This document discusses the importance of teamwork and partnerships for projects. It provides examples of successful partnerships in Northern Ireland and outlines challenges and opportunities of partnerships. The document advocates that NASA pursue innovative public-private partnerships to achieve its strategic goals and maximize the benefits of shared resources and ideas.
The document summarizes the Innovative Partnerships Program (IPP) at NASA. IPP provides funding and partnerships to advance technologies through programs like SBIR/STTR, seed funding, and partnerships with industry/academia. The document outlines various IPP elements and initiatives, and provides examples of technologies funded by SBIR that were infused into NASA missions like Mars rovers, Hubble Space Telescope, and Deep Impact. It also summarizes the IPP Seed Fund, which leveraged $6.6M in funding into $28.3M in public-private partnerships across all NASA directorates.
The Houston Center for Photography will use funding from the Accelerator Program Phase 1 to create a multi-year strategic plan with consultant Joe Synan. Key goals of the strategic plan include increasing on-site audience numbers for exhibitions, creating more educational exhibition components, and boosting applicant numbers and prizes for photography competitions. Objectives to address in the next 12 months focus on boosting marketing, offering a "blockbuster" exhibition, and engaging nationally recognized competition jurors.
Baker Tilly Back Office Benchmarking brochureGolden Marzipan
The document summarizes Baker Tilly's Back Office Benchmarking (BOB) program, which helps social housing organizations assess the value for money of their corporate services through benchmarking. The program collects data on back office costs from nearly 50 member organizations and identifies best practices. Members can analyze their performance, identify cost savings opportunities, and connect with peers. Case studies show members saving over £100,000 annually through participation in BOB.
Blue North is a specialist sustainability practice that works with clients to address sustainability risks and opportunities in their supply chains and operations. It was established in 2011 by ex-Colors Fruit sustainability team members. Blue North engages clients who have identified sustainability constraints or products with enhancing credentials. It recognizes that sustainability strategies must engage both the agricultural production base and the connecting supply chain. Blue North uses a framework of questions to guide clients through understanding the issue, planning solutions, building capacity, and executing strategies. It provides tools and resources to support clients at each stage.
This document proposes a benefit sharing paradigm for REDD+ in Indonesia that views communities as co-owners of projects rather than disturbed neighbors. It suggests defining benefits more broadly than just cash distributions, to include well-being, sustainability, and fulfilled social needs derived from carbon as well as other ecosystem services. The document outlines identifying various beneficiaries like communities, developers, and governments and their potential benefits, and distributing benefits through existing and new channels as part of a green development plan while ensuring community access, safeguards, and transparency. Key challenges mentioned are developing legal frameworks, defining ownership and beneficiaries, increasing capacity for management, and preventing corruption.
Opportunities For Existing Buildings - Deep Cut EmissionsMichael Skelton
This paper investigates the opportunity,
costs and benefits of making deeper cuts
than the minimum of 25% of greenhouse
gas (GHG) emissions by 2020 (as
required in the Bali Road Map) in the built
environment.
The Land Partnerships Handbook lays out a new approach to land management that focuses on partnerships between various stakeholders. It aims to unlock business opportunities and encourage innovative land use through fresh thinking and new models of land tenure. The handbook provides practical guidance for building strong relationships between landlords, tenants, landowners, and communities to manage land sustainably for both current and future generations.
The Brazilian Arts Foundation's Capacity Building Initiative provides funding and services to support arts organizations in Brazil at different stages of development, from start-ups to more established groups, with the goal of investing in their infrastructure and administrative capacity to promote artistic excellence. The Initiative offers various programs including a Pre-Incubator, Incubator, and Accelerator that provide grants, management services, and capacity building over terms of 12-36 months. A list of 25 current beneficiaries of the Initiative is provided.
The document summarizes the Innovative Partnerships Program (IPP) at NASA. IPP provides funding and partnerships to advance technologies through programs like SBIR/STTR, seed funding, and partnerships with industry/academia. The document outlines various IPP elements and initiatives, and provides examples of technologies funded by SBIR that were infused into NASA missions like Mars rovers, Hubble Space Telescope, and Deep Impact. It also summarizes the IPP Seed Fund, which leveraged $6.6M in funding into $28.3M in public-private partnerships across all NASA directorates.
The Houston Center for Photography will use funding from the Accelerator Program Phase 1 to create a multi-year strategic plan with consultant Joe Synan. Key goals of the strategic plan include increasing on-site audience numbers for exhibitions, creating more educational exhibition components, and boosting applicant numbers and prizes for photography competitions. Objectives to address in the next 12 months focus on boosting marketing, offering a "blockbuster" exhibition, and engaging nationally recognized competition jurors.
Baker Tilly Back Office Benchmarking brochureGolden Marzipan
The document summarizes Baker Tilly's Back Office Benchmarking (BOB) program, which helps social housing organizations assess the value for money of their corporate services through benchmarking. The program collects data on back office costs from nearly 50 member organizations and identifies best practices. Members can analyze their performance, identify cost savings opportunities, and connect with peers. Case studies show members saving over £100,000 annually through participation in BOB.
Blue North is a specialist sustainability practice that works with clients to address sustainability risks and opportunities in their supply chains and operations. It was established in 2011 by ex-Colors Fruit sustainability team members. Blue North engages clients who have identified sustainability constraints or products with enhancing credentials. It recognizes that sustainability strategies must engage both the agricultural production base and the connecting supply chain. Blue North uses a framework of questions to guide clients through understanding the issue, planning solutions, building capacity, and executing strategies. It provides tools and resources to support clients at each stage.
This document proposes a benefit sharing paradigm for REDD+ in Indonesia that views communities as co-owners of projects rather than disturbed neighbors. It suggests defining benefits more broadly than just cash distributions, to include well-being, sustainability, and fulfilled social needs derived from carbon as well as other ecosystem services. The document outlines identifying various beneficiaries like communities, developers, and governments and their potential benefits, and distributing benefits through existing and new channels as part of a green development plan while ensuring community access, safeguards, and transparency. Key challenges mentioned are developing legal frameworks, defining ownership and beneficiaries, increasing capacity for management, and preventing corruption.
Opportunities For Existing Buildings - Deep Cut EmissionsMichael Skelton
This paper investigates the opportunity,
costs and benefits of making deeper cuts
than the minimum of 25% of greenhouse
gas (GHG) emissions by 2020 (as
required in the Bali Road Map) in the built
environment.
The Land Partnerships Handbook lays out a new approach to land management that focuses on partnerships between various stakeholders. It aims to unlock business opportunities and encourage innovative land use through fresh thinking and new models of land tenure. The handbook provides practical guidance for building strong relationships between landlords, tenants, landowners, and communities to manage land sustainably for both current and future generations.
