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.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. However, an increasing skills gap exists as the number of project-oriented jobs is expected to grow significantly in projectized industries by 2016. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the supply-demand gap, and where project management organizations should focus resources to mitigate the gap.
This document summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
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.
The document summarizes a project review of the Landsat Data Continuity Mission (LDCM) conducted by the Standing Review Board (SRB). It discusses perspectives from the SRB Chair, Project Manager, and Review Manager. They emphasize developing a partnership with open communication between the project and SRB. The SRB provided recommendations to help the project succeed within requirements and schedule constraints. Conducting thorough planning and documentation for project reviews was important for the SRB to assess progress and ensure the success of the LDCM.
The Composite Crew Module project brought together engineers from multiple NASA centers to design and build a composite crew capsule. A broad team was assembled with representation from various NASA centers and aerospace industry partners. They worked collaboratively over 18 months to design, build, and test a full-scale composite crew module, gaining hands-on experience. The goal was to advance composite materials technology in anticipation of future exploration systems utilizing composites.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. However, an increasing skills gap exists as the number of project-oriented jobs is expected to grow significantly in projectized industries by 2016. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the supply-demand gap, and where project management organizations should focus resources to mitigate the gap.
This document summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
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.
The document summarizes a project review of the Landsat Data Continuity Mission (LDCM) conducted by the Standing Review Board (SRB). It discusses perspectives from the SRB Chair, Project Manager, and Review Manager. They emphasize developing a partnership with open communication between the project and SRB. The SRB provided recommendations to help the project succeed within requirements and schedule constraints. Conducting thorough planning and documentation for project reviews was important for the SRB to assess progress and ensure the success of the LDCM.
The Composite Crew Module project brought together engineers from multiple NASA centers to design and build a composite crew capsule. A broad team was assembled with representation from various NASA centers and aerospace industry partners. They worked collaboratively over 18 months to design, build, and test a full-scale composite crew module, gaining hands-on experience. The goal was to advance composite materials technology in anticipation of future exploration systems utilizing composites.
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.
The JPL Innovation Foundry was created to help NASA principal investigators conceive, develop, and propose new mission concepts. It provides stable and tailored support methods at each stage of formulation, on-demand access to technical and programmatic experts, optimized facilities, and lessons learned from past missions. The support environment has evolved to meet new challenges including more competition, complex missions, limited resources, and higher technical standards for proposals. The Foundry offers various infrastructure elements to help PIs strengthen concepts and develop competitive proposals.
The document 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.
The document describes NASA's Strategic Workforce Management Model (SWMM), which was created to forecast NASA's long-term workforce needs. SWMM aggregates workforce demand estimates for individual projects generated using budget, schedule and program manager input. It then allows visualization of total workforce needs by competency, center or agency-wide over time. SWMM also enables "what if" scenario analysis to estimate the workforce effects of changes to project budgets or schedules. Overall, SWMM aims to provide NASA leadership with a tool for strategic workforce planning and minimizing job losses across centers.
The document discusses terminology and relationships related to managing project reserves, including risk posture, scope margin, and de-scoping plans. It provides a high-level flow for establishing scope margin, beginning with establishing level 1 requirements and defining descope options. The progression to Key Decision Point C is shown, including establishing baseline requirements and success criteria, and refining requirements and updating risk/reserve posture. Budget and reserve estimates are also discussed, including the progression from pre-phase A through phase B and to KDP-C, as well as different types of reserve calculations.
The document discusses the Capital Effectiveness Program at Newmont Mining Corporation. The program aims to optimize investment opportunities through a standardized stage gate process for project development and execution. It provides an overview of the stage gate process and reviews several early stage and major business opportunities currently in development or delivery, including projects in Hope Bay, Peru, Ghana, Nevada, and Boddington, Australia. The presentation concludes that the program takes a consistent approach to project decision making and portfolio management focused on growing reserves, production, and reducing costs.
The document discusses building communities of engineers to share technical expertise. It describes how NASA has established communities of practice on the NASA Engineering Network to facilitate knowledge sharing across distributed engineering disciplines. Specifically, it provides examples of communities of practice in fault management and autonomous rendezvous and docking that bring together experts from across NASA to collaborate on challenges in those fields.
