The document discusses the challenges of incorporating heritage assets, or existing hardware, software, or designs, into new projects. While heritage aims to reduce costs and risks, it can also introduce new issues if not properly managed and understood. The document outlines steps to take such as performing due diligence on the heritage asset's documentation, testing its reproducibility, compatibility, and adaptability, containing any necessary changes, and having contingency plans in case the heritage asset does not meet needs. Overall, the document urges a proactive approach to either maximize the potential of heritage assets or decide against using them.
Video as a prototyping tool for connected productsMartin Charlier
Martin Charlier @ O'Reilly Design Conference 2018
This is a talk about how video is a powerful tool for rapid low-fi prototyping of connected products & the Internet of Things. This talk argues how this method is useful, shows how it builds on existing prototyping methods and gives a practical example for how you can apply this method. Finally, the talk shows how the same ideas and principles of animated or filmed artefacts can be used at different levels of fidelity and focussed on different purposes.
Crisis decision-making involves relying on both analysis and intuition. Bruce Blythe, CEO of CMI, discusses how effective crisis decision-making requires skills, planning, training, and functioning as a team. He notes that decisions during crises must often be made with partial information, limited time, and an uncertain future. Research shows intuitive decisions can be as accurate as analytical ones, and simple rules of thumb can predict outcomes better than complex analyses. Effective crisis decision-making involves balancing analysis and gut feelings.
The document discusses the importance of convening knowledge and expertise within organizations. It describes a convening competency that addresses identifying hidden knowledge, facilitating effective conversations to surface that knowledge, and translating the knowledge into usable insights. With the right facilitation, conversation techniques, and translation methods, conveners can streamline processes like new product development and accelerate changes like mergers by enabling sharing of tacit knowledge across teams, geographies, and expertise.
The process of diagnosing product problems identified during design, manufacture or use brings many challenges. The presentation will discuss ways to alleviate these difficulties using a structured, troubleshooting-based approach, and being aware of some common errors and ways of dealing with them.
• How to analyze data for low frequency failures
• Using the information from RCA for improving both prevention and detection
• Understand why finding a product solution often isn’t enough
The document outlines challenges in planning and executing the Preliminary Design Review (PDR) for the Orion spacecraft, which included developing a multi-tiered review process to evaluate the integrated design while balancing thoroughness, schedule, and stakeholder participation. It discusses key tenants of operational excellence employed during the PDR, and reviews the objectives, entry criteria, process, and results of the extensive PDR, which evaluated the preliminary design to ensure it was mature enough to proceed to critical design.
Video as a prototyping tool for connected productsMartin Charlier
Martin Charlier @ O'Reilly Design Conference 2018
This is a talk about how video is a powerful tool for rapid low-fi prototyping of connected products & the Internet of Things. This talk argues how this method is useful, shows how it builds on existing prototyping methods and gives a practical example for how you can apply this method. Finally, the talk shows how the same ideas and principles of animated or filmed artefacts can be used at different levels of fidelity and focussed on different purposes.
Crisis decision-making involves relying on both analysis and intuition. Bruce Blythe, CEO of CMI, discusses how effective crisis decision-making requires skills, planning, training, and functioning as a team. He notes that decisions during crises must often be made with partial information, limited time, and an uncertain future. Research shows intuitive decisions can be as accurate as analytical ones, and simple rules of thumb can predict outcomes better than complex analyses. Effective crisis decision-making involves balancing analysis and gut feelings.
The document discusses the importance of convening knowledge and expertise within organizations. It describes a convening competency that addresses identifying hidden knowledge, facilitating effective conversations to surface that knowledge, and translating the knowledge into usable insights. With the right facilitation, conversation techniques, and translation methods, conveners can streamline processes like new product development and accelerate changes like mergers by enabling sharing of tacit knowledge across teams, geographies, and expertise.
The process of diagnosing product problems identified during design, manufacture or use brings many challenges. The presentation will discuss ways to alleviate these difficulties using a structured, troubleshooting-based approach, and being aware of some common errors and ways of dealing with them.
• How to analyze data for low frequency failures
• Using the information from RCA for improving both prevention and detection
• Understand why finding a product solution often isn’t enough
The document outlines challenges in planning and executing the Preliminary Design Review (PDR) for the Orion spacecraft, which included developing a multi-tiered review process to evaluate the integrated design while balancing thoroughness, schedule, and stakeholder participation. It discusses key tenants of operational excellence employed during the PDR, and reviews the objectives, entry criteria, process, and results of the extensive PDR, which evaluated the preliminary design to ensure it was mature enough to proceed to critical design.
The document summarizes the timeline and technical challenges faced by NASA in determining the flight readiness of the Space Shuttle following a malfunction with a main engine valve during launch. Teams worked to understand the failure mechanism, potential risks, and establish acceptable flight rationale. After two initial Flight Readiness Reviews were inconclusive, continued testing and analysis eventually provided the necessary insights. The third review approved the next launch, which proceeded safely. Key lessons included the importance of diverse perspectives, challenging assumptions, and creating an environment where issues can be raised without fear.