The Brazilian Arts Foundation's Capacity Building Initiative provides funding and services to support arts organizations in Brazil at different stages of development, from start-ups to more established groups, with the goal of investing in their infrastructure and administrative capacity to promote artistic excellence. The Initiative offers various programs including a Pre-Incubator, Incubator, and Accelerator that provide grants, management services, and capacity building over terms of 12-36 months. A list of 25 current beneficiaries of the Initiative is provided.
The webinar will discuss cloud disaster recovery featuring Joshua Geist, CEO of Geminare, and Dave McKenzie, Sr. Director of Solutions Architecture at OpSource. The agenda includes introductions, a presentation on Geminare's cloud disaster recovery solution, and a question and answer session.
The document outlines Nestlé Waters North America's new "Siting and Community Commitment Framework" for establishing spring water facilities. The framework was developed through a multi-step stakeholder engagement process to improve Nestlé's approach to siting projects based on past experiences. It provides principles and tools to guide engagement with local communities throughout the siting process and ensure their input is considered. The goal is to build stronger relationships and shared value with the locations where facilities are sited.
The strategic plan outlines four pillars of activity to support DOC's mission over 2013-2016: advocacy, communications, membership, and organizational resources. Under advocacy, goals are to create new funding opportunities and prioritize documentaries in policy decisions. Communications goals are to ensure members are informed and DOC has a strong reputation. Membership goals are to build professional services and celebrate members' achievements. The organizational resources goal is to ensure DOC's financial sustainability.
Accelerating It Migration Success With A Rock Solid Hp And Red Hat Enterprise...Vedanta Barooah
This document discusses accelerating IT migration success with a rock-solid HP and Red Hat Enterprise Linux platform. It begins with introductions of the speakers and an overview of their backgrounds. The agenda then outlines topics to be covered including customer challenges, Linux migration drivers, building a robust Linux platform, migration planning strategies, landscaping large-scale migrations, application migrations, database migrations, and customer success stories.
White paper and CRP6: Co-learning on Impact Evaluation Design in NRM Research...WorldFish
CRP6 aims to enhance livelihoods through forestry and agroforestry while sustaining the environment. It recognizes the complexity of natural resource management and the need for alternative impact evaluation approaches. This white paper discusses CRP6's evaluation strategy, which emphasizes clarifying causal assumptions, recognizing multiple impact pathways and scales, and using tools like outcome mapping. It highlights implications for the white paper, including explicitly recognizing how research contributes to change, establishing alternative ways to measure counterfactuals, clarifying terminology, and addressing issues of scale. Next steps include applying theory of change approaches in evaluations and building capacity.
This article provides perspectives from international production service providers on conducting business globally. Representatives from companies based in Argentina, Romania, Mexico, Costa Rica, Thailand, Australia, and other countries discuss trends in their business, including clients producing more projects internationally for economic reasons, crews traveling from abroad becoming smaller with more local hires, and the need to understand clients' expectations to provide a high standard of quality while keeping budgets low. They also describe recent, challenging projects involving locations in multiple countries, period pieces, visual effects, and more.
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 nonprofit organization anticipated a negative economic impact but was able to improve its financial situation through careful cost cutting and program restructuring rather than reducing services. It implemented new expenditure tracking and made afterschool programs more affordable. Increased fundraising, improved operations, and new procurement policies allowed them to add to reserves. Provided these approaches continue, programming should be more sustainable in the future.
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 operations for low cost of ownership. [3] The key lesson is that designing a system with operational requirements in mind from the beginning leads to simpler and more cost-effective operations long-term.
The document discusses lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.
The document discusses social media and its relevance for NASA projects. It begins with an introduction to social media, defining it as internet-based applications that allow for rapid creation and sharing of user-generated content. It then shows that there is significant interest in NASA's use of social media, as NASA has over 1.8 million Twitter followers and 116,000 Facebook followers across its accounts. Finally, it suggests that social media can provide benefits both for NASA projects and for people by engaging audiences and sharing information.
EVM is a project management process that integrates scope, schedule, and cost to assess project performance and forecast outcomes. It allows objective measurement of progress against a performance measurement baseline (PMB) which includes a work breakdown structure, schedule, and time-phased budget. EVM helps identify variances so management can take corrective actions to mitigate risks and keep the project on track. NASA requires EVM for projects over $20 million to enhance the likelihood of success through active measurement and management.
This document provides an overview of earned value analysis (EVA) concepts and calculations to help make EVA work effectively on projects. It covers key EVA terms like planned value, earned value, and actual cost. It also discusses important metrics like schedule and cost variance, and the schedule and cost performance indices. The document reviews techniques for measuring work progress and calculating earned value. It then presents formulas for estimating costs to complete and the estimate at completion. The goal is to provide project managers with the information needed to successfully implement and use EVA on their projects.
This document summarizes key points from a paper on how complex systems fail. It discusses that complex systems are inherently hazardous due to multiple potential failure points, but have many defensive layers that generally prevent failures. It notes that catastrophes occur when small, disconnected failures combine in unexpected ways. Complex systems also constantly operate with some degraded functionality and latent failures, requiring operators to adapt over time to changing conditions in order to maintain safety.
Estimation and planning processes are critical for project success. Poor estimates can lead to cost overruns, schedule delays, and project failures. There are various estimation methods, each with advantages and limitations. Initial estimates are often too optimistic due to cognitive biases, pressure to win contracts, and lack of understanding of complexity and risk. Accurate and realistic estimates require a repeatable process using historical data and parametric modeling to avoid common challenges like underestimating requirements and resources.
The document outlines the National Reconnaissance Office's (NRO) efforts to establish an enterprise-wide mission assurance audits capability to promote supply chain knowledge and reduce failures. It discusses collaborating with other government space agencies through initiatives like joint audits and an integrated audit schedule. The goal is to leverage best practices, improve procedures, and enhance collaboration to help ensure NRO mission success.
This document discusses the history and future of human spaceflight. It outlines how the vision and narrative of space exploration has evolved over time, from the early dreams of reaching Mars and space stations, to the current reality of the International Space Station. The document argues that for spaceflight to become routine, affordable and sustainable, the high costs need to be reduced by changing the traditional business model and making access to space less expensive over the long run.
Virgin Galactic aims to offer commercial spaceflights to the public. It is scaling up the designs of SpaceShipOne to create SpaceShipTwo and WhiteKnightTwo vehicles that can safely carry six passengers and two pilots on suborbital flights. Virgin Galactic is working with Scaled Composites to develop and test the vehicles. It plans to begin commercial operations in 2010 out of Spaceport America in New Mexico once safety approvals are received. Challenges include proving the safety of the vehicles, gaining regulatory approvals, and building a sustainable business model to achieve their goal of making space accessible to thousands of people.
