This document summarizes a presentation on risk-informed decision making given at a NASA project management conference. It discusses:
1) The latest version of NPR 8000.4A, which evolves NASA's risk management approach to include risk-informed decision making (RIDM) and continuous risk management (CRM). RIDM emphasizes using risk analysis to inform decisions that impact safety, technical, cost and schedule domains, while CRM focuses on managing risks to implemented requirements.
2) The RIDM process involves identifying decision alternatives, analyzing their risks from multiple perspectives, and selecting an alternative informed by but not solely based on risk analysis to develop requirements.
3) NASA developed a handbook to provide R
The document discusses risk-informed decision making (RIDM) and describes the RIDM process, which involves identifying decision alternatives, analyzing the risks of each alternative through performance measures, and selecting an alternative informed by but not solely based on the risk analysis. It also provides background on NASA's risk management approach and the development of guidance to implement RIDM.
This document outlines the agenda for a presentation on risk-informed decision making (RIDM). The presentation will cover:
1. The inherent riskiness of current uncertain times and the need to evolve risk management approaches to remain relevant.
2. An explanation of what RIDM is and why it is important now, given that continuous risk management (CRM) is already practiced.
3. Examples of when and why to use RIDM in addition to discussing the actual steps involved in conducting RIDM.
The presentation aims to demonstrate how RIDM can help risk management practices evolve to address a more dynamic environment with changing mission objectives and resources. RIDM is presented as a complement to
NASA uses two complementary processes for risk management: risk-informed decision making (RIDM) and continuous risk management (CRM). RIDM emphasizes using risk analysis to make risk-informed decisions across dimensions like safety, cost, and schedule. CRM manages risks associated with implementation and uses risk statements to document risks across multiple dimensions. Current risk analysis methods often fail to provide a complete risk picture by only considering risks one dimension at a time. MRisk addresses this by analyzing risks across all dimensions simultaneously using anchor points and Mahalanobis distance, providing a more objective and accurate assessment of total project risk.
The Naval Aviation Enterprise Carrier Readiness Team required a quantitative risk analysis methodology to holistically assess risks to aircraft carrier availability given strategic challenges including a reduction in carriers, budget constraints, aging aircraft, and maintenance schedules; the methodology involved identifying risks, analyzing historical data, collaborating with stakeholders, modeling risks, and translating results to availability metrics to evaluate cost and schedule impacts and sensitivity. The risk analysis provided recommendations on priority areas including maintenance schedules, system dependencies, bottlenecks, and costs to inform strategic planning for carrier availability.
Risk management is a key program control function that requires an environment fostering open discussion of challenges. Prior programs provide lessons on effective practices like engaged leadership, clear communication across all levels, comprehensive training, well-defined processes, and usable risk management tools. These elements encourage accurate identification and handling of risks to contribute to mission success.
This document provides guidance on security risk management (SRM) for non-governmental organizations (NGOs). It details a SRM process that includes preparing a security risk assessment (SRA). The SRA process involves assessing the operational context, threats, and vulnerabilities, analyzing risks by evaluating impact and likelihood, and identifying mitigation measures to reduce risks. The overall SRM process aims to help NGOs safely achieve their missions by managing security risks through a standardized, systematic approach.
Risk governance aims to make risks more "tractable" by influencing factors like frequency and severity. Insurance helps make recovery from crises quicker by providing funding upfront. Reinsurers identify, assess, evaluate, manage and report risks consistently across operations through frameworks and committees. A company's risk culture is shaped by its stated values, assumptions, and how employees act daily. The Chief Risk Officer monitors risks, assesses the risk landscape, and heads decision bodies to inform the company's risk map and decisions. Examples of risk governance include Mexico's disaster fund and the Caribbean Catastrophe Risk Insurance Facility. However, making some risks more tractable still faces challenges from lack of understanding, implementation hurdles, and non-existing
The document discusses risk management approaches for NASA's Constellation Program (CxP) to develop systems for exploration of the Moon and Mars. It outlines CxP's risk-informed decision making process and continuous risk management approach, including establishing risk management offices at multiple levels, conducting regular risk reviews and knowledge management, and integrating risk information into decision making. The goal is to proactively identify and manage program risks through the complex development of new human spaceflight systems.
The document discusses risk-informed decision making (RIDM) and describes the RIDM process, which involves identifying decision alternatives, analyzing the risks of each alternative through performance measures, and selecting an alternative informed by but not solely based on the risk analysis. It also provides background on NASA's risk management approach and the development of guidance to implement RIDM.
This document outlines the agenda for a presentation on risk-informed decision making (RIDM). The presentation will cover:
1. The inherent riskiness of current uncertain times and the need to evolve risk management approaches to remain relevant.
2. An explanation of what RIDM is and why it is important now, given that continuous risk management (CRM) is already practiced.
3. Examples of when and why to use RIDM in addition to discussing the actual steps involved in conducting RIDM.
The presentation aims to demonstrate how RIDM can help risk management practices evolve to address a more dynamic environment with changing mission objectives and resources. RIDM is presented as a complement to
NASA uses two complementary processes for risk management: risk-informed decision making (RIDM) and continuous risk management (CRM). RIDM emphasizes using risk analysis to make risk-informed decisions across dimensions like safety, cost, and schedule. CRM manages risks associated with implementation and uses risk statements to document risks across multiple dimensions. Current risk analysis methods often fail to provide a complete risk picture by only considering risks one dimension at a time. MRisk addresses this by analyzing risks across all dimensions simultaneously using anchor points and Mahalanobis distance, providing a more objective and accurate assessment of total project risk.
The Naval Aviation Enterprise Carrier Readiness Team required a quantitative risk analysis methodology to holistically assess risks to aircraft carrier availability given strategic challenges including a reduction in carriers, budget constraints, aging aircraft, and maintenance schedules; the methodology involved identifying risks, analyzing historical data, collaborating with stakeholders, modeling risks, and translating results to availability metrics to evaluate cost and schedule impacts and sensitivity. The risk analysis provided recommendations on priority areas including maintenance schedules, system dependencies, bottlenecks, and costs to inform strategic planning for carrier availability.
Risk management is a key program control function that requires an environment fostering open discussion of challenges. Prior programs provide lessons on effective practices like engaged leadership, clear communication across all levels, comprehensive training, well-defined processes, and usable risk management tools. These elements encourage accurate identification and handling of risks to contribute to mission success.
This document provides guidance on security risk management (SRM) for non-governmental organizations (NGOs). It details a SRM process that includes preparing a security risk assessment (SRA). The SRA process involves assessing the operational context, threats, and vulnerabilities, analyzing risks by evaluating impact and likelihood, and identifying mitigation measures to reduce risks. The overall SRM process aims to help NGOs safely achieve their missions by managing security risks through a standardized, systematic approach.
