The document describes a proposed Systems Engineering Leadership Development Program at Marshall Space Flight Center (MSFC) to address a deficiency in systems engineering expertise, particularly in leadership capabilities. The program would have two levels - Journeyman and Leader - requiring training courses and developmental assignments over 2 years. Level I focuses on basic competency while Level II targets leadership skills and involves a selection process. The program aims to enhance participants' skills and expand the qualified candidate pool for systems engineering roles at MSFC.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It highlights that healthy tension between the flight test's Mission Management Office and Technical Authorities was important to the flight test's success. It then discusses NASA's governance model and how technical authority is implemented. Specifically, it notes the Chief Engineer and Chief of Safety and Mission Assurance represented their communities and helped achieve an appropriate balance between constraints and risk. Information flow between groups was a key factor for the multi-center team's cooperation and success.
Here are a few boiler plate clauses that may help in this situation:
- The Government Rights in Technical Data clause gives the Government rights to technical data needed for integration, operation, maintenance and repair. This would include drawings.
- The Access to Records clause allows the Government access to any records of the contractor that directly pertain to the contract. This would include subcontractor records.
- The Flowdown of Requirements clause requires the prime to flow down all applicable clauses to subcontractors. This would include the Technical Data and Access to Records clauses.
- Termination for Convenience gives the Government unilateral right to terminate all or part of the contract if it is in the Government's interest. This could be used
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
This document summarizes a presentation on risk-weighted cost estimating given at the First Annual NASA Project Management Conference in March 2004. The presentation was given by representatives from Entergy Corporation, an electric utility company, and covered Entergy's process for developing risk-weighted cost estimates using probabilistic risk analysis and Monte Carlo simulation to determine contingency funding levels and project budgets. Key aspects of Entergy's process included developing a base cost estimate, conducting a risk analysis workshop to identify cost-influencing risks and uncertainties, using simulation software to generate a probabilistic distribution of potential costs, and establishing contingency amounts and drawdown schedules based on meeting milestones. Examples of completed projects showed the risk-weighted estimates to be close to actual final costs.
The document discusses a case study on risk management challenges for a program transitioning from the Titan IV rocket to new launch vehicles. It describes how failures of the Titan IV led to concerns about losing critical workforce skills. Participants were asked to identify risks and mitigation strategies. The actual Titan IV program implemented strategies like accrual accounts for successful missions, launch awards, identifying critical skills, work sharing programs, and aggressive communication to maintain workforce focus and stability during the transition. The key success factors were starting retention programs early, continuous communication, creating near-term financial incentives for work, and providing long-term transition support and opportunities.
This document discusses the relationship between spirituality and project management. It defines spirituality as having meaning, values, transcendence, connection, and personal development. Spirituality is described as being in tune with life and helping to align one's work with dimensions that are harmonious. The document then discusses how spirituality relates to the aims of projects in terms of righteousness, wealth, desire, and liberation. It argues that actions on projects should help move toward ultimate goals and building strong connections through trust, nurturing, and shared vision.
This document discusses managing priorities in complex environments. It suggests determining priorities based on importance rather than urgency, with importance defined by criteria like long-term impact and number of people affected. It recommends creating a plan with important tasks in priority order and time budgeted for each. Interruptions should be prevented unless truly important or from certain sources like one's boss. The document advises against multitasking and provides tips like doing hard tasks first and closing email to focus on one task at a time. Priorities are difficult to manage due to various pressures, but self-control is still possible.
Lindamood-Bell Learning Center Results report from 2009 student population. Information on decoding/reading, encoding/spelling, comprehension, critical thinking, vocabulary, math, oral directions, word attack, word recognition, paragraph reading. All grade levels, including adults and students with prior diagnosis of dyslexia, hyperlexia, ADD/ADHD, and autism spectrum disorders.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It highlights that healthy tension between the flight test's Mission Management Office and Technical Authorities was important to the flight test's success. It then discusses NASA's governance model and how technical authority is implemented. Specifically, it notes the Chief Engineer and Chief of Safety and Mission Assurance represented their communities and helped achieve an appropriate balance between constraints and risk. Information flow between groups was a key factor for the multi-center team's cooperation and success.