The document describes the Max Launch Abort System (MLAS) project which developed an alternative launch abort system design for Orion as a risk mitigation effort. The MLAS project aimed to identify the simplest design that maximized nominal ascent performance using off-the-shelf parts where possible. A key part of the project was a pad abort flight test to validate models and tools. The document discusses the MLAS flight test vehicle configuration, the flight test itself, opportunities for resident engineers, skill development experiences of the resident engineers, and technical lessons learned from the project.
This document discusses innovation and collaboration at IBM Research. It provides an overview of IBM Research, highlighting its legacy of world-class research achievements dating back to 1944. It emphasizes IBM Research's culture of innovation through external recognition such as Nobel Prizes and national medals. The document also discusses how IBM Research collaborates globally with partners to develop new technologies and solutions that impact products, scientific communities, and society. It outlines IBM Research's multidisciplinary approach and strategies to drive innovative research through technology, systems, software, and services.
The document summarizes the purpose and activities of the Planetary Science Technology Review Panel. The panel was tasked with assessing NASA's planetary technology development programs and providing recommendations. The panel's activities included briefings with NASA executives, interviews with technology programs and flight projects, and discussions with other organizations involved in technology development. The panel identified major issues in NASA's strategic approach, processes, resources, and culture regarding technology development. These issues center around the lack of an overall technology development strategy and accountability, unclear paths for maturing technologies, unstable budgets, and insufficient communication and risk-taking.
The webinar will discuss cloud disaster recovery featuring Joshua Geist, CEO of Geminare, and Dave McKenzie, Sr. Director of Solutions Architecture at OpSource. The agenda includes introductions, a presentation on Geminare's cloud disaster recovery solution, and a question and answer session.
The document outlines Nestlé Waters North America's new "Siting and Community Commitment Framework" for establishing spring water facilities. The framework was developed through a multi-step stakeholder engagement process to improve Nestlé's approach to siting projects based on past experiences. It provides principles and tools to guide engagement with local communities throughout the siting process and ensure their input is considered. The goal is to build stronger relationships and shared value with the locations where facilities are sited.
The strategic plan outlines four pillars of activity to support DOC's mission over 2013-2016: advocacy, communications, membership, and organizational resources. Under advocacy, goals are to create new funding opportunities and prioritize documentaries in policy decisions. Communications goals are to ensure members are informed and DOC has a strong reputation. Membership goals are to build professional services and celebrate members' achievements. The organizational resources goal is to ensure DOC's financial sustainability.
Accelerating It Migration Success With A Rock Solid Hp And Red Hat Enterprise...Vedanta Barooah
This document discusses accelerating IT migration success with a rock-solid HP and Red Hat Enterprise Linux platform. It begins with introductions of the speakers and an overview of their backgrounds. The agenda then outlines topics to be covered including customer challenges, Linux migration drivers, building a robust Linux platform, migration planning strategies, landscaping large-scale migrations, application migrations, database migrations, and customer success stories.
White paper and CRP6: Co-learning on Impact Evaluation Design in NRM Research...WorldFish
CRP6 aims to enhance livelihoods through forestry and agroforestry while sustaining the environment. It recognizes the complexity of natural resource management and the need for alternative impact evaluation approaches. This white paper discusses CRP6's evaluation strategy, which emphasizes clarifying causal assumptions, recognizing multiple impact pathways and scales, and using tools like outcome mapping. It highlights implications for the white paper, including explicitly recognizing how research contributes to change, establishing alternative ways to measure counterfactuals, clarifying terminology, and addressing issues of scale. Next steps include applying theory of change approaches in evaluations and building capacity.
This article provides perspectives from international production service providers on conducting business globally. Representatives from companies based in Argentina, Romania, Mexico, Costa Rica, Thailand, Australia, and other countries discuss trends in their business, including clients producing more projects internationally for economic reasons, crews traveling from abroad becoming smaller with more local hires, and the need to understand clients' expectations to provide a high standard of quality while keeping budgets low. They also describe recent, challenging projects involving locations in multiple countries, period pieces, visual effects, and more.
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 nonprofit organization anticipated a negative economic impact but was able to improve its financial situation through careful cost cutting and program restructuring rather than reducing services. It implemented new expenditure tracking and made afterschool programs more affordable. Increased fundraising, improved operations, and new procurement policies allowed them to add to reserves. Provided these approaches continue, programming should be more sustainable in the future.
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 operations for low cost of ownership. [3] The key lesson is that designing a system with operational requirements in mind from the beginning leads to simpler and more cost-effective operations long-term.
The document discusses lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.
The document discusses social media and its relevance for NASA projects. It begins with an introduction to social media, defining it as internet-based applications that allow for rapid creation and sharing of user-generated content. It then shows that there is significant interest in NASA's use of social media, as NASA has over 1.8 million Twitter followers and 116,000 Facebook followers across its accounts. Finally, it suggests that social media can provide benefits both for NASA projects and for people by engaging audiences and sharing information.
EVM is a project management process that integrates scope, schedule, and cost to assess project performance and forecast outcomes. It allows objective measurement of progress against a performance measurement baseline (PMB) which includes a work breakdown structure, schedule, and time-phased budget. EVM helps identify variances so management can take corrective actions to mitigate risks and keep the project on track. NASA requires EVM for projects over $20 million to enhance the likelihood of success through active measurement and management.
This document provides an overview of earned value analysis (EVA) concepts and calculations to help make EVA work effectively on projects. It covers key EVA terms like planned value, earned value, and actual cost. It also discusses important metrics like schedule and cost variance, and the schedule and cost performance indices. The document reviews techniques for measuring work progress and calculating earned value. It then presents formulas for estimating costs to complete and the estimate at completion. The goal is to provide project managers with the information needed to successfully implement and use EVA on their projects.
This document summarizes key points from a paper on how complex systems fail. It discusses that complex systems are inherently hazardous due to multiple potential failure points, but have many defensive layers that generally prevent failures. It notes that catastrophes occur when small, disconnected failures combine in unexpected ways. Complex systems also constantly operate with some degraded functionality and latent failures, requiring operators to adapt over time to changing conditions in order to maintain safety.
Estimation and planning processes are critical for project success. Poor estimates can lead to cost overruns, schedule delays, and project failures. There are various estimation methods, each with advantages and limitations. Initial estimates are often too optimistic due to cognitive biases, pressure to win contracts, and lack of understanding of complexity and risk. Accurate and realistic estimates require a repeatable process using historical data and parametric modeling to avoid common challenges like underestimating requirements and resources.
