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.
The DART mission was intended to demonstrate autonomous rendezvous technology. However, it faced significant cost overruns, schedule delays, and technical risks. At the critical design review, 300 problems were identified. NASA management then reclassified it as a lower-risk, higher-priority mission for commercial resupply. In light of the identified issues, NASA called for a risk review on proceeding. Key risks included limited engineering resources, late changes to key systems, and tight budgets. Groups discussed whether to proceed to the next design review or cancel the mission, weighing risks and potential mitigation strategies. The case study aimed to help managers make risk-informed decisions.
The document discusses upcoming changes to NASA's independent review policies and processes. Some of the key changes include standardizing terms of reference, implementing a 1-step or 2-step review timeline, updating required lifecycle products, revising review criteria and maturity tables, and changes to review team composition and decision memos. The changes aim to improve the effectiveness and efficiency of NASA's review processes.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
This document 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 modeling mission operations to reduce risk for NASA's Constellation Program. It begins with defining the goals of incorporating new technologies into operations while controlling risk and cost. It then discusses challenges like the need for increased automation and streamlined systems. The solution involved a collaboration between JSC and ARC to develop a simulation of shuttle operations using BRAHMS modeling tools. This prototype showed benefits like reducing time spent on mirroring tasks from over 5% to under 0.5% of a shift. The conclusions were that BRAHMS feasibility for automating complex MCC tasks was verified and could provide insights into processes while assessing risk.
Chris Peters Goverment Contracting Project ExperienceChris Peters
This document lists Chris Peters' experience with various government contracting projects providing services such as project management, training, process documentation, product demonstrations, and pre-sales support. Projects involved implementing EarthWhere software at agencies like the USGS, EPA, USACE, USDA, and FEMA. Peters also facilitated strategic planning sessions, responded to RFPs, and supported emergency response efforts for Hurricane Katrina.
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.
Six institutions collectively investigating hosting resulted in a unique cloud collaboration with a third-party provider. Due diligence determined that virtualization and clustering technologies provided real cost savings and Tier 3–4 facility benefits. This poster session chronicled the process and describe the pros and cons, cost factors, tangible and intangible benefits, and lessons learned. Poster URL: http://bit.ly/RgEROJ
These were the poster session slides
Big picture thinking is valuable for complex problems involving many stakeholders, recurring problems, and issues where actions have wide-ranging effects. It helps reduce project risks and increases likelihood of success. NASA requires systems engineering apply a disciplined, iterative approach throughout a project's life cycle. Big picture thinking considers how a project fits within broader technical and program contexts. It looks beyond immediate requirements to downstream uses and opportunities. Challenges include lack of collaboration across organizations and complex program structures. The Constellation parachute case study showed how considering alternative architectures from an end user perspective led to a simpler, lighter, and safer solution.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
The document describes NASA's Strategic Workforce Management Model (SWMM), which was created to forecast NASA's long-term workforce needs. SWMM aggregates workforce demand estimates for individual projects generated using budget, schedule and program manager input. It then allows visualization of total workforce needs by competency, center or agency-wide over time. SWMM also enables "what if" scenario analysis to estimate the workforce effects of changes to project budgets or schedules. Overall, SWMM aims to provide NASA leadership with a tool for strategic workforce planning and minimizing job losses across centers.
This document discusses APL's incremental approach to implementing Earned Value Management System (EVMS) across its Space Department projects. It describes how APL gained management support, took a graduated approach over time, and focused on training to ensure "No CAM left behind." It implemented EVMS on smaller projects first before requiring it for larger projects over $15 million. The goal was to demonstrate value and get user buy-in for EVMS one project manager or Cost Account Manager (CAM) at a time through an open communication approach.
Lean Project Management is a proven method for improving project performance. It focuses on managing variability through planning, execution, and monitoring approaches like identifying essential inputs, aggressive task estimates, critical chain protection, and buffer management. Team support is critical for implementing Lean Project Management successfully.
The document discusses reducing costs for NASA's infrastructure portfolio to free up funds for space exploration. It proposes a mission to reduce NASA's infrastructure costs through four steps: 1) right-sizing internal space, 2) energizing the workforce, 3) listening to buildings, and 4) applying analytics. The document outlines challenges such as organizational alignment, data sources, and provides examples of tools and methods to achieve cost reductions through strategic optimization and building optimization.
