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.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
The document discusses NASA's Experimental Program to Stimulate Competitive Research (EPSCoR). [1] EPSCoR aims to strengthen research capabilities in jurisdictions that have not participated equally in aerospace research. [2] It provides seed funding through Research Infrastructure Development awards and Research awards to help jurisdictions develop self-sustaining research capabilities. [3] EPSCoR projects follow standard life cycles and involve multi-project management across jurisdictions and NASA directorates.
Project termination can occur for various reasons such as technical or financial failure, changes in needs or priorities, or budget constraints. When a project is terminated, it impacts individuals and the organization. A terminated project requires closure while minimizing trauma through open communication. Methods of project termination include removing resources, integrating the project, or squeezing the budget. Examples of terminated NASA projects include Apollo missions 18-20 and programs such as X-33 due to cost and technical issues.
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 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.
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 outlines the investigation process of the NASA Organization Design Team. It describes three tracks of the investigation: 1) inviting lectures from program managers to identify best practices and lessons learned, 2) identifying tools to design and assess organizations, and 3) pilot studies applying those tools. The goal is to capture these lessons into a "toolkit" to disseminate organizational best practices across NASA. Track 1 involved 12 lectures on programs like Apollo, the F-117 stealth fighter, and submarines. The lectures explored organizational strategies for complex technical projects.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
The document discusses NASA's Experimental Program to Stimulate Competitive Research (EPSCoR). [1] EPSCoR aims to strengthen research capabilities in jurisdictions that have not participated equally in aerospace research. [2] It provides seed funding through Research Infrastructure Development awards and Research awards to help jurisdictions develop self-sustaining research capabilities. [3] EPSCoR projects follow standard life cycles and involve multi-project management across jurisdictions and NASA directorates.
Project termination can occur for various reasons such as technical or financial failure, changes in needs or priorities, or budget constraints. When a project is terminated, it impacts individuals and the organization. A terminated project requires closure while minimizing trauma through open communication. Methods of project termination include removing resources, integrating the project, or squeezing the budget. Examples of terminated NASA projects include Apollo missions 18-20 and programs such as X-33 due to cost and technical issues.
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 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.
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 outlines the investigation process of the NASA Organization Design Team. It describes three tracks of the investigation: 1) inviting lectures from program managers to identify best practices and lessons learned, 2) identifying tools to design and assess organizations, and 3) pilot studies applying those tools. The goal is to capture these lessons into a "toolkit" to disseminate organizational best practices across NASA. Track 1 involved 12 lectures on programs like Apollo, the F-117 stealth fighter, and submarines. The lectures explored organizational strategies for complex technical projects.
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.
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 discusses the challenges NASA faces in managing institutional risks to its space exploration missions. It outlines NASA's strategic goals and notes that the agency's missions present intense technical, financial, and management challenges within an extremely constrained operating environment. It emphasizes that increased performance from all systems, especially the institutional base of centers and support functions, is critical for mission success. The document identifies several categories of institutional risks to missions, such as environmental regulations and resource scarcity, and calls for risk mitigation strategies like investing in renewable energy and sustainability technologies.
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.
This document summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
The document discusses the 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 discusses the role of in-house consulting at NASA. It proposes that staff offices at NASA centers can take on the perspective of internal consultants by understanding project manager needs, interpreting policies, developing expertise, and providing ongoing support. This would help staff offices maintain relevance and justify their roles, rather than focusing only on processes. Examples are provided of how NASA Goddard's Policy and Standards Office takes a consulting approach to activities like Integrated Baseline Reviews. Potential benefits include improved consistency, training, and cultural alignment across NASA. Risks of undesirable roles like being an "enforcer" or "going native" are also discussed.
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.
This presentation discusses the importance of developing and sharing case studies as a key component of knowledge sharing within NASA. It identifies various sources for developing case studies, such as databases at NASA centers and lessons learned documents. Developing high-quality case studies is important for retaining historical knowledge, especially as experienced employees retire. The presentation emphasizes preparing and submitting timely, high-quality lessons learned and case studies. It also discusses opportunities to expand the collection of case studies, such as developing 10 additional cases per year focused on human spaceflight knowledge sharing.
This document provides an overview of project scheduling from NASA's perspective. It discusses NASA's large, complex projects and the requirements for project scheduling. The presentation covers key project scheduling processes including activity definition, sequencing, duration estimating, schedule development, status accounting, and performance reporting. It provides examples and definitions for these processes. The goal is to give attendees a basic understanding of project scheduling as it relates to NASA projects.
This document discusses NASA's efforts to develop common processes across centers for project management in accordance with NASA Procedural Requirements (NPRs). It notes that while centers share the goal of NPR compliance, their organizational structures differ. Two centers, GRC and MSFC, are working to define standard processes focused on the organization rather than individual projects. GRC has organized efforts since 2007, developing requirements and obtaining buy-in, while MSFC's efforts began in 2008 by building on GRC's work. The goals are to improve planning and estimates, create standard tools and templates, and institutionalize best practices across centers.