This document discusses APL's incremental approach to implementing Earned Value Management System (EVMS) across its Space Department projects. It describes how APL gained management support, took a graduated approach over time, and focused on training to ensure "No CAM left behind." It implemented EVMS on smaller projects first before requiring it for larger projects over $15 million. The goal was to demonstrate value and get user buy-in for EVMS one project manager or Cost Account Manager (CAM) at a time through an open communication approach.
The document provides an overview of the U.S. General Services Administration's (GSA) Federal Acquisition Service and its engineering and services contracts. It discusses GSA's role in enabling project management through various professional services schedule contracts that map to the Project Management Body of Knowledge knowledge areas and processes. The document outlines features of GSA contracts like streamlined ordering, best value determinations, and e-tools that help connect buyers and sellers.
The document discusses the development of systems engineering competencies and curriculum at NASA. It outlines ten systems engineering competency areas and compares them to existing project management competencies. It also describes revisions made to the Academy of Program/Project and Engineering Leadership (APPEL) curriculum to integrate systems engineering concepts and align with new NASA directives. The revised APPEL curriculum includes a new Foundations of Aerospace at NASA course and updates to project management and in-depth systems engineering courses.
The document summarizes the key aspects of the Standing Review Board (SRB) Handbook and process. It outlines the purpose of establishing SRBs to conduct independent life-cycle reviews of high priority NASA programs and projects. It describes the six main sections of the SRB Handbook, which provide guidance on the context and principles of the SRB process, the scope and expectations of reviews, how SRBs are initiated, the products they produce, typical review timelines, and appendices on independence policies. The handbook is intended to assist SRBs, programs, projects, and other stakeholders in clearly defining roles and expectations for reviews.
The document summarizes the development of the Ares I-X Roll Control System (RoCS) for the Ares I-X launch vehicle. The RoCS provided rotational control using a bi-propellant system developed under an Integrated Product Team model. Key aspects included delivering the system on schedule, within budget, and with high quality to support the October 2009 launch. Off-the-shelf and surplus government components were used, including components from decommissioned Peacekeeper missiles, saving over $10 million.
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo en 2020 debido a los bloqueos y otras medidas de contención. A medida que se implementan las vacunas, se espera que la actividad económica se recupere en 2021 aunque el panorama sigue siendo incierto.
This presentation summarizes the June 2007 anomaly where all six Russian Segment computers on the International Space Station shut down. It describes the timeline of events, impact to ISS operations, and temporary mitigation steps taken. The root cause was determined to be moisture contamination in the BOK3 command unit that provided commands to the computers. Design changes were implemented to improve redundancy, including separating redundant systems beyond the influence of single failures and ensuring systems are designed to fail safely.
The presentation discusses the Launch Services Program's (LSP) approach to delivering launch services solutions as mission managers. LSP exists to deliver launch services to spacecraft customers and views its work from a solution delivery perspective to continually improve. LSP manages commercially developed launch vehicles for NASA and other government agencies, with goals of maximizing mission success through strategic planning, management, and leadership. The roles and responsibilities of LSP and its flight projects office and mission managers are outlined to effectively integrate missions from early development through launch.
The document discusses final verification of engineering requirements. It explains that final verification ensures the operational system satisfies original requirements through systematic verification. A formal verification process documents the methods used, such as testing, inspection, analysis and demonstration, to verify performance and reduce unexpected behavior. Verification is performed at various stages, from reviews to integrated system tests, to reduce schedule risk.
The document discusses an open government maturity model with 5 levels that aim to increase public engagement through transparency, participation and collaboration. It presents case studies of US government agencies at different levels, highlighting their capabilities, outcomes, challenges and best practices. It also identifies lessons learned and recommendations for effective open government implementation, including establishing governance, aligning initiatives with goals, and expanding metrics over time.
Orion is NASA's new spacecraft to provide human access to low Earth orbit and beyond. It will be developed through a partnership between NASA and Lockheed Martin. Orion consists of a crew module, service module, launch abort system, and spacecraft adapter. The launch abort system is key to ensuring crew safety during launch emergencies through the use of attitude control and jettison motors. Requirements and designs are being refined through analysis cycles to converge on a final configuration for Orion.
The document discusses factors that determine the validity and reliability of cost estimates. It emphasizes that cost analysis requires detailed logic and valid mathematical techniques, such as bottoms-up costing using labor standards and cost estimating relationships. The document contrasts cost analysis with price analysis and highlights the importance of understanding the phase and scope of cost data. It also notes key considerations like work breakdown structure organization, contract type, and secondary validation methods.
The document discusses Diane Dromgold's career in project management over the past 30 years. It describes how she got into the field in the 1980s without formal training and experienced both project successes and failures. It notes how the field of project management has increasingly focused on processes and procedures over the past few decades, which some argue has led to lower success rates. Dromgold advocates returning to first principles of focusing on achieving outcomes and enabling people, rather than overly relying on tools and reports.
This document discusses using performance-based competency standards (PBCS) to develop project managers. It explains that a PBCS defines the role, work units, and criteria for inferring competence of project managers. The document provides an example of assessing a project using complexity factors to determine the required role. It also gives examples of elements of competence and performance criteria that can be used for development by having project managers check their performance and provide documentary evidence.