Here are a few boiler plate clauses that may help in this situation:
- The Government Rights in Technical Data clause gives the Government rights to technical data needed for integration, operation, maintenance and repair. This would include drawings.
- The Access to Records clause allows the Government access to any records of the contractor that directly pertain to the contract. This would include subcontractor records.
- The Flowdown of Requirements clause requires the prime to flow down all applicable clauses to subcontractors. This would include the Technical Data and Access to Records clauses.
- Termination for Convenience gives the Government unilateral right to terminate all or part of the contract if it is in the Government's interest. This could be used
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
This document summarizes a presentation on risk-weighted cost estimating given at the First Annual NASA Project Management Conference in March 2004. The presentation was given by representatives from Entergy Corporation, an electric utility company, and covered Entergy's process for developing risk-weighted cost estimates using probabilistic risk analysis and Monte Carlo simulation to determine contingency funding levels and project budgets. Key aspects of Entergy's process included developing a base cost estimate, conducting a risk analysis workshop to identify cost-influencing risks and uncertainties, using simulation software to generate a probabilistic distribution of potential costs, and establishing contingency amounts and drawdown schedules based on meeting milestones. Examples of completed projects showed the risk-weighted estimates to be close to actual final costs.
The document discusses a case study on risk management challenges for a program transitioning from the Titan IV rocket to new launch vehicles. It describes how failures of the Titan IV led to concerns about losing critical workforce skills. Participants were asked to identify risks and mitigation strategies. The actual Titan IV program implemented strategies like accrual accounts for successful missions, launch awards, identifying critical skills, work sharing programs, and aggressive communication to maintain workforce focus and stability during the transition. The key success factors were starting retention programs early, continuous communication, creating near-term financial incentives for work, and providing long-term transition support and opportunities.
This document discusses the relationship between spirituality and project management. It defines spirituality as having meaning, values, transcendence, connection, and personal development. Spirituality is described as being in tune with life and helping to align one's work with dimensions that are harmonious. The document then discusses how spirituality relates to the aims of projects in terms of righteousness, wealth, desire, and liberation. It argues that actions on projects should help move toward ultimate goals and building strong connections through trust, nurturing, and shared vision.
This document discusses managing priorities in complex environments. It suggests determining priorities based on importance rather than urgency, with importance defined by criteria like long-term impact and number of people affected. It recommends creating a plan with important tasks in priority order and time budgeted for each. Interruptions should be prevented unless truly important or from certain sources like one's boss. The document advises against multitasking and provides tips like doing hard tasks first and closing email to focus on one task at a time. Priorities are difficult to manage due to various pressures, but self-control is still possible.
Lindamood-Bell Learning Center Results report from 2009 student population. Information on decoding/reading, encoding/spelling, comprehension, critical thinking, vocabulary, math, oral directions, word attack, word recognition, paragraph reading. All grade levels, including adults and students with prior diagnosis of dyslexia, hyperlexia, ADD/ADHD, and autism spectrum disorders.
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.
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As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
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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.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Company Valuation webinar series - Tuesday, 4 June 2024
Hall.phil
1. Project Management Challenge
Phil Hall, Engineering Technical Management Office
Susan Whitfield, Office of Human Capital
February 2011
2. Program Management
Engineering Directorate is owning/sponsoring organization
Office of Human Capital will support via joint Program
Management with Engineering Directorate
Level I acceptance and Level II selection process (to include
pre- and post- entry activities) administered jointly by
Engineering and Human Capital
Program Management Team:
– Senior Advisor: Scott Croomes/EE01
– Co-Program Manager ED: Phil Hall/ED10
– Co-Program Manager HS: Susan Whitfield/HS40
– Program Support ED: Stefanie Justice/ED10/Jacobs ESTS
– APPEL Training Support HS: Shelley Miller/HS40/WILL
2
3. What is an SE Leadership Development
program, and why did MSFC need one?
