The document discusses using the National Advisory Committee for Aeronautics (NACA) approach to stimulate commercial spaceflight capabilities and achieve low-cost access to space. The NACA approach involved partnering with multiple government agencies and industry to broadly stimulate the aeronautics industry rather than picking specific winners. This open innovation model is proposed as an alternative to previous centrally-planned programs that aimed for the same goals but ultimately failed. The document argues the NACA approach successfully built a world-leading aeronautics industry in the U.S. in the early 20th century and could do the same now for commercial spaceflight.
The document discusses turbulence and changes within NASA's Aeronautics Research Mission Directorate (ARMD). It describes how ARMD was restructured with new leadership and a governance model that shifted power from individual centers to program managers. This caused confusion and power struggles as roles changed. It also notes the large size of certain projects within ARMD and complexity factors that programs now had to manage more closely. Overall the changes introduced turbulence as processes mutated and centers adapted to reduced roles with new program needs.
The document discusses the importance of collaboration for NASA's Program/Project Management Development (PPMD) program. It provides examples of how PPMD incorporated collaboration, including having participants from 5 NASA centers and input from over 50 organizations. Collaboration allowed for networking, learning from different perspectives, and relationship building. The document also profiles one PPMD participant, Anita Liang, and how her experience with mentoring and a work assignment through PPMD helped her transition from aeronautics to a leadership role in space flight.
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 and resources. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge bases like the NASA Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, disciplines, and knowledge repositories.
This document provides an overview of the United Launch Alliance (ULA) transition and the challenges faced by the Launch Services Program in overseeing the transition. It discusses the ULA transition management approach, key projects in the transition like business operations and production, and risk mitigation efforts. Some of the challenges highlighted include managing requirements from multiple sources, the complexity of the transition due to legal, procurement and technical factors, and ensuring skills retention. It concludes with the top 10 risk management lessons learned, emphasizing communication, collaboration, understanding changes, and maintaining focus on NASA's interests and mission success.
Gwyn E. Smith is an employee at NASA's Johnson Space Center in Houston, Texas. She has worked there for over 20 years in various engineering and management roles related to space shuttle and International Space Station operations. This document provides her contact information for professional purposes.
This document provides an overview of implementing an Earned Value Management (EVM) system for the Constellation Program. It discusses the program overview, EVM implementation process, Integrated Baseline Reviews (IBRs), and the path forward. Key aspects covered include defining EVM requirements, establishing organizational roles and responsibilities, developing documentation and tools, conducting IBRs for projects, and ongoing monitoring to ensure the EVM system provides useful performance data for management. The overall goal is to fully integrate EVM into the program's processes to facilitate cost and schedule oversight.
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.
Operations control centers are evolving from dedicated missions to support multiple missions and customers more efficiently. Control center management struggles to accurately model resource requirements and costs for providing mission services. A proposed solution is a mission resource/capability analyzer tool that uses a visual interface in Excel to estimate costs across different operational scenarios, identify resource shortfalls, and support budget planning through what-if analyses of resource usage and funding. The tool would build off a previous budget analysis tool by allowing automated selection of predefined common service characteristics and expansion to detailed monthly resource needs.
The document discusses turbulence and changes within NASA's Aeronautics Research Mission Directorate (ARMD). It describes how ARMD was restructured with new leadership and a governance model that shifted power from individual centers to program managers. This caused confusion and power struggles as roles changed. It also notes the large size of certain projects within ARMD and complexity factors that programs now had to manage more closely. Overall the changes introduced turbulence as processes mutated and centers adapted to reduced roles with new program needs.
The document discusses the importance of collaboration for NASA's Program/Project Management Development (PPMD) program. It provides examples of how PPMD incorporated collaboration, including having participants from 5 NASA centers and input from over 50 organizations. Collaboration allowed for networking, learning from different perspectives, and relationship building. The document also profiles one PPMD participant, Anita Liang, and how her experience with mentoring and a work assignment through PPMD helped her transition from aeronautics to a leadership role in space flight.
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 and resources. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge bases like the NASA Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, disciplines, and knowledge repositories.
This document provides an overview of the United Launch Alliance (ULA) transition and the challenges faced by the Launch Services Program in overseeing the transition. It discusses the ULA transition management approach, key projects in the transition like business operations and production, and risk mitigation efforts. Some of the challenges highlighted include managing requirements from multiple sources, the complexity of the transition due to legal, procurement and technical factors, and ensuring skills retention. It concludes with the top 10 risk management lessons learned, emphasizing communication, collaboration, understanding changes, and maintaining focus on NASA's interests and mission success.
Gwyn E. Smith is an employee at NASA's Johnson Space Center in Houston, Texas. She has worked there for over 20 years in various engineering and management roles related to space shuttle and International Space Station operations. This document provides her contact information for professional purposes.
This document provides an overview of implementing an Earned Value Management (EVM) system for the Constellation Program. It discusses the program overview, EVM implementation process, Integrated Baseline Reviews (IBRs), and the path forward. Key aspects covered include defining EVM requirements, establishing organizational roles and responsibilities, developing documentation and tools, conducting IBRs for projects, and ongoing monitoring to ensure the EVM system provides useful performance data for management. The overall goal is to fully integrate EVM into the program's processes to facilitate cost and schedule oversight.
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.
Operations control centers are evolving from dedicated missions to support multiple missions and customers more efficiently. Control center management struggles to accurately model resource requirements and costs for providing mission services. A proposed solution is a mission resource/capability analyzer tool that uses a visual interface in Excel to estimate costs across different operational scenarios, identify resource shortfalls, and support budget planning through what-if analyses of resource usage and funding. The tool would build off a previous budget analysis tool by allowing automated selection of predefined common service characteristics and expansion to detailed monthly resource needs.