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.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
This document provides an overview of NASA's Exploration Systems Development program, which is developing the Space Launch System (SLS), Orion Multi-Purpose Crew Vehicle (MPCV), and associated ground systems. It discusses the analysis of alternatives that was conducted to select these systems and an incremental approach to deliver beyond low Earth orbit exploration capabilities. Key decisions included validating Orion as the crew vehicle and selecting a heavy-lift launch vehicle concept using hydrogen and rocket propellant technologies.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
This document 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.
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.
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.
This document summarizes a presentation about lessons learned from NASA's Stardust comet sample return mission. The Stardust mission returned the first solid samples from a comet in 2006. Key lessons included the value of detailed pre-flight measurements and instrumentation that were not included due to budget and schedule constraints. Future missions could benefit from more proactive "planning for learning" approaches rather than just reactive "lessons learned." Careful recovery operations are also important for preserving samples and data about the heatshield's condition upon reentry.
This document discusses increasing the robustness of flight project concepts. It proposes several improvements and innovations, including establishing new concept maturity levels (CML) to better communicate a concept's readiness. A new P4 document is suggested to provide requirements and guidelines for incorporating and evaluating a concept's robustness. Additional proposed enhancements involve new tools and templates, increased project team support, organizational changes, and training for the pre-phase A community. The overall goal is to address current challenges around assessing risks, communicating maturity, and guidelines for robustness evaluations in NASA's competitive funding environment.
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.
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 discusses the challenges NASA faces in managing institutional risks to its space exploration missions. It outlines NASA's strategic goals and notes that the agency's missions present intense technical, financial, and management challenges within an extremely constrained operating environment. It emphasizes that increased performance from all systems, especially the institutional base of centers and support functions, is critical for mission success. The document identifies several categories of institutional risks to missions, such as environmental regulations and resource scarcity, and calls for risk mitigation strategies like investing in renewable energy and sustainability technologies.
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.
This document summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
The document discusses the 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 discusses the role of in-house consulting at NASA. It proposes that staff offices at NASA centers can take on the perspective of internal consultants by understanding project manager needs, interpreting policies, developing expertise, and providing ongoing support. This would help staff offices maintain relevance and justify their roles, rather than focusing only on processes. Examples are provided of how NASA Goddard's Policy and Standards Office takes a consulting approach to activities like Integrated Baseline Reviews. Potential benefits include improved consistency, training, and cultural alignment across NASA. Risks of undesirable roles like being an "enforcer" or "going native" are also discussed.
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.
This presentation discusses the importance of developing and sharing case studies as a key component of knowledge sharing within NASA. It identifies various sources for developing case studies, such as databases at NASA centers and lessons learned documents. Developing high-quality case studies is important for retaining historical knowledge, especially as experienced employees retire. The presentation emphasizes preparing and submitting timely, high-quality lessons learned and case studies. It also discusses opportunities to expand the collection of case studies, such as developing 10 additional cases per year focused on human spaceflight knowledge sharing.
This document provides an overview of project scheduling from NASA's perspective. It discusses NASA's large, complex projects and the requirements for project scheduling. The presentation covers key project scheduling processes including activity definition, sequencing, duration estimating, schedule development, status accounting, and performance reporting. It provides examples and definitions for these processes. The goal is to give attendees a basic understanding of project scheduling as it relates to NASA projects.
This document discusses NASA's efforts to develop common processes across centers for project management in accordance with NASA Procedural Requirements (NPRs). It notes that while centers share the goal of NPR compliance, their organizational structures differ. Two centers, GRC and MSFC, are working to define standard processes focused on the organization rather than individual projects. GRC has organized efforts since 2007, developing requirements and obtaining buy-in, while MSFC's efforts began in 2008 by building on GRC's work. The goals are to improve planning and estimates, create standard tools and templates, and institutionalize best practices across centers.
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.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
This document provides an overview of NASA's Exploration Systems Development program, which is developing the Space Launch System (SLS), Orion Multi-Purpose Crew Vehicle (MPCV), and associated ground systems. It discusses the analysis of alternatives that was conducted to select these systems and an incremental approach to deliver beyond low Earth orbit exploration capabilities. Key decisions included validating Orion as the crew vehicle and selecting a heavy-lift launch vehicle concept using hydrogen and rocket propellant technologies.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
This document 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.
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.
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.
This document summarizes a presentation about lessons learned from NASA's Stardust comet sample return mission. The Stardust mission returned the first solid samples from a comet in 2006. Key lessons included the value of detailed pre-flight measurements and instrumentation that were not included due to budget and schedule constraints. Future missions could benefit from more proactive "planning for learning" approaches rather than just reactive "lessons learned." Careful recovery operations are also important for preserving samples and data about the heatshield's condition upon reentry.