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
This document introduces case studies as an effective tool for ensuring mission success. It discusses two types of case studies - System Failure Case Studies (SFCS), which describe complex events inside and outside of NASA, and Cases of Interest (CoI), which analyze lower level incidents reported in NASA's IRIS database. SFCS and CoI case studies can be used in trainings to highlight lessons learned and increase awareness of risks. They provide real world examples to facilitate discussion and improve communication within project teams.
This document discusses piloting innovative idea capture and management tools at NASA Langley Research Center. It outlines lessons learned from piloting these tools, including that participation is critical to success but was limited, and credibility of the process is also important. A specific pilot involved launching topics on the Langley Creativity and Innovation Fund and Center Innovation Fund to solicit ideas from October to November 2010 and then assessing results through January 2011. The goal was to learn from initial pilots to improve innovation processes and tools.
Gateway Investment Company is a comprehensive investment and project management company in Korea. It engages in all aspects of project management from investment, planning, and management. It has experience managing a wide range of projects including real estate development, infrastructure, tourism complexes, and more. It aims to successfully deliver projects on time and on budget while maximizing returns for investors.
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 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.
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 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 NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
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 document discusses the evolution of NASA's Aviation Safety Reporting System (ASRS) and Patient Safety Reporting System (PSRS) from a primarily paper-based report processing system to a fully electronic system. It provides background on ASRS and PSRS, describes the paper-based report processing workflow, and outlines the key drivers for moving to an electronic system. The document then details the solutions developed, including Electronic Report Submission, an Analyst Workbench, and Database Online. It reviews the report processing workflow before and after the transition, and discusses the current state and next steps.
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.
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.
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.
The JPL Innovation Foundry was created to help NASA principal investigators conceive, develop, and propose new mission concepts. It provides stable and tailored support methods at each stage of formulation, on-demand access to technical and programmatic experts, optimized facilities, and lessons learned from past missions. The support environment has evolved to meet new challenges including more competition, complex missions, limited resources, and higher technical standards for proposals. The Foundry offers various infrastructure elements to help PIs strengthen concepts and develop competitive proposals.
The document 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.
The document describes NASA's Strategic Workforce Management Model (SWMM), which was created to forecast NASA's long-term workforce needs. SWMM aggregates workforce demand estimates for individual projects generated using budget, schedule and program manager input. It then allows visualization of total workforce needs by competency, center or agency-wide over time. SWMM also enables "what if" scenario analysis to estimate the workforce effects of changes to project budgets or schedules. Overall, SWMM aims to provide NASA leadership with a tool for strategic workforce planning and minimizing job losses across centers.
The document discusses terminology and relationships related to managing project reserves, including risk posture, scope margin, and de-scoping plans. It provides a high-level flow for establishing scope margin, beginning with establishing level 1 requirements and defining descope options. The progression to Key Decision Point C is shown, including establishing baseline requirements and success criteria, and refining requirements and updating risk/reserve posture. Budget and reserve estimates are also discussed, including the progression from pre-phase A through phase B and to KDP-C, as well as different types of reserve calculations.
The document discusses the Capital Effectiveness Program at Newmont Mining Corporation. The program aims to optimize investment opportunities through a standardized stage gate process for project development and execution. It provides an overview of the stage gate process and reviews several early stage and major business opportunities currently in development or delivery, including projects in Hope Bay, Peru, Ghana, Nevada, and Boddington, Australia. The presentation concludes that the program takes a consistent approach to project decision making and portfolio management focused on growing reserves, production, and reducing costs.
The document discusses building communities of engineers to share technical expertise. It describes how NASA has established communities of practice on the NASA Engineering Network to facilitate knowledge sharing across distributed engineering disciplines. Specifically, it provides examples of communities of practice in fault management and autonomous rendezvous and docking that bring together experts from across NASA to collaborate on challenges in those fields.
