The document discusses NASA's center-wide facilities planning process at Johnson Space Center over 3 years from 2007-2009. It outlines the objectives of conducting annual facilities reviews and assessments to capture facility data, usage requirements, and cost estimates. This information is stored in a database called JFReD to help analyze closeout candidates, gaps, and utilization trends to support strategic decision making. The approach evolved over the years to improve data validation, tracking of updates, and reporting/analysis capabilities. Continued integration with other facility data tools is needed to align strategic and tactical facility planning goals.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
This document provides an overview of NASA's Exploration Systems Development program, which is developing the Space Launch System (SLS), Orion Multi-Purpose Crew Vehicle (MPCV), and associated ground systems. It discusses the analysis of alternatives that was conducted to select these systems and an incremental approach to deliver beyond low Earth orbit exploration capabilities. Key decisions included validating Orion as the crew vehicle and selecting a heavy-lift launch vehicle concept using hydrogen and rocket propellant technologies.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
The document discusses the Business Operating Success Strategies (BOSS), a new initiative at Kennedy Space Center Launch Services Program to standardize and improve consistency in mission management. It provides an overview of BOSS, including its purpose to align activities with requirements and increase accountability. It outlines how compliance will be achieved through checklists and schedules. Responsibility for implementation and updates is assigned, and next steps are to obtain feedback and measure BOSS' effectiveness.
This document provides an overview of project scheduling from NASA's perspective. It discusses NASA's large, complex projects and the requirements for project scheduling. The presentation covers key project scheduling processes including activity definition, sequencing, duration estimating, schedule development, status accounting, and performance reporting. It provides examples and definitions for these processes. The goal is to give attendees a basic understanding of project scheduling as it relates to NASA projects.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
This document provides an overview of NASA's Exploration Systems Development program, which is developing the Space Launch System (SLS), Orion Multi-Purpose Crew Vehicle (MPCV), and associated ground systems. It discusses the analysis of alternatives that was conducted to select these systems and an incremental approach to deliver beyond low Earth orbit exploration capabilities. Key decisions included validating Orion as the crew vehicle and selecting a heavy-lift launch vehicle concept using hydrogen and rocket propellant technologies.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
The document discusses the Business Operating Success Strategies (BOSS), a new initiative at Kennedy Space Center Launch Services Program to standardize and improve consistency in mission management. It provides an overview of BOSS, including its purpose to align activities with requirements and increase accountability. It outlines how compliance will be achieved through checklists and schedules. Responsibility for implementation and updates is assigned, and next steps are to obtain feedback and measure BOSS' effectiveness.
This document provides an overview of project scheduling from NASA's perspective. It discusses NASA's large, complex projects and the requirements for project scheduling. The presentation covers key project scheduling processes including activity definition, sequencing, duration estimating, schedule development, status accounting, and performance reporting. It provides examples and definitions for these processes. The goal is to give attendees a basic understanding of project scheduling as it relates to NASA projects.
Project termination can occur for various reasons such as technical or financial failure, changes in needs or priorities, or budget constraints. When a project is terminated, it impacts individuals and the organization. A terminated project requires closure while minimizing trauma through open communication. Methods of project termination include removing resources, integrating the project, or squeezing the budget. Examples of terminated NASA projects include Apollo missions 18-20 and programs such as X-33 due to cost and technical issues.
The document provides an overview of the Global Precipitation Measurement (GPM) Project from a project management perspective. It discusses the GPM mission objectives of improving understanding of the global water cycle and precipitation forecasts. It describes the GPM observatory and spacecraft, including instruments and ground assets. It also summarizes the project management approach, including the use of an integrated master schedule, earned value management, and joint confidence level analysis to manage schedule and costs.
Kennedy Space Center faces the challenge of transforming its infrastructure and mission to support multiple public and private users as it transitions away from solely supporting NASA's space shuttle program; a collaborative federal and state partnership was formed to update KSC's master plan through stakeholder interviews, developing a shared vision and strategic framework, and enabling short-term wins to institutionalize new approaches. The process brought together NASA, Space Florida, the state of Florida, and AECOM to facilitate consensus building, finalizing the new master plan, and making the transformation a reality.
The Coast-to-Coast Ground and Mission Operations Systems Integration Group was formed in 2006 to provide horizontal and vertical integration across the Constellation Program. Since then, the group has undergone leadership changes and organizational transfers but has relied on virtual collaboration tools to effectively communicate and work together from different locations. This document discusses how the group uses tools like email, teleconferences, an online wiki site and virtual meetings to collaborate and achieve their goals in an integrated manner despite being geographically dispersed.
The document describes the Orion project's plans to streamline the Critical Design Review (CDR) process compared to the previous Preliminary Design Review (PDR). Key aspects of the streamlined CDR include dividing design documentation reviews into focused subgroups, improving the quality and efficiency of identifying and resolving issues through the review process, and reducing the overall number of participants. The goal is to make the CDR process more effective while reducing costs to about one-third of the PDR costs.
The document discusses upcoming changes to NASA's independent review policies and processes. Some of the key changes include standardizing terms of reference, implementing a 1-step or 2-step review timeline, updating required lifecycle products, revising review criteria and maturity tables, and changes to review team composition and decision memos. The changes aim to improve the effectiveness and efficiency of NASA's review processes.
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.
This document discusses EVMS certification and provides an overview of earned value management. It contains the following key points:
1) The objectives are to provide perspective on the EVMS certification challenge and identify areas of focus to position an organization for successful certification.