This document provides an overview of NASA's external cost and schedule performance reporting process, which was developed to meet multiple requirements from Congress, GAO, and OMB. It describes the various reporting requirements, frequency of reporting, data included, thresholds for reporting cost and schedule growth, and the roles of different NASA organizations in the process. The reporting process aims to provide a single, controlled way for NASA to report project cost and schedule data externally while balancing different stakeholder needs.
The document discusses determining requirements compliance during the design phase for a system of systems. It outlines the methodology used, which involves identifying and resolving non-compliant design aspects early through objective evidence and assessments. Requirements traceability and stakeholder involvement are important. The process connects requirements to verification and provides periodic assessments of design health. Making it work for complex systems requires collaboration, clear communication, and a simple approach.
The International Space Station program involved integrating complex human-rated space systems on a massive scale. It brought together geographically dispersed teams from NASA, contractors, and international partners to build the station incrementally over many years. Some key lessons from ISS include: viewing the program itself as a system and ensuring good data exchange between system developers and integrators; planning integration from the beginning with the end in mind; and establishing robust requirements, verification, and configuration management processes. If applied, these lessons could help other large, complex programs address integration challenges.
Phoenix was a Mars lander mission conceived to study water ice discovered at the Martian poles. It landed successfully in May 2008 in the northern polar region to examine the potential for life. Key objectives were to determine if water ice had melted, analyze soil chemistry and nutrients, and study climate change indicators. The lander used pulsed thrusters for precision landing and deployed instruments like cameras, a robotic arm, and chemistry labs to analyze soil and ice samples. Initial images showed a flat terrain suitable for studying Martian polar geology and potential habitability.
This document discusses challenges in managing NASA's Small Business Innovation Research (SBIR) program. It provides an overview of NASA's SBIR implementation including its focus areas of technology, innovation, and partnerships. It explains the goals of the SBIR program as defined by Congress and lists the government agencies that participate. The document outlines NASA's strategic management approach to the SBIR program and process.
This document discusses best practices for contract technical monitoring. It emphasizes that technical monitoring requires skills like leadership, diplomacy, persuasion, teamwork and communication. It recommends building trust with contractors through open communication and understanding their work. Technical monitors should help fix problems by guiding contractors to solutions rather than dictating solutions. Regular communication and providing feedback on both strengths and weaknesses is important. The goal of monitoring should be improving performance rather than finding faults. Award fees should not be adversarial but used to motivate continuous improvement.
The document discusses NASA's Ares program which was developing the Ares I and Ares V launch vehicles. It summarizes that the 2005 Exploration Systems Architecture Study recommended a shuttle-derived rocket design based on extensive analysis showing it was the most cost effective approach. The Department of Defense and Congress agreed with this assessment. The Ares vehicles were intended to safely enable sustainable exploration of the Moon and Mars. Charts are presented comparing the performance and costs of the Ares vehicles to alternative options considered.
The GRAIL mission successfully launched two spacecraft to study the Moon's interior in September 2011 on schedule and within budget. Key factors for the project's success included establishing a strong management approach from the beginning, adapting processes to challenges like new launch loads, and the project team working collaboratively to aggressively address any issues. The GRAIL project provides lessons that can be applied to managing other NASA space flight projects.
The Constellation Program is transitioning from defining requirements to preliminary design and development of hardware and software for its systems. It leverages a nationwide team from NASA and industry. This team is focused on designing and incrementally integrating and verifying a set of increasingly capable systems over the next decade to meet exploration goals of completing the ISS, retiring the Shuttle, developing Orion and Ares launch vehicles, and returning to the Moon by 2020.
National Aeronautics and Space Administration (NASA) presented on how data from the Ares I-X flight test will influence the design of the Ares I rocket. The Ares I-X test collected data from over 900 sensors to validate models and tools being used for Ares I. Some key objectives were to demonstrate control of a vehicle similar to Ares I, perform a staging event, and characterize loads and environments. NASA will use data on flight control, separation events, loads, and other areas from Ares I-X to partially validate models and potentially modify the Ares I design.
The document summarizes the Ares I-X test flight mission, which was managed by Bob Ess with Deputy Mission Managers Stephan Davis and Bruce Askins. The uncrewed, suborbital flight successfully tested a four-segment solid rocket booster and other hardware relevant to the Ares I rocket program. The mission achieved all of its objectives, including demonstrating control capabilities and staging events.
This document discusses the challenges of incorporating heritage assets into new spacecraft designs. While heritage promises benefits like reduced costs and risks, it can also introduce problems if not properly managed. The decision to use heritage is often made early in the optimistic proposal phase, before realities are fully known. Thorough documentation review and personnel interviews are needed to understand an asset's reproducibility, compatibility, and adaptability for the new use. Confirming an asset can actually be reproduced is the most important first step, as the other virtues have little value if reproduction is impractical. Overall, heritage requires a careful, fact-based approach to maximize its potential and avoid risks.
The document discusses how Jake, a member of a NASA team, can add unique value to secure a position as project manager for a challenge involving leveraging emerging capabilities to improve understanding of climate change. It suggests Jake approach the challenge using John L. Anderson's "Horizon Mission Methodology", which involves imagining an impossible future, developing breakthrough alternatives that could achieve that future, and determining near-term steps. The document also provides examples of technological and social drivers of change that will impact the world between now and 2050, such as advances in computing, social media usage, urbanization, and population growth.