Risk governance aims to make risks more "tractable" by influencing factors like frequency and severity. Insurance helps make recovery from crises quicker by providing funding upfront. Reinsurers identify, assess, evaluate, manage and report risks consistently across operations through frameworks and committees. A company's risk culture is shaped by its stated values, assumptions, and how employees act daily. The Chief Risk Officer monitors risks, assesses the risk landscape, and heads decision bodies to inform the company's risk map and decisions. Examples of risk governance include Mexico's disaster fund and the Caribbean Catastrophe Risk Insurance Facility. However, making some risks more tractable still faces challenges from lack of understanding, implementation hurdles, and non-existing
The document discusses risk management approaches for NASA's Constellation Program (CxP) to develop systems for exploration of the Moon and Mars. It outlines CxP's risk-informed decision making process and continuous risk management approach, including establishing risk management offices at multiple levels, conducting regular risk reviews and knowledge management, and integrating risk information into decision making. The goal is to proactively identify and manage program risks through the complex development of new human spaceflight systems.
This document outlines a conceptual risk assessment model that will be piloted by several state Departments of Transportation. The model consists of three components: developing an inventory of transportation assets, gathering climate change information, and assessing risks to assets from climate change. The goal is to help identify which assets are most exposed to climate threats and could have the most serious consequences. The pilot will test the model and provide feedback to refine it for broader use.
This document discusses whether good engineers make good project managers. It explores the differences between systems engineers, who see the big picture, and detail engineers, who focus on specifics. Good project managers empower their team, plan ahead, and encourage creativity, while micromanagers and hands-off managers tend to lead poorer performing projects. Systems engineers who can multitask and see the big picture often transition well to project management, while detail engineers may be better suited to subsystem leads.
This document outlines an operations risk assessment program for hedge fund managers. It discusses applying a risk paradigm focused on processes, people, and systems based on the Basel II framework. The opportunity is to develop an integrated operations risk approach that incorporates institutional best practices to provide comparability across fund managers. The approach assesses operational risks and controls through a standardized framework involving risk mapping, control evaluation, and testing operating effectiveness. This allows managers to demonstrate robust risk management to investors.
The document discusses NASA's technology protection program, which aims to identify and protect mission critical information (MCI) from foreign threats. It outlines the technology protection process, which involves assessing technologies to identify MCI, evaluating vulnerabilities, selecting initial and final controls, and developing implementation plans. The process is facilitated by the Technology Protection Working Group and aims to balance security with continued information sharing and the NASA mission.
The document discusses Critical Chain Project Management (CCPM) as a new approach to managing projects that addresses some of the limitations of traditional project management such as localized risk management. CCPM proposes using a global approach to risk management through techniques such as aggregating risks across all tasks in a project rather than at the individual task level and prioritizing projects based on their buffer consumption status. The document outlines some of the key concepts of CCPM such as critical chain planning and buffer management.
Risk Analysis In Business Continuity Management - Jeremy WongBCM Institute
This document discusses risk analysis and business continuity planning. It explains that risk analysis involves identifying organizational assets, threats, analyzing risks, and evaluating risk levels. Key threats include natural disasters, accidents, and IT/infrastructure failures. The risk analysis process determines impact, likelihood, and risk levels to prioritize risks. It then explores risk treatment strategies like avoidance, reduction, transfer, and acceptance. Business continuity planning is one strategy to reduce risks that could interrupt operations. The overall process involves implementing recommendations, monitoring results, and making adjustments.
Risk Mitigation Trees - Review test handovers with stakeholders (2004)Neil Thompson
The document discusses techniques for managing handovers between development and testing stages, specifically Testing Review Boards (TRBs) and Risk Mitigation Trees (RMTs). TRBs are meetings of stakeholders at handovers to make collaborative decisions. RMTs are diagramming techniques used to split residual risks. Both techniques were used successfully on recent projects to facilitate decision making at handovers and prior to go-live.
This document discusses managing technical issues on complex, high-risk projects. It emphasizes understanding risk through tools like risk matrices and fault trees to assess impact on cost, schedule, and safety. Issues should be addressed according to project phase and how they affect engineering, assembly, testing, operations, and integration teams. Thorough documentation and flexible requirements help manage the large volume of issues while allowing for unique project challenges. The goal is to choose solutions that minimize overall risk by fixing, mitigating, or accepting problems based on likelihood and consequences.
This document discusses risk informed design and test approaches used on NASA's Constellation Program. The key points are:
1) The Constellation Program aimed to develop exploration systems to support ISS and lunar missions within budget and schedule while managing safety and mission risk.
2) A risk informed design approach was used to identify optimal designs that considered risk as a design commodity along with factors like mass and power. This included probabilistic requirements and risk assessments to inform trades.
3) A "zero based design" approach started with minimal designs and prioritized adding elements and redundancies based on their ability to reduce loss of crew and mission risk most cost effectively.
This presentations tells the story of the Risk-led transformation that HML has undertaken over the last 18 months. It outlines some of the key challenges, how they were overcome and the benefits delivered.
The document discusses business continuity management and planning. It provides an overview of BCM and related concepts like business continuity planning and disaster recovery planning. It highlights the importance of having a comprehensive BCM framework that is tested. It also discusses risk management, planning considerations, the BCM planning and recovery process, and provides an assessment questionnaire to evaluate a BCM program.
This document provides an overview of critical thinking, situation awareness, and decision making. It discusses threat and error management and how critical thinking, situation awareness, and decision making are essential processes in TEM. The document covers topics like gathering data, understanding information, planning ahead, assessing risks, and making choices to control thinking and improve safety. It emphasizes controlling biases, seeking multiple perspectives, and continuously learning to enhance expertise.
Risk leadership perspectives Risk Manager of the YearKarl Davey
1) Leighton Contractors is one of Australia and New Zealand's largest contractors, operating across construction, resources, telecommunications, energy, infrastructure, and facilities management.
2) The document outlines Leighton Contractors' enterprise risk management objectives, which include implementing a robust risk management approach and developing a proactive risk culture.
3) Leighton Contractors' enterprise risk management scope covers all aspects of the business from project safety to strategic risks. The vision is to retain risk knowledge for business benefits like improved tendering and contract valuation.
The document provides an overview of the Luftwaffe targeting process, which involves identifying high value targets, determining how to find and attack them, and assessing the results. It describes the key steps of decide, detect, deliver, and assess, and identifies the personnel and tools involved in each step, such as the targeting team, high payoff target list, and attack guidance matrix. The goal is to focus available assets to disrupt, delay, or destroy important enemy resources per the commander's guidance.
1) The AS 4360 Risk Management Framework provides a systematic process for identifying, analyzing, evaluating and treating risks. It involves establishing the context, identifying risks, analyzing risks, evaluating risks, and treating risks.
2) Tools for managing risks include risk matrices to assess likelihood and impact, and risk registers to document risks, mitigations, and residual risks over time.
3) Standards like ISO/IEC 27002 provide recommendations for managing risks related to data confidentiality, integrity and availability that are also relevant for e-learning projects.
1) Solvency II will require significant mobilization of skills across an insurance company due to the diverse risks that must be modeled and managed.
2) An optimal program management approach is risk-driven and integrates all work streams, with a focus on regulatory compliance, gap analysis, risk identification, and implementation planning.
3) High quality data is essential to effectively measure risk exposure and capital requirements within the three pillars of Solvency II around regulatory capital, governance/risk management, and reporting/disclosure.
This document discusses contracts and requirements. It provides definitions of key contract terms from sources like Aristotle and the Bible. It outlines different types of contracts like firm-fixed-price, cost-plus-fixed-fee, and fixed-price incentive contracts. It discusses how to form contracts and get requirements. It also addresses historical questions for a source board process, working without a contract, and ways to get out of a contract while providing background and addressing damages. The document draws from a variety of sources to discuss contracts and contracting principles.
