describes four major campaigns - Mercury, Gemini, Apollo, and the Space Shuttle - that built upon each other and allowed for increasing levels of space exploration. Key events included the first American in space during Mercury, long duration and extravehicular flights during Gemini, the first lunar landing in 1969 by Apollo 11, and ongoing construction of the International Space Station by the Space Shuttle program.
This document provides a history of NASA and its public relations strategies. It discusses key events including the founding of NASA in 1958 in response to the Soviet Union launching Sputnik, the Apollo moon landing missions of the 1960s-70s, and the Space Shuttle program from 1981-2011. The document also examines NASA's public relations challenges during crises like the Apollo 1 and Challenger disasters, and how the agency's PR strategies have evolved from initial secrecy to more open communication and media engagement over time. NASA faces ongoing challenges to gain public support and funding as it works to develop new vehicles and pursue missions to Mars and beyond.
President John F. Kennedy encouraged the space program to send Americans to the moon to achieve preeminence in space for the United States and carry out scientific exploration of the moon. Several uncrewed and crewed Apollo missions tested equipment and modules, with Apollo 11 achieving the first lunar landing in 1969. Tragedy struck in 1967 when a fire during a launch pad test killed three astronauts. Later Apollo missions continued lunar exploration through 1972, including Apollo 13 which had to make an emergency return to Earth after an oxygen tank explosion.
Similar to Fletcher risk vs_innovation_120220 (12)
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Webinar: Designing a schema for a Data WarehouseFederico Razzoli
Are you new to data warehouses (DWH)? Do you need to check whether your data warehouse follows the best practices for a good design? In both cases, this webinar is for you.
A data warehouse is a central relational database that contains all measurements about a business or an organisation. This data comes from a variety of heterogeneous data sources, which includes databases of any type that back the applications used by the company, data files exported by some applications, or APIs provided by internal or external services.
But designing a data warehouse correctly is a hard task, which requires gathering information about the business processes that need to be analysed in the first place. These processes must be translated into so-called star schemas, which means, denormalised databases where each table represents a dimension or facts.
We will discuss these topics:
- How to gather information about a business;
- Understanding dictionaries and how to identify business entities;
- Dimensions and facts;
- Setting a table granularity;
- Types of facts;
- Types of dimensions;
- Snowflakes and how to avoid them;
- Expanding existing dimensions and facts.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Introduction of Cybersecurity with OSS at Code Europe 2024
Fletcher risk vs_innovation_120220
1. Risk as an Essential Part of
Technology R&D
Greg Fletcher
Space Science and Engineering Division
Southwest Research Institute
All information contained herein was obtained from
open sources published in print and on the web
All opinions stated herein are strictly the author’s and
not that of any institution or group
February 2012
2. Risk Defined
Risk –
Expose (someone or something valued) to
danger, harm, or loss: ―he risked his life
to save his dog‖.
3. Early Spaceflight
Sputnik was launched by the USSR
on October 4, 1957
Ignited the space race, and proved the
Soviet Union had perfected the ICBM
Identified upper layers of the
atmosphere
Explorer I was launched by the US
Army on January 31, 1958
Demonstrated US ICBM capability
Discovered the Van Allen belts (named
for James Van Allen, who flew the
instrument that made the detection)
Space Race was on, and the decade
that followed saw an unprecedented
revolution in technology
4. Missile Defense Alarm System (MiDAS)
In February of 1959, the US government
began a program to put a missile
defense warning system in orbit around
the Earth (MiDAS)
Humans had only begun to put objects
in Earth orbit
Infrared imaging technology was under
development and had never flown in
space (was used in the Falcon air to air
missile in service starting in 1955)
Had to develop automated detection
algorithm, because at that time they
couldn‘t transmit images to the ground
(due to limited RF bandwidth)
Infrared Sensor assembly from
Battery powered, so they only lasted a MiDAS spacecraft
few weeks in orbit
5. MiDAS
In February of 1960 the first MiDAS spacecraft
launched
First launch just ONE YEAR after the program was
initiated!!
By July of 1963 (just short of 3.5 years), nine MiDAS
spacecraft were in orbit
Since they were battery powered each one only lasted
three weeks
Three had launch failures but they succeeded in
proving that it was possible to detect missile
launches from Earth orbit
Considered a major success at the time
Launch failures later spurred an effort to prevent future
failures
6. To raise new questions, new possibilities,
to regard old problems from a new
angle, requires creative imagination
and marks real advance in science.‖
- Albert Einstein
8. Building Spaceflight Hardware
Takes to long!