The document discusses lessons learned from safety and mission assurance efforts on the Ares I Upper Stage project. Key lessons included the importance of early S&MA involvement, appropriate staffing levels, and deployment of S&MA personnel to support design teams. It also emphasized that both in-line engineering and independent assurance functions are needed from S&MA. Recommendations focused on integrating S&MA requirements and analyses early in design processes.
The document summarizes options for re-flying the Orbiting Carbon Observatory (OCO) mission after the original spacecraft was lost during launch in February 2009. It discusses examining service platforms, access to space options, and conducting studies to evaluate rebuilding the OCO instrument and spacecraft ("Carbon Copy") as the lowest risk approach. While awaiting authorization to proceed, the OCO project team is working to reduce implementation risks and collaborate with other missions to be in the best position for an OCO re-flight.
Ipao great houseetc-programmatic analysis llNASAPMC
The document discusses lessons learned from preparing for a Life-Cycle Review (LCR) and conducting a Standing Review Board (SRB) independent analysis. It covers topics such as the SRB timeline and process, data deliveries required from projects, and methodology used for analyses including basis of estimates, schedule analysis, reserve analysis, and resource analysis. Key lessons learned include the importance of communication between the SRB and project, ensuring schedule quality, understanding how projects manage reserves, and reflecting the true critical path in analysis schedules.
The document discusses the NASA approach to prioritizing software verification and validation (IV&V) tasks. It describes the Software Integrity Level Assessment Process (SILAP) used to determine the risk level of software components and identify the appropriate set of IV&V tasks. SILAP involves assessing the consequence of potential defects and error potential of software based on factors like developer experience and complexity. The resulting risk scores map to specific IV&V tasks to establish confidence in software fitness for purpose.
This document summarizes best practices for software development for human-rated spacecraft. It discusses approaches to increasing software reliability through defect prevention and fault tolerance. It also outlines key aspects of an ideal software development process including requirements analysis, architectural design, detailed design, coding, testing and integration. Finally, it discusses considerations for requirements validation and verification, requirements management, and software architectural trades.
This document discusses NASA's facilities management and construction of facilities (CoF) programs. It outlines NASA's goals of aligning real property assets with its mission, leveraging assets to their maximum potential, and sustaining facilities. It describes NASA's facilities organization and provides an overview of key rules, requirements, policies, and best practices for CoF projects. These include the National Aeronautics and Space Act, Executive Orders, and NASA directives related to facilities development, funding, and systems engineering.
The document discusses project thinking versus operational thinking. Project thinking focuses on optimizing the whole rather than parts, and success is determined by many factors including team and environment. Project thinking involves new encounters in different situations compared to repeat encounters in similar situations for operational thinking. Project thinking aims to improve the probability of controlling the future rather than optimizing the present.
This document discusses using the National Advisory Committee for Aeronautics (NACA) approach to stimulate commercial spaceflight capabilities and achieve low-cost access to space. The NACA successfully built a world-leading aeronautics industry in the US in the early 20th century by partnering with government agencies and industry, conducting broad research, and openly publishing results without picking specific winners. The document argues NASA could adopt this approach of building an entire commercial space industry through partnerships and by addressing priority technical needs, rather than centrally-planning programs to pick winners. This may help achieve the Obama Administration's goal of stimulating commercial spaceflight where previous large, centrally-planned programs have failed.
The document provides information about various topics related to business and history:
1) It describes the Breguet No. 160 grand complication watch commissioned for Marie Antoinette in 1783.
2) It discusses Jan Letzel's 1915 design of the Hiroshima Peace Memorial, also known as the Atomic Bomb Dome.
3) It mentions the hand signals used on the Bombay Stock Exchange during trading hours in the 1940s.
4) It explains the controversy around Nigaz, a joint venture between an international company and Nigeria's national petroleum corporation due to its potentially offensive name.
5) It discusses how Damarla Venkatadri Nayakudu helped
This document provides an overview of NASA's external cost and schedule performance reporting process, which was developed to meet multiple requirements from Congress, GAO, and OMB. It describes the various reporting requirements, frequency of reporting, data included, thresholds for reporting cost and schedule growth, and the roles of different NASA organizations in the process. The reporting process aims to provide a single, controlled way for NASA to report project cost and schedule data externally while balancing different stakeholder needs.
The document discusses determining requirements compliance during the design phase for a system of systems. It outlines the methodology used, which involves identifying and resolving non-compliant design aspects early through objective evidence and assessments. Requirements traceability and stakeholder involvement are important. The process connects requirements to verification and provides periodic assessments of design health. Making it work for complex systems requires collaboration, clear communication, and a simple approach.
The International Space Station program involved integrating complex human-rated space systems on a massive scale. It brought together geographically dispersed teams from NASA, contractors, and international partners to build the station incrementally over many years. Some key lessons from ISS include: viewing the program itself as a system and ensuring good data exchange between system developers and integrators; planning integration from the beginning with the end in mind; and establishing robust requirements, verification, and configuration management processes. If applied, these lessons could help other large, complex programs address integration challenges.
Phoenix was a Mars lander mission conceived to study water ice discovered at the Martian poles. It landed successfully in May 2008 in the northern polar region to examine the potential for life. Key objectives were to determine if water ice had melted, analyze soil chemistry and nutrients, and study climate change indicators. The lander used pulsed thrusters for precision landing and deployed instruments like cameras, a robotic arm, and chemistry labs to analyze soil and ice samples. Initial images showed a flat terrain suitable for studying Martian polar geology and potential habitability.