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 discusses using earned value management techniques for software projects. It outlines some current challenges with applying earned value to software, including excessive use of level of effort tasks and not properly accounting for rework. It emphasizes that earned value measures need to directly relate to implementing requirements. The document also discusses breaking work into phases and using a work breakdown structure that properly captures the software effort.
The document discusses an update to NASA's software engineering requirements in NPR 7150.2. It provides an overview of the topics to be covered, including the NPD/NPR architecture, lessons learned from the previous NPR, updates to NPR 7150.2, and future work. It then summarizes lessons learned from developing the original NPR 7150.2, such as forming a strong core team, selecting the target audience wisely, understanding where the NPR fits in directives, setting inclusion/exclusion criteria early, and getting professional help. The document outlines changes between the 2004 and 2009 versions, including some added and deleted requirements. It concludes by noting innovations incorporated in the updated NPR 7150.2
The document summarizes the Allen S. King Rehabilitation Project. It provides an overview of the Metro Emissions Reduction Project and details of the King Plant Rehabilitation. Key activities include installing new pollution control equipment, rebuilding the boiler and replacing the steam turbine. The capital cost is estimated at $382 million and emissions of NOx, SO2, PM and HG will be reduced by 89%, 91%, 20% and 20% respectively. The status and schedule are outlined, with return to service planned for May 2007. Challenges include construction labor availability in fall 2006 and commodity price increases.
NASA has increased its focus on standardized and disciplined engineering processes. SDA was developed to help NASA engineers easily follow rigorous processes with minimal overhead. It automates workflow and allows flexibility to handle exceptions. SDA supports modeling any software process, capturing best practices, and facilitating process execution and visibility for developers, teams, and managers. It has been used successfully at NASA to support processes, projects, and CMMI audits.
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.
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 integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
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.
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.
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.
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.
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.
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 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.
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.
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.
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 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 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.
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 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.
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.
20080422 Overview of ICT research in Software & ServicesArian Zwegers
This document summarizes a workshop on software and services architectures and infrastructures. It discusses current European projects in this area like NESSI, RESERVOIR, and SLA@SOI. It also outlines future research directions for the Internet of Services and the Future Internet in the EU's FP7 research program.
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.
The document summarizes a presentation given by Trisha Jansma from NASA on rolling out the new NASA Systems Engineering Framework. The presentation covered the following key points:
1) NASA established a Systems Engineering Excellence Initiative and Working Group to develop a common framework for systems engineering across the agency.
2) The framework focuses on people, processes, and technology and includes a new Systems Engineering Procedural Requirements document, implementation guides, and workforce training programs.
3) The framework aims to establish consistent processes, requirements, reviews, and a management plan template. Tools like a handbook and online community provide guidance on applying the framework.
The document discusses a presentation given by AARNet to the CAUDIT Spring Meeting. The agenda includes an overview of AARNet's strategy and customer focus, services available on the network, and future service development. AARNet aims to deliver a high-performance network while adding value through collaboration, content delivery, and mobility applications and services. Customers have expressed interest in these types of services to better utilize the core network. AARNet considers factors like customer benefit, cost reduction, existing infrastructure use, and support longevity when prioritizing new service development.
University Of Petroleum And Energy Studies is the first Indian University which has implemented SAP.SAP for HE&R has been able to provide UPES with real time access to student data ,seamless integration of data across all business units, a single portal with complete and controlled access to the entire organization's data, information and knowledge resourses.
Design for People, Effective Innovation and SustainabilityMusstanser Tinauli
Presentation for the thesis titled, " Designing for people, effective innovation and sustainability: Introducing experiential factors in an observational framework to evaluate technology assisted systems".
The document discusses the evolution and increasing use of web-based collaboration tools at NASA, particularly wikis. It provides examples of how wikis have been implemented to support program management, systems engineering, and risk management at NASA. Wikis allow for asynchronous collaboration, knowledge sharing, and social networking across the agency. They have proven effective for organizing work processes and documentation and integrating risk information from various databases. The document envisions future applications of wikis, such as a "RiskNet Wiki," to provide even greater visibility and integration of risk data agency-wide.
The document provides an overview of the OpenNaaS project, which aims to create an open-source Network as a Service (NaaS) software stack. The objectives are to enable long-term network research using the software and to build a community of stakeholders who can contribute to and benefit from a common NaaS platform. OpenNaaS uses an OSGi-based component architecture and aims to provide reusable network abstraction concepts like resources, capabilities, actions, and profiles to facilitate plugin development. It also leverages various open-source building blocks for tasks like resource management, protocol sessions, and more.