2) EVMS certification evaluates an organization's compliance with 32 ANSI guidelines across stakeholders, processes, baseline development, status and forecasting, metrics and reports, management, and corrective action.
3) Successful certification depends on having a documented EVMS that meets all guidelines, projects executing the documented system, and an adequate surveillance plan to ensure sustainability.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
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 DART mission was intended to demonstrate autonomous rendezvous technology. However, it faced significant cost overruns, schedule delays, and technical risks. At the critical design review, 300 problems were identified. NASA management then reclassified it as a lower-risk, higher-priority mission for commercial resupply. In light of the identified issues, NASA called for a risk review on proceeding. Key risks included limited engineering resources, late changes to key systems, and tight budgets. Groups discussed whether to proceed to the next design review or cancel the mission, weighing risks and potential mitigation strategies. The case study aimed to help managers make risk-informed decisions.
The document provides an overview of critical path method (CPM) scheduling presented at the First Annual NASA Project Management Conference. It includes a scheduling awareness quiz, types of schedules and networks, precedence diagramming methods, task durations, forward and backward passes to calculate early and late start/finish dates, and total float. The purpose is to introduce essential CPM scheduling concepts and techniques.
The Constellation Space Transportation Planning Office (CSTP) was established in 2008 to prepare NASA's Constellation Program for the operations and sustaining phase of the Ares I and Orion spacecraft's lifecycle. The CSTP works closely with the Constellation Program to address operability considerations in design and establish the future Constellation Space Transportation Program to manage production, launch, and recovery operations for Ares I/Orion missions to the International Space Station.
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
The document summarizes an NSC Audits and Assessments Workshop from September 2009-2010. It discusses the background and purpose of different types of NASA safety audits conducted by the NSC Audits and Assessments Office. The document analyzes audit findings from 2007-2010 and identifies potential systemic safety issues across multiple NASA centers, particularly in electrical safety, inspection records, and probabilistic risk assessment. Action plans were developed to address these issues and improve safety audit processes.
This document recommends an insight/oversight model for NASA's Commercial Crew Program. It suggests using technical expert engagement similar to other programs, with a focus on high-risk subsystems. The model includes discrete oversight at key decision points rather than continuous oversight. Insight teams would provide expertise and recommendations, while the Program Office makes oversight decisions.
This document summarizes the role and responsibilities of the Systems and Software Engineering Directorate within the Office of the Deputy Under Secretary of Defense for Acquisition and Technology. The Directorate provides independent technical advice and oversight to programs, establishes acquisition policy and guidance, and works to advance systems engineering practices. It sees opportunities to improve how programs apply systems engineering early in the acquisition lifecycle to better define requirements and manage risks.
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.
The document presents a strategy proposed by NASA's AR&D Community of Practice to address NASA's history of developing autonomous and automated rendezvous and docking (AR&D) capabilities for individual programs rather than taking an integrated agency approach. The strategy calls for developing an "AR&D Warehouse" - a library of reusable AR&D hardware and software components with standardized interfaces. This would provide 80% of the AR&D capability needed for future missions at much lower costs compared to current single-program approaches. The strategy argues that an integrated, evolutionary development approach coordinated across NASA centers is needed to realize the benefits of the Warehouse concept.
This document discusses key aspects of systems engineering that are important but often overlooked. It emphasizes that:
1) While there is no single formula for success, key ingredients include clear communication, leadership, planning, and rigorous verification processes.
2) Systems engineers require a variety of skills, including the ability to see the big picture, think creatively, hunt for problems, and maintain a constructive paranoia about potential failures.
3) Designing for faults and unexpected failures is essential, as complex systems can fail in unpredicted ways and tests can never reveal all risks. The goal should be designing for success by accounting for what could go wrong.
Laliberte,eric nasa pm challenge 2012 pm in changing global environmentNASAPMC
This document discusses managing space projects in a changing global environment. It notes that the economy and number of partners have changed, impacting partnerships which now involve more partners and interests. This leads to more technically complex interfaces and increased delivery risks due to interdependencies. The challenges of space projects remain, but relationships are more crucial as new challenges and complexity have increased across processes, culture, contracts, and politics.
This document provides an overview of government contract quality assurance for NASA projects. It discusses establishing requirements and assuring compliance, as well as risk categorization and the scope of quality assurance based on risk level. For high-risk acquisitions, it describes elements of a Project Quality Assurance Surveillance Plan including document review, product assurance, quality system evaluation, and more. It also covers topics like mandatory inspection points, third party certification, and templates for letters of delegation. The overall purpose is to ensure NASA missions and personnel safety by mitigating risks associated with noncompliance to requirements.
Project termination can occur for various reasons such as technical or financial failure, changes in needs or priorities, or budget constraints. When a project is terminated, it impacts individuals and the organization. A terminated project requires closure while minimizing trauma through open communication. Methods of project termination include removing resources, integrating the project, or squeezing the budget. Examples of terminated NASA projects include Apollo missions 18-20 and programs such as X-33 due to cost and technical issues.
The document provides an overview of the Global Precipitation Measurement (GPM) Project from a project management perspective. It discusses the GPM mission objectives of improving understanding of the global water cycle and precipitation forecasts. It describes the GPM observatory and spacecraft, including instruments and ground assets. It also summarizes the project management approach, including the use of an integrated master schedule, earned value management, and joint confidence level analysis to manage schedule and costs.