Systems Engineering Leadership Development Program:
A formal approach to establishing and recognizing:
1. Competency-holders in systems engineering (SE)
2. Candidates for leadership in SE-driven jobs
Why Needed:
1. MSFC projects require a steady supply of capable SE practitioners
and leaders
2. An opportunity to shape our own destiny in the face of an Agency
push towards increased SE formality
3
4. What Issue Are We Trying to Solve at MSFC?
Systems Engineering Deficiency: While almost all Center vacancies have
been filled, there remains a lack of individuals with systems engineering
expertise, in particular those with strong leadership capabilities, to meet
the needs of the Agency’s exploration agenda.
300
S&E Eligibles 14s
Current On-Board 14s - 650 S&E Eligibles 15s
250
Current On-Board 15s - 401
S&E Eligibles SES
Current On-Board SES - 41
204
200 181
163
150
150 142
126 122
110
93 97
100
75 79
67
56
50
19 22
10 14
4 4 6
0
CY2008 CY2009 CY2010 CY2011 CY2012 CY2013 CY2014
4
Science & Engineering Retirement Eligible GS-14/Above
5. MSFC CS Scientific and Engineering Workforce by Age (Total = 1882)
600
525
500
Average Age: 46.5 yrs.
401
400
324
300
200
168
121
100 88
81
63
49 43
19
0
20 to 24 25 to 29 30 to 34 35 to 39 40 to 44 45 to 49 50 to 54 55 to 59 60 to 64 65 to 69 70 or older
With a shrinking civil service workforce as time goes by, the need for SE
leaders will become more pronounced 5
5
6. Agency Focus on SE Development Issue
Agency recognizes the need for additional systems engineers at
journeyman and lead levels to meet future requirements 6
7. Developing SE Leadership Skills
Systems Engineering is:
“The art and science of developing
an operable system capable of
meeting requirements within
imposed constraints.”
–Mike Griffin
Science
Art
Technical Knowledge
Leadership Attributes
and Engineering
and Personal
Process Mastery
Behaviors
To develop strong leaders, programs must help
participants develop both skill sets 7
8. Program Tenets
Individual Successful participants
Accountability must be highly motivated
Cost Use of existing training
Efficiency resources is maximized
Relevant Rotational assignments/ on-
Rotations the-job training in-line with
core Center work
Convenient Required courses available
Training locally and/or on-line
Supervisor Makes use of normal
Involvement supervisor/ employee
relationship for individual
development planning and
career guidance
8
9. Basics of Proposed MSFC Program
Consists of two levels – Journeyman and Leader
Completion of each level requires:
Training:
Four (4) courses for Level I (Journeyman)
Four (4) courses for Level II (Leader)
MSFC Developmental Assignment:
Minimum 6 months for Level I (Journeyman)
Minimum 6 months for Level II (Leader)
Timeframe for completion of each level: 2 years
Program is open to the Engineering Population at the Center
(Engineering and Safety and Mission Assurance Directorates, Program/Project Offices)
9
10. Program Features
Level I:
– Participants self-declare with supervisory approval
– Targets early career employees
– Rotation/training aimed at enhancing basic SE competency
– Professional Development Workshops
Level II:
– Participants are identified via formal call/program selection
– Targets early/mid career employees
– Rotation/training aimed at enhancing leadership skills
– Professional Development Workshops
Target Level I Target Level II
Timeframe Timeframe
PIP SE Journeyman SE Leader
1 5 10 20
Career Years
Notional Career Progression for a Systems Engineering Leader
Program not formal certification, but career/competency enhancement
10
11. Developmental Assignments
Hands-On, Real-World Experience at MSFC
6-month detail, one for each Level
Target assignment for Level I
Organizations with Strong SE functions
Target assignment for Level II
Leadership Experience in SE Role:
Product Lead
Assistant Chief Engineer
Deputy Lead System Engineer
Anomaly Investigation Lead
Assistant Chief Safety Officer
Backfills for rotations will be worked on a case-by-case basis
11
12. Level I Core Training
Core Alternate
Focus Area APPEL* Courses Length Other Courses Length
Overview Fundamentals of Systems 5 days **UAHuntsville Systems 2 days
Engineering Engineering Overview
Foundational Lifecycle, Processes, and 3 days APPEL Understanding NPR 2 days
Application Systems Engineering 7123.1
Advanced Project Management and 10 days Integrated Project and 5 days
Application Systems Engineering Systems Management
(UAHuntsville)