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
This document introduces case studies as an effective tool for ensuring mission success. It discusses two types of case studies - System Failure Case Studies (SFCS), which describe complex events inside and outside of NASA, and Cases of Interest (CoI), which analyze lower level incidents reported in NASA's IRIS database. SFCS and CoI case studies can be used in trainings to highlight lessons learned and increase awareness of risks. They provide real world examples to facilitate discussion and improve communication within project teams.
This document discusses piloting innovative idea capture and management tools at NASA Langley Research Center. It outlines lessons learned from piloting these tools, including that participation is critical to success but was limited, and credibility of the process is also important. A specific pilot involved launching topics on the Langley Creativity and Innovation Fund and Center Innovation Fund to solicit ideas from October to November 2010 and then assessing results through January 2011. The goal was to learn from initial pilots to improve innovation processes and tools.
Gateway Investment Company is a comprehensive investment and project management company in Korea. It engages in all aspects of project management from investment, planning, and management. It has experience managing a wide range of projects including real estate development, infrastructure, tourism complexes, and more. It aims to successfully deliver projects on time and on budget while maximizing returns for investors.
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 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.
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 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 NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
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 document discusses the evolution of NASA's Aviation Safety Reporting System (ASRS) and Patient Safety Reporting System (PSRS) from a primarily paper-based report processing system to a fully electronic system. It provides background on ASRS and PSRS, describes the paper-based report processing workflow, and outlines the key drivers for moving to an electronic system. The document then details the solutions developed, including Electronic Report Submission, an Analyst Workbench, and Database Online. It reviews the report processing workflow before and after the transition, and discusses the current state and next steps.
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.
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.
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
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.
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 changes made to NASA's Safety and Mission Assurance (S&MA) paradigm following several accidents and reports. It outlines how S&MA was reorganized at Marshall Space Flight Center to improve expertise, resources, and inclusion in technical decisions. S&MA now takes an integrated, in-line approach to projects through activities like hazard analysis, risk assessment, and participating in working groups. This early involvement has impacted vehicle designs and produced risk-based products to meet new safety and reliability requirements for programs like Constellation's Ares I.
This document provides an overview of the Imagery Analysis Facility at NASA's Kennedy Space Center. It discusses how the facility supports various NASA programs like the Space Shuttle and International Space Station by analyzing imagery data. It describes how imagery is used to support engineering teams and evaluate vehicle and system performance during launch, ascent, and landing. It also discusses how the facility upgraded its projection system to a 4K system to properly analyze high resolution imagery as film-based imagery was being phased out. The document emphasizes the importance of imagery analysis for lessons learned from past missions and safety.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
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.
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.
The document discusses lessons learned from historical large-scale engineering projects like the Transcontinental Railroad and Panama Canal. It notes that these projects often had an innovative leader with a vision, faced difficulties obtaining financing and authority, dealt with political issues, and experienced schedule delays and cost overruns. The document then provides more details on the individuals who initiated these projects, like Theodore Judah for the Transcontinental Railroad and Ferdinand de Lesseps for the initial failed French attempt to build the Panama Canal.
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.
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 the Constellation Program's (CxP) first "Season of Systems Requirements Reviews" (SRRs). The SRRs will focus on baselining operational concepts, requirements, and functional allocations for transportation systems to and from low Earth orbit and lunar orbit. This includes the Orion crew exploration vehicle, Ares launch vehicles, ground and mission operations, and extra-vehicular activity systems. The SRRs aim to complete system requirements descriptions and preliminary interface definitions to the extent possible. Future SRR seasons will address additional capabilities for a sustained human presence on the Moon.
1) The document presents a systems/case-based approach to system safety developed by NASA.
2) The framework includes safety objectives, system safety activities, and a risk-informed safety case to demonstrate adequate safety.
3) The framework is motivated by fostering a systems view of safety and improving integration, effectiveness, and communication of safety practices.
The document discusses the importance of establishing an integrated cost and schedule baseline in the earned value management process. It describes a systematic planning process involving multiple phases that results in key planning documents and an integrated baseline. The planning process involves defining the project scope, organizing the work breakdown structure, scheduling tasks, estimating costs, and negotiating and approving the performance measurement baseline.