The document discusses how Agile Scrum practices can help teams achieve high performance. It defines characteristics of high performing teams, compares traditional and iterative software development processes, and outlines the key practices of Scrum methodology. Scrum utilizes cross-functional, self-organizing teams who work in short iterations to deliver working software. Daily stand-ups, sprint planning and reviews, and retrospectives help teams adapt and improve over time.
The document summarizes a study analyzing resource growth and cost/schedule overruns for 20 NASA missions from the past decade. It finds that on average, costs grew 76% and schedules grew 26% beyond initial estimates at the beginning of the preliminary design phase. This level of growth is consistent with the findings of an earlier 10-mission study. The document outlines the study's methodology of comparing estimated and actual values for mass, power, cost and schedule at key milestones. It also provides a high-level description of the 20 missions analyzed, which span planetary, Earth observation, astrophysics and heliophysics science goals.
The document summarizes the Constellation Program, which aimed to develop spacecraft to return humans to the Moon by 2020 and later Mars. It provides an overview of the program timeline and organization, as well as the spacecraft involved including Orion, Ares I, Ares V, and Altair. Key events included initiating precursor projects in 2004, naming the program manager in 2005, and holding the first control board meeting in 2006. The program aimed to develop initial capabilities to send astronauts to low-Earth orbit before developing lunar capabilities like the Altair lunar lander.
This document discusses the key to project success. It summarizes that traditional project management focuses too much on budget, schedule, and tasks, while overlooking broader business goals. True project success requires understanding senior management's priorities around cost, revenue, profit and shareholder value. The key is to position projects to exceed their assumed contribution and meet broader strategic needs, even if this means tradeoffs like higher costs for faster completion. Project management must demonstrate how its efforts link to achieving key business objectives.
The document discusses the origins and evolution of project management from a complexity theory perspective. It notes that project management was born out of managing complex systems, like missile development programs in the 1950s. However, over time the fields of general systems theory, cybernetics, and project management diverged, with project management becoming more linear and process-focused. The document argues that reconnecting project management with its roots in managing complex adaptive systems could provide insights into issues like non-linearity, emergence, evolution, and radical uncertainty.
Be respectful, patient and supportive
25
Test: Observe and record data
- Record audio and video if possible
- Take detailed notes on:
- Tasks completed successfully
- Errors, problems, frustrations
- Comments, feedback
- Time on task
- Paths, clicks, scrolls
- Use of accessibility features
- Satisfaction ratings
- Note body language, facial expressions
- Ask follow up questions
26
Test: Ask satisfaction questions
- Overall satisfaction with the site
- Ease of completing tasks
- Frustration level
- Likes/dislikes
- Suggestions for improvement
- Preferred features
The JPL Innovation Foundry was created to help NASA principal investigators conceive, develop, and propose new mission concepts. It provides stable and tailored support methods at each stage of formulation, on-demand access to technical and programmatic experts, optimized facilities, and lessons learned from past missions. The support environment has evolved to meet new challenges including more competition, complex missions, limited resources, and higher technical standards for proposals. The Foundry offers various infrastructure elements to help PIs strengthen concepts and develop competitive proposals.
The document summarizes the timeline and technical challenges faced by NASA in determining the flight readiness of the Space Shuttle following a malfunction with a main engine valve during launch. Teams worked to understand the failure mechanism, potential risks, and establish acceptable flight rationale. After two initial Flight Readiness Reviews were inconclusive, continued testing and analysis eventually provided the necessary insights. The third review approved the next launch, which proceeded safely. Key lessons included the importance of diverse perspectives, challenging assumptions, and creating an environment where issues can be raised without fear.
This document discusses APL's incremental approach to implementing Earned Value Management System (EVMS) across its Space Department projects. It describes how APL gained management support, took a graduated approach over time, and focused on training to ensure "No CAM left behind." It implemented EVMS on smaller projects first before requiring it for larger projects over $15 million. The goal was to demonstrate value and get user buy-in for EVMS one project manager or Cost Account Manager (CAM) at a time through an open communication approach.
The document provides an overview of the U.S. General Services Administration's (GSA) Federal Acquisition Service and its engineering and services contracts. It discusses GSA's role in enabling project management through various professional services schedule contracts that map to the Project Management Body of Knowledge knowledge areas and processes. The document outlines features of GSA contracts like streamlined ordering, best value determinations, and e-tools that help connect buyers and sellers.
The document discusses the development of systems engineering competencies and curriculum at NASA. It outlines ten systems engineering competency areas and compares them to existing project management competencies. It also describes revisions made to the Academy of Program/Project and Engineering Leadership (APPEL) curriculum to integrate systems engineering concepts and align with new NASA directives. The revised APPEL curriculum includes a new Foundations of Aerospace at NASA course and updates to project management and in-depth systems engineering courses.
The document summarizes the key aspects of the Standing Review Board (SRB) Handbook and process. It outlines the purpose of establishing SRBs to conduct independent life-cycle reviews of high priority NASA programs and projects. It describes the six main sections of the SRB Handbook, which provide guidance on the context and principles of the SRB process, the scope and expectations of reviews, how SRBs are initiated, the products they produce, typical review timelines, and appendices on independence policies. The handbook is intended to assist SRBs, programs, projects, and other stakeholders in clearly defining roles and expectations for reviews.