SE Leadership Team Leadership 2.5 days APPEL Communicating 2 days
Technical Issues
*Academy of Program/Project and Engineering Leadership
**Encourage participation in UAHuntsville Systems Engineering Certificate program.
Completion of this certificate program may substitute for the Overview and Foundational
Application courses. 12
13. Level II Entrance
All candidates for Level II (including grandfathered Level
I systems engineers) are subject to a formal selection
process
Level II selection process to be administered jointly by
Engineering and Human Capital, utilizing the Center
Personnel Management Advisory Committee (PMAC) for
final selection decisions
13
14. Level II Core Training
Core Alternate
Engineering and Leadership
APPEL Courses Length Other Courses Length
Advanced Systems
Advanced Project Management 5 days In discussions with UAH to TBD
and Advanced Systems determine alternate
Engineering possibilities.
Leading Complex Projects 3 days TBD TBD
Project Management Leadership 4.5 Assessing Project 2 days
Lab days Performance
• CORE: Minimum of 1 additional leadership oriented course is required. Course selection will be
determined based on participant’s individual needs assessment, and in alignment with the NASA
Leadership Model.
• Distance Learning Options may be worked for some required coursework.
• Expected timeframe for completion: 2 year period
14
15. Benefits of Program to the Participant
Completion of developmental experiences outlined in
program enhances participant skill level and marketability
Assumes high interest and accountability on part of
employees
Exposes participant to how Marshall does business at
multiple levels (Up and Out/ Down and In)
Professional development workshops enhances
participant skills in a variety of areas related to systems
engineering, communication, and leadership skills
Expands participant network to others interested in
systems engineering across the Center
15
16. Benefits of Participation to the Center
Completion of developmental experiences outlined in
program enhances skill level of employees
Helps foster a steady supply of capable systems
engineering practitioners and leaders at the Center
Increases the qualified candidate pool for systems
engineering jobs, as well as Agency SE developmental
programs
Creates a network of informed advocates at MSFC for
systems engineering
Assumes high interest and accountability on part of
employees
16
17. Level I Status
Level I Participants: 42
Gender
29 Male 69%
13 Female 31%
Completion of Training Requirements
100% of course work 21%
75% of course work 34%
50% of course work 24%
25% or less of course work 21%
Based on current course enrollment, 20 participants (or 47.6%) will
have completed the Level I training requirements by March 2011
Approximately 30% of participants have completed or are currently
completing their developmental rotations 17
18. Level I Status (continued)
Organization Breakdown
Engineering Directorate 34
Safety & Mission Assurance Directorate 3
Shuttle Propulsion Office 2
Ares Projects Office 1
Science & Mission Systems Office 1
Office of the Chief Information Officer 1
18
19. Formal SE Development Programs at other
NASA Centers
Center Program Point of Contact
ARC Ames Project Excellence Claire Smith
Development Program Tina Panontin
DSFC Systems Engineering Leadership Brad Flick
Development Program
GRC Space Mission and Leadership Marton Forkosh
Program
GSFC Systems Engineering Edward Amatucci
Development
KSC Systems Engineering and Rachel Lumpkin
Leadership Greg Clements
LaRC Systems Engineering and Junilla Applin
Development Program
JPL Systems Engineering On-the-job Roger Diehl
Training
19