UCSF Profiles has integrated with Apache Shindig to add OpenSocial capabilities, allowing it to function as a research networking web platform supporting collaborative applications. As the library of applications grows through contributions from other institutions, the value of the platform increases, attracting more developers and users in a virtuous cycle. Early applications focused on local data, but newer applications access external APIs and aim to enable seamless cross-institutional collaboration. The platform combines social networking features with research functions to support team formation and collaboration across locations.
UCSF Profiles has integrated with Apache Shindig to add OpenSocial capabilities, allowing it to function as a research networking web platform supporting collaborative applications. As the library of applications grows through contributions from other institutions, the value of the platform increases, attracting more developers and users in a virtuous cycle. Early applications focused on local data, but newer applications access external web services for data and collaboration across institutions. The platform aims to seamlessly support cross-institutional collaboration within research networking tools.
Cloud Economics in Training and SimulationNane Kratzke
This document discusses a presentation on cloud economics in training and simulation. It begins with defining cloud computing and outlining its essential characteristics like on-demand self-service, broad network access, resource pooling, rapid elasticity, and measured service. Some postulated use cases for cloud computing are then discussed, including training and education. Real-world data is then presented from a course that utilized Amazon Web Services, analyzing costs, cost drivers, and server usage. The findings provide insights into the economics of educational cloud usage.
This document outlines a presentation by NASA on adapting project management practices to research-based projects. It discusses the challenges of managing science research using traditional project management techniques due to differences in culture and goals between scientists and project managers. It provides perspectives from both scientists and project managers and examples of how NASA has worked to bridge this gap on human research projects through matrix organizational structures, collaboration between project managers and scientists, and involvement of scientists in requirements development.
Columbia University Research Data Symposium Dataverse Network PosterEleni Castro
The Dataverse Network is a project that aims to make research data more accessible by creating an online system for depositing, sharing, and archiving data. It was started by researchers at Harvard University and the Harvard-Smithsonian Center for Astrophysics to encourage open sharing of astronomy data. The Dataverse Network allows researchers to publish their data alongside research articles in journals using the Public Knowledge Project's Open Journal System.
Synergy 2014 - Syn122 Moving Australian National Research into the CloudCitrix
The document summarizes the National Servers Project (NSP) which provides a cloud platform for hosting core services for Australian researchers. The NSP aims to provide a reliable, secure environment for researchers to host important applications so they can focus on managing their research. It highlights how the NSP was implemented including building the management stack and offering self-service features to allow researchers to control virtual machines. Several national research projects are using the NSP including IMOS, Quadrant and TERN.
Duc M. Le is a PhD candidate in computer science at USC studying software architecture and mining software repositories. He has experience in software design, development, and data mining. His research focuses on analyzing architectural changes in open source software systems and predicting potential bugs. He has worked as an intern at several companies including NEC Labs, Veritas, and Samsung Research America.
Tim Malthus_Towards standards for the exchange of field spectral datasetsTERN Australia
This document discusses the development of standards for the exchange of field spectral datasets. It notes the importance of metadata for determining the quality and representativeness of spectral data obtained in the field. A workshop was held in 2012 to discuss best practices for data collection and exchange and key conclusions included the need for standards to facilitate accurate comparison across studies and the role of thorough metadata. Work is ongoing to enhance the SPECCHIO system for hosting spectral libraries and metadata and establishing it as the international tool for storage and exchange of spectral datasets.
The document discusses designing a robust and flexible information architecture for Brightstar Corporation's intranet. It describes consolidating several local intranets into a single regional intranet on the SharePoint platform. This centralized the content while providing a consistent user experience across subsidiaries. The new intranet reduced duplication, administration overhead and risks while supporting business growth. It included sections for information, collaboration, social networking and intellectual property. Implementing the new intranet required analyzing the existing approach, identifying challenges, designing an information architecture and wireframes, migrating content, and testing the new site.
This document summarizes Charles Severance's presentation on collaborative eScience given at Rutgers CyberInfrastructure Meeting on April 4, 2006. It discusses the evolution of collaborative eScience tools over the past 15 years from projects like SPARC to current tools like Sakai, CHEF, WorkTools, and portals. It reflects on lessons learned regarding collaboration software, middleware, and authentication. It also presents a potential future eScience case study integrating various applications, repositories, and portals through a centralized gateway.