The document summarizes the development of the Ares I-X Roll Control System (RoCS) for the Ares I-X launch vehicle. The RoCS provided rotational control using a bi-propellant system developed under an Integrated Product Team model. Key aspects included delivering the system on schedule, within budget, and with high quality to support the October 2009 launch. Off-the-shelf and surplus government components were used, including components from decommissioned Peacekeeper missiles, saving over $10 million.
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo en 2020 debido a los bloqueos y otras medidas de contención. A medida que se implementan las vacunas, se espera que la actividad económica se recupere en 2021 aunque el panorama sigue siendo incierto.
This presentation summarizes the June 2007 anomaly where all six Russian Segment computers on the International Space Station shut down. It describes the timeline of events, impact to ISS operations, and temporary mitigation steps taken. The root cause was determined to be moisture contamination in the BOK3 command unit that provided commands to the computers. Design changes were implemented to improve redundancy, including separating redundant systems beyond the influence of single failures and ensuring systems are designed to fail safely.
The presentation discusses the Launch Services Program's (LSP) approach to delivering launch services solutions as mission managers. LSP exists to deliver launch services to spacecraft customers and views its work from a solution delivery perspective to continually improve. LSP manages commercially developed launch vehicles for NASA and other government agencies, with goals of maximizing mission success through strategic planning, management, and leadership. The roles and responsibilities of LSP and its flight projects office and mission managers are outlined to effectively integrate missions from early development through launch.
The document discusses final verification of engineering requirements. It explains that final verification ensures the operational system satisfies original requirements through systematic verification. A formal verification process documents the methods used, such as testing, inspection, analysis and demonstration, to verify performance and reduce unexpected behavior. Verification is performed at various stages, from reviews to integrated system tests, to reduce schedule risk.
The document discusses an open government maturity model with 5 levels that aim to increase public engagement through transparency, participation and collaboration. It presents case studies of US government agencies at different levels, highlighting their capabilities, outcomes, challenges and best practices. It also identifies lessons learned and recommendations for effective open government implementation, including establishing governance, aligning initiatives with goals, and expanding metrics over time.
Orion is NASA's new spacecraft to provide human access to low Earth orbit and beyond. It will be developed through a partnership between NASA and Lockheed Martin. Orion consists of a crew module, service module, launch abort system, and spacecraft adapter. The launch abort system is key to ensuring crew safety during launch emergencies through the use of attitude control and jettison motors. Requirements and designs are being refined through analysis cycles to converge on a final configuration for Orion.
The document discusses factors that determine the validity and reliability of cost estimates. It emphasizes that cost analysis requires detailed logic and valid mathematical techniques, such as bottoms-up costing using labor standards and cost estimating relationships. The document contrasts cost analysis with price analysis and highlights the importance of understanding the phase and scope of cost data. It also notes key considerations like work breakdown structure organization, contract type, and secondary validation methods.
The document discusses Diane Dromgold's career in project management over the past 30 years. It describes how she got into the field in the 1980s without formal training and experienced both project successes and failures. It notes how the field of project management has increasingly focused on processes and procedures over the past few decades, which some argue has led to lower success rates. Dromgold advocates returning to first principles of focusing on achieving outcomes and enabling people, rather than overly relying on tools and reports.
This document discusses using performance-based competency standards (PBCS) to develop project managers. It explains that a PBCS defines the role, work units, and criteria for inferring competence of project managers. The document provides an example of assessing a project using complexity factors to determine the required role. It also gives examples of elements of competence and performance criteria that can be used for development by having project managers check their performance and provide documentary evidence.
The document discusses how Agile Scrum practices can help teams achieve high performance. It defines characteristics of high performing teams, compares traditional and iterative software development processes, and outlines the key practices of Scrum methodology. Scrum utilizes cross-functional, self-organizing teams who work in short iterations to deliver working software. Daily stand-ups, sprint planning and reviews, and retrospectives help teams adapt and improve over time.
The document summarizes a study analyzing resource growth and cost/schedule overruns for 20 NASA missions from the past decade. It finds that on average, costs grew 76% and schedules grew 26% beyond initial estimates at the beginning of the preliminary design phase. This level of growth is consistent with the findings of an earlier 10-mission study. The document outlines the study's methodology of comparing estimated and actual values for mass, power, cost and schedule at key milestones. It also provides a high-level description of the 20 missions analyzed, which span planetary, Earth observation, astrophysics and heliophysics science goals.
The document summarizes the Constellation Program, which aimed to develop spacecraft to return humans to the Moon by 2020 and later Mars. It provides an overview of the program timeline and organization, as well as the spacecraft involved including Orion, Ares I, Ares V, and Altair. Key events included initiating precursor projects in 2004, naming the program manager in 2005, and holding the first control board meeting in 2006. The program aimed to develop initial capabilities to send astronauts to low-Earth orbit before developing lunar capabilities like the Altair lunar lander.