This document discusses challenges in managing NASA's Small Business Innovation Research (SBIR) program. It provides an overview of NASA's SBIR implementation including its focus areas of technology, innovation, and partnerships. It explains the goals of the SBIR program as defined by Congress and lists the government agencies that participate. The document outlines NASA's strategic management approach to the SBIR program and process.
This document discusses best practices for contract technical monitoring. It emphasizes that technical monitoring requires skills like leadership, diplomacy, persuasion, teamwork and communication. It recommends building trust with contractors through open communication and understanding their work. Technical monitors should help fix problems by guiding contractors to solutions rather than dictating solutions. Regular communication and providing feedback on both strengths and weaknesses is important. The goal of monitoring should be improving performance rather than finding faults. Award fees should not be adversarial but used to motivate continuous improvement.
The document discusses NASA's Ares program which was developing the Ares I and Ares V launch vehicles. It summarizes that the 2005 Exploration Systems Architecture Study recommended a shuttle-derived rocket design based on extensive analysis showing it was the most cost effective approach. The Department of Defense and Congress agreed with this assessment. The Ares vehicles were intended to safely enable sustainable exploration of the Moon and Mars. Charts are presented comparing the performance and costs of the Ares vehicles to alternative options considered.
The GRAIL mission successfully launched two spacecraft to study the Moon's interior in September 2011 on schedule and within budget. Key factors for the project's success included establishing a strong management approach from the beginning, adapting processes to challenges like new launch loads, and the project team working collaboratively to aggressively address any issues. The GRAIL project provides lessons that can be applied to managing other NASA space flight projects.
The Constellation Program is transitioning from defining requirements to preliminary design and development of hardware and software for its systems. It leverages a nationwide team from NASA and industry. This team is focused on designing and incrementally integrating and verifying a set of increasingly capable systems over the next decade to meet exploration goals of completing the ISS, retiring the Shuttle, developing Orion and Ares launch vehicles, and returning to the Moon by 2020.
National Aeronautics and Space Administration (NASA) presented on how data from the Ares I-X flight test will influence the design of the Ares I rocket. The Ares I-X test collected data from over 900 sensors to validate models and tools being used for Ares I. Some key objectives were to demonstrate control of a vehicle similar to Ares I, perform a staging event, and characterize loads and environments. NASA will use data on flight control, separation events, loads, and other areas from Ares I-X to partially validate models and potentially modify the Ares I design.
The document summarizes the Ares I-X test flight mission, which was managed by Bob Ess with Deputy Mission Managers Stephan Davis and Bruce Askins. The uncrewed, suborbital flight successfully tested a four-segment solid rocket booster and other hardware relevant to the Ares I rocket program. The mission achieved all of its objectives, including demonstrating control capabilities and staging events.
This document discusses the challenges of incorporating heritage assets into new spacecraft designs. While heritage promises benefits like reduced costs and risks, it can also introduce problems if not properly managed. The decision to use heritage is often made early in the optimistic proposal phase, before realities are fully known. Thorough documentation review and personnel interviews are needed to understand an asset's reproducibility, compatibility, and adaptability for the new use. Confirming an asset can actually be reproduced is the most important first step, as the other virtues have little value if reproduction is impractical. Overall, heritage requires a careful, fact-based approach to maximize its potential and avoid risks.
The document discusses how Jake, a member of a NASA team, can add unique value to secure a position as project manager for a challenge involving leveraging emerging capabilities to improve understanding of climate change. It suggests Jake approach the challenge using John L. Anderson's "Horizon Mission Methodology", which involves imagining an impossible future, developing breakthrough alternatives that could achieve that future, and determining near-term steps. The document also provides examples of technological and social drivers of change that will impact the world between now and 2050, such as advances in computing, social media usage, urbanization, and population growth.
The document discusses lessons learned from safety and mission assurance efforts on the Ares I Upper Stage project. Key lessons included the importance of early S&MA involvement, appropriate staffing levels, and deployment of S&MA personnel to support design teams. It also emphasized that both in-line engineering and independent assurance functions are needed from S&MA. Recommendations focused on integrating S&MA requirements and analyses early in design processes.
The document summarizes options for re-flying the Orbiting Carbon Observatory (OCO) mission after the original spacecraft was lost during launch in February 2009. It discusses examining service platforms, access to space options, and conducting studies to evaluate rebuilding the OCO instrument and spacecraft ("Carbon Copy") as the lowest risk approach. While awaiting authorization to proceed, the OCO project team is working to reduce implementation risks and collaborate with other missions to be in the best position for an OCO re-flight.
Ipao great houseetc-programmatic analysis llNASAPMC
The document discusses lessons learned from preparing for a Life-Cycle Review (LCR) and conducting a Standing Review Board (SRB) independent analysis. It covers topics such as the SRB timeline and process, data deliveries required from projects, and methodology used for analyses including basis of estimates, schedule analysis, reserve analysis, and resource analysis. Key lessons learned include the importance of communication between the SRB and project, ensuring schedule quality, understanding how projects manage reserves, and reflecting the true critical path in analysis schedules.
The document discusses the NASA approach to prioritizing software verification and validation (IV&V) tasks. It describes the Software Integrity Level Assessment Process (SILAP) used to determine the risk level of software components and identify the appropriate set of IV&V tasks. SILAP involves assessing the consequence of potential defects and error potential of software based on factors like developer experience and complexity. The resulting risk scores map to specific IV&V tasks to establish confidence in software fitness for purpose.