Schedules slip and costs grow
Examples:
NPOESS
MSL (finally launched
Nov 2011)
JWST
SBIRS (Space Based Infrared
System)
Many other examples
available
9. NPOESS Overview
Contract award in 2002
Program cost was $6.1 billion
Managed by DoD, NASA and NOAA
Expected a risk reduction
demonstrator satellite to launch in
2006
First (of six) NPOESS satellites
intended for 2009 launch
Intended to replace DoD‘s DMSP
(Defense Meteorological Satellite
Program) and NPAA‘s POES (Polar
Operational Environmental Satellites)
Credit: Some information came from article: F. G. Kennedy,
Space and Risk Analysis Paralysis, AIAA, Nov 2011
10. NPOESS Overview (cont.)
By 2010 the Demonstrator slipped five years to
2011
First spacecraft scheduled in 2014 (and reduced
to 4 spacecraft)
Costs were overrun to $11 billion (that‘s nearly $5
billion overrun
After eight years, we hadn‘t managed to put one
demonstrator in earth orbit
We put men on the moon in ten
years!!!
11. NPOESS Overview (cont.)
White House announced in February 1, 2010 that
the NPOESS satellite partnership was to be
dissolved
Two separate lines of polar orbiting satellites to
serve the military and civilian communities
would instead be implemented
NOAA/NASA portion is called the Joint Satellite
System (JPSS)
DoD portion is called Defense Weather Satellite
System (DWSS)
12. NPOESS Monday Morning Quarterbacking
What went wrong?
Blame was placed on the inter-agency management structure
Risk aversion hampered progress
Processes designed to mitigate risk, hampered progress
Tri-agency management structure meant that no one was
willing to accept any risk, for fear of being blamed if there
were problems later
Failure is not an option, means that if you don‘t fly, you can‘t
fail
13. So what happened in
between MiDAS and
later missions like
NPOESS?
14. Faster, Better, Cheaper
Pick any two!
However:
First 9 out of 10 missions successful
Innovative missions that came in on time
and under budget
Flew 16 missions for less than $3B!!
15. Faster, Better, Cheaper (cont.)
NEAR (Near Earth Asteroid Rendezvous)
Estimated at $200M and came in at $122M
27 months of start of funding to launch!
Took 10 Times the expected data
Not designed as a lander, but coasted to a stop on
Eros, the first time this had ever been done
Mars Pathfinder
First successful rover on another planet
17,000 images
1/15th the cost of Viking 20 years earlier
16. Faster, Better, Cheaper (cont.)
And then in 1999 –
4 out 5 five missions crashed and burned
(some literally)
Bad press was relentless (maybe rightfully
so)
Findings indicated that FBC programs that
failed had reduced cost and schedule, but
not lessoned complexity accordingly
PM‘s of successful FBC missions insisted on
simplicity both technically and organizationally
17. Long Term Result of FBC
In order to avoid further embarrassment,
programs adopted ‗rigorous‘ risk
mitigation plans
Fear of failure became so great, missions
delayed in order to mitigate risk, which
then caused overruns
Credit: Lt. Col. Dan Ward, USAF, “Faster, Better, Cheaper Revisited –
Program Management Lessons from NASA”, Defense AT&L, March-
April 2010
18. Risk Aversion –
The reluctance of a person to accept a
bargain with an uncertain payoff, rather
than a bargain with a more certain, but
possibly lower, expected payoff .
19. Innovation
Innovation –
Something new or different introduced
(from Dictionary.com)
Three keys to innovation
Seek out new ideas
Test these ideas on a scale where failure is
survivable
Constantly monitor these trials for feedback
Credit: Tim Harford, Adapt – Why Success Always Starts with
Failure
20. “Results? Why, man, I have gotten lots
of results! If I find 10,000 ways
something won't work, I haven't failed. I
am not discouraged, because every
wrong attempt discarded is often a step
forward....”