This document discusses the key to project success. It summarizes that traditional project management focuses too much on budget, schedule, and tasks, while overlooking broader business goals. True project success requires understanding senior management's priorities around cost, revenue, profit and shareholder value. The key is to position projects to exceed their assumed contribution and meet broader strategic needs, even if this means tradeoffs like higher costs for faster completion. Project management must demonstrate how its efforts link to achieving key business objectives.
The document discusses the origins and evolution of project management from a complexity theory perspective. It notes that project management was born out of managing complex systems, like missile development programs in the 1950s. However, over time the fields of general systems theory, cybernetics, and project management diverged, with project management becoming more linear and process-focused. The document argues that reconnecting project management with its roots in managing complex adaptive systems could provide insights into issues like non-linearity, emergence, evolution, and radical uncertainty.
Be respectful, patient and supportive
25
Test: Observe and record data
- Record audio and video if possible
- Take detailed notes on:
- Tasks completed successfully
- Errors, problems, frustrations
- Comments, feedback
- Time on task
- Paths, clicks, scrolls
- Use of accessibility features
- Satisfaction ratings
- Note body language, facial expressions
- Ask follow up questions
26
Test: Ask satisfaction questions
- Overall satisfaction with the site
- Ease of completing tasks
- Frustration level
- Likes/dislikes
- Suggestions for improvement
- Preferred features
The JPL Innovation Foundry was created to help NASA principal investigators conceive, develop, and propose new mission concepts. It provides stable and tailored support methods at each stage of formulation, on-demand access to technical and programmatic experts, optimized facilities, and lessons learned from past missions. The support environment has evolved to meet new challenges including more competition, complex missions, limited resources, and higher technical standards for proposals. The Foundry offers various infrastructure elements to help PIs strengthen concepts and develop competitive proposals.
ETIS11 - Agile Business Intelligence - PresentationDavid Walker
The document discusses techniques for becoming more agile in business intelligence projects. It advocates for establishing small, skilled teams with strong user relationships and delegated authority. True agile organizations allow teams to operate outside standard corporate procedures and regularly deliver incremental improvements. Large organizations tend to prioritize processes and risk avoidance over agility, creativity, and benefits. Successful examples demonstrate recognizing the need to overcome bureaucracy through practices like Lockheed Martin's SkunkWorks model.
This document discusses lean innovation and the need for more development and execution in research. It notes that traditional "Manhattan project" style research is a thing of the past and there is plenty of research but not enough development or execution. Lean innovation refers to doing just what is needed to develop something new. Examples are given of products developed quickly using existing hardware and software in new ways. The document advocates focusing on one feature at a time and being relevant to the market while also discussing maturity in startups and potential future markets like pervasive and predictive computing.
Getting rid of agile in a few simple stepsHanno Jarvet
How to get rid of Agile, Lean, Kanban and Scrum. If you know how to get rid of Agile, you are better at protecting it. All change initiatives have to compete with the status quo. How to take a systems/hacker view of change initiatives to find weaknesses you can exploit.
This presentation was prepared for ProjectWorld / BusinessAnalystWorld (Toronto, Canada - May 12-13, 2009). The presentation discusses agile project management in general and some specifics of the first agile project at CISTI.
ESI Supplemental 3 Slides, Fit for PurposeDuraSpace
Fit for Purpose: Developing Business Cases for New Services in Research
Libraries
Supplemental Webinar 3 is part of the DuraSpace/ARL/DLF E-Science Institute
Thursday, November 29, 2012
Presented by Mike Furlough & David Minor
CS5032 Lecture 13: organisations and failureJohn Rooksby
This document discusses the qualities of high reliability organizations (HROs) and how they differ from low reliability organizations based on five key principles:
1. HROs prioritize reliability over efficiency while low reliability orgs prioritize efficiency.
2. HROs are preoccupied with failure while low reliability orgs focus on success.
3. HROs ensure everyone understands the big picture while low reliability orgs rely on narrow focus.
4. HROs are reluctant to oversimplify while low reliability orgs rely on simplicity.
5. HROs decentralize decision making while low reliability orgs centralize decisions.
It provides examples of nuclear aircraft carriers demonstrating HRO
Facilitating Complexity: A Pervert's Guide to ExplorationWilliam Evans
A talk given at the Melbourne Cynefin meetup. A set of riffs on how to facilitate teams exploring the Complex Domain.
Will Evans explores the convergence of practice and theory using Lean Systems, Design Thinking, DevOps, and LeanUX with global corporations from NYC to Berlin to Singapore. As Chief Design Officer at PraxisFlow, he works with a select group of corporate clients undergoing Lean and Agile transformations across the entire organization. Will is also the Design Thinker-in-Residence at New York University's Stern Graduate School of Management.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX and Design Thinking to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in service design innovation, user experience strategy and research. His roles include directing UX for social network alanysis & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect working in Knowledge Management, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
He lives in New York, NY, and drinks far too much coffee. He Co-Founded and Co-Chaired the LeanUX NYC conference now in it’s 6th year, founded the LEAD SUMMIT NYC, and was also the User Experience track chair for the Agile 2013 and Agile 2014 conferences.