The document outlines the National Reconnaissance Office's (NRO) efforts to establish an enterprise-wide mission assurance audits capability to promote supply chain knowledge and reduce failures. It discusses collaborating with other government space agencies through initiatives like joint audits and an integrated audit schedule. The goal is to leverage best practices, improve procedures, and enhance collaboration to help ensure NRO mission success.
This document discusses the history and future of human spaceflight. It outlines how the vision and narrative of space exploration has evolved over time, from the early dreams of reaching Mars and space stations, to the current reality of the International Space Station. The document argues that for spaceflight to become routine, affordable and sustainable, the high costs need to be reduced by changing the traditional business model and making access to space less expensive over the long run.
Virgin Galactic aims to offer commercial spaceflights to the public. It is scaling up the designs of SpaceShipOne to create SpaceShipTwo and WhiteKnightTwo vehicles that can safely carry six passengers and two pilots on suborbital flights. Virgin Galactic is working with Scaled Composites to develop and test the vehicles. It plans to begin commercial operations in 2010 out of Spaceport America in New Mexico once safety approvals are received. Challenges include proving the safety of the vehicles, gaining regulatory approvals, and building a sustainable business model to achieve their goal of making space accessible to thousands of people.
The document describes the Max Launch Abort System (MLAS) project which developed an alternative launch abort system design for Orion as a risk mitigation effort. The MLAS project aimed to identify the simplest design that maximized nominal ascent performance using off-the-shelf parts where possible. A key part of the project was a pad abort flight test to validate models and tools. The document discusses the MLAS flight test vehicle configuration, the flight test itself, opportunities for resident engineers, skill development experiences of the resident engineers, and technical lessons learned from the project.
This document discusses innovation and collaboration at IBM Research. It provides an overview of IBM Research, highlighting its legacy of world-class research achievements dating back to 1944. It emphasizes IBM Research's culture of innovation through external recognition such as Nobel Prizes and national medals. The document also discusses how IBM Research collaborates globally with partners to develop new technologies and solutions that impact products, scientific communities, and society. It outlines IBM Research's multidisciplinary approach and strategies to drive innovative research through technology, systems, software, and services.
The document summarizes the purpose and activities of the Planetary Science Technology Review Panel. The panel was tasked with assessing NASA's planetary technology development programs and providing recommendations. The panel's activities included briefings with NASA executives, interviews with technology programs and flight projects, and discussions with other organizations involved in technology development. The panel identified major issues in NASA's strategic approach, processes, resources, and culture regarding technology development. These issues center around the lack of an overall technology development strategy and accountability, unclear paths for maturing technologies, unstable budgets, and insufficient communication and risk-taking.
The document discusses the need for an integrated NASA strategy for autonomy and automation (AR&D) capabilities. It notes that NASA programs currently spend up to 10 times more than necessary and take twice as long to develop AR&D capabilities by "reinventing the wheel" for each program. The NASA AR&D Community of Practice recommends developing an "AR&D Warehouse" of reusable hardware and software components to reduce costs and development time across programs. An integrated agency strategy requiring some initial investment could save over $500 million and 16 years of development over the next decade.
The document discusses integrating risk management into the acquisition process to provide a more comprehensive evaluation of supplier proposals, identifying potential risks from supplier performance that could impact cost, schedule, and program success. It recommends using a maturity model to assess supplier capabilities and evaluate proposals, identifying risks, impacts, and mitigation strategies to select the supplier best able to meet program requirements and minimize risk exposure. Integrating risk management in this way aims to avoid financial losses from issues originating from supplier performance throughout the program lifecycle.
The document discusses how program management has changed in today's digital world. It notes that communication is now instant through social media and blogs, allowing individuals to have global impact. This requires program managers to actively engage stakeholders online to share their message before others define it for them. The document provides examples of how NASA has successfully used social media and offers best practices for program managers to communicate openly and manage their program's message in this new digital landscape.
The NASA Schedule Management Handbook provides guidance on developing and maintaining an integrated master schedule for NASA projects. It outlines roles and responsibilities, considerations for schedule management tools, and processes for pre-schedule development, developing the integrated master schedule, and ongoing status updates and maintenance. The handbook aims to help project managers and teams adhere to NASA requirements for sound schedule management practices.
The document discusses influencing culture change within an organization. It outlines a process that includes initial planning, establishing a framework, rollout, and making the change stick. The process is then illustrated through an example of restructuring a NASA safety and mission assurance division during the transition away from the space shuttle program. The case study describes dreaming up a new vision, analyzing roles and structure, communicating the changes, and taking actions to continually reinforce the new culture.
The document discusses integrated architecture assessments for future crewed missions to the moon. It summarizes:
1) Experience has shown integrated architecture assessments are crucial to establish stable configurations that meet performance, cost and risk goals.
2) The analyses allow for mission-level trades to ensure efficient vehicle designs, allocation of design margins, and elimination of overlooked elements.
3) Preliminary analyses indicate the Ares V 51.0.47 and 51.0.48 concepts with the Altair lunar lander can achieve global access to the lunar surface through trades of delta-V, low lunar orbit loiter time, and temporal availability over the lunar nodal cycle.
This document summarizes a presentation about lessons learned from NASA's Stardust comet sample return mission. The Stardust mission returned the first solid samples from a comet in 2006. Key lessons included the value of detailed pre-flight measurements and instrumentation that were not included due to budget and schedule constraints. Future missions could benefit from more proactive "planning for learning" approaches rather than just reactive "lessons learned." Careful recovery operations are also important for preserving samples and data about the heatshield's condition upon reentry.
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.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
This document discusses NASA's policies and processes around software reuse and technology transfer. It provides an overview of NASA's Innovative Partnerships Program (IPP), which facilitates technology sharing both within and outside of NASA. It outlines the steps inventors must take to document and protect software inventions, including filing New Technology Reports. It also reviews the various pathways for releasing NASA software, such as determining appropriate licenses or making code open source. The document aims to educate NASA employees on leveraging software assets and engaging external partners.
Strategic technology roadmap for space xCarles Debart
SpaceX was founded in 2002 by Elon Musk with the goal of reducing space transportation costs to enable the colonization of Mars. It has achieved several firsts such as being the first privately-owned company to dock with the International Space Station. SpaceX aims to further revolutionize space travel through innovative and reusable rocket designs. A PESTLE analysis identified political support and funding as key risks. Porter's Five Forces found competition and bargaining power of suppliers as moderate threats. Internally, SpaceX utilizes vertical integration and rapid prototyping to achieve high reliability and reduce costs. Key performance metrics include number of clients, launches, profitability, and on-time delivery. Recommendations include expanding internationally, assessing other industries,
Energy Commercialization Background 07 29 2011[Compatibility Mode]kevincobrien
Energy Commercialization provides full-service solutions to enable energy projects through integrating finance, projects, technology, and regulatory understanding. They have experience in areas such as carbon capture and storage, renewables, energy storage, and smart grid strategies. Their team includes former C-level energy executives experienced in strategic planning, product development, and implementing new technologies. Energy Commercialization partners with other organizations to provide access to international markets and leverage public and private funding opportunities for energy projects.