This document discusses increasing the robustness of flight project concepts. It proposes several improvements and innovations, including establishing new concept maturity levels (CML) to better communicate a concept's readiness. A new P4 document is suggested to provide requirements and guidelines for incorporating and evaluating a concept's robustness. Additional proposed enhancements involve new tools and templates, increased project team support, organizational changes, and training for the pre-phase A community. The overall goal is to address current challenges around assessing risks, communicating maturity, and guidelines for robustness evaluations in NASA's competitive funding environment.
This document summarizes key points from a paper on how complex systems fail. It discusses that complex systems are inherently hazardous due to multiple potential failure points, but have many defensive layers that generally prevent failures. It notes that catastrophes occur when small, disconnected failures combine in unexpected ways. Complex systems also constantly operate with some degraded functionality and latent failures, requiring operators to adapt over time to changing conditions in order to maintain safety.
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
The Commercial Crew Program had to change its acquisition strategy from a fixed-price contract to a public-private partnership due to a 52% budget reduction. The program manager quickly developed a new strategy using a Space Act Agreement and released a revised request for proposals within 11 weeks. While requirements did not change, the approach to verification development had to be adapted. Effective communication, keeping teams focused, and dividing the work into smaller pieces helped the program manager lead the organization through the change in direction.
1. SAIC and ePM used simulation techniques to model and optimize the manufacturing process for the Upper Stage Simulator for the Ares I-X rocket.
2. The simulation results showed that the manufacturing process is highly sensitive to the number of fabricators and welders, and recommended a baseline of 8 fabricators and 6 welders per shift.
3. The investigation of non-destructive inspection factors found that the manufacturing process duration is most impacted by the defect rate during inspections. Higher defect rates significantly increase the overall duration.
The document discusses a case study on risk management challenges for a program transitioning from the Titan IV rocket to new launch vehicles. It describes how failures of the Titan IV led to concerns about losing critical workforce skills. Participants were asked to identify risks and mitigation strategies. The actual Titan IV program implemented strategies like accrual accounts for successful missions, launch awards, identifying critical skills, work sharing programs, and aggressive communication to maintain workforce focus and stability during the transition. The key success factors were starting retention programs early, continuous communication, creating near-term financial incentives for work, and providing long-term transition support and opportunities.
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.
This document discusses the importance of strengthening the connection between technical and financial managers on projects. Traditionally, these managers operate independently with the technical manager focused on requirements and the financial manager on funding. However, this can lead to problems like cost overruns, missed deadlines, and inconsistent information. To overcome these issues, the document recommends that the managers improve communication, develop a trusting relationship, work together on reviews, and share basic knowledge so technical changes are assessed for their budget impacts and funding issues are addressed jointly. Regular communication and cooperation between these critical roles is needed for a project's success.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It highlights that healthy tension between the flight test's Mission Management Office and Technical Authorities was important to the flight test's success. It then discusses NASA's governance model and how technical authority is implemented. Specifically, it notes the Chief Engineer and Chief of Safety and Mission Assurance represented their communities and helped achieve an appropriate balance between constraints and risk. Information flow between groups was a key factor for the multi-center team's cooperation and success.
This document provides an overview of recent policy developments in NASA's program and project management. It discusses revisions made between 2007 and 2009 to requirements documents regarding space flight, IT, acquisition and risk management. Upcoming changes to NPR 7120.5 are also previewed, including potential revisions to the joint confidence level and baseline policies for establishing cost and schedule commitments. The purpose is to improve performance by increasing accountability, clarity and alignment of planning and budgeting processes.
Independent reviews can provide valuable assessments and recommendations to ensure project success. There are different types of reviews - standing reviews are part of the regular project management process, while ad hoc reviews are problem-focused or for critical events. Reviews should have knowledgeable committee members, focus on jointly-planned objectives, and provide timely recommendations. Both standing and ad hoc reviews are important, but standing reviews must focus decisions while avoiding being a resource drain. Reviews help manage stakeholder expectations and support, and maximize mission success when project managers work to increase review value and reduce non-value added reviews.
This document discusses the systems engineering approach used for the Orion Pad Abort-1 (PA-1) flight test. It outlines how the project gathered requirements from multiple stakeholders, organized teams across different organizations into a single project-centric culture, and defined the system architecture and verification process. The presentation provides lessons learned on transitioning from separate organizational cultures to an integrated project approach and the need for community organizers to advocate for the project. It aims to serve as a future reference for applying systems engineering principles.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
The STEREO mission aims to study coronal mass ejections and their propagation through the heliosphere. It involves twin spacecraft launched in 2006 into orbits that separate from Earth at approximately 22 degrees per year. Initial assessments found issues with reviews overburdening the project, unclear roles and communication problems between organizations. To address this, the team adopted a "badgeless" approach and focused on the shared goal of mission success. Regular meetings and clarifying responsibilities helped improve integration between NASA Goddard Space Flight Center and contractor Applied Physics Laboratory. These efforts helped put the project on stable footing.