Scrum and Patterns share a heritage that goes back centuries. The common foundations of the two — local adaptation, incremental growth, focus on "value," and the central human element — make patterns a particularly viable vehicle for rolling out Scrum. These notes give a short definitive summary of patterns (by example) and pattern languages. Next, they introduce basic Scrum patterns that the Scrum PLoP® effort has gathered over the past five years. After that we look at the "Scrum secrets" — Scrum fundamentals that most practitioners either aren't aware of or which usually go unheeded. Patterns help tease out the tradeoffs ("forces") for these forms in a way that makes them memorable. Last, we give a glimpse of how to use these patterns as a powerful way to evolve your own Scrum implementation to excellence.
Through strategic planning workshops, Dr. Tramel helped the NASA Metal Engineering Division develop a strategic plan from the bottom up. She engaged technicians, engineers, and managers to identify their organization's vision, mission, values, goals, and action steps. By applying servant leadership principles and an inclusive process, the workshops addressed the needs of employees experiencing uncertainty from changes at NASA. The bottom-up approach built ownership of the strategic plan.
The document discusses key elements of being "smart" in software development. It argues that true intelligence lies in knowing when to follow best practices and when to deviate from them. Some key smart practices discussed include focusing on people over process, building projects incrementally, designing for changing requirements, and evolving existing practices incrementally rather than replacing them entirely. The overall message is that wisdom involves balancing established approaches with flexibility.
The document discusses innovation and the creative process in entrepreneurship. It covers topics like the sources of innovative ideas, the role of creativity, developing personal creativity, and the different types of innovation. The key aspects of the creative process are knowledge accumulation, incubation, idea generation, evaluation, and implementation. Developing creativity involves recognizing relationships, using both sides of the brain, and eliminating mindsets that inhibit creativity.
Escaping the Knowledge Management Black Hole: New Approaches to Leveraging Or...Paul Culmsee
The document discusses challenges with managing tacit knowledge and debates different approaches. It argues that fully codifying tacit knowledge into explicit documentation is difficult and can have downsides. Instead, it proposes capturing experts' reflections on video and linking them to dialogue maps that represent the rationale without over-codifying details. This preserves context while allowing others to navigate complex discussions. The approach aims to efficiently leverage expert time and knowledge within SharePoint systems.
The document summarizes key concepts from Donald Norman's book "The Design of Everyday Things". It discusses Norman's principles of good design such as visibility, conceptual models, mapping between system and user actions, and feedback. It also covers insights into how humans learn and understand the world, common causes of errors, and ways to avoid and address mistakes in design. The document uses examples from a dump center case study to illustrate Norman's user-centered design principles for making everyday things intuitive and easy to use.
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.
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Presentation of the OECD Artificial Intelligence Review of Germany
Hartford.wayne wh1
1. HERITAGE,
A LOVE-HATE RELATIONSHIP
Wayne Hartford
Jet Propulsion Laboratory
California Institute of Technology
Copyright 2009 California Institute of Technology. Government sponsorship acknowledged.
Used with Permission
2. OUTLINE
• Introduction and Objective
• Laying the Foundation
• Execution
• Change Containment
• Plan B
• Additional Thoughts
• Summary
2
3. INTRODUCTION
• Nowadays resource constraints and expectations drive us to incorporate heritage designs,
hardware or software into new product concepts and developments.
– In fact, concepts that fail to include some amount of heritage can be perceived as risky or wasteful.
• The promise of heritage, or a least the perception, is that it will provide:
– the best value for the customer
– the best performance
– a competitive edge
– reduced cycle time and cost
– reduced risk
Programmatically, you just have to love anything with that kind of potential.
• But if not managed properly the dream can become a nightmare. So the objective of this
presentation is to explain when and why things go wrong and suggest a proactive approach to
maximizing the potential of heritage assets or deciding not to use it at all.
• Although infusing a heritage asset into a design can be made at almost anytime in a
development, this presentation considers the scenario where the decision is made during
mission or instrument concept development.
3
4. PERSONAL EXPERIENCE WITH HERITAGE
The Parents The Children
Widefield and Planetary Camera (WF/PC) .…..…. .....WF/PC II
Pressure Modulator Infrared Radiometer (PMIRR) …..….. …..PMIRR II
*Voyager ISS Wide Angle Camera………. …..Cassini ISS Wide Angle Camera
Mars Climate Sounder (MCS) …..….. …..Diviner Lunar Radiometer (DLRE)
*No personal experience on the Voyager mission
4
5. WHAT IS HERITAGE
• The broad definition - something which is inherited from one's ancestors.
– For this presentation we’ll use a somewhat narrower definition.
“An existing asset that will be reused for the same or similar purpose for which it was originally
intended”.
• The asset in this case can be hardware, software, personnel or a design that successfully met its
original intent.
– Specific examples of personal experience with heritage include:
• Personnel.
• Hardware, ranging from components to subassemblies.
• Software code for ground support to flight operations and science data processing.
• Designs, ranging from components to entire science instruments.