The document discusses integrated delivery in construction projects. It defines integrated delivery as integrating owners, designers, and builders from the start to finish around mutual project outcomes. The presentation discusses the benefits of integrated delivery including reduced waste and costs, improved collaboration, earlier involvement of trades, and prefabrication opportunities. It provides perspectives from owners, architects, and builders and discusses contract structures and processes to support integrated project delivery. Examples of early adopters of integrated delivery models are also provided.
This document discusses cooperative strategies between firms. It defines a cooperative strategy as firms working together to achieve a shared objective. There are three main types of strategic alliances: joint ventures, equity strategic alliances, and non-equity strategic alliances. Cooperative strategies can be used at the business and corporate level between firms and allow firms to pursue mutual interests such as developing new products/services or entering new markets. However, cooperative strategies also carry risks such as partners failing to contribute as agreed or misunderstanding each other's intentions. These risks must be managed through detailed contracts, monitoring, and developing trusting relationships between partners.
Negotiating Cloud Agreements The Proven Playbookadammans
This document provides an overview of cloud computing and strategies for negotiating cloud agreements. It discusses the growing acceptance of cloud computing due to benefits like reduced costs and increased flexibility. However, cloud providers often object to negotiation, claiming they need standardized agreements. The presentation provides tips for creating leverage in negotiations and discusses key issues to address, such as pricing, data protection, security, service levels, and termination rights. The takeaway is that while cloud computing lowers costs and speeds deployment, the agreements are still immature and due diligence is important given "uptime" issues even at established providers.
The document discusses reducing costs for NASA's infrastructure portfolio to free up funds for space exploration. It proposes a mission to reduce NASA's infrastructure costs through four steps: 1) right-sizing internal space, 2) energizing the workforce, 3) listening to buildings, and 4) applying analytics. The document outlines challenges such as organizational alignment, data sources, and provides examples of tools and methods to achieve cost reductions through strategic optimization and building optimization.
Frank Alleman, Bekaert on 'Next Generation Data Management & Sustainability'eyefortransport
Frank Alleman, Sourcing Manager Transportation, Global Purchasing at Bekaert speaks on 'Next Generation Data Management & Sustainability' at the 7th European 3PL Summit in Brussels, November 25th 2009.
To download all of the slides from the conference for free visit www.3PLsummit.com/eu_2009ppts
Zimbra Collaboration Suite Vs Microsoft Exchange 2007agileware
The document compares Zimbra Collaboration Suite (ZCS) to Microsoft Exchange 2007. It finds that ZCS provides significant cost savings over Exchange, with lower total cost of ownership, lower upfront costs, and lower ongoing costs for software licenses, servers, storage, and administration. It also finds that ZCS has advanced features for messaging, collaboration, and mobile access that are on par or superior to Exchange. The document includes examples of customers like Food for the Hungry that have successfully adopted ZCS.
The document discusses challenges in making build versus buy decisions for software solutions. It outlines key decision factors to consider like total cost of ownership, features and functionality, maintainability and control, and competitive advantage. It also provides a framework for evaluating these factors, including a TCO calculation scorecard and common mistakes to avoid. The document advocates establishing a standardized process to make informed build versus buy decisions.
The document discusses opportunities for increasing revenue and profits through Microsoft's partner network. It provides statistics showing that Microsoft partners earned $8.70 for every dollar Microsoft made in 2009, totaling $10.1 billion that year. Partners who invested more in their business achieved 28% greater revenue per employee and 68% larger deal sizes. The document also describes several Microsoft partner programs, including the Top VAR program and VAR Champions Club, which provide benefits like incentives, marketing funds, and support to help partners grow their businesses.
Novacom provides turn-key site development services for wireless networks. It has assembled an experienced in-house team and qualified vendors to handle all aspects of site development, including site acquisition, zoning, engineering, surveying, construction and more. Novacom's approach streamlines the process through close collaboration between departments under one roof, expediting timelines and reducing costs compared to using multiple external vendors.
Open Source Maturity Curve and Ecosystemguest239f177
How a company interacts with open source communities follows a predictable organizational maturity model ranging from denial to strategic focus of ecosystem enablement. To create value for their customers and owners, top management teams must understand the role their organizations play in OSS communities and the various approaches available to benefit from interacting with the global ecosystems. This talk is relevant to both technical personnel and senior managers who are interested in building ecosystems anchored around open source projects and maximizing their companies benefit from interacting with these ecosystems. The talk builds on experience gained over the last three years building ecosystems designed to drive massive innovation in Canada.
E purchasing technology drives new economics for commerceSAP Ariba
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The document summarizes Graphene Frontiers, a company working to commercialize a graphene production process. It lists the leadership team and mentions the company is working to scale production of higher quality graphene at lower cost than other methods. It then discusses potential business models and product applications, including flexible, bendable, and transparent conductors. It summarizes partner discussions to enter new markets and the need for clear communication and due diligence. Sample financial projections include licensing and material sales revenue with licensing expected to be the primary revenue stream. The company plans to continue seeking strategic partners and preparing samples for specific applications.
The document discusses the benefits of moving college IT systems to the cloud. It outlines 3 main benefits: 1) Expenditure management by shifting to a pay-per-use model and reducing fixed costs, 2) Improving quality by gaining more capacity and services to better serve customers, and 3) Enhancing innovation and agility to keep up with changing needs. Potential risks like data security, legal compliance, and reliability of partners are also addressed, but are described as manageable challenges. The document concludes that building shared services in the cloud will enable easier process innovation across multiple college locations compared to maintaining separate on-site systems.
A presentation about microservice architecture, trunk based development, domain driven development, test driven development and behaviour driven development.
This presentation has been designed to help new and junior developers understand the concepts, how they inter-relate and some basic applications of them.
This presentation was originally presented at Code Mentoring (Melbourne) on Saturday, 22nd June 2019.
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
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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.
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.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
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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.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
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Programming Foundation Models with DSPy - Meetup SlidesZilliz
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UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
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AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
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Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
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!