The document discusses integrating commercial technologies into NASA programs while addressing technical and programmatic challenges. It proposes a "System of Services" framework to identify business services aligned with NASA's strategic objectives. This would abstract functionality from underlying technologies, allowing for selection of commercial technologies. It presents examples of commercial voice recognition, human learning, and question answering technologies. It also addresses how to standardize on architecture, tools, and methodologies to successfully integrate technologies while meeting NASA's requirements.
This document provides an overview of NASA's software engineering benchmarking effort from February 2012. It discusses the background and motivation for the benchmarking, the organizations that were benchmarked, and the benchmarking team. It then summarizes some of the key learnings around training, testing, acquisition, small projects/processes, and the Capability Maturity Model Integration (CMMI). The document finds that mentoring is important for training, testing practices vary, acquisition of software requirements can be improved, tailoring is needed for small projects, and that CMMI adoption provides benefits like improved cost estimation and manageability.
The GRAMMAR project faced challenges from external unpredictable risks. The initial risk plan addressed manufacturing issues but not the concurrent financial crisis affecting the chip producer. This caused delays receiving functioning chips, jeopardizing the main project goal. After impact analysis and risk register updates, the solution was a six month extension to allow time for additional chip production runs and achieve the goal. The experience highlighted the need to consider broader economic risks and risk interactions in plans, with open communication to stakeholders.
Combining multiple independent probabilistic estimates of a project or system can reduce overall uncertainty compared to using the individual estimates alone. The paper presents a mathematical framework for combining estimates based on their means and standard deviations. It shows that the combined estimate will have lower variance than any individual estimate. A numerical example is provided to illustrate combining three independent estimates.
The document presents a strategy proposed by NASA's AR&D Community of Practice to address NASA's history of developing autonomous and automated rendezvous and docking (AR&D) capabilities for individual programs rather than taking an integrated agency approach. The strategy calls for developing an "AR&D Warehouse" - a library of reusable AR&D hardware and software components with standardized interfaces. This would provide 80% of the AR&D capability needed for future missions at much lower costs compared to current single-program approaches. The strategy argues that an integrated, evolutionary development approach coordinated across NASA centers is needed to realize the benefits of the Warehouse concept.
The document discusses the need for an integrated NASA strategy for autonomy and automation (AR&D) capabilities. It notes that NASA programs currently spend up to 10 times more than necessary and take twice as long to develop AR&D capabilities by "reinventing the wheel" for each program. The NASA AR&D Community of Practice recommends developing an "AR&D Warehouse" of reusable hardware and software components to reduce costs and development time across programs. An integrated agency strategy requiring some initial investment could save over $500 million and 16 years of development over the next decade.
This document discusses how NASA employed Web 2.0 collaboration tools internally and externally. It provides examples of the DASHlink website, which allows scientists and engineers to disseminate research and collaborate using discussion forums, tagging, and associated content. It also discusses the Trac system for internal collaboration on website development. The document outlines challenges in using these tools at NASA like cultural resistance and policy barriers, and how solutions like community moderation policies and an emphasis on content creation helped overcome these challenges.
Abu Nasar Mohammad Shakawath Hossain has over 15 years of experience in IT and is seeking a position where hard work and creativity are valued. He has a BSc in Computing and Information Systems from London Metropolitan University. His career includes positions as Deputy Manager and Assistant Manager of IT at Pioneer Insurance Company Ltd. He is proficient in languages like C++, Java, VB, C#, and technologies like SQL, ASP.NET, and has experience developing both desktop and web applications.
Metadata plays an increasingly central role as a tool enabling the large-scale, distributed management of resources. However, metadata communities which have traditionally worked in relative isolation have struggled to make their specifications interoperate with others in the shared web environment.
This webinar explores how metadata standards with significantly different characteristics can productively coexist and how previously isolated metadata communities can work towards harmonization. The webinar presents a solution-oriented analysis of current issues in metadata harmonization with a focus on specifications of importance to the learning technology and library environments, notably Dublin Core, IEEE Learning Object Metadata, and W3C's Resource Description Framework. Providing concrete illustrations of harmonization problems and a roadmap for designing metadata for maximum interoperability, this webinar will provide a bird's-eye perspective on the respective roles of metadata syntaxes, formats, semantics, abstract models, vocabularies, and application profiles in achieving metadata harmonization.
Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2011.
Project Followership is a recent Project Management discipline that looks at projects with a bottom up approach. While in fact the vast majority of Project Management publications are targeted to Project Managers, Project Followership considers team members as the key actors. Project Followership is not antagonist to Project Management but it is complimentary.