The document discusses integrating NASA technical standards with the NASA lessons learned program to improve interoperability between the two systems. It provides an overview of the technical standards program and lessons learned program, and demonstrates how linking related standards and lessons learned entries can increase their value to NASA users. The integration is aimed at improving search capabilities and bidirectional navigation between standards and lessons to enhance visibility of relevant content.
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.
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.
The document discusses powerful phrases for project managers to use in personal communication. It presents 7 phrases and their benefits: thank you, I don't know, you're right, how are you doing, my personal apology, what do you suggest, and what do you need from me. Using these phrases in personal communication with team members can enable additional ideas, insights, confidence, and a strong cohesive team, which are vital for project success.
This document discusses managing priorities in complex environments. It suggests determining priorities based on importance rather than urgency, with importance defined by criteria like long-term impact and number of people affected. It recommends creating a plan with important tasks in priority order and time budgeted for each. Interruptions should be prevented unless truly important or from certain sources like one's boss. The document advises against multitasking and provides tips like doing hard tasks first and closing email to focus on one task at a time. Priorities are difficult to manage due to various pressures, but self-control is still possible.
The document provides an overview of the U.S. General Services Administration's (GSA) Federal Acquisition Service and its engineering and services contracts. It discusses GSA's role in enabling project management through various professional services schedule contracts that map to the Project Management Body of Knowledge knowledge areas and processes. The document outlines features of GSA contracts like streamlined ordering, best value determinations, and e-tools that help connect buyers and sellers.
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
The document discusses schedule metrics and performance measurement for project management. It describes how schedules can be used as a management tool by generating relevant metrics and key performance indicators. It emphasizes analyzing metrics at different levels, such as the overall schedule and project, and tracking trends over time. The presentation provides examples of different types of metrics and reports that can be generated from schedule data, including burndowns, distributions, constraints, and comparisons of baseline, forecast and actual progress. The goal is to help managers sort through schedule data and metrics to identify areas for improvement or risks that require action.
The document provides guidance on writing concisely and effectively. It emphasizes structuring information based on the key message and sub-messages, using language with well-structured sentences focused on specific verbs, and fine-tuning for clarity through editing mechanics and reducing excess words. The document also stresses starting with an overview providing context, message, and roadmap to help the reader know, think and do.
The document discusses how different fields approach risk assessment but use similar frameworks involving likelihood and impact/consequences. It reviews common risk equations and challenges in evaluating likelihood, threats/vulnerabilities, and impact. The document also compares how project management, engineering, and security approach risk management.
The document discusses using project reviews to promote learning. It notes that project success rates remain low and reviews could help improve learning. The goal is to have a conversation about developing "learning-based project reviews" to make reviews more productive and view existing processes from a learning perspective. Key assumptions are that learning occurs throughout a project, reviews are connected to project delivery, and they can help teams learn at different levels. Formal reviews provide benefits but the right questions are needed to drive the right conversations.
The document outlines a proposed problem management process to help NASA program and project managers address risks that become problems. It describes a framework with two parts: technical data management procedures for identifying, investigating, resolving and preventing recurring problems; and support processes like data mining and trend analysis to inform decision making. The status provided is that NASA center comments on an initial draft guidebook are currently under review.
An invited talk given by Mark Billinghurst on Research Directions for Cross Reality Interfaces. This was given on July 2nd 2024 as part of the 2024 Summer School on Cross Reality in Hagenberg, Austria (July 1st - 7th)
The DealBook is our annual overview of the Ukrainian tech investment industry. This edition comprehensively covers the full year 2023 and the first deals of 2024.
Transcript: Details of description part II: Describing images in practice - T...BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and slides: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
Sustainability requires ingenuity and stewardship. Did you know Pigging Solutions pigging systems help you achieve your sustainable manufacturing goals AND provide rapid return on investment.
How? Our systems recover over 99% of product in transfer piping. Recovering trapped product from transfer lines that would otherwise become flush-waste, means you can increase batch yields and eliminate flush waste. From raw materials to finished product, if you can pump it, we can pig it.