This document summarizes best practices for software development for human-rated spacecraft. It discusses approaches to increasing software reliability through defect prevention and fault tolerance. It also outlines key aspects of an ideal software development process including requirements analysis, architectural design, detailed design, coding, testing and integration. Finally, it discusses considerations for requirements validation and verification, requirements management, and software architectural trades.
This document discusses NASA's facilities management and construction of facilities (CoF) programs. It outlines NASA's goals of aligning real property assets with its mission, leveraging assets to their maximum potential, and sustaining facilities. It describes NASA's facilities organization and provides an overview of key rules, requirements, policies, and best practices for CoF projects. These include the National Aeronautics and Space Act, Executive Orders, and NASA directives related to facilities development, funding, and systems engineering.
The document discusses project thinking versus operational thinking. Project thinking focuses on optimizing the whole rather than parts, and success is determined by many factors including team and environment. Project thinking involves new encounters in different situations compared to repeat encounters in similar situations for operational thinking. Project thinking aims to improve the probability of controlling the future rather than optimizing the present.
This document discusses using the National Advisory Committee for Aeronautics (NACA) approach to stimulate commercial spaceflight capabilities and achieve low-cost access to space. The NACA successfully built a world-leading aeronautics industry in the US in the early 20th century by partnering with government agencies and industry, conducting broad research, and openly publishing results without picking specific winners. The document argues NASA could adopt this approach of building an entire commercial space industry through partnerships and by addressing priority technical needs, rather than centrally-planning programs to pick winners. This may help achieve the Obama Administration's goal of stimulating commercial spaceflight where previous large, centrally-planned programs have failed.
The document provides information about various topics related to business and history:
1) It describes the Breguet No. 160 grand complication watch commissioned for Marie Antoinette in 1783.
2) It discusses Jan Letzel's 1915 design of the Hiroshima Peace Memorial, also known as the Atomic Bomb Dome.
3) It mentions the hand signals used on the Bombay Stock Exchange during trading hours in the 1940s.
4) It explains the controversy around Nigaz, a joint venture between an international company and Nigeria's national petroleum corporation due to its potentially offensive name.
5) It discusses how Damarla Venkatadri Nayakudu helped
Fsu Application Essay.pdfFsu Application Essay. 006 University Of Florida Ess...Jennifer Castro
Fsu Admissions Essay Help – Florida State University Application Essay. Fsu Application Essay Help; Admissions essay help. Florida state university essay. Fsu college essay. Help with FSU college application essay? | Yahoo Answers. 006 University Of Florida Essay Example ~ Thatsnotus. 007 Fsu Application Essay Example ~ Thatsnotus. 003 Essay Example Fsu Application Admissions Admission Examples Mba .... 003 Essay Example Fsu Prompt Essays Simplified And How To Succeed In .... 001 College Admission Essays Cover Letter Format And Bussines Prompt .... 5 Tips for Writing an Incredible FSU Essay. FSU Essay - Influencing and enlisting the support of others is easier .... Fsu application essay help; Research & Essay. 008 Florida State Admissions Essay Application University Admission .... The Professional FSU Essay Prompt Answers Writing Help. New Fsu Essay Examples Gif - Exam. 010 Essay Example Fsu Samples Art College Examples Admissions Sample .... Fsu Admissions Essay Help. 005 Essay Example Fsu Application College Texas Admission P Examples .... Pin on Florida State University (FSU). University of florida essay application. College Essay: Fsu application essay. the words application essayss for florida's state university. Fsu college essay samples - durdgereport886.web.fc2.com. Fsu Application Essay Help Fsu Application Essay Fsu Application Essay. 006 University Of Florida Essay Example Thatsnotus
This summary provides an overview of three industries in Rockford, Illinois across the 20th century:
1) The W.F. and John Barnes Company began as a machine tool manufacturer in 1868 and grew to produce specialized machinery. It struggled after World War II but was acquired in 1963.
2) Rockford Chair and Furniture Company operated from 1882-1973, starting as a furniture manufacturer. It transitioned to property rental after 1950 and closed in 1973.
3) Rockford Mitten and Hosiery Company operated from 1881-1957, evolving from mittens to hosiery production. It faced challenges in the 1950s from labor issues and closed its operations.
1964 new york world's fair research 2.0StevenGross21
The 1964-1965 New York World's Fair aimed to promote peace through understanding but faced conflicts. It was conceived by nostalgic businessmen who wanted to recreate the 1939 fair. Robert Moses was hired as president and aimed to complete Flushing Meadows Park. The theme was "Peace through Understanding" but exhibits focused more on commerce. The architecture drew on futurism and the space age. Popular exhibits included GM and Vatican pavilions. However, the fair lost money and attendance fell short of predictions due to criticism it was too commercial and lacked coordination. It failed to gain international standing for breaking BIE rules by running two years.
Charles Babbage is considered the father of operations research due to his 19th century work analyzing the costs of the postal system. Operations research emerged as a formal discipline during World War II when scientists in the UK and US applied analytical techniques to military operations and logistics problems. After the war, operations research spread to private industry and other fields as its techniques proved useful for optimization and resource allocation. India was an early adopter of operations research, establishing units in the 1940s and 1950s focused on defense, planning, and statistics. The Operations Research Society of India was founded in 1957 to promote the field.