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.
These slides were originally a tutorial presented for the SIG preceding the May 2009 meeting of the PRISM Forum.
They attempt to give a survey of the technologies, tools, and state of the world with respect to the Semantic Web as of the first half of 2009.
This document discusses the challenges of partnering on major research platforms and facilities. It notes that the high costs and complexity of such projects have driven increased partnering between U.S. agencies and with international entities. However, ensuring alignment between partner processes and practices can be challenging. The document analyzes the practices of three science agencies - DOE, NASA, and NSF - to identify similarities and differences in their approaches to developing and managing large science projects. Understanding these comparative practices is important for facilitating effective interagency and international cooperation on major research infrastructure initiatives.
This document discusses the challenges of partnering on major research platforms and facilities. It notes that the high costs and complexity of such projects have driven increased partnering between U.S. agencies and with international entities. However, ensuring alignment between partner processes and practices can be challenging. The document analyzes the practices of three science agencies - DOE, NASA, and NSF - to identify similarities and differences in their approaches to developing and managing large science projects. Understanding these comparative practices is important for facilitating effective interagency and international cooperation on major research infrastructure initiatives.
The document discusses progress on tasks within Work Package 3 of the DM2E project. It provides an overview of the tasks, participating partners and their contributions, timeline, and status updates on Tasks 3.1 and 3.2. For Task 3.1 on specifying requirements for the prototyping platform, initial specifications are online but additional feedback is being gathered. For Task 3.2 on building the prototype, the Korbo and Pundit tools are demonstrated and available for testing.
The document discusses the concept of "project followership", which is a new approach to project management that focuses on actively involving project team members rather than just viewing them as followers of the project manager. It describes how project followership can be applied across the different phases of the project life cycle, such as the kickoff meeting, requirements analysis, work breakdown structure, scheduling, and risk management. The goal of project followership is to increase participation, commitment, and satisfaction among project team members to ultimately improve project performance.
Community open source development allows innovators to develop ideas and visions through collaboration. It provides benefits like diverse skills, perspectives, and a combined sense of purpose. An example is NASA's OpenStack project, where NASA worked with a worldwide community to build an open source cloud stack. This aligned with NASA's open government and data plans. It grew rapidly from 30 companies in its first month to over 2300 members today. In summary, community open source is an option for innovators to turn ideas into reality by leveraging transparency, collaboration and participation. Due diligence is needed regarding intellectual property and security.
This document discusses how to successfully implement big data projects. It argues that building effective teams, not just technology, is key. It also stresses the importance of experimentation, addressing data quality issues, and breaking down organizational silos. Successful big data requires multi-skilled teams that can operate in tight cycles and focus on validating business value through experiments. The necessary technical infrastructure and operations support should enable, not impede, this team-driven approach.
This document discusses NASA's policies and processes around software reuse and technology transfer. It provides an overview of NASA's Innovative Partnerships Program (IPP), which facilitates technology sharing both within and outside of NASA. It outlines the steps inventors must take to document and protect software inventions, including filing New Technology Reports. It also reviews the various pathways for releasing NASA software, such as determining appropriate licenses or making code open source. The document aims to educate NASA employees on leveraging software assets and engaging external partners.
Mobile learning is becoming increasingly disruptive through innovations like augmented reality, low-cost computers, and mobile access to online content and qualifications. [1] Effective mobile learning designs the experience around the learner, translating content into new tools and focusing on usability across different mobile contexts. [2] Governments and content teams are recognizing HTML5 as a strategy to future-proof mobile learning and allow sharing across devices through open standards. [3]
The document discusses the DAME (Data Mining & Exploration) project, which aims to implement data mining applications and services for massive data analysis and exploration using a distributed computing environment. It seeks to standardize data mining methods and make them interoperable within the virtual observatory. The project has developed several web applications and investigates using a plugin architecture and standardized accounting to improve interoperability between applications and minimize data transfer requirements. The goal is to develop a unified data mining application approach for the virtual observatory.
WordCamp Boston - Web Strategy in Higher EducationJay Collier
This document discusses strategies for using web technologies in higher education. It begins by defining web strategy and outlining some challenges faced by higher ed institutions. It then discusses using WordPress to showcase programs and benefits of the platform, including ease of use, themes, and plugin ecosystem. Specific plugins are highlighted that are useful for higher ed like content scheduling, analytics, media replacement, forms, audio players, and newsletters. Governance models and building an integrated strategy are also covered.
Open stack for open source private cloud 20120425-shanghaiOpenCity Community
This document outlines a plan and milestones for establishing an OpenStack user group in Asia Pacific. Key steps include finalizing an initial structure by March 2012, publishing draft bylaws and articles of membership by June 2012, and transitioning responsibilities from Rackspace and PPB to the new board by July 2012 with a goal of being fully operational within 60 days. Challenges of rapid growth will need to be addressed by learning from the global community.