The document discusses NASA's approach to environmental assurance for its systems. It outlines how environmental management goals are aligned with and support NASA's overall mission. It provides examples of how environmental factors can impact NASA projects, such as regulatory changes increasing costs and schedule delays for long-term systems. The document also discusses NASA's process for managing its activities according to external environmental requirements and regulations.
This document outlines the strategic initiatives process used by an organization. It involves four main stages: initiation, planning, execution, and exit. In the initiation stage, a business case is developed. In the planning stage, a project charter and plan are created defining objectives, resources, and milestones. Projects are then executed according to the plan, with regular status reports. Finally, upon completion, a financial audit is performed and lessons learned are documented.
Stanford 2012: Building the Entrepreneurial UniversityJack Brittain
Stanford panel focused on how universities are leveraging scholarship to make a difference in the world and the communities in which they are located. This presentation describes the "Utah model" and the changes the University of Utah made to become one of the top public university commercialization programs in the nation.
The document summarizes the economic significance of university research and commercialization efforts. It discusses how university research leads to technological advancements that enter the marketplace through startups, licenses, and collaborations. It then provides details on the University of Utah's commercialization programs and outcomes, including generating over 150 startup companies, $1.3 billion in total annual payroll, and $129.6 million in total annual tax contributions. It argues the university's model of leveraging grants and donors, funding critical development paths, and focusing on outcomes has led to reinvented and successful university commercialization.
Portal GSTI
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Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
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http://www.portalgsti.com.br/Publicidade Portal GSTI
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Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
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http://www.portalgsti.com.br/Publicidade Portal GSTI
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Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
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This document discusses Cablevision's investigation into using offshore outsourcing for IT projects. It outlines the roadmap Cablevision followed, which included fact finding, socializing the idea internally, developing a strategy, preparing staff, and engaging a vendor. It notes challenges like cultural differences but also potential benefits like cost savings. The key is finding the right projects, doing thorough due diligence on vendors, and managing the relationship actively long-term.
DQO is an initiative that provides guidance for organizations to develop digital strategies. It involves four phases: Discover, Define, Develop, and Deploy. The Discover phase involves assessing an organization's readiness for social media use and determining desired outcomes. The Define phase defines goals and key performance indicators. The Develop phase establishes policies, processes, and appropriate platforms. Finally, the Deploy phase involves piloting social media strategies before full implementation. DQO provides tools and best practices to help organizations strategically develop and deploy social media initiatives.
Hardik Doshi has over 10 years of experience in finance and research. He holds an MBA in finance and investment banking and is a CFA Level 3 candidate. Currently he works as an equity research analyst covering the banking sector in India and Eastern Europe. Previously he has interned at financial firms in Dubai and worked as a systems executive, project engineer, and PeopleSoft consultant.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
This document provides an overview of project chartering for continuous process improvement (CPI) projects. It discusses selecting CPI projects, developing a project charter, and who is responsible for chartering a project. The project charter defines the team's mission and includes the opportunity/problem statement, business case, goal statement, project scope, timeline, and team selection. It is a living document that may change over time. Developing an effective charter involves scoping the project based on the identified problem and determining proportional benefits, measurements, and boundaries.
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
The document outlines the SIPs (Strategic Innovation Processes) process which includes four main phases: 1) Define & Discovery, 2) Design & Architecture, 3) Development & Execution, and 4) Roll Out. It also lists the roles involved in a project including founders, partners, team members, and users/stakeholders.
This document discusses IT strategy and transformation. It outlines benefits such as better governance, aligning business and IT strategies, cost management, and unleashing value from technology investments. The approach involves 10 steps to develop a multi-stage transformation roadmap. These steps include understanding the strategic context, building constituent maps, assessing capabilities, and defining a portfolio of prioritized opportunities. The methodology is based on constituent business modeling to support strategic decision making independently of processes or organizational boundaries.