The document discusses the negative impacts of poor leadership, including $350 billion in lost productivity annually according to a Gallup poll. Poor leadership is also linked to increased health care costs and greater risk of heart disease. Effective leadership involves nurturing trust within the organization, asking for help, avoiding compromising values, reinforcing praise for progress, paying attention to informal leaders, embracing diversity, giving rather than demanding respect, admitting mistakes, focusing on solutions, and connecting people to information. Leaders should maintain perspective, use humor sparingly, and make others feel valued above all.
This document discusses NASA's efforts to develop an agency-wide earned value management (EVM) capability that complies with ANSI/EIA-748 guidelines. The objectives are to provide integrated EVM processes, tools, guidance and training across NASA and test the capability on two pilot projects. The approach involves managing the development as a project with formulation, implementation and operations phases. It will establish a steering committee and peer review board and test the capability through pilots on a Constellation Program project and a Science Mission Directorate project. The current state within NASA is that EVM is used on contracts but not for in-house work, and contracted and in-house EVM data are not integrated. Gaps need to be addressed
This document outlines a conceptual risk assessment model that will be piloted by several state Departments of Transportation. The model consists of three components: developing an inventory of transportation assets, gathering climate change information, and assessing risks to assets from climate change. The goal is to help identify which assets are most exposed to climate threats and could have the most serious consequences. The pilot will test the model and provide feedback to refine it for broader use.
This document discusses whether good engineers make good project managers. It explores the differences between systems engineers, who see the big picture, and detail engineers, who focus on specifics. Good project managers empower their team, plan ahead, and encourage creativity, while micromanagers and hands-off managers tend to lead poorer performing projects. Systems engineers who can multitask and see the big picture often transition well to project management, while detail engineers may be better suited to subsystem leads.
This document outlines an operations risk assessment program for hedge fund managers. It discusses applying a risk paradigm focused on processes, people, and systems based on the Basel II framework. The opportunity is to develop an integrated operations risk approach that incorporates institutional best practices to provide comparability across fund managers. The approach assesses operational risks and controls through a standardized framework involving risk mapping, control evaluation, and testing operating effectiveness. This allows managers to demonstrate robust risk management to investors.
The document discusses NASA's technology protection program, which aims to identify and protect mission critical information (MCI) from foreign threats. It outlines the technology protection process, which involves assessing technologies to identify MCI, evaluating vulnerabilities, selecting initial and final controls, and developing implementation plans. The process is facilitated by the Technology Protection Working Group and aims to balance security with continued information sharing and the NASA mission.
The document discusses Critical Chain Project Management (CCPM) as a new approach to managing projects that addresses some of the limitations of traditional project management such as localized risk management. CCPM proposes using a global approach to risk management through techniques such as aggregating risks across all tasks in a project rather than at the individual task level and prioritizing projects based on their buffer consumption status. The document outlines some of the key concepts of CCPM such as critical chain planning and buffer management.
Risk Analysis In Business Continuity Management - Jeremy WongBCM Institute
This document discusses risk analysis and business continuity planning. It explains that risk analysis involves identifying organizational assets, threats, analyzing risks, and evaluating risk levels. Key threats include natural disasters, accidents, and IT/infrastructure failures. The risk analysis process determines impact, likelihood, and risk levels to prioritize risks. It then explores risk treatment strategies like avoidance, reduction, transfer, and acceptance. Business continuity planning is one strategy to reduce risks that could interrupt operations. The overall process involves implementing recommendations, monitoring results, and making adjustments.
Risk Mitigation Trees - Review test handovers with stakeholders (2004)Neil Thompson
The document discusses techniques for managing handovers between development and testing stages, specifically Testing Review Boards (TRBs) and Risk Mitigation Trees (RMTs). TRBs are meetings of stakeholders at handovers to make collaborative decisions. RMTs are diagramming techniques used to split residual risks. Both techniques were used successfully on recent projects to facilitate decision making at handovers and prior to go-live.
This document discusses managing technical issues on complex, high-risk projects. It emphasizes understanding risk through tools like risk matrices and fault trees to assess impact on cost, schedule, and safety. Issues should be addressed according to project phase and how they affect engineering, assembly, testing, operations, and integration teams. Thorough documentation and flexible requirements help manage the large volume of issues while allowing for unique project challenges. The goal is to choose solutions that minimize overall risk by fixing, mitigating, or accepting problems based on likelihood and consequences.
This document discusses risk informed design and test approaches used on NASA's Constellation Program. The key points are:
1) The Constellation Program aimed to develop exploration systems to support ISS and lunar missions within budget and schedule while managing safety and mission risk.
2) A risk informed design approach was used to identify optimal designs that considered risk as a design commodity along with factors like mass and power. This included probabilistic requirements and risk assessments to inform trades.
3) A "zero based design" approach started with minimal designs and prioritized adding elements and redundancies based on their ability to reduce loss of crew and mission risk most cost effectively.
This presentations tells the story of the Risk-led transformation that HML has undertaken over the last 18 months. It outlines some of the key challenges, how they were overcome and the benefits delivered.
The document discusses business continuity management and planning. It provides an overview of BCM and related concepts like business continuity planning and disaster recovery planning. It highlights the importance of having a comprehensive BCM framework that is tested. It also discusses risk management, planning considerations, the BCM planning and recovery process, and provides an assessment questionnaire to evaluate a BCM program.
This document provides an overview of critical thinking, situation awareness, and decision making. It discusses threat and error management and how critical thinking, situation awareness, and decision making are essential processes in TEM. The document covers topics like gathering data, understanding information, planning ahead, assessing risks, and making choices to control thinking and improve safety. It emphasizes controlling biases, seeking multiple perspectives, and continuously learning to enhance expertise.
Risk leadership perspectives Risk Manager of the YearKarl Davey
1) Leighton Contractors is one of Australia and New Zealand's largest contractors, operating across construction, resources, telecommunications, energy, infrastructure, and facilities management.
2) The document outlines Leighton Contractors' enterprise risk management objectives, which include implementing a robust risk management approach and developing a proactive risk culture.
3) Leighton Contractors' enterprise risk management scope covers all aspects of the business from project safety to strategic risks. The vision is to retain risk knowledge for business benefits like improved tendering and contract valuation.
The document provides an overview of the Luftwaffe targeting process, which involves identifying high value targets, determining how to find and attack them, and assessing the results. It describes the key steps of decide, detect, deliver, and assess, and identifies the personnel and tools involved in each step, such as the targeting team, high payoff target list, and attack guidance matrix. The goal is to focus available assets to disrupt, delay, or destroy important enemy resources per the commander's guidance.
1) The AS 4360 Risk Management Framework provides a systematic process for identifying, analyzing, evaluating and treating risks. It involves establishing the context, identifying risks, analyzing risks, evaluating risks, and treating risks.
2) Tools for managing risks include risk matrices to assess likelihood and impact, and risk registers to document risks, mitigations, and residual risks over time.
3) Standards like ISO/IEC 27002 provide recommendations for managing risks related to data confidentiality, integrity and availability that are also relevant for e-learning projects.
1) Solvency II will require significant mobilization of skills across an insurance company due to the diverse risks that must be modeled and managed.