Trends in project management show increasing complexity of projects and global competition for top talent. Organizations are establishing project academies and certification standards to develop project leadership skills. NASA project managers must meet the new Federal Acquisition Certification for Program/Project Managers, which recognizes three certification levels. NASA competencies overlap significantly with the certification competencies, focusing on areas like the NASA environment, safety, and leadership.
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.
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.
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.
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.
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
"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
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
How information systems are built or acquired puts information, which is what they should be about, in a secondary place. Our language adapted accordingly, and we no longer talk about information systems but applications. Applications evolved in a way to break data into diverse fragments, tightly coupled with applications and expensive to integrate. The result is technical debt, which is re-paid by taking even bigger "loans", resulting in an ever-increasing technical debt. Software engineering and procurement practices work in sync with market forces to maintain this trend. This talk demonstrates how natural this situation is. The question is: can something be done to reverse the trend?
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.
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/how-axelera-ai-uses-digital-compute-in-memory-to-deliver-fast-and-energy-efficient-computer-vision-a-presentation-from-axelera-ai/
Bram Verhoef, Head of Machine Learning at Axelera AI, presents the “How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-efficient Computer Vision” tutorial at the May 2024 Embedded Vision Summit.
As artificial intelligence inference transitions from cloud environments to edge locations, computer vision applications achieve heightened responsiveness, reliability and privacy. This migration, however, introduces the challenge of operating within the stringent confines of resource constraints typical at the edge, including small form factors, low energy budgets and diminished memory and computational capacities. Axelera AI addresses these challenges through an innovative approach of performing digital computations within memory itself. This technique facilitates the realization of high-performance, energy-efficient and cost-effective computer vision capabilities at the thin and thick edge, extending the frontier of what is achievable with current technologies.
In this presentation, Verhoef unveils his company’s pioneering chip technology and demonstrates its capacity to deliver exceptional frames-per-second performance across a range of standard computer vision networks typical of applications in security, surveillance and the industrial sector. This shows that advanced computer vision can be accessible and efficient, even at the very edge of our technological ecosystem.
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.
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.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
GraphRAG for LifeSciences Hands-On with the Clinical Knowledge Graph
Topousis dennehyfesq
1. Building Communities of Engineers
to Share Technical Expertise
Daria E. Topousis (JPL) (daria.topousis@jpl.nasa.gov)
Cornelius J. Dennehy (NESC) (cornelius.j.dennehy@nasa.gov)
Lorraine M. Fesq (JPL) (lorraine.m.fesq@jpl.nasa.gov)
PM Challenge 2012
Jet Propulsion Laboratory, California Institute of Technology.
Copyright 2011 California Institute of Technology. Government sponsorship acknowledged.
2. https://nen.nasa.gov
Agenda
Autonomous
Examples of Fault
What are Rendezvous &
Background technical Management
communities? Docking
exchange Community
Community
PM Challenge February 2012 2
4. https://nen.nasa.gov
Driver: Columbia Accident
“NASA has not
demonstrated the
characteristics of a
learning organization.”
-Columbia Accident Investigation Board, 2003
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6. https://nen.nasa.gov
NASA Engineering Network
NASA
Engineering
Network (NEN)
Office of the Engineering
Communities Lessons
Chief Engineer Search Organization
of Practice Learned
content Charts
NASA
Firewall
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7. https://nen.nasa.gov
A community of practice is…
A group of people who “share a
concern, a set of problems or a
passion about a topic, and who
deepen their knowledge and
expertise in this area by
interacting on an ongoing
basis.”
-Etienne Wenger
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8. https://nen.nasa.gov
Role of the NESC
The NESC performs value-added independent testing, analysis, and
assessments of NASA's high-risk projects to ensure safety and
mission success.
NASA Technical Fellows, appointed by the OCE, lead most of the
communities of practice.