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
The document discusses process improvement metrics and methods at the Jet Propulsion Laboratory (JPL). It notes that while JPL aims to perform like a CMMI Level 4 organization, it is actually assessed at CMMI Level 3. It outlines some of JPL's data collection methods and key questions around understanding their software environment. Some of the processes in place include tailoring software development processes and measuring performance against processes. Risks, strengths and recommendations are identified from process reviews.
Project management in pharmaceutical generic industry basics and standardsJayesh Khatri
Project management involves coordinating activities to meet objectives within constraints like time, cost and quality. It involves planning, tracking progress, and controlling a project. Key aspects include defining requirements, creating a schedule and assigning resources. Tools like Gantt charts help plan and monitor the project. Benefits-centered project management focuses on achieving business benefits in addition to project execution. Prioritization techniques like MoSCoW help determine requirement importance. Effective strategies include empowered decision making, clear roles, and collaboration across functions.
1. The document outlines a 5-step process for change management and sustainability consulting projects that includes defining the scope, collecting and assessing data, setting strategy and plans, implementing and adjusting initiatives, and monitoring and reporting on progress.
2. A wide range of tools are presented for each project phase, including sustainability tools like life-cycle analysis and energy analysis, as well as change management tools like communications planning, open space technology, and lean six sigma.
3. Employees are identified as a major leverage point for driving organizational changes related to sustainability through their ability to reduce impacts, alter production, and increase efficiency.
The document summarizes the goals and focus areas of AIESEC Kolkata for 2013. It discusses growing programs like the temporary internship program and developing integrated experiences. Key goals are outlined for different programs along with a focus on financial sustainability, national alignment, brand and IM implementation. Growth drivers identified include showcasing impact, financial sustainability and national/regional projects. The agenda proposes a critical SWOT analysis and innovative strategies. Plans for Q2 include showcasing trainee impact through feedback, evolved projects, and processed matching through skype interviews. Synergy outputs across different departments are also mapped out.
ECATA - Sourcing Strategies of IT ServicesPatrick Nolot
The 11th International Aerospace Seminar organized by the ECATA Alumni (European Consortium for Advanced Training in Aerospace, www.ecata.org) took place in Munich, Germany, and hosted industry leaders who made presentations on the conference's theme "Balancing Core Competences and Out-Sourcing".
Patrick Nolot, VP Technology Strategy & Architecture, BNP Paribas Personal Finance, together with Björn Schichler, Senior Manager, LogicaCMG Management Consulting and Michel Cadars, LogicaCMG Global Account Director EADS, made a presentation on "Sourcing Strategies of IT Services".
Presentation abstract:
• Main evolutions of the IT sourcing services market, from off shoring of IT programming skills to Business Process Outsourcing (BPO)
• What IT outsourcing (ITO) is and is not? (scope)
• Why deciding for “optimal IT sourcing” initiatives? (business objectives)
• Where to source IT services? (location analysis)
• How to source IT services? (sourcing models)
• Best practices and return on experience from LogicaCMG, one of the leading 10 players in the Western European IT and BPO services market
• Emerging trends in the IT sourcing services market
In this presentation, we provide the details of an ecosystem to foster scholarly work at an educational institution. Various research and funding processes are outlined to set up and execute a successful operational model.
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 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.
The document outlines the mission of the Launch Services Program at NASA's Kennedy Space Center, which provides support for spacecraft throughout their lifecycle including mission planning, engineering, manufacturing, launch site operations, and post-launch operations. The LSP interfaces with other NASA centers and provides support for over 50 successful launches including recent missions like THEMIS, MMS, JUNO, and upcoming ones such as MSL, LRO, and JWST.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
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.
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
Essentials of Automations: Exploring Attributes & Automation ParametersSafe Software
Building automations in FME Flow can save time, money, and help businesses scale by eliminating data silos and providing data to stakeholders in real-time. One essential component to orchestrating complex automations is the use of attributes & automation parameters (both formerly known as “keys”). In fact, it’s unlikely you’ll ever build an Automation without using these components, but what exactly are they?
Attributes & automation parameters enable the automation author to pass data values from one automation component to the next. During this webinar, our FME Flow Specialists will cover leveraging the three types of these output attributes & parameters in FME Flow: Event, Custom, and Automation. As a bonus, they’ll also be making use of the Split-Merge Block functionality.