AC Atlassian Coimbatore Session Slides( 22/06/2024)apoorva2579
This is the combined Sessions of ACE Atlassian Coimbatore event happened on 22nd June 2024
The session order is as follows:
1.AI and future of help desk by Rajesh Shanmugam
2. Harnessing the power of GenAI for your business by Siddharth
3. Fallacies of GenAI by Raju Kandaswamy
Scaling Connections in PostgreSQL Postgres Bangalore(PGBLR) Meetup-2 - MydbopsMydbops
This presentation, delivered at the Postgres Bangalore (PGBLR) Meetup-2 on June 29th, 2024, dives deep into connection pooling for PostgreSQL databases. Aakash M, a PostgreSQL Tech Lead at Mydbops, explores the challenges of managing numerous connections and explains how connection pooling optimizes performance and resource utilization.
Key Takeaways:
* Understand why connection pooling is essential for high-traffic applications
* Explore various connection poolers available for PostgreSQL, including pgbouncer
* Learn the configuration options and functionalities of pgbouncer
* Discover best practices for monitoring and troubleshooting connection pooling setups
* Gain insights into real-world use cases and considerations for production environments
This presentation is ideal for:
* Database administrators (DBAs)
* Developers working with PostgreSQL
* DevOps engineers
* Anyone interested in optimizing PostgreSQL performance
Contact info@mydbops.com for PostgreSQL Managed, Consulting and Remote DBA Services
Coordinate Systems in FME 101 - Webinar SlidesSafe Software
If you’ve ever had to analyze a map or GPS data, chances are you’ve encountered and even worked with coordinate systems. As historical data continually updates through GPS, understanding coordinate systems is increasingly crucial. However, not everyone knows why they exist or how to effectively use them for data-driven insights.
During this webinar, you’ll learn exactly what coordinate systems are and how you can use FME to maintain and transform your data’s coordinate systems in an easy-to-digest way, accurately representing the geographical space that it exists within. During this webinar, you will have the chance to:
- Enhance Your Understanding: Gain a clear overview of what coordinate systems are and their value
- Learn Practical Applications: Why we need datams and projections, plus units between coordinate systems
- Maximize with FME: Understand how FME handles coordinate systems, including a brief summary of the 3 main reprojectors
- Custom Coordinate Systems: Learn how to work with FME and coordinate systems beyond what is natively supported
- Look Ahead: Gain insights into where FME is headed with coordinate systems in the future
Don’t miss the opportunity to improve the value you receive from your coordinate system data, ultimately allowing you to streamline your data analysis and maximize your time. See you there!
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/07/intels-approach-to-operationalizing-ai-in-the-manufacturing-sector-a-presentation-from-intel/
Tara Thimmanaik, AI Systems and Solutions Architect at Intel, presents the “Intel’s Approach to Operationalizing AI in the Manufacturing Sector,” tutorial at the May 2024 Embedded Vision Summit.
AI at the edge is powering a revolution in industrial IoT, from real-time processing and analytics that drive greater efficiency and learning to predictive maintenance. Intel is focused on developing tools and assets to help domain experts operationalize AI-based solutions in their fields of expertise.
In this talk, Thimmanaik explains how Intel’s software platforms simplify labor-intensive data upload, labeling, training, model optimization and retraining tasks. She shows how domain experts can quickly build vision models for a wide range of processes—detecting defective parts on a production line, reducing downtime on the factory floor, automating inventory management and other digitization and automation projects. And she introduces Intel-provided edge computing assets that empower faster localized insights and decisions, improving labor productivity through easy-to-use AI tools that democratize AI.
Quantum Communications Q&A with Gemini LLM. These are based on Shannon's Noisy channel Theorem and offers how the classical theory applies to the quantum world.
Quality Patents: Patents That Stand the Test of TimeAurora Consulting
Is your patent a vanity piece of paper for your office wall? Or is it a reliable, defendable, assertable, property right? The difference is often quality.
Is your patent simply a transactional cost and a large pile of legal bills for your startup? Or is it a leverageable asset worthy of attracting precious investment dollars, worth its cost in multiples of valuation? The difference is often quality.
Is your patent application only good enough to get through the examination process? Or has it been crafted to stand the tests of time and varied audiences if you later need to assert that document against an infringer, find yourself litigating with it in an Article 3 Court at the hands of a judge and jury, God forbid, end up having to defend its validity at the PTAB, or even needing to use it to block pirated imports at the International Trade Commission? The difference is often quality.
Quality will be our focus for a good chunk of the remainder of this season. What goes into a quality patent, and where possible, how do you get it without breaking the bank?
** Episode Overview **
In this first episode of our quality series, Kristen Hansen and the panel discuss:
⦿ What do we mean when we say patent quality?