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9. https://nen.nasa.gov
Developing Online CoPs
2011-present:
2009-2010: 15 Focus on
new CoPs growth
2006-2008:
First 6 CoPs
2004-2005:
NEN
Developed
and
2003: CAIB Implemented
Report
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11. https://nen.nasa.gov
Establishing a New Community
Phase 1
Phase 2
Phase 3
• NASA’s core • Communication • Community-driven
competencies • Encourage more content
• NEN team and Tech user input • Experts answer
Fellow collect key • Interactive online questions
resources content • Tech Fellow
• List center-by- • Allow users to join a champions, but not
center info community sole source of
• Share papers content
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20. https://nen.nasa.gov
Recent FM Developments
2008 2009 2010
2006-2008: FM Apr ’08: SMD/PSD Mar ’09: FM Jul ’09: NASA OCE endorses
causes cost sponsors S/C FM Workshop White white paper; directs to
overruns and Workshop Paper published “Coalesce the field”
schedule slips on (J. Adams) (M. Ryschkewitsch)
*
multiple missions
2010
Jul ’08: Constellation (CxP) identifies Dec ’09: CxP publishes Jan’10: CxP
FM as potential risk; forms FM FMAAT Position Papers establishes FM
Assessment/Advisory Team (FMAAT) addressing key FM Team within Level 2
(B. Muirhead) issues SE org
(M. Goforth)
2011 2012
Apr ’10: NESC/SMD launch Oct ’10: FM CoP Jul ’11: FM Handbook Draft Apr ’12: SMD/PSD
FM Handbook – robotic established on OCE’s delivered to NESC/SMD and sponsors 2nd S/C
* focus NEN website – NTSPO and Centers for review FM Workshop
nen.nasa.gov (J. Adams)
(L. Johnson/N. Dennehy)
(L. Fesq)
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21. https://nen.nasa.gov
FM Handbook – Table of Contents
1. Scope
2. Applicable Documents
3. Acronyms and Definitions
4. Concepts and Guiding Principles
5. Organization, Roles and Responsibilities
6. Process
7. Requirements Development
8. Design and Architecture
9. Assessment and Analysis (TBS)
10. Verification and Validation
11. Operations and Maintenance (TBS)
12. Review and Evaluation
13. Conclusion
14. Future Directions (TBS)
Appendix A: References
Appendix B: Work Product Templates (TBS)
Appendix C: Relevant NASA Lessons Learned
Appendix D: Acknowledgements, historical background
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22. https://nen.nasa.gov
Fault Management Products
Lessons Learned
NASA Handbook
Networking
• Lessons • Hyperlinked list • Contact list
Learned of all FM- • Conferences
• Process for related lessons with FM focus
developing FM • Robotic and • Suggested
systems human training courses
• Guidance and spaceflight • 2nd FM
options to lessons Workshop:
address April 2012
technical issues
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23. https://nen.nasa.gov
Fault Management Blog
Captures latest
activities in FM
community
Allows CoP Lead to
“get the word out”
quickly
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24. https://nen.nasa.gov
Fault Management Poll
Solicit input from
across the
community
Provide a forum for
differing opinions
Goal: move toward
consensus on
definitions of FM
terms
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25. https://nen.nasa.gov
Upcoming Workshop: April 2012
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26. https://nen.nasa.gov
Summary of FM Community
Objectives
Establish online Capture FM
NASA-wide consensus
forum for knowledge approaches at NASA
on FM nomenclature
sharing and other orgs
Share latest
Educate FM engineers
developments
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27. https://nen.nasa.gov
AR&D CoP Background
• Autonomous/Automated Vehicle Rendezvous and Docking (AR&D) was
identified as an Agency-level technical cross-cutting issue at December 2007
BPR meeting at NASA HQ
– Tech Cross-cutting Issue Description: “This a critical exploration technology in that it
enables two vehicles to perform autonomous/automated docking with at least one vehicle
without humans present. Supports cargo transport and robotic sample return. The US is
behind where we need to be. Russia, Europe and Japan have operational systems.
Internationally, the technology is still a high risk as has been demonstrated by the
Issues/lessons learned from Progress/Mir docking (Russia), ETS-VII (Japan) and XSS-
11, DART and Orbital Express (USA). A more robust development and validation strategy in
needed.”
• To close this issue, the NESC, OCE, and the AR&D engineering organizations
across the Agency jointly establish the AR&D CoP in May 2010.
• Active participants from
ARC, DFRC, GRC, GSFC, JSC, JPL, LaRC, MSFC, NESC, and the HQ Office of the
Chief Engineer (OCE)
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28. https://nen.nasa.gov
Autonomous Rendezvous & Docking
(AR&D) CoP
• Formed in May 2010 to enable • AR&D Systems engineering
collaboration across the Agency and • AR&D Systems integration
develop the relationships to utilize the • Relative navigation sensor design
experience, expertise, and skills of each and development
center.