You’ll leave this webinar with a better understanding of how to maximize the potential of automations by making use of attributes & automation parameters, with the ultimate goal of setting your enterprise integration workflows up on autopilot.
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
Freshworks creates AI-boosted business software that helps employees work more efficiently and effectively. Managing data across multiple RDBMS and NoSQL databases was already a challenge at their current scale. To prepare for 10X growth, they knew it was time to rethink their database strategy. Learn how they architected a solution that would simplify scaling while keeping costs under control.
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.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...
Ray hines stegeman
1. Challenges in Managing the
SBIR Program
Strategic View
Mission Directorate Perspective
Infusion Challenge
Carl G. Ray,
Jim Stegeman,
Kimberly Hines
Used with permission
2. Implementation of SBIR/STTR at NASA
Innovative Partnerships Program (IPP)
Technology Innovation Partnership
Infusion Incubator Development
– SBIR – Centennial – Intellectual
Challenges Property
– STTR
– New Business management
– IPP Seed Fund
Models – Technology
– Innovation Transfer
Transfusion – New Innovative
Partnerships
3. WHY SBIR????
Congress designated 4 major goals
• Stimulate technological innovation
• Use small business to meet federal R&D needs
• Foster and encourage participation by
minorities and disadvantaged persons in
technological innovation
• Increase private-sector commercialization
innovations derived from federal R&D
4. SBIR/STTR Participating Agencies
• DOD SBIR/STTR
• HHS SBIR/STTR
• NASA SBIR/STTR
• DOE SBIR/STTR
• NSF SBIR/STTR
• HLS SBIR
• USDA SBIR
• DOC SBIR
• EPA SBIR
TOTAL ~ $2.3 B FY 2009
• DOT SBIR
• ED SBIR
6. IPP Technology for Mission Directorates
MD Technology Needs Communication
IPP “Landscape” Development
Innovative Mission Directorates
Partnerships Program • Programs
• SBIR/STTR • Projects
• Centennial Challenges Technology Infusion
• Seed Fund • Bridging the “Valley
• Partnerships of Death”
• Narrow the gap and
reduce risk
Executed at the Field Executed at the Field
• Begin building
Centers Centers
bridges early
7. SBIR/STTR: 3-Phase Program
• PHASE I
• Feasibility study
• $100K award
• 6 months duration (SBIR)
• 12 months duration (STTR)
• PHASE II
• Technology Development
• 2-Year Award
• Up to $750K (SBIR/STTR)
SBIR is 2.5% of extramural R&D, STTR is 0.3% of extramural R&D.
• PHASE III
• Technology Infusion/Commercialization Stage.
• Use of non-SBIR Funds.
• Ability to award sole-source contracts without JOFOC based on specific
SBIR authority – NASA and NASA primes.
8. SBIR/STTR Pre-Solicitation Development & Solicitation
Release Process Management 2009/2010 Milestones
* Starts with strategic assessment of 2009/10
SBIR/STTR Budget estimate, IPP Landscape
Development and Topic/Subtopic portfolio
Subtopics Development (Support sub-process)
Subtopic Write-ups from Centers
Solicitations Development Workshop
Revise Topics and Subtopics
Preliminary release for comment
Centers’ Coordination
Mission Directorates’ Approvals
Solicitation Preparation
PMO Review and HQ Concurrence
Preparation of Website
Final Publication Solicitation Review
Official Solicitation Released
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
9. Mission Driven
SBIR/STTR = Small Business Innovation for NASA and the Nation
Partnership with Mission Directorates Drives SBIR/STTR Investment
Exploration Systems Aeronautics Research
Science Space Operations
10. SBIR/STTR Program Annual
TECHNOLOGY DEVELOPMENT
& INFUSION PROCESS FLOW
Awardees
SBIR/STTR Program
MD Technology Needs AGENCY MISSIONS
& Strategic Planning IPP “LANDSCAPE” Mission Directorates
Development Independent Survey
& Internal Assessment
SBIR/STTR
TOPICS /SUBTOPICS
Independent