Walter Gropius and Peter Hall were influential figures in planning theory and urban design. Gropius was a pioneer of modern architecture who developed the Bauhaus school. He emphasized simple geometries, modern materials like steel and glass, and the integration of architecture and machine design. Hall developed the concept of the neighborhood unit, where residential areas are organized around an elementary school and other local amenities within a quarter mile radius. Critics argue the neighborhood unit concept can lead to social segregation and that schools may be too small. Ashdod, Israel provides an example where the city is organized into 17 disconnected neighborhood units, and plans are underway to better connect them.
The 1920s saw the rise of mass production techniques and new technologies that led to widespread prosperity. Henry Ford's assembly line model for automobile production helped make cars affordable for many Americans through efficient manufacturing. New industries like airlines and radio broadcasting also emerged during this period. Mass advertising campaigns encouraged consumers to purchase an array of newly available products using installment plans, fueling economic growth but also contributing to growing consumer debt levels.
Despite immense achievements by 1900, the following decades witnessed more technological advancements over a wide range of activities than all of previously recorded history. The two World Wars were the most important drivers of technological and political change, hastening developments from "little science" to "big science" through large government-sponsored research teams. Notable 20th century inventions included airplanes, computers, the Internet, plastics, lasers, transistors, televisions and more, creating an unprecedented era of possibilities and dangers.
The document appears to be a set of questions for a quiz competition called Megalith-2014. It contains 20 multiple choice or short answer questions related to civil engineering projects, structures, innovations and pioneers from around the world. The questions cover topics like dams, stadiums, bridges, tunnels, transportation systems and more. The document provides clues, context and sometimes images to help identify the correct answer for each question.
1996 presentation by Nick Wates on community architecture explaining what it is, how it works, why it works and what has been achieved so far. Shown in Pittsburgh, Poland, Tokyo and Richmond, Virginia.
The document provides information about various modern era town planners like Sir Patrick Geddes, Sir Ebenezer Howard, Clarence Stein, Sir Patrick Abercrombie, and Le Corbusier. It discusses their key contributions, including Geddes' concept of regional planning, Howard's garden city movement and three magnet diagram, Stein's neighborhood unit concept, Abercrombie's post-war planning of London and other cities, and Le Corbusier's design of Chandigarh. It also covers principles of neighborhood design and classification and distribution of settlements in India.
The document provides a history of innovation in the Boston area from the late 19th century to present day. It discusses how innovation was originally viewed negatively but became associated with progress over time. It outlines key innovations and companies that emerged from the Boston area, especially along Route 128, and how this led to the region becoming a major center for technology and innovation. It also describes how more recent trends have seen innovative companies and entrepreneurs increasingly locate in urban areas within Boston rather than just the suburbs.
Early Urban CIty Environmental Plann - Copy.pptxrainejiwon
Early urban planning began with the Sumerians in Mesopotamia around 4000 BC. They built walled cities that served as fortresses and marketplaces. Hippodamus of Miletus is considered the father of formal city planning in the 5th century BC, developing the grid plan. The Romans expanded this approach throughout their empire, building standardized cities connected by roads. During the medieval period, cities grew radially around a central cathedral. The Renaissance and Baroque periods saw a return to grid plans and grand boulevards. The industrial revolution led to overcrowding and pollution in cities until reformers like Ebenezer Howard proposed garden cities. In the late 19th/early 20th century, figures
SWOT Analysis of Eastman Kodak Co_Leslie Canin_FINALLeslie E. Canin
Eastman Kodak Co. was a dominant force in the photography industry in the late 1920s, owning factories and stores around the world. It had strengths such as its global distribution network that spanned the globe, philanthropic efforts that improved its public image, and constant innovation that gave it an edge over competitors. However, it also faced weaknesses such as intense competition from smaller, developing firms that frequently sued it for antitrust violations. Its large size also made it prone to antitrust suits and it struggled with managerial issues due to its rapid growth and large workforce.
The document discusses the history and theories of urban planning from 1880-1945. It describes two main traditions - the Anglo-American tradition and the European tradition. For the Anglo-American tradition, influential thinkers included Ebenezer Howard who proposed garden cities, Raymond Unwin and Barry Parker who developed the garden city concept further, and Clarence Perry who developed the neighborhood unit concept. The European tradition was influenced by thinkers such as the Spanish engineer Soria Y Mata who proposed developing linear cities along transportation axes. The document provides details on the concepts and diagrams developed by these early urban planning theorists.
The document provides instructions for a group assignment where students will be split into groups to discuss and present on important inventions. Each group will:
1) Brainstorm inventions they cannot live without and write down 5 on a dry erase board.
2) The teacher will select 1 of the 5 for the group to focus on.
3) The group will come up with 5 reasons why the selected invention is important and cannot live without.
4) 5 students from the group will each present one of the 5 reasons.
This document provides numerous examples of past predictions that turned out to be false as technology advanced in unexpected ways. Some key quotes that were proven wrong include Charles Duell claiming in 1899 that all inventions had already been invented, Thomas Watson predicting in 1943 that the world market for computers would be five computers, and Bill Gates stating in 1981 that 640K of memory would be enough for anyone. The document serves as a cautionary tale about making definitive predictions, especially regarding emerging technologies.
The document provides information about Nazi social and economic policies presented in a history lesson. It defines social and economic policies, describes some key Nazi economic policies like employment programs and infrastructure projects. It explains how these policies contributed to popularity by providing jobs, wages, activities and a sense of national pride after the difficult Weimar years. Specific policies highlighted include the German Labour Front employment agency, Strength Through Joy leisure program, and the plan for an affordable "people's car."
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
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The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
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Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
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Key Takeaways:
Understanding the Customer Journey: Dr. Hill emphasized the importance of mapping and understanding the complete customer journey to identify touchpoints and opportunities for improvement.