Choosing The Best AWS Service For Your Website + API.pptx
John.emond
1. PROJECT MANAGEMENT
CHALLENGE 2008
FORGING PARTNERSHIPS:
TEAM BUILDING AS
CRUCIAL ELEMENT
John Emond
Innovative Partnerships Program
NASA Headquarters
2. Food for Thought
“Alone we can do so little; together we can do so much”
– Helen Keller
“Strength lies in differences, not in similarities”
– Steven Covey
“Do not worry if you have built your castles in the air. They
are where they should be. Now put the foundations under
them”
– Henry David Thoreau
“Chaotic action is preferable to orderly inaction”
“Even if you are on the right track, you'll get run over if you
just sit there”
– Will Rogers
2
3. • TEAMWORK IS ESSENTIAL FOR
SUCCESS, WHETHER FOR GOODS
AND SERVICES PROCURED UNDER
CONTRACT OR ACHIEVED THROUGH
PARTNERSHIPS AND AGREEMENTS.
• EMPHASIS ON THIS PRESENTATION IS
TEAMWORK IN TECHNOLOGY
PARTNERSHIPS
3
4. ELEMENTS OF TEAMWORK
AND SUCCESSFUL PARTNERSHIPS
• COMMITMENT BASED ON:
– MUTUAL NEEDS/REQUIREMENTS
– RESOURCES TO COMMIT/INVEST
• FINANCIAL/IN KIND, “SKIN IN THE GAME”
• MUTUAL RESPECT
• UNDERSTANDING PARTNER ENVIRONMENT & CULTURE
• CLEAR COMMUNICATION
• BELIEF IN MUTUAL BENEFIT THROUGH COLLABORATION
• TWO EXAMPLES FROM NORTHERN IRELAND
– “PLAY SCHEME” DESIGN, DERRY, NORTHERN IRELAND
– REFLECTION FROM YOUTH WORKER
4
5. WHY PARTNERSHIPS?
• NASA POLICY
– NASA STRATEGIC GOAL #5
• ENCOURAGE PURSUIT OF APPROPRIATE PRIVATE
PARTNERSHIPS WITH THE EMERGING COMMERCIAL SPACE
SECTOR
– OUTCOME /IPP#1, INNOVATIVE PARTNERSHIPS
PROGRAM
• PROMOTE AND DEVELOP INNOVATIVE TECHNOLOGY
PARTNERSHIPS AMONG NASA, U.S. INDUSTRY AND OTHER
SECTORS FOR BENEFIT OF AGENCY PROGRAMS AND
PROJECTS
– IPP MANDATE AS:
• FACILITATOR TO BRING PARTIES TOGETHER INSIDE AND
OUTSIDE THE AGENCY, BRIDGE COMMUNICATION GAPS
• CATALYST AS PATHFINDER AND CHANGE AGENT, CREATING
NEW PARTNERSHIPS AND DEMONSTRATING EFFECTIVENESS
OF NEW APPROACHES AND METHODS. 5
6. WHY PARTNERSHIPS?
• LEGISLATION
– TRANSFER TECHNOLOGY DEVELOPED BY NASA FOR COMMERCIAL
APPLICATION AND OTHER BENEFITS TO THE NATION (15 USC SEC.
3710, UTILIZATION OF FEDERAL TECHNOLOGY
– STEVENSON WYDLER TECHNOLOGY TRANSFER ACT, PL 96-480, 1980
• ESTABLISHED OFFICES OF RESEARCH AND TECHNOLOGY
APPLICATIONS/TECH TRANSFER OFFICES
– ASSISTANCE TO FEDERAL, STATE AND LOCAL GOVERNMENT
OFFICIALS IN TECH TRANSFER
– PARTICIPATE IN FEDERAL, REGIONAL, STATE AND LOCAL PROGRAMS
DESIGNED TO FACILITATE TECH TRANSFER
– FEDERAL TECHNOLOGY TRANSFER ACT 1986 MANDATES
TECH TRANSFER AS FEDERAL RESEARCHER RESPONSIBILITY
– AMERICA COMPETES ACT, PL 110-69, 2007
• DIRECTS NASA TO INCREASE FUNDING FOR BASIC RESEARCH
AND FULLY PARTICIPATE IN INTERAGENCY ACTIVITIES TO 6
FOSTER COMPETITIVENESS AND INNOVATION.
7. CHALLENGES AND OPPORTUNITIES
OF PARTNERSHIPS
• CHALLENGES
– NO UNILATERAL CONTROL. INVOLVEMENT ATTAINED, SUSTAINED
THROUGH MUTUAL INVESTMENT AND REALIZED BENEFITS
– PARTNERSHIPS ARE FLUID, DYNAMIC, SUBJECT TO CHANGING
MISSIONS, LEADERSHIP, CIRCUMSTANCES
• OPPORTUNITIES
– RESOURCES ARE OPTIMIZED BY SHARED EFFORTS AND
RESPONSIBILITIES
– INNOVATION FOSTERED BY FREE-RANGING INTERPLAY OF IDEAS
– MUTUAL OBJECTIVES NOT LIMITED TO FIXED DELIVERABLES,
THOUGH THE GOALS THEMSELVES MAY BE WELL DEFINED
– RELATIONSHIPS ARE ADAPTIVE, EVOLVING, FLEXIBLE
7
9. Partnership Model – Value Proposition
[perceived benefit to cost of partnership]
High
[Ben/Cost>>1]
Innovative partnerships
Moderate
[Ben/Cost>1]
Value to NASA
Standard partnership mechanism
Low No partnership potential
[Ben/Cost<1]
Low Moderate High
[Ben/Cost<1] [Ben/Cost>1] [Ben/Cost>>1]
Value to Partner
[perceived benefit to cost of partnership]
* IPP objective should be to maximize partnership value for both
NASA and partner.
* Refer back to the partnership model for value and ask:
What impact will this aspect of the partnership have on value? 9
What are other opportunities to increase value?
10. IPP PARTNERSHIP ACTIVITY
FY 2007 REPORT TO OMB
• 306 NEW SPACE ACT AGREEMENTS
• 598 SOFTWARE USAGE AGREEMENTS
• 1883 ACTIVE LICENSES IN FY 2007
10
11. Summary of Partnering Tools
Cooperative Agreement Space Act Enhanced Use
Contract Grant Agreement Patent License Lease CRADA
Purpose Used by NASA to Used by NASA to sponsor activities Used by NASA for Used by NASA to Used by Ames Rarely used by
acquire goods, that relate to a public purpose collaborations, excess transfer specific rights Research Center NASA for
services, or both. (generally R&D). capacity, leases, property associated with a (ARC) and Kennedy cooperative
loans, or any combination. NASA-owned Space Center (KSC) to research and
invention. lease under-utilized development.
real property assets.