Kennedy Space Center faces the challenge of transforming its infrastructure and mission to support multiple public and private users as it transitions away from solely supporting NASA's space shuttle program; a collaborative federal and state partnership was formed to update KSC's master plan through stakeholder interviews, developing a shared vision and strategic framework, and enabling short-term wins to institutionalize new approaches. The process brought together NASA, Space Florida, the state of Florida, and AECOM to facilitate consensus building, finalizing the new master plan, and making the transformation a reality.
The Coast-to-Coast Ground and Mission Operations Systems Integration Group was formed in 2006 to provide horizontal and vertical integration across the Constellation Program. Since then, the group has undergone leadership changes and organizational transfers but has relied on virtual collaboration tools to effectively communicate and work together from different locations. This document discusses how the group uses tools like email, teleconferences, an online wiki site and virtual meetings to collaborate and achieve their goals in an integrated manner despite being geographically dispersed.
The document describes the Orion project's plans to streamline the Critical Design Review (CDR) process compared to the previous Preliminary Design Review (PDR). Key aspects of the streamlined CDR include dividing design documentation reviews into focused subgroups, improving the quality and efficiency of identifying and resolving issues through the review process, and reducing the overall number of participants. The goal is to make the CDR process more effective while reducing costs to about one-third of the PDR costs.
The document discusses upcoming changes to NASA's independent review policies and processes. Some of the key changes include standardizing terms of reference, implementing a 1-step or 2-step review timeline, updating required lifecycle products, revising review criteria and maturity tables, and changes to review team composition and decision memos. The changes aim to improve the effectiveness and efficiency of NASA's review processes.
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.
This document discusses EVMS certification and provides an overview of earned value management. It contains the following key points:
1) The objectives are to provide perspective on the EVMS certification challenge and identify areas of focus to position an organization for successful certification.
2) EVMS certification evaluates an organization's compliance with 32 ANSI guidelines across stakeholders, processes, baseline development, status and forecasting, metrics and reports, management, and corrective action.
3) Successful certification depends on having a documented EVMS that meets all guidelines, projects executing the documented system, and an adequate surveillance plan to ensure sustainability.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
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 DART mission was intended to demonstrate autonomous rendezvous technology. However, it faced significant cost overruns, schedule delays, and technical risks. At the critical design review, 300 problems were identified. NASA management then reclassified it as a lower-risk, higher-priority mission for commercial resupply. In light of the identified issues, NASA called for a risk review on proceeding. Key risks included limited engineering resources, late changes to key systems, and tight budgets. Groups discussed whether to proceed to the next design review or cancel the mission, weighing risks and potential mitigation strategies. The case study aimed to help managers make risk-informed decisions.
The document provides an overview of critical path method (CPM) scheduling presented at the First Annual NASA Project Management Conference. It includes a scheduling awareness quiz, types of schedules and networks, precedence diagramming methods, task durations, forward and backward passes to calculate early and late start/finish dates, and total float. The purpose is to introduce essential CPM scheduling concepts and techniques.
The Constellation Space Transportation Planning Office (CSTP) was established in 2008 to prepare NASA's Constellation Program for the operations and sustaining phase of the Ares I and Orion spacecraft's lifecycle. The CSTP works closely with the Constellation Program to address operability considerations in design and establish the future Constellation Space Transportation Program to manage production, launch, and recovery operations for Ares I/Orion missions to the International Space Station.
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
The document summarizes an NSC Audits and Assessments Workshop from September 2009-2010. It discusses the background and purpose of different types of NASA safety audits conducted by the NSC Audits and Assessments Office. The document analyzes audit findings from 2007-2010 and identifies potential systemic safety issues across multiple NASA centers, particularly in electrical safety, inspection records, and probabilistic risk assessment. Action plans were developed to address these issues and improve safety audit processes.
This document recommends an insight/oversight model for NASA's Commercial Crew Program. It suggests using technical expert engagement similar to other programs, with a focus on high-risk subsystems. The model includes discrete oversight at key decision points rather than continuous oversight. Insight teams would provide expertise and recommendations, while the Program Office makes oversight decisions.
This document summarizes the role and responsibilities of the Systems and Software Engineering Directorate within the Office of the Deputy Under Secretary of Defense for Acquisition and Technology. The Directorate provides independent technical advice and oversight to programs, establishes acquisition policy and guidance, and works to advance systems engineering practices. It sees opportunities to improve how programs apply systems engineering early in the acquisition lifecycle to better define requirements and manage risks.
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.
The document presents a strategy proposed by NASA's AR&D Community of Practice to address NASA's history of developing autonomous and automated rendezvous and docking (AR&D) capabilities for individual programs rather than taking an integrated agency approach. The strategy calls for developing an "AR&D Warehouse" - a library of reusable AR&D hardware and software components with standardized interfaces. This would provide 80% of the AR&D capability needed for future missions at much lower costs compared to current single-program approaches. The strategy argues that an integrated, evolutionary development approach coordinated across NASA centers is needed to realize the benefits of the Warehouse concept.
This document discusses key aspects of systems engineering that are important but often overlooked. It emphasizes that:
1) While there is no single formula for success, key ingredients include clear communication, leadership, planning, and rigorous verification processes.
2) Systems engineers require a variety of skills, including the ability to see the big picture, think creatively, hunt for problems, and maintain a constructive paranoia about potential failures.