2) An optimal program management approach is risk-driven and integrates all work streams, with a focus on regulatory compliance, gap analysis, risk identification, and implementation planning.
3) High quality data is essential to effectively measure risk exposure and capital requirements within the three pillars of Solvency II around regulatory capital, governance/risk management, and reporting/disclosure.
This document discusses contracts and requirements. It provides definitions of key contract terms from sources like Aristotle and the Bible. It outlines different types of contracts like firm-fixed-price, cost-plus-fixed-fee, and fixed-price incentive contracts. It discusses how to form contracts and get requirements. It also addresses historical questions for a source board process, working without a contract, and ways to get out of a contract while providing background and addressing damages. The document draws from a variety of sources to discuss contracts and contracting principles.
The document discusses the negative impacts of poor leadership, including $350 billion in lost productivity annually according to a Gallup poll. Poor leadership is also linked to increased health care costs and greater risk of heart disease. Effective leadership involves nurturing trust within the organization, asking for help, avoiding compromising values, reinforcing praise for progress, paying attention to informal leaders, embracing diversity, giving rather than demanding respect, admitting mistakes, focusing on solutions, and connecting people to information. Leaders should maintain perspective, use humor sparingly, and make others feel valued above all.
This document discusses NASA's efforts to develop an agency-wide earned value management (EVM) capability that complies with ANSI/EIA-748 guidelines. The objectives are to provide integrated EVM processes, tools, guidance and training across NASA and test the capability on two pilot projects. The approach involves managing the development as a project with formulation, implementation and operations phases. It will establish a steering committee and peer review board and test the capability through pilots on a Constellation Program project and a Science Mission Directorate project. The current state within NASA is that EVM is used on contracts but not for in-house work, and contracted and in-house EVM data are not integrated. Gaps need to be addressed
This document summarizes key insights from a presentation on viewing project management through the lens of complexity theory. It discusses how complexity theory originated in the study of natural systems and how its concepts like emergence and non-linearity are relevant to project management. It also notes that while general systems theory promised to connect different fields, project management, cybernetics, and systems thinking ultimately diverged. The document reviews different perspectives on categorizing project complexity and shares insights from interviews where project managers discussed experiencing uncertainty, renegotiating plans, and maintaining progress despite radical uncertainty.
The document discusses challenges faced by inventors and innovators in getting their ideas adopted. Some key points:
1) Innovators often face resistance from organizations wedded to the status quo, as change threatens existing structures and ways of doing things. Initiating change is difficult and risky.
2) Inventors do not always make good product champions, as they tend to be independent thinkers who do not easily fit into organizational hierarchies. Their temperaments are not always suited for commercialization efforts.
3) Cultural influences within companies and industries can inhibit innovation, as existing success breeds complacency and risk aversion. Breakthroughs are less likely to emerge from tightly controlled environments.
4) While
The CoNNeCT project faced several major challenges that threatened its schedule. Requirements were not fully defined, which led to rework. Structural analysis found weak margins, requiring a redesign with more testing. A heritage gimbal design was not suitable and needed significant redesign to meet safety requirements, causing cost growth and schedule delays. Solutions included workshops to finalize requirements, structural testing and redesign, and co-developing a redesigned gimbal with added simulators to prevent schedule impacts. These issues are common on projects and understanding them can help others face similar problems.
The document discusses two concepts of operation (ConOps) related to product data and lifecycle management (PDLM) challenges for NASA projects:
1) An in-flight anomaly scenario where a critical component fails and the project needs specific product data within 4 hours to diagnose and address the issue to prevent mission loss. This scenario illustrates the need to plan for accessing fragmented product data from multiple sources created over a long development period.
2) The large volumes of documentation, CAD models, test data, and other product information created and used during design, development, testing and evaluation phases which can number in the hundreds of thousands of files and terabytes of data. Effective PDLM is needed to manage this "data deluge"
This document discusses integrating technical risk management with decision analysis. It notes that NASA currently manages risks individually without considering overall risk. The document proposes using decision analysis and probabilistic risk assessment to evaluate alternatives based on performance measures related to objectives like safety, cost and schedule. This would allow uncertainty to be considered and provide a more rigorous approach to risk-informed decision making.
The Hypersonic Technology Experiment (HyTEx) was a multi-center, multi-agency project that demonstrated hypersonic flight. It involved broad technical expertise from NASA centers including Ames, Goddard, Langley, and Marshall as well as the Air Force Research Lab. The project achieved success through its core values of mutual respect and trust between team members, leadership that focused on influence rather than management, and fostering relationships through face-to-face meetings and social events.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
Dr. Debbie Augustin presented on teams and team development. She discussed Tuckman's stages of team development, which include forming, storming, norming, and performing. During the storming stage, teams experience competition, conflict over leadership, and strained relationships as members work through issues. Leaders should facilitate conflict, encourage participation, and reinforce commitment to help teams progress through this crucial stage.
The document summarizes a Project Management Interactive Learning Sim presented at a 2009 PM Challenge. The sim was designed by Ventana Systems for NASA to emphasize the need for project managers to have good data. It simulates developing a human-rated rocket, allowing users to assume the role of project manager. To succeed, users must control staffing and design to ensure less than 20% failure risk and complete design work. Higher levels require understanding how redesigns affect prior work and guessing the final payload mass early on.
This document summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
The document discusses the 5 principles of team leadership for project success according to Thomas Juli. The principles are: 1) Build a common project vision, 2) Nurture collaboration, 3) Promote team performance, 4) Cultivate team learning, and 5) Ensure the team delivers results. For each principle, Juli outlines steps leaders can take to implement that principle and help ensure project success. The overall message is that effective team leadership is crucial for guiding a project to successful completion.
This document discusses challenges in managing NASA's Small Business Innovation Research (SBIR) program. It provides an overview of NASA's SBIR implementation including its focus areas of technology, innovation, and partnerships. It also outlines Congress' goals for the SBIR program to stimulate technological innovation, meet federal research needs through small businesses, and increase commercialization. The document summarizes the multi-phase SBIR process and challenges with technology infusion into NASA programs and commercial markets. It promotes engagement between NASA programs and small businesses to facilitate technology development and adoption.
The document discusses how the NASA Engineering and Safety Center (NESC) builds diverse, broad-based teams to address critical technical issues. The NESC forms teams comprised of experts from across NASA's 10 centers, as well as industry, academia, and other government agencies. This diversity of perspectives and experiences provides several agency-wide benefits, such as increasing knowledge sharing between centers, facilitating collaboration, and strengthening relationships. Broad-based teams help break down "information silos" that can exist between centers and encourage a more cohesive safety culture across NASA.
Carol scottcowartmcphillipspm challengefinalNASAPMC
The document summarizes NASA's Commercial Crew Program (CCP), which takes a non-traditional approach of partnering with commercial providers through Space Act Agreements (SAA) instead of traditional contracts. The goals of the program are to develop safe and cost-effective crew transportation to the International Space Station while facilitating partnerships between NASA and commercial partners. Key aspects of the program include using SAAs initially before transitioning to contracts, developing certification requirements, and providing oversight and insight into partner activities at appropriate levels throughout development and testing. The program aims to maximize efficiency and cost-effectiveness through competition between multiple partners.