⦿ Why is patent quality important?
⦿ How to balance quality and budget
⦿ The importance of searching, continuations, and draftsperson domain expertise
⦿ Very practical tips, tricks, examples, and Kristen’s Musts for drafting quality applications
https://www.aurorapatents.com/patently-strategic-podcast.html
How to Avoid Learning the Linux-Kernel Memory ModelScyllaDB
The Linux-kernel memory model (LKMM) is a powerful tool for developing highly concurrent Linux-kernel code, but it also has a steep learning curve. Wouldn't it be great to get most of LKMM's benefits without the learning curve?
This talk will describe how to do exactly that by using the standard Linux-kernel APIs (locking, reference counting, RCU) along with a simple rules of thumb, thus gaining most of LKMM's power with less learning. And the full LKMM is always there when you need it!
Paradigm Shifts in User Modeling: A Journey from Historical Foundations to Em...Erasmo Purificato
Slide of the tutorial entitled "Paradigm Shifts in User Modeling: A Journey from Historical Foundations to Emerging Trends" held at UMAP'24: 32nd ACM Conference on User Modeling, Adaptation and Personalization (July 1, 2024 | Cagliari, Italy)
Kief Morris rethinks the infrastructure code delivery lifecycle, advocating for a shift towards composable infrastructure systems. We should shift to designing around deployable components rather than code modules, use more useful levels of abstraction, and drive design and deployment from applications rather than bottom-up, monolithic architecture and delivery.
3. Introduction to the NASA Engineering Network
• …fact is, there is a lot of perspiration involved in the hard work of
NASA Engineering
NEN PM Challenge 2007 3
4. Introduction to the NASA Engineering Network
• Every engineer needs access to all NASA engineering
knowledge
Captures
Knowledge
Facilitates
Creation of Organizes and
Knowledge Disseminates
Knowledge
Enables
Reuse of
Knowledge
NEN PM Challenge 2007 4
5. Introduction to the NASA Engineering Network
• The Office of the Chief Engineer created the
NASA Engineering Network to be a robust,
flexible knowledge management system that
• networks users to NASA’s vast
knowledge resources, both documented
and tacit
• provides a multi-purpose community
management tool, task management tool,
and lessons learned tool
• allows for managing and sharing of
discipline standards, requirements and
processes with a minimum of labor
• NEN integrates a content management
system, portal, search engine, and
engineering community management system
in support of engineering discipline
communities and NASA lessons learned
NEN PM Challenge 2007 5
6. Key Knowledge Resource – NASA Lessons Learned
• 1,602 fully vetted Lessons
Learned going back to 1972
• Managed by Lessons Learned
Steering Committee with
representation from all 10
NASA Centers
• Pro: represents NASA’s
highest validity of reusable
knowledge
• Con: not a complete body of
NASA knowledge
NEN PM Challenge 2007 6
7. Key Knowledge Resource -- Engineering Databases
• NASA has a wealth of data
management systems, External Audiences
General Public
NASA NASA NASA
problem reporting and ContractorsPartners
Employees
Scientists StudentsEducators
& Researchers Kids & Teachers
&
Industry
Press
& Media
corrective action systems, Content Delivery1 Accessibility2Communications3
www.nasa.gov
document management Marsrover
Spaceflight
Caching Download
Site X
StreamingSearch Web Managed Portal
Site Y
systems, technical report Network Services
www.nasa.gov
Services Search &
ISN
Public
Engine
Portal App’sApplications
Subscriptions
Collaboration
Portlet Mgmt
Management
Standard Services
Pod casting
On Demand
Aggregation
Vignette Managed Applications
Collections
& Contacts
Messaging
Marsrover
Captioning
Java Apps
Spidering
Shopping
Tailoring
Profiling
Forums
Custom
Access
Instant
systems
Closed
& Polls
Images
Spaceflight
Web
Other
File &
Apps
Apps
Cart
Live
Security
Site X
Privacy
Site Y
Hosting
• Pro: extensive set of NASA Information & Publishing Services4 Management Services5
knowledge Enterprise
Reporting &
SMS Portal CMS Portal System Business
• Con: validity issues, context Syndication Mgmt Content Management System
Workflow Management Tools