5
6. CAN WE BUILD IT, YES WE CAN
(THIS IS NOT AN INDICTMENT OF OUR ANCESTORS)
6
7. LAYING THE FOUNDATION (PART 1)
The Proposal - where reasonable people do unreasonable things.
• The Objective
– The goal when developing and proposing a concept is to present the most
compelling plan to advance, e.g., science, technology, profits…
• The Attitude
– For the teams of people that successfully develop and propose concepts, optimism
is the most prevalent attitude and is crucial to the process.
• Because without a “can do” attitude you probably won’t.
• The State
– The team normally has more questions than answers and reality only exists at the
surface, so the natural state or condition that prevails is one of ignorance.
7
8. LAYING THE FOUNDATION (PART 2)
• The Environment
– Concepts and proposals are developed in a world where most anything
is possible in spite of limited resources.
– And when complete they generally exist in the form of “cartoons”,
block diagrams and descriptions of how things will work or act.
– Yet, it’s into this virtual and fuzzy reality the team is compelled to
incorporate a heritage (real) asset.
– The logic or illogic of the decision to use a particular heritage asset is
accepted because typically no one knows enough to say that it won’t
work and besides, it’s expected.
– So in spite of the fact that the combination of attitudes and conditions
don’t lend themselves to correctly assimilating the heritage asset, it
becomes part of the baseline plan and worthy of highlighting.
8
10. FETTERED OPTIMISM
• When can-do becomes must-do
– “The best day of my life was when we submitted our
proposal, the second best day was when we were
selected”
• Executing a plan is always more challenging than
creating one because reality begins to obsolesce our
plans from the moment we implement them.
• But realizing that the decision to use a heritage asset is
part of a plan that was created by “unfettered optimism”
is useful information and should cause you enough
concern to question the plan.
• Top this off with a potential loss of corporate knowledge
between submission and selection and you just might
have a bona fide challenge on your hands.
10
11. GETTING STARTED
• The proposal that is to be implemented may be the most realistic and
sensible plan ever, in which case you only need to confirm the facts.
• It’s also possible that the plan is not the best thing since sliced bread.
• You might be inheriting the design for one component or the actual
hardware and software for an entire instrument.
• No matter what the conditions, there are some sensible steps that you
should take, if for no other reason but self-preservation.
11
12. FIRST THINGS FIRST
• Performing Reconnaissance
– You’ll want to collect every scrap of documentation concerning the heritage asset you
can get your hands on.
• Requirement documents, ICD’s, review packages, board reports, action items, test reports,
analyses, waivers, inspection reports, failure reports, EIDP’s, etc.
• Then you should question everyone that originally worked on the heritage asset and request any
relevant notes, email or recollections they may have pertaining to the heritage asset.
– Keep in mind that each bit of relevant information that is missing probably means a
lesson that you’ll have to learn the hard way.
• If there is a significant lack of documentation, you should have your first concern.
– The information should be organized and then disseminated to the implementing team
for review and comment.
12
13. DETERMINING THE VIRTUES
• There are three chief characteristics of a heritage asset that need to be understood.
They are:
– Reproducibility – is it practical to reproduce the heritage asset.
– Compatibility – how compatible is it with the new use.
– Adaptability – does the asset lend itself to modification.
• The degree to which these characteristics are true or present are a major factor in
how effectively and efficiently the heritage asset can be used.
• If the characteristics are complimentary then you have a fighting chance, but if
they’re contradictory then maybe the heritage asset isn’t the right solution.
13
14. CAN WE BUILD IT, WE DON’T KNOW (PART 1)
• Reproducibility – “the ability to reproduce a asset within cost and schedule
constraints”.
– Unless the heritage asset is assembled, tested, has the right pedigree and sitting on a shelf ready for
use the first question that needs to be answered is whether it can be reproduced.
• Until you’ve confirmed that it’s practical to reproduce the heritage asset, understanding the other characteristics
have little value.
• And reproducibility may be the most difficult characteristic to understand because this is an all or nothing
proposition. Until know you that every part is available and every process can be duplicated, you’ve got
nothing.
• This also means that it can take a good deal of time to confirm reproducibility, so this effort should started
immediately.
– And just because a copy of the asset is sitting on a shelf ready to go doesn’t mean you’re out of the
woods.
• If the unit that’s sitting on the shelf is the last of its kind what will you do if it gets damaged. If you don’t have
sufficient spares to cover your needs and the unexpected then you have a different kind of risk.
• Or perhaps the unit doesn’t have the documentation necessary to establish its pedigree and deem it acceptable
for use.
– So even with the asset in hand determining reproducibility may still important.
14
15. CAN WE BUILD IT, WE DON’T KNOW (PART 2)
• Availability, or lack thereof is what will jeopardize reproducibility.
– Availability of most everything, including:
• Electronics parts – especially old ones or custom parts like IC’s, hybrids and ASIC’s, for smaller
projects it’s usually not practical to fund the restart of a fab line or wait a year for a special part.
• Personnel – in-house or out, without heritage staff you loose access to undocumented
information covering things like design changes, assembly tricks, test configurations, etc.
• Materials – especially true for polymerics and solvents. Environmental concerns may have
affected the availability of certain chemicals or the ability to work with hazardous materials.