This document discusses NASA's vision for lunar exploration and utilization through commercial partnerships. It outlines three main goals: 1) Using the moon for exploration and technology development to support missions to Mars; 2) Conducting scientific observations of Earth and space from the moon; 3) Advancing scientific understanding of the moon's composition and evolution. The document proposes obtaining lunar data for NASA through commercial landers and payloads beginning in late 2011. This represents a shift from the traditional cost-plus contracting model to one where NASA partners with private companies on a fixed-price basis. International lunar missions from China, Japan, Europe, India, Russia, the UK, and South Korea are also summarized.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
The document discusses the management of small secondary payloads, called CubeSats, on launch vehicles through the use of Poly Pico Orbital Deployers (PPODs). It provides the history of small satellite missions and challenges in managing auxiliary payloads. It describes studies conducted on integrating PPODs and outlines the PPOD design concept. It discusses opportunities for flying PPODs on upcoming missions and how risks to the primary payload will be analyzed and mitigated in order to manage PPODs as auxiliary payloads.
The document discusses project risk management and risk-informed decision making. It describes identifying alternatives, analyzing risks of alternatives, and selecting alternatives based on risk analysis. Key steps include identifying objectives and constraints, compiling alternatives, choosing analysis methods, conducting risk assessments, developing risk-normalized performance commitments, deliberating alternatives, and selecting an alternative.
The document summarizes NASA's development of a safety goal policy for human space flight as recommended by the Aerospace Advisory Safety Panel. It discusses establishing quantitative safety thresholds and goals to guide design, decision making, and ensure risks are minimized but operations are optimized. A risk-informed safety case is proposed as a way to document evidence that a system is adequately safe to inform stakeholder decisions over the life cycle from design to deployment.
NASA has introduced major changes to its risk management approach through the new NPR 8000.4A directive. The new paradigm utilizes both Risk-Informed Decision Making and Continuous Risk Management in a complementary way. RIDM aims to inform key decision making through risk analysis of alternatives, while CRM focuses on managing risks during implementation. Additionally, the directive emphasizes a systems-level, proactive approach to risk management aligned with decision processes across the agency.
The document outlines a risk-based approach to communicating with the NASA workforce during the transition away from the Space Shuttle program, identifying key risks like loss of critical personnel and proposing an integrated communications strategy to help mitigate those risks and ensure a successful transition. It discusses defining success criteria, capturing and evaluating risks, and implementing measurable communications plans to address workforce morale and knowledge preservation as the agency retires the Space Shuttle.
Tech Alliance provides five cybersecurity services: 1) Enterprise Security Program Design and Implementation to assess risks, identify gaps, and create a security roadmap; 2) IT Risk Assessment to identify threats, vulnerabilities, impacts, and recommend controls; 3) Disaster Recovery Planning and Implementation to design technology solutions and processes to ensure business continuity; 4) Vulnerability Assessment and Penetration Testing to identify and prioritize vulnerabilities and validate fixes; 5) a Security Operations Center for 24/7 security monitoring, event correlation, and reporting.
Tech Alliance provides five cybersecurity services: 1) Enterprise Security Program Design and Implementation to assess risks, identify gaps, and create a security roadmap; 2) IT Risk Assessment to identify threats, vulnerabilities, impacts, and recommend controls; 3) Disaster Recovery Planning and Implementation to design technology solutions and processes to ensure business continuity; 4) Vulnerability Assessment and Penetration Testing to identify vulnerabilities and validate fixes; 5) a Security Operations Center for 24/7 monitoring of networks, systems, and security devices.
This document discusses risk analysis and management for projects. It defines risk as a potential problem that may or may not occur, and outlines why identifying and planning for risks is important for project success. The document then covers various aspects of risk analysis and management, including risk strategies, categories, identification, assessment, refinement, and developing plans to mitigate, monitor, and manage risks. The overall aim is to help project teams understand risks and put processes in place to avoid or minimize risks that could negatively impact a project.
This document discusses implementing risk management programs at NASA projects. It provides an overview of NASA's risk management process and growth of formalizing risk management over time. Key aspects covered include defining risk management, the continuous risk management process of identifying, analyzing, planning, tracking, controlling, communicating and documenting risks, and examples of implementing risk management by assigning a risk facilitator, providing training, developing a risk management plan, executing the plan, and applying continuous improvement.
This document provides a summary of a course on risk management. It outlines the course objectives, expected outcomes, skills developed, required materials, instructional methods, schedule, assessment criteria, resources, and instructor contact information. The course objectives focus on planning, identification, analysis, responses, monitoring and control of risks on a project. It will be taught through lectures, demonstrations, discussions, and projects. Assessment will include weekly assignments, projects, quizzes, and a final exam. The instructor can be contacted by email or during posted office hours.
This document discusses the key processes involved in project risk management according to the PMBOK Guide. It includes 11 sections that cover planning risk management, identifying risks, performing qualitative and quantitative risk analyses, planning and implementing risk responses, and monitoring risks. Various tools and techniques are used in each process, such as expert judgment, data gathering, analysis, and meetings. The key outputs include the risk management plan, risk register, risk report, and updates to project documents and management plans.
NIST 800-30 Intro to Conducting Risk Assessments - Part 1Denise Tawwab
The document discusses NIST Special Publication 800-30, which provides guidance on conducting risk assessments. It describes the key steps in the risk management process, including framing risk, assessing risk, responding to risk, and monitoring risk. The risk assessment process involves identifying threats, vulnerabilities, potential impacts, and likelihoods to determine risks. NIST SP 800-30 focuses specifically on the risk assessment component and provides a methodology for conducting risk assessments.
Risk project management - Notes for the CAMP examMaria Kirk
This document provides an overview of project risk management processes based on the PMBOK 6th edition. It discusses the seven processes in project risk management, including plan risk management, identify risks, perform qualitative analysis, perform quantitative analysis, plan risk responses, implement risk responses, and monitor risks. It also describes key inputs, tools and techniques, and outputs for each process. The document emphasizes quantitative risk analysis methods like simulation and decision trees for assessing overall project risk. It provides examples of how to calculate expected monetary value and adjust risk based on the dynamic project environment.
This document discusses various tools and techniques for project risk management. It covers the key steps in risk management including risk planning, identification, analysis, response, and monitoring. Some common tools for risk identification include brainstorming, checklists, and SWOT analysis. Qualitative analysis involves assessing probability and impact, while quantitative analysis uses expected monetary value and decision trees to assign numerical values to risk. Risk responses can involve avoiding, transferring, mitigating, or accepting risks. Commercial risk management software tools are also listed.
This document discusses implementing an Occupational Health and Safety Management System (OHSMS) for geotechnical risks associated with mine fill operations. It recommends conducting audits of the mine fill system design, technical specifications, underground monitoring and documentation to ensure all components are addressed holistically. Specifically, it suggests auditing areas like risk registers, resources, documented systems of work, incident investigations, emergency preparedness, and trigger action plans based on OHSMS standards. The goal is to achieve OHSMS compliance certification for technical risks to demonstrate due diligence and duty of care through a process of audits, risk assessments by multi-disciplinary teams, identifying gaps, and continuous improvement.
The role of Risk Assessment and Risk Management is to continuously Identify, Analyze, Plan, Track, Control, and Communicate the risks associated with a project.