Event, Change
Log Analysis
Performance
Management
RDF & Other
Notification
Availability
Repository
Monitoring
Publishing
Publishing
Bandwidth
Publishing
Outbound
Authoring
Business
API & GUI
Workflow
Metadata
Security,
Reports
Inbound
Process
Reports
Agents,
Privacy
issues, seemingly never-
Model
HTML
ending number of db’s
Security Operations NASA NASA Mgmt. and NASA
Mgmt. & Support Centers Support Offices Missions
Management & Internal Customers
NEN PM Challenge 2007 7
8. Key Knowledge Resource – Subject Matter Experts
• NASA employs over 46,000
civil servant and contractor
engineers representing some
of the nation’s best and most
educated intellectual resources
• Pro: our best knowledge
resource
• Con: not easily discovered,
have something better to do
than sit around waiting for your
questions
NEN PM Challenge 2007 8
9. Industry Benchmarking
• Formal benchmarking meetings conducted with the following organizations
have led to NEN architecture as recognized best practice
• In addition, meta-analysis of published case studies and informal
benchmarking also contributed to key architectural decisions and choices
The Aerospace Corporation Department of Commerce
US Army Rand Corporation
MITRE EPRI
Lockheed Martin Space Systems JHU/Applied Physics Lab
Raytheon Department of Homeland Security
Nuclear Regulatory Commission Department of Energy
Intel Procter and Gamble
Boeing Canoga Park Rolls Royce Aerospace
Harvard University Ball Aerospace
Learning Innovations Laboratory
Australian Taxation Office
NEN PM Challenge 2007 9
10. Functional Architecture of NEN
Center Lessons Learned NASA Lessons Learned Interagency/Aerospace Lessons Learned
Agency-wide CAN system,
New Engineering resources
Service
Community Portals Enhancement
Expertise
Collaborative Tools
Locator (POPS)
(NX, Jabber)
Competency ICE
Management System,
NISE LDAP, WIMS Metasearch
Feedback Policies and
Training
Procedures
Advanced Feedback
Engineering
Document and Data Repositories Tools
NEN Existing Resources
NEN PM Challenge 2007 10
11. Finding Solutions
Search across multiple repositories.
Faceted navigation
to drill down into results
NEN PM Challenge 2007 11
12. Finding Solutions (cont.)
Structures NEN Community
NEN searches may lead to
community of expert
practitioners
NEN PM Challenge 2007 12
13. Finding Solutions (cont.)
NEN communities provide a variety of expert locator tools
NEN PM Challenge 2007 13
14. Disseminating Lessons and Best Practices
Discussions on key
topic areas
Greybeards’ advice
Key community documents
Engineering standards
NEN PM Challenge 2007 14
15. Disseminating Lessons and Best Practices (cont.)
Push relevant
lessons learned to
communities
NEN PM Challenge 2007 15
16. Capturing and Sharing Lessons
Multiple entries to
the same
submission form
and workflow
controlled lessons
learned process
NEN PM Challenge 2007 16
17. Policy Makers Embedding Lessons into Processes
NASA System Engineering
Handbook rewrite team using
NEN to collaborate among
60+ subject matter experts
NEN PM Challenge 2007 17
18. Functional Architecture of NEN
Center Lessons Learned NASA Lessons Learned Interagency/Aerospace Lessons Learned
Agency-wide CAN system,
New Engineering resources
Service
Community Portals Enhancement
Expertise
Collaborative Tools
Locator (POPS)
(NX, Jabber)
Competency ICE
Management System,
NISE LDAP, WIMS Metasearch
Feedback Policies and
Training
Procedures
Advanced Feedback
Engineering
Document and Data Repositories Tools
NEN Existing Resources
NEN PM Challenge 2007 18
20. More to Come (cont.)
• 7 Communities in operation
• 24 Engineering Disciplines
identified
• Aligned with Tech Fellows
program
NEN PM Challenge 2007 20
21. More to Come
• Indexed 28 repositories, target
43 repositories
NEN PM Challenge 2007 21
22. More to Come (cont.)
• Lessons Learned Conference
Nov. 2007
• Lessons capture tools, aids,
and resources
• Capture of key knowledge and
project system engineering
artifacts in addition to formal
lessons learned
• Embedding lessons into
processes
NEN PM Challenge 2007 22
23. For More Information
• Visit our booth for a live demonstration
• Manson Yew, (818) 354-4528, myew@jpl.nasa.gov
• Gena Henderson, (321) 867-4261,
Gena.M.Henderson@nasa.gov
NEN PM Challenge 2007 23