3) Designing for faults and unexpected failures is essential, as complex systems can fail in unpredicted ways and tests can never reveal all risks. The goal should be designing for success by accounting for what could go wrong.
Laliberte,eric nasa pm challenge 2012 pm in changing global environmentNASAPMC
This document discusses managing space projects in a changing global environment. It notes that the economy and number of partners have changed, impacting partnerships which now involve more partners and interests. This leads to more technically complex interfaces and increased delivery risks due to interdependencies. The challenges of space projects remain, but relationships are more crucial as new challenges and complexity have increased across processes, culture, contracts, and politics.
This document provides an overview of government contract quality assurance for NASA projects. It discusses establishing requirements and assuring compliance, as well as risk categorization and the scope of quality assurance based on risk level. For high-risk acquisitions, it describes elements of a Project Quality Assurance Surveillance Plan including document review, product assurance, quality system evaluation, and more. It also covers topics like mandatory inspection points, third party certification, and templates for letters of delegation. The overall purpose is to ensure NASA missions and personnel safety by mitigating risks associated with noncompliance to requirements.
The document discusses common pitfalls in popular risk analysis methodologies. It identifies mistakes in risk identification and quantification, such as characterizing risks as continuous when they are discrete, or vice versa. It also discusses errors in modeling below-the-line risks, combining triangular distributions, and misunderstanding the meaning of "confidence" in estimates. The document aims to explain these issues and their potential effects on misleading management with inaccurate risk analyses.
The document summarizes the evolution of the Systems Engineering and Integration (SE&I) organization for the Ares I-X flight test mission. It establishes Marshall Smith as the SE&I Chief and Barry Bryant as the Deputy SE&I Chief. The SE&I organization has expanded to incorporate more personnel from ground operations and systems due to the increased scope of the project. It utilizes integrated design and analysis teams to address issues across interfaces and systems.
The document discusses schedule assessment and risk analysis. It provides an overview of how schedule risk analysis identifies potential risks and their impacts. It then examines strengths, issues, and opportunities in schedule management based on IPAO's analyses of many NASA programs and projects. Specific issues identified include schedule problems being very common. It provides recommendations for improving practices around schedule health checks, analysis, risk analysis, and other best practices.
The document summarizes a presentation about NASA's Johnson Space Center's (JSC) approach to integrating facilities planning information across the center. It describes how JSC developed a Facilities Review Database (JFReD) to capture and assess facility usage and cost data over multiple years. JFReD integrates with JSC's Geographic Information System to allow visualization of facility locations and utilization profiles. It also incorporates capabilities assessment information to support strategic planning for facilities and technical capabilities.
This document provides information on Seattle's 2009-2010 Revised Real Estate Excise Tax (REET) Allocation Proposal from April 13, 2009. It summarizes the city's Capital Improvement Program (CIP) and budgets. It shows how CIP funding is allocated across city departments and projects. It also outlines revisions to the REET budget due to lower than expected REET revenues, including cuts and delays to several fire station projects.
Your Role as a Control Account Manager in the Integrated Baseline Review (IBR)Glen Alleman
The IBR is a joint assessment of the Performance Measurement Baseline (PMB) conducted by the government program manager and the contractor. The IBR is not a one-time event. It is a process, and the plan should be continually evaluated as changes to the baseline are made (modifications, restructuring, etc.).
JP Morgan Data Center Technology Town Hall 2008John Napier
This document provides an agenda for a Data Center Technologies Townhall meeting on January 30th, 2008. The agenda includes presentations on the 2008 DCT game plan, data center operations, enterprise computing services, regional management for EMEA, architecture/infrastructure technology management, business management/risk and resiliency, and promotions and appointments. Time is allotted for questions and answers at the end.
The document discusses challenges faced in re-engineering the Mission Operations Directorate's (MOD) Flight Production Process (FPP). Key challenges include: 1) Building support for adopting Model Based Systems Engineering (MBSE) and Enterprise Architecture (EA) methodologies, 2) Resource limitations, 3) Maintaining management support, and 4) Establishing tools for MBSE and EA development. The FPP must be redesigned as an integrated system to address issues like duplication, data errors, and lack of interoperability between its separate processes for Space Shuttle and ISS programs.
Best Practices in the Indian Servicing SectorUNEP OzonAction
The document discusses best practices in the Indian servicing sector for refrigeration and air conditioning. It summarizes projects conducted from 2001-2010 to phase out ozone depleting substances in India. Over 20,000 technicians were trained on good servicing practices including the use of hydrocarbon refrigerants as an alternative to CFCs for retrofitting mobile air conditioning systems. Guidelines and training materials were developed and disseminated to promote proper servicing techniques and the adoption of environmentally friendly refrigerants.
The document discusses several Navy Enlisted Classification (NEC) mergers and reviews:
1. The ITS rating proposal combines submarine network and computer administrators.
2. The AW rating consolidation merged seven maintenance ratings into five new ratings which were further consolidated at E-9.
3. The PC/SK to LS merger outlines conversion timelines and training for postal clerks transitioning to the new logistics specialist rating.
4. Periodic reviews of previous mergers are scheduled between 2009-2011 for ratings like YN/CTA and AW.
The document discusses Imperial College Consultants' role in managing projects funded by the European Union's FP7 framework. ICON acts as a consortium manager, coordinating non-research activities like budgeting, reporting, dissemination, and intellectual property planning. As the manager, ICON recruits staff, organizes meetings, communicates between partners, handles finances, and sets up websites and document sharing systems. The document outlines ICON's involvement from the proposal through execution phases of FP7 projects and notes some best practices and lessons learned for effective consortium management.