Development
Survey
& SOLICITATION
Internal Assessment
PHASE I
EVALUATIONS AND SELECTIONS
Program Small Business FEASABILITY CONTRACTS
Performance & Research Institutions PHASE II
Coordination EVALUATIONS AND SELECTIONS
CONTRACT AWARD
TECHNOLOGY
Infusion DEVELOPMENT &
Mission Maturation & Integration Contract Performance COMMERCIAL
Programs SBC Execution APPROACH
COTR Oversight
Commercial
Phase III
COMMERCIALIZATION
Industry
OVERSIGHT ACTIVITIES
Interfaces
Process Path
12. Phase 3: Follow-on development, investment and use
Commercial Products, Services, Systems
System Test,
Launch & Mission TRL 9
Operations Mission
Operations
System/ TRL 8
Subsystem
Development
Technology
TRL 7 System
Transition
Technology
Development
Demonstration
TRL 6
Technology
Technology
TRL 5 Development Requirements / GFE
Development &
Demonstration
TRL 4
Technology
Research to
Research
Prove &
Feasibility
TRL 3 Developmen
t
Basic/Applied
TRL 2
Basic
Research Research
TRL 1
Federal, SBIR/STTR, Mission Programs, Mission Programs, Mission Programs,
Funding Sources: Industry, Federal Industry Industry Industry,VCs,
Industry
13. Phase III CHALLENGE
►Phase II results infused into NASA programs or
commercial market
►Phase III work may be for products, production,
services, or additional R&D
►Funded from a source other than the SBIR
Program Office
►Private-sector investment, in various forms, is also
a vehicle for the Phase III process.
►Granted based on the merits of the Phase I or II
results without further need for competition
►Viewed as “success stories”
►Contract can be Fixed Price or Cost-Type
13
14. SBIR/STTR Taxonomy
• Avionics and Astrionics
• Biotechnology
• Communications
• Cryogenics
• Education
• Electronics
• Extravehicular Activity
• Information
• Manufacturing
• Materials
• Microgravity
• Power and Energy
• Propulsion
• Robotics
• Sensors and Sources
• Structures
• Thermal
• Verification and Validation
18. SOMD Technology Areas
2009 Phase I
Topic O1 – Space Communications Topic O2 – Space Transportation Topic O4 – Navigation
O2.01 Automated Collection and Transfer of
O1.01 Coding, Modulation, and Compression Launch Range Data (Surveillance, Intrusion, O4.01 Metric Tracking of Launch Vehicles
Weather)
O1.02 Antenna Technology O4.02 On-orbit PNT (Positioning,
O2.02 Ground Test Facility Technologies Navigation, and Timing) Sensors and
Components
O1.03 Reconfigurable/Reprogrammable
Communications Systems O4.03 Lunar Surface Navigation
O1.04 Miniaturized Digital EVA Radio O4.04 Flight Dynamics Technologies and
Software
O1.05 Transformational Communications O4.05 Space Based Range Technologies
Technology Topic O3 – Processing &
Operations
O1.06 Long Range Optical
Telecommunications O3.01 Human Interface Systems and
Technologies Topic O5 – Low-Cost and
O1.07 Long Range Space RF Reliable Access to Space
Telecommunications (LCRATS)
O3.02 Vehicle Integration and Ground
Processing
O1.08 Lunar Surface Communication
Networks and Orbit Access Links
O3.03 Enabling Research for ISS
O1.9 Software for Space Communications
Infrastructure Operations
18
19. SOMD Solicitation
Development Approach
Responsibilities
• Topic / subtopic managers develop technology area descriptions based
on MD, program, and center needs
• TIMs engage center programs, line organizations, and topic / subtopic
managers
• Centers establish commitment to these technology areas (e.g., ensure
appropriate subtopic manager(s), reviewers, and COTRs are available)
SOMD MD
Offices
Center Chief SOMD Program
Technologist Offices
SOMD MDR
SOMD Topic & Internal (Center) Gap Analysis
SBIR TIMs Center-Level Prioritization of
Subtopic Managers
Technology Areas
Draft Technology Center Management SOMD MDR
Areas Concurrence Concurrence
19
20. Solicitation Strategy
Analysis of Topic contents
Review technology portfolio, which provides a snapshot of the products
being developed or that have been developed.