Competition Required? Generally, Yes No No No No No
Notable -Goods or Services -Public Purpose -No Formal -Intellectual Property -Real Property -Federal Lab
Requirement(s) -Mission Need -NASA Substantial Involvement (for “Requirements” -Royalty-Based -R&D
Cooperative Agreement) -NASA does have Commercialization
“Guidelines”
NASA Cash to the Non- Yes Yes Yes, but it’s very rare. No No No
NASA Party
Process Owner Office of Office of Procurement Technology Transfer Office of General ARC and KSC Undefined at this
Procurement Office Counsel* time.
Notable Advantage $$$ $ Flexibility Possible Exclusive In-Kind Consideration Advanced Licensing
Rights to an Invention for Real Property of Inventions Not Yet
that may be Invented
Patentable
Notable Disadvantage Standard Standard Regulations and Provisions Historically, SAAs are Royalty Payments as Limited to Two NASA No Cash
Regulations and (but not nearly as large as the FAR) contain less rigor vs. a Consideration Centers Contribution Allowed
Provisions procurement contract. From NASA
Authority Space Act; 31 USC Space Act; 31 USC 6304; 31 USC Space Act 35 USC 207 Space Act; 42 USC 15 USC 3710a
6303; 10 USC 2302 6305 2459j
Regulation Federal Acquisition Grant and Cooperative Agreement No Formal Regulation; 37 CFR Part 404, also No Formal Regulation No Formal Reg.
Regulations Handbook (14 CFR Part 1260) NASA has “Guidelines” referred to as the
documented in an SAA “Licensing
Guide Regulations”
11
12. EXAMPLES OF ACTIVE
ORGANIZATION TEAMWORK/PARTNERSHIPS
• NASA PARTNERSHIPS
• INTERAGENCY COLLABORATION
– INTERAGENCY WORKING GROUP TECH TRANSFER
• FEDERAL LAB CONSORTIUM (FLC)
MID-ATLANTIC REGION COLLABORATION
– FLC/WASHINGTON METRO ECONOMIC DEVELOPMENT
– FLC/EASTERN SHORE MD ECONOMIC DEVELOPMENT
– FLC/VIRGINIA ECONOMIC DEVELOPMENT
– FLC/EASTERN PENNSYLVANIA ECONOMIC DEVELOPMENT 12
13. NASA RESEARCH AND TECHNOLOGY
HIGHLIGHTS BY CENTER
AMES RESEARCH CENTER
Information Technologies, Aerospace Systems, Autonomous Systems for Space Flight,
Nanotechnology, Space Life Science/Biotech, Computational Fluid Dynamics and Aviation
Operations
DRYDEN FLIGHT RESEARCH CENTER
Aerodynamics, Aeronautics Flight Testing, Flight Systems, Revolutionary Flight Concepts,
Thermal Testing, and Integrated Systems Test and Validation
GLENN RESEARCH CENTER
Aeropropulsion and Power, Communications, Information Technology, High-Temperature
Materials Research, Microgravity Science and Technology, including Bioengineering, and
Instrumentation and Control Systems
GODDARD SPACE FLIGHT CENTER
Earth and Planetary Science Missions, LIDAR, Cryogenic Systems, Tracking, Telemetry,
Command, Optics and Sensors/Detectors
JET PROPULSION LAB
Deep and Near Space Mission Engineering and Operations, Microspacecraft, Space
Communications, Remote and In-Situ Sensing, Microdevices, Robotics and Autonomous
Systems
JOHNSON SPACE CENTER
Life Sciences/Biomedical, Medical
14. NASA RESEARCH AND TECHNOLOGY
HIGHLIGHTS BY CENTER
KENNEDY SPACE CENTER
Fluid Systems, Spaceport Structures & Materials, Process & Human
Factors Engineering, Command, Control & Monitoring Technologies,
Range Technologies, Biological Sciences
LANGLEY RESEARCH CENTER
Aerodynamics, Flight Systems, Materials, Structures, Sensors,
Measurements and Information Sciences
MARSHALL SPACE FLIGHT CENTER
Materials, Manufacturing, Non-Destructive Evaluation, Biotechnology,
Space Propulsion, Controls and Dynamics, Structures and
Microgravity Processing
STENNIS SPACE CENTER
Propulsion Systems, Test/Monitoring, Remote Sensing and Non-
Intrusive Instrumentation
15. EXAMPLES OF RECENT NASA AGREEMENTS
AGREEMENT AGREEMENT PARTNERS
Non-Disclosure and Software Usage Agreement for NASA Ames Research Center,
Data Parallel Line Relaxation Code NASA Jet Propulsion Lab
Software Usage Agreement for an Interagency NASA Ames Research Center, Air
Release of the Chimera Grid Tools software package Force Research Lab, Air Vehicles
Directorate
U.S. Geological Survey NASA, U.S.G.S.
Major Storm Evacuation System Development Mississippi Enterprise for
Project-Central Gulf of Mexico Region Technology
Children’s Hospital, Los Angeles NASA, Children’s Hospital, Los
Angeles
Aircraft Crash Disaster Drill NASA, City of Cleveland
Interagency Agreement for Establishing a NASA Ames Research Center
Collaborative R&D Relationship for the Human Astrobionics Program, U.S. Army
Operator in Extreme Mission Conditions and Joint Soldier and Biological, Chemical
Partnership with Industry and Academia Command
15
16. NASA PARTNERSHIPS
SPACECRAFT/COMMERCIAL SPACE
• NASA AMES RESEARCH CENTER
– COLLABORATION WITH AIRLAUNCH LLC TO PROMOTE ROBUST COMMERCIAL SPACE INDUSTRY ON WEST
COAST
• NASA EXPLORATION SYSTEMS MISSION DIRECTORATE TECHNOLOGY EXCHANGE CONFERENCE
– NOVEMBER, 2007 WITH SUBSTANTIAL SUPPORT FROM NASA JSC IN CONFERENCE PLANNING
• NASA JOHNSON SPACE CENTER
– DEC. 2007 JSC PARTNERSHIP AGREEMENT WITH AD ASTRA ROCKET COMPANY
– COLLABORATE ON DEVELOPMENT OF PLASMA TECHNOLOGY FOR SPACE PROPULSION
• FOLLOW-ON AGREEMENT TO INITIAL AGREEMENT SIGNED JUNE 2005
• NASA KENNEDY SPACE CENTER
– KSC AND SPACE FLORIDA COLLABORATION WITH COMMERCIAL SPACE COMPANIES. INCLUDES “FAST”
INITIATIVE TO SUPPORT COMMERCIAL SPACE VENDORS AND FOSTER MICRO-G RESEARCH
• NASA LANGLEY RESEARCH CENTER
– AUGUST, 2007 COMMERCIAL SPACE TRANSPORTATION WORKSHOP
• NASA WALLOPS FLIGHT FACILITY/GODDARD SPACE FLIGHT CENTER
– COLLABORATION WITH VIRGINIA AND MARYLAND ON COMMERCIAL SPACEPORT INITIATIVE BASED IN
WALLOPS--MID-ATLANTIC REGIONAL SPACEPORT/MARS
OTHER EXAMPLES WHERE NASA HAS SIGNIFICANT PARTNERSHIP ROLES:
TELEMEDICINE, MEDICAL IMAGING, AGRICULTURE, ADVANCED MATERIALS,
SENSORS, ROBOTICS, ETC.