State Of It At Shu Presentation Final 20110210landrst
The document provides an overview of IT at Seton Hall University. It summarizes that the IT department has virtualized the data center, upgraded bandwidth and wireless connectivity on campus, and uses Microsoft Active Directory and Exchange. It also discusses administrative systems like Banner and learning tools. The document notes budget cuts to IT and recommendations from Huron Consulting to reduce costs through training, fewer modifications, and executive oversight. It closes by inviting participation in the Teaching Learning and Technology Roundtable to help address IT challenges.
The document summarizes the operational transformation of an IT organization facing financial distress over 5 phases from 2009 to 2011. Key steps included ITSM training, capacity and availability reporting, resource planning, reorganizing around ITSM principles, launching an integrated ITSM suite, and establishing a network operations center. Results included moving to the top 10% on benchmarks, increasing customer satisfaction by 16%, and reducing SLA exceptions by 77%.
The document discusses the Mine Resistant Ambush Protected (MRAP) Vehicle Program. It provides an overview of the program including that over 27,000 vehicles were procured in less than 3 years and over 23,000 were fielded to warfighters. It also discusses the large budget of over $47 billion and transition plans for the program to transition from a joint program office to management by individual military services.
The document summarizes updates from the LTC including:
- A three-legged stool approach to e-portfolios that involves learning, assessment, and technology units. 12 projects were awarded grants to pilot e-portfolios.
- i>clicker will be rolled out campus-wide in the fall semester as the new classroom response system. It allows for ease of use, integration with Sakai, and support for web-enabled devices.
- The LTC continues searching for the best web conferencing solution to replace Dimdim. Options like Wimba, Elluminate, and free tools are being considered.
- A new mobile portal launched at m.udel.edu to improve the mobile experience for
The document outlines the timeline and process for establishing an Integrated Incident Management Centre (IIMC) in Cape Town:
- The idea for the IIMC was proposed in 2004, with approval from Council in May 2008 and a professional team appointed in June 2008 to begin preliminary design.
- Construction began in December 2008 and was completed in May 2010, within an 11-month period. The IIMC became fully operational in time for the 2010 FIFA World Cup.
- The IIMC brings together various transport operations and law enforcement agencies in Cape Town to facilitate coordinated management of traffic incidents and emergencies.
GeoKettle, GeoMondrian et Spatialytics : une suite open source de GeoBIACSG Section Montréal
Avec la disponibilité croissante de données très diverses, géospatiales ou non, liés aux efforts et argents investis dans la collection et mise en place de nombreux référentiels ou bases de données tant dans les entreprises que dans les institutions gouvernementales, se fait jour le besoin de plus en plus important et pressant de croiser ces différentes sources de données afin d'appuyer la prise de décision et ceci dans des domaines très variés : banque, assurance, environnement, infrastructures, santé, changements climatiques, ... Les technologies de Business Intelligence (Intelligence d'affaires) permettent le croisement de telles masses de données et leur exploration interactive et rapide afin de dégager des tendances ou mettre en lumière différents phénomènes et ainsi prendre en pleine connaissance de cause des décisions éclairées afin de contrer les effets, corriger ou améliorer la situation observée. La pile logicielle open source disponible et supportée à Spatialytics.org a été développée par l’équipe de recherche GeoSOA mené par le Dr. Thierry Badard de l’Université Laval. La suite Geo-BI est constituée de GeoKettle (un outil ETL spatial), GeoMondrian (un serveur Spatial OLAP ou SOLAP) et SOLAPLayers (un composant cartographique permettant la navigation dans les cubes de données géo-décisionnelles) et permet la pleine prise en compte de la composante spatiale dans l'analyse de ces grandes masses d'information. Il devient ainsi possible d'observer certaines tendances, et ceci à différents niveaux de détails et différentes époques, par le biais de cartes qui viennent s'ajouter aux moyens usuels de représentation des données de synthèse que sont les tableaux croisés et les graphiques dans les outils décisionnels (tableau de bord, outil de reporting, ...). L'estimation de la répartition spatiale de tels ou tels phénomènes ou de son évolution spatiotemporelle est rendue possible et facile. Cette présentation se veut donc une vitrine technologique dans laquelle seront présentés les différents outils géo-décisionnels disponibles à Spatialytics.org , des exemples et démonstrations permettront d'en comprendre le fonctionnement, la portée et pertinence.
The document summarizes the latest activities around 4G standardization. It discusses how 3GPP is working on LTE Advanced as the main 4G candidate technology within Release 10. Key points include 3GPP submitting LTE Advanced to ITU as the 4G candidate, outlining the standardization timeline, and the enhancements expected as part of LTE Advanced such as carrier aggregation to achieve higher data rates. It also discusses the roles of ETSI, IEEE and other standards bodies in 4G standardization and evaluation.
This document discusses several gaps between government and industry practices in Taiwan related to systems engineering, as well as gaps between Taiwan's systems engineering industry and international standards. It identifies issues such as a lack of standardization in work breakdown structures and organization breakdown structures, resulting in risks of misaligned costs. It also notes gaps in formal review mechanisms and documentation standardization that can lead to never-ending review comments and interface issues. Examples of common misunderstandings of systems engineering concepts by industry, government, academia and research in Taiwan are also provided.