Ask and answer the following questions:
• Is the topic generating the interest we envision?
• Is the topic generating products we can use?
• How do these products fit into Agency plans? What is the pull? Or
are we pushing technology?
• Are more products needed to provide trade space input?
• Yes - Keep the same product call? (i.e., keep the same content)
• No - why? Satisfied with current products? Industry has
something we can buy?
20
23. SBIR – TMP Technology Integration
• Objective
• Leverage SBIR awards and process as much as
possible within the SCaN Technology Development
Program (TDP)
• Approach
• Merge the SBIR process with the SCaN TDP
process
• Recommend 2 full SBIR cycles for trial period (~4
yrs)
24. SOMD/SCaN Technology Development Process
ADD ADD ADD
SBIR SBIR SCaN Technology
Phase I Phase II
Process Process Development
Process
• Selection
• Development
Technology Technology
Management Management
Team (TMT) Team (TMT)
Existing SCaN Existing SCaN
Technology Technology
Developments Developments
1 2- 3 3-4 Year
28. Lessons Learned, Issues, or
Comments
• Collaboration opportunities are plentiful
• Coordination with AFRL, Missile Defense Agency, Navy SPAWAR reported earlier
• SPAWAR invited NASA input towards their new SBIR solicitation
• US Army now included in SOMD SBIR content alignment discussions
• Content alignment collaboration with DoD underway
• Reformulation of SOMD SBIR content underway for 2010:
• All SOMD areas: Space Communications, Space Transportation, Processing and Operations,
and Navigation
• Significant effort planned with a systems engineering approach towards technology needs;
current recommendations included extensive discussions during topic reviews
• Working with SCaN and other SOMD areas
• Clustering of awards around central technology theme being evaluated
• Expect to “jumpstart” capability in an area
• Building upon previous NASA and DARPA investments in XNAV technologies
29. Infusion Challenge
• What technology “infusion” is…
• Used in a trade space
• Phase III contracts
• Used in NASA projects or missions
• What is in it for you, a program or project
manager!
• Access to current technology developments
• Streamlined procurement process
30. Technology Infusion Managers’
Infusion Approach
• Collaborate with COTR’s to maintain
technology awareness
• Facilitate the Phase I-II process without losing
sight of the end goal
• Communicate with Programs and Projects to
status technology capabilities and maturity
30
31. Infusion Cycle
• Solicitation Development
• Engage Mission Directorates on behalf of
researchers enabling subtopic formulation
and participation
• Facilitate review and ranking process at
centers
• Advise Mission Directorate concerning highly
regarded proposals
• Maintain local technology portfolio
31
32. SBIR Technology Infusion Examples
Icy Soil
Acquisition
Device
supplied by
Honeybee
Robotics,
Mars Phoenix Lander
Inc.
Lithium ion SpaceDev (formerly
batteries Starsys) contributed to the
supplied by design of the Microscopy
Yardney Electrochemistry and
Technical Conductivity Analyzer
Products, Inc. (MECA)
34. Sources for Phase III Contracts
• Technologies developed under a Phase I or
Phase II SBIR or STTR contract from NASA
• Technologies developed under a Phase I or
Phase II SBIR or STTR contract from another
government agency
34
35. Resources for Programs and Projects
• Technology Infusion Managers
• Advocacy and assist with Phase III contracts
• Contract kick-off, midterm and final technical
reviews
• SBIR Technology Search
• NASA’s SBIR Electronic Handbook
• SBA Tech-Net
• NTTC
• http://www.sbipp.com/technologyportfolios/
36. What Program and
Project Managers Can Do
• Provide subject matter experts for SBIR
proposal reviews.
• Provide subject matter experts for technical
reviews throughout technology development.
• Consider SBIR Technologies in:
• Project formulation
• Trade spaces (i.e. key decision points)
• Acquisition planning