-Thomas Edison
22. DARPA‘s HTV2
DARPA‘s Hypersonic Test
Vehicle 2 is designed to launch
from the US and land anywhere
on the globe in under an hour
Re-enters atmosphere at speeds
up to Mach 20 (~13,000 mi/hr) withstanding
temperatures of 3500 degrees Fahrenheit
Quote from HTV-2 Website – ―At that speed air
doesn‘t travel around you – you rip it apart‖
Quote before second test flight – ―It‘s time to conduct
another flight test to validate our assumptions and
gain further insight into extremely high Mach regimes
that we cannot fully replicate on the ground.‖
23. DARPA‘s HTV2 (cont.)
CNN Headline – ―Flight failure won‘t stop ‗Mad
Scientists‘
Quote from Article – ―The failure is not surprising;
permission to fail is what has enabled the agency's
spectacular success over its 53-year history‖
Quote from Air Force Maj. Chris Schulz after second
catastrophic failure "We do not yet know how to
achieve the desired
control during the
aerodynamic phase of
flight. It‘s vexing; I‘m
confident there is a
solution. We have to
find it.‖
24. DARPA‘s HTV2 (cont.)
After the second catastrophic failure, CNN
and other news agencies hailed DARPA as
bold, forward thinking and visionary,
daring to do what others would not!!
What would they have said if it was a
NASA re-entry vehicle test failure?
NASA screws
up again!!!
(even though it may have been years
since a failure of any kind)
25. Headlines from NASA Missions
Popular Science‘s ‗The Top 10 Failed NASA Missions‘
―In space, no one can hear you screw up‖
DART –
―Fear and loathing in orbit‖
Genesis –
Genesis space capsule crashes
Spacecraft carrying solar samples slams into Utah desert
UARS (Re-entry) –
The Sky is Falling (But We Don‘t Know Where)
26. Setting Expectations
DARPA says openly and publicly that not
only is failure an option, but it‘s expected
and accepted as part pushing the technology
envelope
Quote ―We learn as much from our failures as we do
our successes‖
When NASA says failure is not an option,
that‘s what the public expects!
There are times when failure is not an option (manned
flight)
Experimental missions, failure should be an option
(though not a goal)
27. Stigma of Failure
Stigma of Failure holds many
government agencies back from
innovation
Internal cultural practices of not sticking your
neck out and just waiting out the latest change
effort
Warranted in many cases, since some agencies
cannot fail in their primary mission (defending
the nation, or sending social security checks)
Failure to innovate is a mission failure
for NASA
Innovation requires pushing the limits and
risking setbacks through failure
Yet failing at something even if it‘s risky is
viewed a mission failure
Tell me again why we do this?!
28. ―We choose to go to the Moon in this
decade and do the other things, not
because they are easy, but because
they are hard, because that goal will
serve to organize and measure the best
of our energies and skills…‖
-John F. Kennedy
29. Failure is an Option
Tim Harford states in his book that today‘s world
is to complex for top-down ―big project‖ innovation
based purely on expert judgment
Best path to innovation is to try a lot of ideas
simultaneously (even if they contradict each other)
Build in robust feedback loops
Use the winning ideas to start a new round of trials
This is not new, in fact it‘s the oldest method
of innovation (think evolution)
Harford concludes that the organizations that
survive the best are ones that make
incremental changes, and occasionally take
on long-shot ideas
30. Failure is an Option (cont.)
Harford states that this innovation method
does not work with government agencies
because of several barriers
There is not enough time for political appointees to
fully see these experiments through before a new
administration comes in office
Process depends on a large number of failures for
innovation but failure carries a high stigma in
government
This is true, but despite the facts,
occasionally the US Government does some
innovative and amazing work
31. Historically Innovative Government Works
Numerous government projects that have
been extremely innovative and successful
Hoover Dam
Rural Electrification
Interstate Highway System
Moon landings
Space Shuttle
The Internet
32. "The things we fear most in
organizations—fluctuations,
disturbances, imbalances—are the
primary sources of creativity.‖
- Margaret J. Wheatley
33. Risk and Innovation
Amount of risk associated with a new
technology depends on the type of
technology and the magnitude of the leap
from what currently exists
In research, learning from failure often results
in success
Acceptable level of risk depends on several
factors
What is the cost of failure (cost can be monetary or
other assets, including humans)
What is the return if the risk pays off (break
through/game changing technology, knowledge, etc)
34. Individual Risk Tolerance
Risk tolerance varies quite a bit from
person to person
Generally, individual people are fairly
risk tolerant
Groups of people tend to be less risk
tolerent
Organizations become less and less risk
tolerant as they grow in size
One way Mars mission (from Jan-2011)
35. Heritage
Most missions in the last 10 years have
required that components, subsystems and
instruments have spaceflight heritage
Can‘t fly without heritage
Can‘t get heritage without flying
Most proposals are considered high risk if
there is anything below TRL 7 or 8 (TRL 9 is
preferred)
Explains why we‘re still flying the 386
processors on new missions
36. Heritage (Cont)
How can we move technology forward if we
don‘t fly new hardware?