Satellite Applications Catapult Centre OverviewA. Rocketeer
The document proposes establishing a Satellite Applications Catapult Centre to drive innovation in satellite technology and applications. Satellites can provide global communications, broadcasting, positioning and observation. The centre would provide end-to-end capabilities to help ideas commercialize, link existing space companies with new players, and prototype new applications like mobile communications and environmental monitoring to generate economic growth. It recommends establishing the centre to help overcome challenges of commercializing research and industrializing innovations in satellite technologies.
The document describes an Electronic Network Environment (ENE) application that facilitates integrated cost management on projects. The ENE allows:
1) Electronic transmission of Contract Performance Reports (CPRs) from contractors to project managers.
2) Population of Cost Analysis Data Requirement (CADRe) parts via "docking and collaboration pages".
3) Sharing of cost data between CPRs and CADRes.
4) Building a historical database of project CPRs and CADRes for analysis.
The document is an enforcement action log for an education, police, and justice organization that monitors 10 ongoing cases. It summarizes the key details of each case, including the date, relevant act or exemption cited, current status or action taken, and any issues encountered. The cases involve requests for information where warnings, guidance, or pre-enforcement letters have been issued due to delays, lengthy response times, or other potential non-compliance with information laws. Monitoring of each case is ongoing.
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.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
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!
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
CAKE: Sharing Slices of Confidential Data on BlockchainClaudio Di Ciccio
Presented at the CAiSE 2024 Forum, Intelligent Information Systems, June 6th, Limassol, Cyprus.
Synopsis: Cooperative information systems typically involve various entities in a collaborative process within a distributed environment. Blockchain technology offers a mechanism for automating such processes, even when only partial trust exists among participants. The data stored on the blockchain is replicated across all nodes in the network, ensuring accessibility to all participants. While this aspect facilitates traceability, integrity, and persistence, it poses challenges for adopting public blockchains in enterprise settings due to confidentiality issues. In this paper, we present a software tool named Control Access via Key Encryption (CAKE), designed to ensure data confidentiality in scenarios involving public blockchains. After outlining its core components and functionalities, we showcase the application of CAKE in the context of a real-world cyber-security project within the logistics domain.
Paper: https://doi.org/10.1007/978-3-031-61000-4_16
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
1. Center-wide Facilities Planning:
Tools and Best Practices
NASA Project Management Challenge 2010
February 9-10, 2010
Track: Facilities
Presenters:
Lovely Krishen, Ph.D., Lead Risk Analyst-Transition Team Lead
Futron Corporation
Perri E. Fox, Transition Manager
NASA-Johnson Space Center
Used with permission
2. Outline
• Introduction
• NASA-JSC Center-wide Facilities Review
Objectives
• Facilities Assessment Approach
– Fiscal Year 2007
– Fiscal Year 2008
– Fiscal Year 2009
• Facilities Information Management Approach
– Information Capture Requirements
– JSC Facilities Review Database (JFReD)
– Reporting and Metrics
• Next Steps
• Summary
• Backup Slides
February 9, 2010 2
3. Introduction
• With the transition and retirement of
Space Shuttle Program, NASA-
Johnson Space Center Transition
Management office initiated an ongoing
center-wide facilities review and
planning effort
• A Transition-driven effort that assists
Center and Agency strategic planning
for facility utilization, resources, and
budgeting
• Pre-decisional data capture initiated
and updated over 3 years and going…
February 9, 2010 3
4. Definition of a Facility
• Though primarily focused on real property, a
facility represents a significant (or core)
capability or asset and becomes a factor in
the overall center “supply” that meets the
“demand” of mission, program, or project
requirements
• Includes labs, aircraft, test stands,
specialized equipment, storage areas,
mission operations/planning areas or entire
buildings
• Does not include office space or other
personnel support areas (break rooms,
general conference rooms, restrooms,
equipment closets, etc.)