• Documentation – there’s the obvious things like a complete review package, a full set of
drawings or a comprehensive test report, and then there’s the things that are missing, and you
don’t know they’re missing.
• Capabilities – any loss of capability necessary for reproduction can compromise your plans and
this can be a real problem if it involves the loss of a proprietary design or processes performed
by a vendor.
15
16. WILL IT WORK, WE HOPE SO!
• Compatibility
– From NASA’s Lesson Learned:
“Reliance on heritage hardware/software in spacecraft design, without a thorough analysis of compatibility
with mission requirements and required changes, can result in the use of design and components which are
inappropriate for the mission.”1
– There are any number of factors that can cause varying degrees of incompatibility.
– But it boils down to establishing the new and understanding the old.
• Establishing the new takes a good deal of time because it isn’t complete until a comprehensive
and stable set of requirements have been established and flowed down to the heritage asset.
• But you can begin to complete half the picture immediately, performing the reconnaissance will
help you to understand the limitations, problems and idiosyncrasies that could compromise
compatibility.
• As the other half of the picture unfolds you will gain a sense of whether the plan will hold
together or the heritage asset will have to be modified or replaced entirely.
• And it’s best not to assume that requirements or qualification testing previously performed on
the heritage asset have defined the actual design limits, often designs have more margin than
required. If there is any concerns regarding environmental compatibility, investigate and
establish the real limits of the design through reanalysis or test.
1 Lesson Number: 0346, Lesson Date: 1994-10-21
16
17. CAN WE FIX IT, WE THINK SO!
• Adaptability
– From NASA’s Lesson Learned
“Often the more effort and expense that went into a device the harder it will be to change.”1
– Some things lend themselves to change and others don’t, the harder it is to make a
change the harder you should fight the change.
– And a lot will depend on the type of change you need to make, but some
characteristics of the heritage asset should cause concern if modification is a
consideration.
– Is it the last of its kind and can’t be reproduced?
– Do you lack understanding of the asset?
– Is it complex?
– Is the packaging dense?
– Are there hazardous materials involved?
– Is it delicate?
– Is it bolted together or glued?
1 Lesson Number: 0346, Lesson Date: 1994-10-21
17
18. CHANGE CONTAINMENT
• Changing an existing design or hardware is not like the changes that take place as a new design
evolves.
• It’s an intrusion into something that has already been optimized for a very specific purpose and
it’s unlikely that adaptability was built in.
• So before you think change, remember the three rules of using heritage,
1. It’s best to leave the heritage as is.
2. You really don’t want to change a thing.
3. Don’t even think about it.
• But in spite of the rules you may well find yourself in the unenviable position of changing the
heritage asset, in which case you should think of the change as a “fault” which needs to be
contained.
– As resistant as you should be to any change, be even more resistant to changes that have the potential
to propagate.
– Keep in mind that changes to the design or actual hardware may force requalification testing.
– Stay open to the possibility of changing your mind, and deciding after all not to modify the heritage
asset.
18
19. PLAN B
• Diminishing Returns
– Remember the reason the heritage asset was there in the first place, it was suppose to
provide better value, reduce cycle time, cost, risk, etc.
• But there’s another risk, one of sticking with the original plan no matter what. And then slowly
but surely it becomes more and more difficult to force the heritage asset into the new design until
the size of your investment prevents you from changing course.
• If You Have No Where Else to Turn You Probably Won’t Turn.
– So if there are any concerns regarding reproducibility or compatibility and adaptability
and it looks like the promise might be broken, you owe it to your customer and yourself to
have a Plan B.
– Without too much expense a fallback plan can be carried through PDR and if by that time
it’s still not clear that the heritage asset will work, then it’s even better that you have an
option.
19
20. BEING PROACTIVE
• Proposing
– Spend some quality time validating the decision to use the heritage asset.
– Manage expectations by improving communications between the proposal team and the
implementation team.
• Execution
– Don’t trust the plan.
– Start the reconnaissance early.
– Dig deep in the details when determining reproducibility.
– Strive to establish compatibility as early as possible.
– Investigate the real capabilities of the heritage asset.
– If compatibility is a problem then consider creating a more suitable environment as opposed to
modifying the asset.
– Contain changes to prevent the waterfall effect.
– Give yourself a way out, create a Plan B
20
21. ADDITIONAL THOUGHTS
• Spare hardware is generally second class.
• AT TRL 5 the readiness of a component has made the leap to operation in a “relevant
environment”. If the anticipated environment lies outside the bounds of the heritage
environment for any component or component within an assembly then consider the design to
be at TRL 4 and manage it accordingly.
• Engineers generally don’t care to design a peg to fit someone else’s hole, they prefer to design
both the peg and the hole.
• Heritage in staff is highly desirable, find out who worked on the previous development and
secure their support for the new build.
21
22. SUMMARY
Heritage is a double edged sword, it can be seen as a way to offset the cost
and risk of implementing new technology somewhere else in the project.
But it can in fact preempt an innovation that would have otherwise been
created.
It’s seldom all that its cracked up to be but it does have a place and can
provide a benefit if used sensibly and managed properly.
22