The Webster’s definition of risk is the possibility of suffering a loss. Risk in itself is not bad. Risk is essential to progress and failure is often a key part of learning. Managing risk is a key part of
success.
This document describes the foundations for conducting a risk assessment of a large-scale system
development project. Such a project will likely include the procurement of Commercial Off The
Shelf (COTS) products as well as their integration with legacy systems.
Niwot Ridge
Greg has expertise for over 20 years in the areas of applied data analysis techniques, instructional design, training and development.Root Cause and Corrective Action (RCCA) Workshop
The document proposes a framework called the Information Systems Risk Assessment Framework (ISRAF) that takes a hierarchical, context-centric approach to comprehensive risk management. The framework addresses key aspects of risk assessment including preparation, conducting assessment, analyzing risks both qualitatively and quantitatively, communicating results, and maintaining an organization's risk posture over time. It provides guidance on the risk assessment process and applying the results across the risk management life cycle to support various organizational decisions.
The document summarizes Oracle's Database Security Diagnostic Service. The service conducts an assessment of security vulnerabilities in a customer's Oracle database systems and provides recommendations for improvements. It focuses on areas like system configuration, user authentication, access controls, data confidentiality and integrity, security policies and regulatory compliance. The methodology involves questionnaires, technical analysis, risk assessment, and a final report on vulnerabilities, recommendations, and compliance levels. The deliverables include a risk scorecard, description of issues found, and a proposal to address vulnerabilities through specific corrective measures.
This document discusses tools and methods for assessing risk in projects. It introduces risk assessment and explains that risk management proactively identifies, assesses, and mitigates risks throughout a project. Several tools are described for assessing risk, including a risk standards matrix, risk identification matrix, and controls assessment matrix. The risk standards matrix prompts consideration of how a project may impact various areas. The risk identification matrix involves brainstorming risks, prioritizing their potential impact and likelihood, and focusing on high impact/likelihood risks. The controls assessment matrix identifies controls to mitigate high priority risks and ensures controls are sufficient.
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.
FREE A4 Cyber Security Awareness Posters-Social Engineering part 3Data Hops
Free A4 downloadable and printable Cyber Security, Social Engineering Safety and security Training Posters . Promote security awareness in the home or workplace. Lock them Out From training providers datahops.com
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
"Choosing proper type of scaling", Olena SyrotaFwdays
Imagine an IoT processing system that is already quite mature and production-ready and for which client coverage is growing and scaling and performance aspects are life and death questions. The system has Redis, MongoDB, and stream processing based on ksqldb. In this talk, firstly, we will analyze scaling approaches and then select the proper ones for our system.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Generating privacy-protected synthetic data using Secludy and Milvus
Homayoon.dezfuli
1. Risk-informed Decision Making
Presented at the Seventh Annual NASA Project
Management Challenge
Galveston, Texas
February 9-10, 2010
Homayoon Dezfuli, Ph.D.
Office of Safety and Mission Assurance
NASA Headquarters
Gaspare Maggio
Technology Risk Management Operations
Information Systems Laboratories, Inc.
Used with Permission
2. Acknowledgments
• This presentation is based on the material contained in the first draft of NASA
Risk-informed Decision Making Handbook, released in October 2009. The
authors acknowledge the contribution of the following individuals in the
preparation of this handbook:
– Chris Everet, Information Systems Laboratories, Inc.
– Rod Williams, Information Systems Laboratories, Inc.
– Robert Youngblood, Idaho National Laboratory
– Curtis Smith, Idaho National Laboratory
– Peter Rutledge, Quality Assurance & Risk Management Services, Inc.
2
4. NPR 8000.4A
• The latest version of NPR 8000.4A, Agency Risk Management Procedural
Requirements, was issued on December 16, 2008
– Accessible from NASA Online Directives System (NODIS) Library
– http://nodis3.gsfc.nasa.gov/displayDir.cfm?t=NPR&c=8000&s=4A
• This directive evolves NASA’s Risk Management (RM) approach to entail two
complementary processes:
– Risk-informed Decision Making (RIDM)
Emphasizes the proper use of risk analysis in its broadest sense to make risk informed
decisions that impact all mission execution domains (e.g., safety, technical, cost, and
schedule) for program/projects and mission support organizations for supporting
development of baseline performance requirements by selecting performance commitments
– Continuous Risk Management (CRM)
Focuses on the management of risk associated with implementation of baseline
performance requirements
RM ≡ RIDM + CRM
4
5. General Definition of “Risk” per NPR 8000.4A
“Potential for performance shortfalls, which may be realized in
the future, with respect to achieving explicitly established and
stated Performance Requirements”
• This definition of “risk” guided the development of some of the
RIDM concepts
• The performance shortfalls may be related to any one or more
of the following mission execution domains
– Safety
– Technical
– Cost
– Schedule
5
6. The RIDM Process as defined in NPR
8000.4A
• What is RIDM?
– A risk-informed decision-making process that uses a
diverse set of performance measures along with Risk-Informed Decision Making (RIDM)
other considerations within a deliberative process to
inform decision making. (Paragraph A-14) Identification of Alternatives
Identify Decision Alternatives (Recognizing
Opportunities) in the Context of Objectives
A decision-making process relying primarily on a
narrow set of model-based risk metrics would be
considered “risk-based.” (Note to Paragraph A-14) Risk Analysis of Alternatives
Risk Analysis (Integrated Perspective) and
Development of the Technical Basis for
Deliberation
• What does it involve?
– Identification of decision alternatives (decision
Risk-Informed Alternative Selection
context) and considering a sufficient number and Deliberate and Select an Alternative and
diversity of Performance Measures Associated Performance Commitments
Informed by (not solely based on) Risk
Analysis
– Risk analysis of decision alternatives (uncertainty
analysis of performance associated with the
alternative
To Requirements Baselining
– Selection of a decision alternative informed by (not
solely based on) Risk Analysis Results
6
7. The RIDM Process Begins with NASA
Strategic Goals
• Within NASA’s organizational
hierarchy, high-level
objectives (NASA Strategic
ss
e
Goals) flow down in the form
oc
Pr
of progressively more
DM
RI
detailed performance
requirements, whose
satisfaction assures that
objectives are met
• RIDM is designed to maintain
focus on strategic goals as
decisions are made
throughout the hierarchy
7
8. RIDM and CRM Within the NASA Hierarchy
• RIDM and CRM operate at each level of the NASA hierarchy, with
interfaces for the flowdown of requirements, the elevation of risk
issues, and the communication of risk information
8
10. RIDM Handbook
• OSMA has developed a Special Publication (in
draft) to provide implementation guidance NASA/SP-2009-XXXX
NASA/SP-2009-XXXX
Rev0
Rev0
– It decomposes RIDM into specific process steps, with
specific guidance provided for each step
NASA
NASA
– It elaborates on the relationships between RIDM, Risk Informed Decision Making
Risk Informed Decision Making
requirements development, requirements baselining Handbook
Handbook
(or rebaselining), and CRM
– The present emphasis is on Programs and Projects;
however, the process is generally applicable to all
activities covered by NPD 7120.4
• The development team observed/reviewed a
number of NASA decision-making activities for Office of Safety and Mission Assurance
NASA Headquarters
good practices & lessons learned
– Altair Buyback Analysis
– Ares I Recovery Assessment
T H I S H A NDB OOK H A S NOT B E E N R E V I E W E D F OR E X POR T C ONT R OL R E ST R I C T I ONS;
– Ares Launch Order Analysis C ONSUL T Y OUR C E NT E R /F A C I L I T Y /H E A DQUA R T E R S E X POR T C ONT R OL
PR OC E DUR E S/A UT H OR I T Y PR I OR T O DI ST R I B UT I ON OF T H I S DOC UM E NT .