February 9, 2010 4
5. Facilities Review Objectives
• From Fiscal Year 2007 onwards, JSC Transition
Integration Panel activities conducted a yearly
Facilities Review and Assessment with the following
objectives:
– Capturing comprehensive facility listing, description and
baseline cost estimates for Programs, Center and Agency
planning purposes
– Assessing budget associated with closeout, gaps and
utilization of the facilities (Workforce and Dollars) tied to
Core Capabilities
• Over a 5-7-year transition-related planning and decision
implementation horizon
– Linking utilization of buildings/facilities for overall Center
Master Planning effort
– Supporting Center Director-level risk-based decisions
regarding current facilities close-outs, consolidations, gap
funding, refurbishment, maintenance, mothballing, and
demolition
February 9, 2010 5
6. Timeline of Facilities Review
FY2007 FY2008 FY2009
1008: 0809: FY09
0608-0908: FY09 JFReD Users
10/06-12/06: Exploration JFReD Forum
JSC Transition Requirements Users 0909-present: New
Integration for Institutional Forum JFReD Release;
Panel (JTIP) Capabilities Center Demo;
Facilities Study 0908: Phase II Data
(ERIC) Phase I
Team Kickoff FY08 0409: HSF Capture; FY09
0208: PPBE-10 mapping
under SSP Facilities Capabilities Baseline; ERIC-
Kick-off and JICB Baseline Forum JFReD updates
03/07: JTIP Preliminary 0309:
Facilities Review Assessment 0308: Phase II PPBE-11
Released/ Report Facilities Data Kickoff
Reported to Joint Capture and 1208-0109: and JICB
Integration Control Validation ERIC Phase Report 0609-0709:
0608:
Board (JICB) II Technical PPBE-11,
PPBE-10
Interchange Space
Updated
04/07: JSC Meeting Utilization
Report
Transition 0408: Human (TIM) and TIM
0209: JFReD
Management Spaceflight Facilities Training and
and Facilities Capabilities Mapping JSC
Review moved Forum Report
Facilities
to Center 12/07-1/08: iJICB Phase I Data
Director’s office report, Phase I Capture
Facilities Data
capture and
validation
10/07-11/07:
JFReD
Requirements
06/07-09/07:JSC refined, FY07
Facilities Review data imported,
Database (JFReD) and training
Developed with JTIP users
February 9, 2010 6
7. Fiscal Year 2007: JSC Facilities
Assessment Approach
• JSC Transition Integration (TI) Manager formed splinter team
to develop and update a JSC Facilities list
– Data was provided by the Center Operations Directorate at JSC
– Starting point was the Mission Dependency Index (MDI)
facilities from the Real Property Inventory (RPI)
– Listing by Facility “owners” - the Institutional Directorate Line
Organizations (DLOs)
• Assessed current and future Usage requirements over a 5-
year timeline by Shuttle Program, ISS, and Constellation
Program
• Based on lapse in usage requirements, analyzed potential
closeout candidates and facilities with gaps in usage
• Captured in a master Excel™ spreadsheet with pivot tables
for limited reporting capability
• JSC TI Manager conducted individual facilities usage
discussions with funding programs, DLO facilities owners,
and COD facility planners to elevate to Agency levels
February 9, 2010 7
8. FY07 Assessment: Identified Improvements
• Facilities Planning and Decision path needed more input from
Center Operations (Facilities Utilization and Capital
Improvement Planning) as well as Center Management
• Capture Last Need Dates for Shuttle and First Need dates for
Constellation
• Assess additional decision-making factors:
– Facility-associated human capital levels
– Maintenance and operations (M&O) costs for the facilities
(Center as well as DLO estimates),
– Cost estimates of mothballing, closeout, transfer, or
consolidation
– Potential environmental, historical, and property disposition
impacts for those facilities with lack of usage requirements
• Track, manage and report facility assessment information
with better capability than limited spreadsheet
• Tie facility assessment data into annual PPBE cost estimating
process and Human Spaceflight Capability gap assessments
February 9, 2010 8
9. Fiscal Year 2008: JSC Facilities
Assessment Approach
• Conducted Facilities assessment in 2 phases
– Phase I for Facility data listing, Usage levels, Last need dates and
First need dates
– Phase II for M&O costs and close-out impacts (Property,
Environmental, Historical) and assessing whether facility is part of
Agency core capability
• Additional decision data captured and validation performed
– Usage levels (percentage range) assessed for each facility over a
7-year transition-related planning horizon
– Facility-associated Full-time equivalents (FTEs-civil servants) and
Work-year equivalents (WYEs-contractors) workforce estimates
captured
– ISS, SSP, and CxP funding programs reviewed DLO inputs and
concurred or offered updates
• Transition Manager function part of Center Director’s staff
– Analysis reports/trends vetted through the Center Director
February 9, 2010 9
10. Fiscal Year 2008: JSC Facilities
Assessment Approach - continued
• Established the JSC Facilities Review Database (JFReD) to archive and
manage facilities planning information
– Trained and stood up a User Group to capture, integrate and validate
facilities data content for DLO Facility owners and Program Facility funding
organizations
– Users Forum implemented a yearly survey, shared lessons learned, and
provided new requirements based on process and software improvements
– Special JFReD release provided configuration management of data and
tracking and data mining capability
• Produced analysis and updates for JICB, HSF Capabilities Forum,
PPBE-10, and Government Accountability Office (GAO) reporting
– Data milestones established at many of these time points to track changes
within and between fiscal years
• Analysis of Closeout candidates, Gaps, and utilization (over- or under-
utilized) profiles provided
– “At-risk” facilities identified (those with requirements lapses as identified core
capabilities)
• First true baselined facilities listing for JSC
– Agency pathfinder for assessing facilities and preparing decision-ready
reports and analysis
February 9, 2010 10
11. FY08 Assessment: Identified Improvements
• Track and capture Facility listing updates with increased accuracy
– Provide rationale for deleting facilities from the baselined record
– Send email alerts to facility users and stakeholders for changes in facility
data
– Provide a DB parent-child relationship to allow facility owners to track
major plus support facilities covered by a single budget line item
• Simplify cost data capture and tie to FTE/WYE associated with the
facilities
– Validate Center M&O (“running the city costs”) first – then add on estimate
for DLO-based M&O costs
• Reference JSC Risks associated with transitioning facilities
• Find areas of commonality in updating ERIC and JFReD facility listing
data
• Provide automated mining and metrics reporting functions
• Incorporate Constellation Projects as facility users/Funding
organizations
February 9, 2010 11
12. Fiscal Year 2009: JSC Facilities
Assessment Approach
• Focused on refining and tracking baselined Facilities listing
– Phase I complete
• Total Facilities Listing and Details updated
• DLO Facility Usage Data Captured
• Constellation First Need Dates (FNDs) by CxP Projects
• Funding/Managing Programs Facility Usage Validation
– Phase II – Slightly Changed Approach from FY08
• Focus on more accurate CM&O cost estimates
• Focus on per-facility estimated FTE and WYE data and associated total operating
costs
• Analysis of FY09 Costs and Resource Trends
• Conducted preliminary ERIC-to-JFReD facilities mapping and found
inconsistencies
• Released Parent-child functionality to help track cost groupings and
configuration management functionality (email alerts, admin
updates,etc.)