Personalization Strategies: We discussed how to leverage data and insights to create personalized experiences that resonate with customers.
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👉 Check out our full 'Africa Series - Automation Student Developers (EN)' page to register for the full program:
https://bit.ly/Automation_Student_Kickstart
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What is RPA? Benefits of RPA?
RPA Applications
The UiPath End-to-End Automation Platform
UiPath Studio CE Installation and Setup
💻 Extra training through UiPath Academy:
Introduction to Automation
UiPath Business Automation Platform
Explore automation development with UiPath Studio
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In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
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"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor Ivaniuk
Miller.charles
1. Innovative Approaches to Stimulating a
Commercial Spaceflight Capability
February 9-10, 2010
PM Challenge 2010
Doug Comstock/ Charles E. Miller, NASA HQ
Innovative Partnerships Program
Senior Advisor for Commercial Space
Used with Permission
2. Lessons Learned from the
National Advisory Committee on Aeronautics (NACA)
As an Approach to Open Innovation
Which Might Be Applied to:
1) Stimulating a Commercial Spaceflight Capability
2) Achieving Low-Cost and Reliable Access to Space
2
3. Executive Summary
The Obama Administration has established objective of
– “stimulating commercial space flight capabilities”
Low-Cost and Reliable Access to Space (LCRATS)
– Is critical to nation (civil, commercial, national security)
• Primary Issue: “How do we achieve CATS?”, not ”Should we?”
• We have tried at least 3 times in last 3 decades, and failed
NASA could try a new (very old) approach this time
– The N.A.C.A. partnership approach is proven & successful
• Stimulated world-leading aeronautics industry a Century ago
NACA Approach — “Build an industry, not a program”
– Partner with the USAF, DOT, and DOC (NACA was multi-agency)
– Do not pick any 1 or 2 “winners”, “concepts”, “solutions”, etc.
– Broadly stimulate commercial space transportation industry
3
4. LCRATS is Strategic. Enables the NASA Mission
and Addresses National Needs (Security, Commercial)
Low-Cost and Reliable Access To Space (LCRATS)
– Provides strategic level benefits to NASA and the nation
• National security, new high-tech industries, growth of high-wage jobs
LCRATS and NASA’s traditional missions
– Increases both sustainability & affordability of human exploration
– Provides significant benefits to science (low-cost, frequent access)
Affordability (Financial)
– Resource limitations are key barrier to human space exploration
– Huge costs tied up in access to orbit
– LCRATS allows NASA to transfer resources to beyond Earth orbit
Sustainability (Political)
– LCRATS delivers significant national security benefits
• National security benefits increases political sustainability
– National delivers significant commercial industry & job growth
• Economic growth potential is top priority for nation now.
• increases political sustainability
4
5. New White House Policy Guidance
White House direction to “Blue-Ribbon” Panel (May 7, 2009)
– “The review panel will assess a number of architecture options,
taking into account such objectives as:
• 2) supporting missions to the Moon and other destinations beyond low
Earth orbit;
• 3) stimulating commercial space flight capabilities; and
• 4) fitting within the current budget profile for NASA exploration
activities”
5
6. Policy Statements of New Administrator
Senate Comm on Commerce, Sci and Trans, 8 July 2009
“l now dream of a day when any American can launch into the
vastness of outer space and see the magnificence and grandeur of
our home planet, Earth, as I have been blessed to do.
Lori and I can talk forever about the necessity to involve
commercial entities, what I call entrepreneurial persons in
establishing where we're going.
the government cannot fund everything that we need to do, but we
can inspire and open the door for commercial entrepreneurial
entities to become partners with NASA in this research and
development that will enable things to come about.
Together we can find innovative ways to advance space
exploration, reduce the costs of access to space and further push
the boundaries of what we can achieve as a nation.”
6
7. Everybody wants LCRATS
Real Question is “How”
United States has made 3 major attempts at LCRATS
– In 1970s, Congress gave NASA tens-of-billions for Shuttle
– In 1980s, Congress invested billions in NASP (same purpose)
– In 1990s, Congress invested $1.2 Billion in X-33 (same purpose)
None of these attempts succeeded at LCRATS objective
– Shuttle did become a successful operational space access system
A fourth emerging LCRATS attempt collapsed in early 2000s
– USAF and NASA attempted to create National Aerospace Initiative
– The proposal collapsed
• When budget estimate reached $50 Billion, and
• Competitor for funding emerged (Vision for Space Exploration)
7
8. We are Repeating History*
In 1898, Dept of War granted $50,000 to Dr. Sam Langley
– To invent the airplane
– Was the largest federal R&D project in U.S. history
– Langley was the clear choice to lead such this national project
• He was nation’s leading expert on flight research
– Langley promised to build an airplane within one year
– Langley took 5 years, and overran budget by $20,000
– When he failed, he was not close to inventing a practical airplane
– Embarrassed, Department of War shut down the project
– In 1903, two bicycle-shop mechanics invented the airplane
• Wright Brothers spent $1,000 of their own money
These historical events have one thing in common
– Centrally-planned programmatic approach to “pick a winner”
SOLUTION:
– Utilize a proven open innovation approach
– Adopt NACA approach … “Build an industry, not a program”
* For an expanded discussion of this issue, read policy essay at http://www.thespacereview.com/article/1152/1 8
9. NACA’s Mission was (in part) to
Stimulate an Industry Capability
“… the members of the NACA believed to a man that
the future of aviation in the United States depended
on a healthy and prosperous aircraft-manufacturing
industry, and that it was the NACA’s duty to help
where it could. From the outset, the NACA was an
industry booster limited only by its need to be fair
and impartial in disbursing favors and assistance.”