– Exploration Systems Architecture Study
10
11. RIDM Process Themes
• The importance of close ties between the selected alternative
and the requirements derived from it
– The RIDM process should promote the generation of achievable
requirements (e.g., mean value results from high-level analyses should
not become requirements)
– As alternatives are modified, derived requirements should be
rebaselined to follow suit
• The importance of maintaining a focus on high-level
objectives, for decisions made at all levels of the NASA
hierarchy
• The importance of considering multiple objectives across all
mission execution domains (safety, technical, cost, schedule)
• The importance of a documented decision
11
15. RIDM Process – Part 1
Step 1 – Receive Objectives & Understand Stakeholder Expectations
• The goal of Step 1 is the development of unambiguous objectives,
reflecting stakeholder expectations.
• Typical inputs to Step 1 include:
– Upper Level Requirements and Expectations: The needs, wants, desires,
capabilities, constraints, external interfaces, etc., that are being flowed down from a
higher level (e.g., program, project, etc.)
– Identification of Stakeholders: Individuals or organizations that are materially
affected by the outcome of a decision or deliverable but are outside the organization
doing the work or making the decision
• Typical outputs for capturing stakeholder expectations include the
following:
– Top-Level Requirements and Expectations: These are the top-level needs, wants,
desires, capabilities, constraints, external interfaces, etc., for the product(s) to be
developed
– Top-Level Conceptual Boundaries and Functional Milestones: How the selected
alternative will be operated to meet expectations. It describes the alternative’s
characteristics from an operational perspective
15
16. RIDM Process – Part 1
Step 2 – Derive Performance Measures from Objectives
• In general, it can be difficult to assess decision alternatives against multifaceted and/or
qualitative top-level objectives
• To deal with this situation, objectives are decomposed, using an objectives hierarchy, into
a set of lower-level performance objectives that any attractive alternative should have
• A performance measure is then developed for each performance objective, as the quantity
that measures the extent to which a decision alternative meets the performance objective
Notional Objectives Hierarchy
16
17. RIDM Process – Part 1
Step 2 – Derive Performance Measures from Objectives
• Imposed Constraints
– Performance objectives whose performance measures must remain within
defined limits for every feasible alternative, give rise to imposed
constraints that reflect those limits
– Imposed constraints propagate through the objectives hierarchy
– Imposed constraints include the success criteria for the undertaking,
outside of which the top-level objectives are not achieved
• Example: If an objective is to put a satellite of a certain mass into a
certain orbit, then the ability to loft that mass into that orbit is an
imposed constraint, and any proposed solution that is incapable of
doing so is infeasible
17
18. RIDM Process – Part 1
Step 3 – Compile Feasible Alternatives
• Structuring the set of alternatives – Trade trees
– Initially, the trade tree contains a number of high-level classes of decision
alternatives representing different strategies
– The tree is developed in greater detail by determining option categories for each
strategy
– Defined to the level required to quantify performance measures
• As the tree is developed,
alternatives may be pruned
– Criteria
• Infeasibility (e.g., does not
meet imposed constraints)
• Inferiority to other alternatives
– Methods
• Bounding analysis using point estimates
• Expert opinion / deliberation
18
21. RIDM Process – Part 2
Step 4 – Set Framework & Choose Analysis Methodologies (1)
• Goal: to develop a risk analysis framework that integrates domain-specific
performance assessments and quantifies the performance measures
– Risk Analysis - probabilistic modeling of performance
Uncertain Conditions Probabilistically - Determined
Outcomes
Funding
Environment
Operating
Environment
Risk Analysis
of an Alternative
Performance Measure 1
Limited
• Safety Risk
Data
…
• Technical Risk
Technology • Cost Risk
Development • Schedule Risk
Design, Test &
Production
Processes
Etc.
Performance Measure n
* Performance measures depicted for a single alternative
• The challenge is to establish a transparent framework that:
– Operates on a common set of performance parameters for each
alternative
– Consistently addresses uncertainties across mission execution domains
and across alternatives
– Preserves correlations between performance measures 21
22. RIDM Process – Part 2
Step 4 – Set Framework & Choose Analysis Methodologies (2)
• Setting the risk analysis framework (alternative specific)
22
23. RIDM Process – Part 2
Step 4 – Set Framework & Choose Analysis Methodologies (3)
• Choosing the analysis methodologies
– Detailed domain-specific analysis guidance is available in domain-
specific guidance documents like the NASA Cost Estimating
Handbook, the NASA Systems Engineering Handbook, and the
NASA Probabilistic Risk Assessment Procedures Guide
– Depending on project scale, life cycle phase, etc., different levels of
analysis are appropriate. The rigor of analysis should be enough to:
• Assess compliance with imposed constraints
• Distinguish between alternatives
– Iteration is to be expected as part of the analysis process, as analyses
are refined and additional issues are raised during deliberations
23
24. RIDM Process – Part 2
Step 4 – Set Framework & Choose Analysis Methodologies (4)
• Choosing the analysis methodologies – “Consumer Guide”
chart
• The rigor of the
analysis should be
sufficient to
support robust
decision-making
(i.e., the decision
maker is confident
that the selected
alternative is best,
given the state of
knowledge)
24
25. RIDM Process – Part 2
Step 5 – Quantify Performance Measures (1)
• Once the risk analysis framework is established and risk
analysis methodologies determined, performance measures
can be quantified
• Since performance measures are typically not independent,
correlation between performance measures should be
preserved
– For example, cost and schedule tend to be highly correlated. High
costs tend to be associated with slipped schedules
• One way to preserve correlations is to conduct analysis within
a common Monte Carlo “shell”
– For each iteration of the Monte Carlo shell, a common set of
performance parameters is sampled and propagated through the entire
suite of analyses, to produce the performance measures for that
iteration
25
26. RIDM Process – Part 2
Step 5 – Quantify Performance Measures (2)
• Quantification via probabilistic modeling of performance
26
27. RIDM Process – Part 2
Step 6 – Develop Risk-Normalized Candidate Performance
Commitments (1)
• Performance measure pdfs constitute the fundamental risk analysis
results
• However, there are practical difficulties comparing performance
measures whose values are expressed as pdfs:
– Overlapping pdfs
– Relationships between pdfs and imposed constraints
– Relationships between pdfs and derived requirements
• To simplify the problem, one might use mean values to compare
alternatives, but this approach can:
– Produce values that are disproportionately influenced by the tail ends of the pdfs
– Introduce significant probabilities of falling short of imposed constraints, even
when the mean values meet imposed constraints
– Lead to derived requirements that are not achievable
• What is needed is a technique for selecting alternatives, that is
informed by an understanding of each alternative’s chances of not
meeting performance expectations
27
28. RIDM Process – Part 2
Step 6 – Develop Risk-Normalized Candidate Performance
Commitments (2)
• Performance Commitments
– A performance commitment is a performance measure value set at a
specified percentile of the performance measure’s pdf
– Performance commitments help to anchor the decision-maker’s
perspective to specific performance expectations for each alternative
– For a given performance measure, the performance commitment is set
at the same percentile for all decision alternatives
– Performance commitments support
a risk-normalized comparison of
decision alternatives, at a level of
risk tolerance determined by the
decision maker
28
29. RIDM Process – Part 2
Step 6 – Develop Risk-Normalized Candidate Performance
Commitments (3)
Candidate Performance Commitments facilitate comparison of
performance across alternatives, subject to the decision-maker’s
risk tolerance for each Performance Measure
Risk of not
meeting specified
Alternative performance
A
Alternative
B
Alternative
C
Payload
Capability
Imposed
Constraint
29
30. RIDM Process – Part 2
Step 6 – Develop Risk-Normalized Candidate Performance
Commitments (4)
• Developing Performance Commitments:
– The inputs to performance commitment development are:
• The performance measure pdfs for each decision alternative
• An ordering of the performance measures
• A risk tolerance for each performance measure, expressed as a
percentile value
– For each alternative, performance commitments are developed by
sequentially determining the value of each performance measure
that matches the decision maker’s risk tolerance for that
performance measure, conditional on meeting previously-defined
performance commitments.