• Relative navigation algorithms
• Established as a peer network of AR&D
• 6 Degree-of-Freedom relative
technical practitioners and subject
control algorithms
matter experts
• Docking mechanisms
• Hold monthly CoP telecons and an
annual face-to-face meeting
Formation driver was the need for cross- AR&D CoP is Multidisciplinary encompassing
Agency collaboration on RFI responses and GN&C, Fault Management, Software, Avionics,
technology proposals Mechanisms disciplines
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29. https://nen.nasa.gov
AR&D CoP Purpose
• Promote cross-directorate communication on AR&D in order
to facilitate maximum leverage of agency resources for
technology road-mapping and informal peer reviews
• Develop an Agency AR&D strategy
• Steer AR&D technologies and developments in the future
• Provide a source of independent technical expert support at
formal design reviews and for anomalies
• Enable simple periodic sharing of data, lessons learned and
best engineering practices
• Leverage Agency hardware and/or software/algorithms
across directorates
• Increase awareness of partnership, collaboration, and cost-
leveraging opportunities inside and outside the Agency
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30. https://nen.nasa.gov
AR&D Community Products
Vision Navigation Sensor EDU
Products & Tools
Strategy White Paper
• NASA and U.S. space • Goal was an in-space • Relative navigation
industry need to relative navigation sensors database
develop mainstream sensor technology • Catalog of AR&D
AR&D capability demonstration on ISS algorithms to share
suite as part of DPP • AR&D test facility
• Proposes strategy • Initiated by CoP, database
• Used to explain and sponsored by NESC
promote AR&D • Low-cost way to
mature relative
navigation sensor
component
technology
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31. • Developed by the core community to
describe our vision of an approach to
ensure a sufficiently technically
advanced and affordable AR&D
technology base is available to support
future NASA missions.
• The goal of this strategy is to create an
environment exploiting reusable
technology elements for an AR&D
system design and development
process which is:
• Lower-Risk
• More Versatile/Scalable
• Reliable & Crew-Safe
• More Affordable
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33. https://nen.nasa.gov
Key Tenants of the AR&D CoP’s Strategy
Focuses on development of an AR&D capability suite, which primarily involves four
specific subsystems that can enable AR&D and its required integration for all these
missions.
The focus is not on the development of a single complete AR&D package capable of
being wired into a spacecraft which supports all mission types (“AR&D-in-a-box”).
The four subsystems most impacted by adding an AR&D requirement to a vehicle:
Relative navigation sensors and integrated communications
Robust AR&D GN&C & real-time FSW
Docking/capture mechanisms
Mission/system managers for Autonomy/Automation
The AR&D capability suite would be populated with various solutions for each of these
four areas, and all solutions would have standardized interfaces.
The recently agreed-to “International Docking System Standard” is an excellent example.
Each mission would then pick-and-choose which solutions in the AR&D suite are most
useful for implementing their design. 33
35. https://nen.nasa.gov
Vision Navigation System (VNS) EDU for Ground Test/Flight Test
Vision Navigation System (VNS) is the Relative
Navigation Flash LIDAR rendezvous sensor
baselined for Orion Multi Purpose Crew
Vehicle (MPCV)
The NASA AR&D Community of Practice led the
cross-Agency effort to build, calibrate, and test
VNS EDU an existing Orion “on the shelf” VNS EDU
Bench Test
hardware at Ball
A more advanced version of the STORRM VNS
Argon Testbed unit was flown on STS-134 in April 2011
Argon Testbed with VNS EDU
Will be a shared asset for the AR&D CoP
Target
Delivered on October 2011
First use in GSFC’s Spacecraft Servicing
Capabilities Program Argon ground testbed
Currently searching for on-orbit flight test
opportunity for VNS EDU
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36. https://nen.nasa.gov
AR&D CoP Formulated Multi-Program/Project Team
Partnership for VNS EDU Effort
Group Investment
Orion • Provide existing “on the shelf” VNS EDU components
• Allow use of VNS emulator and other GSE
Satellite • Provide integration of VNS onto DPP
Servicing
• Perform system testing (now ground testing)
Capabilities
Program • Provide operations planning/ support
Flagship • Provide Civil Servant FTEs for AR&D “science”
Technology
• Provide Civil Servant travel funding
Development
Program
Ball Aerospace • Early integration activities
• Make components flight-ready
NASA Engineering • Provide funding to Ball to assemble, test and calibrate
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PM Safety Center VNS EDU H/W and complete embedded flight software36
37. https://nen.nasa.gov
AR&D Community Success: Founded Upon A
Common Strategy, Trusting Relationships,
A Common Communications, and Sharing
AR&D
Strategy Team
collaborates
on
proposals
Sharing
knowledge
across
centers
Communication
about importance
of AR&D
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38. https://nen.nasa.gov
Conclusion
Engineers are sharing what they know
Knowledge is captured and stored
Center barriers are more porous
Enabling key fields to coalesce
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Editor's Notes
Changing missions – closeout of Shuttle, search for new direction for Agency through Augustine Commission etc. Preparing Agency for that work through some of these coalescing disciplines, but also capturing knowledge as we go. Also preserving knowledge for commercial partners.
It includes a ready group of technical specialists who conduct independent assessments.Technical Fellows are senior technical experts who lead technical discipline teams and champion communities of practice.
Fault Management is also one of the disciplines included in AR&D.
Have it on site if they want a copy
Communicating to colleagues and NASA decision-makers that AR&D is a critical enabler for human and large-scale space exploration and satellite servicing/rescue