– Alex Roland, “Model Research”, NASA History SP-4103, page 34
10. Why Did We Create N.A.C.A.?
– Americans invented the airplane in 1903
– Leadership quickly went to Europe
– Aggressive investments created European technical lead
– American firms fought (over patents) instead of building & innovating
– U.S. govt bought very few planes before WWI, weakening industry
– 10 nations created aeronautical research programs before the US govt
– U.S. finally creates NACA in 1915, copying British model
– Caused major U.S. national security problems in WWI
– U.S. was forced to buy European-designed airplanes for WWI
– U.S. Trainer/Bombers: British De Havilland DH-4
– U.S. Fighters: French Nieuport 28 and the Spad XIII
– Dayton-Wright Corp. was only Dayton airplane company in 1917
– built 3,604 British-designed De Havilland DH-4s for WWI
11. NACA Early History
– NACA brought together diverse federal agencies
– Army, Navy, Smithsonian, Bureau Standards, Weather Bureau
– Committee developed national consensus on critical problems
• NACA had greatest impact in early decades
• When its budget was lowest
• Coordination/cooperation function was as important as R&D
1,200,000,000
Total with Construction
1,000,000,000
800,000,000
600,000,000
400,000,000
200,000,000
General Purpose
0
1915
1917
1919
1921
1923
1925
1927
1929
1931
1933
1935
1937
1939
1941
1943
1945
1947
1949
1951
1953
1955
1957
1959
Constant 2004 dollars
Source: Gary Oleson, Northrop Grumman IT TASC, "Toward Frequent, Affordable Space Access," Space
Frontier Conference 14, Los Angeles, CA, October 2005
12. NACA’s Early Successes
did not involve lots of cash
NACA took “holistic” systems view of national priorities
– Clearly focused on building a healthy competitive industry
Solved practical aviation problems for U.S. Govt & industry
– Facilitated aircraft patent cross-licensing agreement
• Ended destructive U.S. industry patent fight between Wright’s & Curtiss
– Created cooperative partnerships between government & industry
• Intervened on WWI aircraft engine deadlock resulting in Liberty engine
– Started advocating purchase of air mail services (beginning in 1916)
• Leading to Kelly (Air Mail) Act in 1925
– Persuaded commercial insurers to start insuring aviation
– Recommended budget increase to President for Weather Bureau
• to promote safety in aeronautics
– Recommended the creation of Bureau of Aeronautics
• Predecessor of the Federal Aviation Administration
– Developed methods for mapping from planes
13. NACA Technical Successes
Also Critical, But Came Later
Langley wind tunnel begins research operations in 1920
Produced many broad technical advancements
– Specialized in drag reduction for all vehicles
– Openly published test data
– Developed low-drag engine cowling
– De-icing, airfoils, variable pitch propeller, etc.
KEY POINT:
– NACA focus was still on needs of external customers
• Solving prioritized “practical problems” of DoD & Industry
14. Additional Benefits of NACA Approach (1)
NACA structure generates holistic consensus on
– Priority problems of industry and government users
Holistic approach eliminates gaps in problem solving
– Each committee member at the table will have its own focus
– But committee “as a whole” can take broad “systems” view
• About all the practical problems that must be solved
– Defining the “top problems” is half the battle
– If top priority problem can’t be addressed by committee members
• The committee can make recommendations to WH & Congress
Consensus enables powerful communications
– Breaks through the background noise of competing voices
– Clearly communicates priorities to national decisionmakers
15. Additional Benefits of NACA Approach (2)
Significant focus on “defining the problem”
– Improves effectiveness of investments that are made
Naturally focuses on problems of broad utility
Broad and open publication of results
– Transparency is significant & critical to function
Significant economic leverage
– Can highly leverage private industry investments
– Can solve coordination/cooperation problems with little funding
16. Examples of Use of NACA Model
in other focus areas
National Defense Research Committee (WWII)
– Led by Vannevar Bush, Chairman of NACA
– To improve coordination/cooperation among scientists
– Produced critically needed innovation in War War II
• Radar, sonar, proximity fuses, bomb sights, amphib. vehicles
• Set up Manhattan Project
Advanced General Aviation Transport Experiments (AGATE)
– Led by Bruce Holmes & Langley RC (1994-2001)
– Problem: Decline of American general aviation
– Formed consortium of more than 70 organizations
• Conducted consensus-based research of broad utility to industry
– Utilized NASA “Joint Sponsored Research Agreement”
– http://www.nasa.gov/centers/langley/news/factsheets/AGATE.html
17. NACA-like Tactical Options for Consideration
1. Expand purchase of services (advance purchase commitments)
– Buying in commercial manner trains industry to be commercially competitive
2. Prizes (well proven open innovation stimulus)
3. Funded space act agreements for developing new capabilities
– COTS-like strategies used more in DOD than NASA
4. Identify & solve other non-technical impediments to industry
– Some of the most important problems are non-technical
5. Develop/demonstrate tech needed by entrepreneurial firms
a)Develop an industry-focused tech roadmap of prioritized tech needs
b)Invest in consensus priority technologies, and broadly share with industry
• Likely to be Next generation (N+1) technologies with industry’s near-term focus
6. Develop/demonstrate pre-competitive advanced (N+2) tech
a)DARPA-like role of the NACA model
b)Many small X-projects … don’t put all eggs in one basket
• Mitigate strategic risk, and program risk, with diversification
17