This is one of the major symptoms of an
overly risk averse environment
So what do you do about it?
37. Awareness of the Problem
Hi, I‘m Greg
I have a problem with Risk Aversion
NASA is aware that excessive risk aversion
has hindered innovation
Also aware that is has caused cost overruns
You can actually find quite a bit written
about it on the NASA web sites
38. Story about a personal
experience managing a
program that was risk averse to
the point of paralysis (if there‘s
time)
39. What is NASA Doing
NASA has tasked the Office of the Chief
Technologist with fostering innovative
ideas
Low TRL
Game Changing
Cross Cutting
NAIC
Concepts are encouraged to be wild and out there
Submit a two page whitepaper
Whitepapers are selected for proposals (10 pages)
for $100k concept study
Concept can be funded to build hardware
40. Final Thoughts
Cubesats and Nanosats can offer a low
cost option to fly new technologies
Free launches are available as secondary
payloads
Program costs are low (in many cases less
than $200k, depending on how much
development is required for hardware and
payload)
Drawback is the hardware has to be small
enough to fit the form factor
Ask how many people have created risk matrices for their programs? It better be everyone in the room…
Just to give a brief history of early spaceflight, put next the subsequent slides in context, in terms of where technology stood at the time.
This is just an example of the type of program that was going on a the time.Solar Panels – In 1839 Alexandre Edmond Becquerel discovered the photovoltaic effect 1941, RusselOhi invented the solar cell, shortly after the invention of the transistor July 10, 1962 – Telstar launches as the first solar powered satellite, a result of an agreement between AT&T, Bell Telephone Laboratories, NASA, the British General Post Office and the French National PTT (Post, Telegraph, and Telecom)
These days, it takes a year to get through Phase A. Another year to get from Phase A to PDR!!!Now think about what the team building the fleet of MiDAS spacecraft accomplished: Developed a new instrument technology for space Built 12 spacecraft in less than 3.5 yearsThe MIDAS-A Spacecraft weighed 5001 pounds fueled (4780 pounds dry mass) Proved that missile launches could be detected from orbit
Some of this information came from Space News.
I’m not saying that Risk Aversion was the only reason NPOESS failed, but it was certainly a major contributing factor.Where the tri-agency management structure truly failed was that no one was willing to accept any level of risk, because they didn’t want the blame if something went wrong.
This is an example of how Setting Expectations would
NEAR engineers gave three-minute reports andused a simple 12-line schedule. Many so-called “good ideas”were rejected during the design phase because they wouldhave increased the cost, schedule, or complexity of the project.
Of course
Held 1,093 US patents in his name, as well as many patents in the United Kingdom, France, and Germany.
“Wind tunnels capture valuable, relevant hypersonic data and can operate for relatively long durations up to around Mach 15. To replicate speeds above Mach 15 generally requires special wind tunnels, called impulse tunnels, which provide milliseconds or less of data per run,” Schulz said. “To have captured the equivalent aerodynamic data from flight one at only a scale representation on the ground would have required years, tens of millions of dollars, and several hundred impulse tunnel tests.” According to Schulz, impulse tunnel testing is required to create a portion of Mach 20 relevant physics on the ground.”Essentially, they are taking a commercial company approach, build the darn thing with the best knowledge you have, and see if it works.
Article author’s quote: Probably the force of the hypersonic gale screaming past it as it sped through the air overcame the thrusters attempting to maintain controlled flight, and it spun out and blew apart.When questioned about the failure, Project Manager USAF Maj. Chris Schulz didn’t shake and quiver, he didn’t apologize, or talk about the extensive investigation that will be conducted to root out the problem and eliminate it.