• This value becomes the performance commitment for the
current performance measure
– The process is repeated until performance commitments have
been developed for all performance measures
30
31. RIDM Process – Part 2
Step 6 – Develop Risk-Normalized Candidate Performance
Commitments (5)
31
32. RIDM Process – Part 2
Step 7 – Develop the Technical Basis for Deliberation
• The Technical Basis for Deliberation (TBfD) contains the
information needed to risk-inform the selection of a decision
alternative
• The TBfD contains:
– A statement of the top-level objectives and imposed constraints
– The objectives hierarchy and performance measures
– A summary description of the compiled decision alternatives, indicating pruned
alternatives
– A summary of the risk analysis framework and models
– Scenario descriptions
– Marginal performance measure pdfs and a summary of significant correlations
– A tabulation of risk with respect to imposed constraints
– Identification of significant risk drivers with respect to imposed constraints
– Candidate performance measure risk tolerances
32
35. RIDM Process – Part 3
Step 8 – Deliberate (1)
• In Step 8, Deliberate, relevant stakeholders, risk analysts, and decision
makers deliberate the merits and drawbacks of each alternative, given
information in the TBfD
• This step is iterative, and may involve additional risk analysis and/or
information gathering
• The decision maker, or his proxy, may also invoke deliberation as an
intermediate step to cull the alternatives going forward (i.e.,
downselection)
Deliberation: Any process for communication and for raising
and collectively considering issues. In deliberation, people
discuss, ponder, exchange observations and views, reflect upon
information and judgments concerning matters of mutual
interest, and attempt to persuade each other. Deliberations
about risk often include discussions of the role, subjects,
methods, and results of risk analysis.
35
36. RIDM Process – Part 3
Step 8 – Deliberate (2)
• Step 8, Deliberate, is structured in terms of:
– Generate candidate performance commitments
• Establish risk tolerances on the performance measures
• Order the performance measures
– Assess the credibility of the estimation methods
– Identify contending alternatives
• Infeasibility
• Dominance
• Inferior performance in key areas
– Additional uncertainty considerations
• The potential for exceptionally high or poor performance
• Deliberation is iterative
36
37. RIDM Process – Part 3
Step 8 – Deliberate (3)
• Generate Candidate Performance Commitments -- Candidate
performance commitments are generated by the deliberators for the
purpose of deliberation and down-selection prior to finalization by the
decision maker. This is done by:
– Establishing risk tolerances on the performance measures:
• Relationship to imposed constraints – Low risk tolerances on
performance measures that have imposed constraints assure a high
likelihood of program/project success
• High-priority objectives – Low risk tolerances are appropriate for
objectives that have high priority, but for which imposed constraints
have not been set
Note: The lack of an imposed constraint on a performance measure
does not necessarily mean that the objective is of less importance; it
may just mean that there is no well defined threshold that defines
success
• Low-priority objectives and/or “stretch goals” – Higher risk
tolerances may be appropriate for objectives that are not crucial to
program/project success
37
38. RIDM Process – Part 3
Step 9 – Select an Alternative (1)
• In Step 9, Select an Alternative, the deliberators present the contending
alternatives to the decision maker, along with supporting information. The
decision maker selects an alternative and documents his/her rationale
• In addition to information in the TBfD, information produced during deliberation
should also be summarized and forwarded to the decision-maker. This
includes:
– Risk tolerances and performance commitments – These are key pieces of
information for the decision-maker. They strongly influence requirements
development and the corresponding program/project risk that is to be accepted
going forward.
– Pros and cons of each contending alternative – An itemized table of the pros
and cons of each alternative is recommended for the contending alternatives.
This format has a long history of use, and is capable of expressing qualitative and
contentious issues
38
39. RIDM Process – Part 3
Step 9 – Select an Alternative (2)
• Information forwarded to the decision-maker should also include:
– Risk lists – Each alternative will have different contributors to its performance
commitment risks. Correspondingly, a risk list can be compiled for every
contending alternative, which identifies the major uncertainties that contribute to
risk
– Analysis credibility matrix – Communicates the credibility of the risk analysis
methods and results
39
40. RIDM Process – Part 3
Step 10 – Document the Decision Rationale
• The Risk-Informed Selection Report (RISR) is a record of the risk-
informed decision, and documents the decision rationale. The RISR
contains:
– The TBfD
– From deliberation:
• Assessment of the credibility of the risk analysis
• Identification of the contending decision alternatives
• Pros and cons of each contending alternative
• Any briefing material presented by the deliberators to the decision-maker
– From the decision-maker:
• Identification of the selected alternative
• The finalized risk tolerance for each performance measure, along with the
corresponding performance commitments for the selected alternative
• Comparison of the selected alternative to the non-selected contending
alternatives, summarizing the relative pros and cons, and the reasons why
the selected alternative is preferred
• Assessment of the robustness of the decision
40
42. Summary - 1
• Risk-Informed Decision Making (RIDM) attempts to
respond to some of the primary issues that have derailed
programs in the past:
– the “mismatch” between stakeholder expectations and the
“true” resources required to address the risks to achieve
those expectations,
– the miscomprehension of the risk that a decision-maker is
accepting when making commitments to stakeholders, and
– the miscommunication in considering the respective risks
associated with competing alternatives
• A multi-step process has been developed to take
advantage of existing systems engineering practices
while also introducing risk analysis and systematic
deliberative techniques into the decision-making
process
42
43. Summary - 2
• OSMA has developed a Special Publication (in draft) and
associated training material to provide implementation
guidance
– Comments and suggestions from an agency-wide review
cycle are being compiled and will be used in revising the
draft for final publication
– To download a copy and participate in the process go to:
https://secureworkgroups.grc.nasa.gov/armwg (PBMA
registration and site access approval required)
• Future steps include:
– Revision of how CRM should be conducted to be
consistent with 8000.4A and take advantage of the
information provided by the RIDM process
– Better integration of the RIDM and CRM processes with the
ultimate goal of a completely integrated and seamless Risk
Management process
43