• Released Metrics charts functionality to automate data mining,
completion metrics, and create tailored trending charts
February 9, 2010 12
13. FY09 Assessment: Identified Improvements
• Track and report facilities status
– Moving from candidate for closeout and gap to actual disposition (facility
mothballed, inactive, closed, transferred, etc.)
• Identify facility type by technical or non-technical function to allow for
capabilities tracking
– Laboratory, test stand, storage, operational support, etc.
• Add functionality to group facilities by technical capability
– Associated facilities allow for tracking groups of facilities that comprise a
core technical or support capability that the Center may then “offer” the
programs
• Integrate update and linkages to Facility inventory listings, locator
software, ERIC, and other facility data listings
– Allow for direct data field or spreadsheet-based automated data updates in
JFReD
• Work with JSC Risk manager to help mitigate identified risks
associated with transitioning or dispositioned facilities
• Link to property listing within transitioning facilities
• Facilitate discussions to resolve discrepancies between DLO and
Program facility requirements.
February 9, 2010 13
14. Facilities Information Management
Approach
• Center-wide Facilities data integration requires the
following:
– Updated and web-based centralized inputs instantly
available to multiple users across sites/centers
– Analysis and decision/metrics packages available to users
at several levels: Level III (Resident Projects, Division),
Level II (Resident Programs, DLO/Transition
Manager/Center Director), and Level I (Headquarters
Transition functions)
– Ability to archive data, capture trends, and track
decisions/actions within a given Fiscal year or over a multi-
Fiscal year time period
– Multiple sorting, filtering, and specialized view options
– Field-specific edit/lock capabilities (tied to user status)
– Data captured in easily identified and validated fields
– Automated and tailored reporting features (analyses and
metrics products)
February 9, 2010 14
15. JFReD Description and Capability
•The JSC Facilities Review Database (JFReD) is…
– A user-interface, web-based application with advanced data archiving and
reporting capabilities that helps synthesize integrated analysis and
decision/metrics reports for the JSC Transition Manager and Center
Management
•Established User Group with JSC and Headquarters members
•Tracks/assesses Facilities Usage requirements and associated
Resource profiles over a multi-year timeframe with pre-decisional inputs
from
– Managing DLO Facility owners
– Funding Programs
– Center Operations – infrastructure planning
•Evolving to integrate with other Facility data capture exercises:
– At JSC: Geospatial/GIS; Engineering website
– Agency: Exploration Requirements for Institutional Capabilities (ERIC)
application; Major Facilities Inventory
•Provider of Best Practices and Lessons Learned in information
management of infrastructure planning and disposition
February 9, 2010
37. Summary Best Practices
• Center-wide Facilities Planning requires flexible approach to facility usage
and cost capture
– Changing Program requirements will drive usage levels and institutional
facilities decisions – keep it fluid
• Continue mapping facilities to Center-wide major Strategic capabilities and
associated funding profiles
• Integrate Facility data capture tools at the Center level to keep strategic
planning and tactical implementation goals aligned
• Maintain accurate and traceable facilities listing and strict configuration
control procedures
• Provide avenues to import data content for those organizations that do not
have regular User participation
• Leverage PPBE yearly cost exercises in validating and updating data
content
• Engage User groups/Data content owners in tool and process upgrades
on a regular basis
• Collaborate closely with Agency Facilities Planning entities and experts to
standardize terminology, requirements, and IT integration practices
• Think risk and risk mitigation – cross-data capture in risk and knowledge
management data repositories is vital to minimizing loss of NASA’s
valuable skills, assets, and knowledge
February 9, 2010
38. Next Steps
• JFReD tool and JSC Facilities Review process
versatile enough for assessing the following future
initiatives:
– Management of Center-owned risks and cost threats for
mitigation planning/resource allocation
– Facilities funding approaches such as “buy-by-the-yard”
– Center-level or major facilities/capability level scalability
issues
– Facility-based Inter-Task Agreements (ITAs)
– Per-facility Center Property, Records, and Software
disposition metrics (including ITAR/Export Control,
Environmental, and Core Capability/Human Capital issues)
– JSC Facilities potential new funding “customers” (ESMD,
ETDP, SCAP,TCWG, Non-NASA government, or non-
government)
– Long-term Center resources planning (JSC Advanced
Planning, Center Operations 2025 planning, Knowledge
and skills preservation, etc.)
February 9, 2010 38
39. Wrap-up
•Upcoming Cost and Technical Capabilities Grouping Assessment
•Continued Effort to ensure connectivity with Center Facilities
Utilization, Facility inventory lists, Facility locator application
(GIS), and Risk databases
•Suggested demos and TIMs with Headquarters to discuss
standardizing infrastructure data management requirements and
promoting connectivity among facility and capability assessments
Though initially developed to assess potential
gaps and closeouts from transitioning facilities,
JFReD has become a versatile infrastructure
decision management application - ready to
incorporate data from other sources as well as
prepare presentation-ready analysis and
status/metrics reports
February 9, 2010