16
17. INTERAGENCY COLLABORATION
• WASHINGTON D.C. INTERAGENCY WORKING GROUP ON TECH
TRANSFER MEETS MONTHLY TO DISCUSS ISSUES, EXCHANGE
IDEAS, NETWORK
• REPRESENTATIVES:
• DOC
• DOD
• EPA
• NASA
• NIH
• NIST
• USDA
• WITH PHASING OUT OF D.O.C. TECHNOLOGY ADMINISTRATION AND
LEADERSHIP ROLE OF WORKING GROUP, MEMBERS DEVELOPED A
CONTINUITY PLAN TO MAINTAIN THE NETWORK 17
18. FEDERAL LAB CONSORTIUM
• NATIONAL ORGANIZATION CHARTERED BY CONGRESS (FEDERAL
TECHNOLOGY TRANSFER ACT) TO FOSTER TECH TRANSFER FROM
FEDERAL LABS TO PRIVATE SECTOR, OTHER FEDERAL AGENCIES,
ACADEMIA, STATE/LOCAL GOVERNMENTS
– FLC MEMBERS PRIMARILY FEDERAL R&D TECH TRANSFER PROFESSIONALS
PARTICIPATING AS VOLUNTEERS
• ORGANIZED NATIONALLY INTO SIX REGIONS. FLC MID-ATLANTIC REGION:
– DELAWARE
– PENNSYLVANIA
– MARYLAND
– WASHINGTON D.C.
– VIRGINIA
– WEST VIRGINIA
• PLANNING TEAM TO FOSTER TECH TRANSFER IN MID-ATLANTIC REGION
– DOD/NAVY—Maryland, Virginia, Pennsylvania
– DOE—West Virginia
– NASA—Washington D.C.
– NIH--Maryland
– NIST-Maryland
18
– USDA-Maryland
20. WASHINGTON METRO PLANNING TEAM
• Center for Innovative Technology (C.I.T.)
• Fairfax VA Department of Economic Development
• Maryland Technology Development Corporation
(TEDCO)
• Montgomery County Economic Development (MONTCO)
• Rockville Economic Development Inc. (REDI)
• University of Maryland
• NASA
• NIH
20
21. EASTERN SHORE MARYLAND
PLANNING TEAM
• State of MD Department of Economic Development
• Maryland Technology Development Corp.
• Talbot County Economic Development
• Caroline County Technology Park
• Dorchester County Economic Development
• Worcester County Economic Development
• NASA
• NIH
• USDA
21
23. VIRGINIA PLANNING TEAM
• Virginia Economic Development Partnership
• Technology and Business Center, Department of Economic
Development, College of William and Mary
• Luna Innovation, Hampton, Virginia
• Technology Commercialization Center, Inc., Hampton, Virginia
• NASA
• NAVY
• (Other names/organizations in discussion)
23
24. EASTERN PENNSYLVANIA
PLANNING TEAM
• Wilkes University
• Ben Franklin Technology Partners
• Northeast Pennsylvania Alliance
• Great Valley Alliance
• NASA
• DOD/NAVY
• NIH
24
25. SPECIFIC REGION NETWORK
INITIATIVES UNDER CONSIDERATION
• Web-Based Information Exchanges
• “Transaction” Based Networking
– Forum linking specific, available technology presentations with networking
• Technology Briefings to Stakeholders:
– Corporate leaders
– State/Local Government
– University Management
• Business/Lab Open House
– Targeted technology forum, facility tour
• Young/New Career Professionals Forum
• Focus Groups
25
– Ongoing role to provide sounding board to initiatives/issues
27. NASA CENTERS AND PARTNERS
NASA Economic
Agency Mission Development
Other Agency Mission Jobs, Growth,
Quality of Life
Private Sector
University R&D Goals;
Sale of Goods,
Commercialize
Services
Technology
27
28. INTERAGENCY WORKING GROUP
Agency Mission
Agency Mission Agency Mission
Agency Mission Agency Mission
28
29. FLC/ECONOMIC DEVELOPMENT/ACADEMIA
FEDERAL LABS ADDRESSING
TECH TRANSFER OBJECTIVES
AND AGENCY MISSION(S)
ECONOMIC DEVELOPMENT
ORGANIZATIONS
PRIVATE SECTOR
REGION GROWTH,
SALE OF GOODS,
QUALITY OF LIFE, JOBS,
SERVICES
HOUSING,
ETC.
UNIVERSITY RESEARCH GOALS;
COMMERCIALIZING
UNIVERSITY TECHNOLOGY
29
30. CONCLUSION
• TEAMWORK IS INTEGRAL TO PARTNERSHIP FORMATION & DEVELOPMENT
• TEAMWORK
–BUILT ON A FOUNDATION OF MUTUAL NEEDS, RESOURCES TO INVEST, SHARED
VISION, RESPECT, AND COMMITMENT
–STRENGTHENED BY DIVERSITY OF PARTNER BACKGROUNDS
• PARTNERSHIPS ARE DYNAMIC, NOT STATIC
–SUSTAINED BY COMMITMENT OF MEMBERS OF THE TEAM AND TO THE CONTINUED
NEED FOR THE PARTNERSHIP
• PARTNERSHIPS FORGED IN TEAMWORK CAN BE STRONG, CREATIVE
RESOURCES FOR LEVERAGED EFFORTS TOWARDS MUTUAL GOALS
• TEAMWORK AND PARTNERSHIPS EXIST AND FLOURISH
–WITHIN NASA
–BETWEEN NASA AND OTHER AGENCIES
–BETWEEN NASA AND OTHER LEVELS OF GOVERNMENT, STATE/LOCAL
–BETWEEN NASA AND ACADEMIA
–BETWEEN NASA AND THE PRIVATE SECTOR
–AMONG ORGANIZATIONS SUCH AS THE FLC AND GOVERNMENT, ACADEMIA, AND
PRIVATE SECTORS
31. “Example is not the main thing
in influencing others, it is the only thing”
- Albert Schweitzer