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The SharpKBE software provides a graphical user interface environment for domain experts to build and manage knowledge base systems. Knowledge bases can be exported/translated to various target languages automatically, including customizable target languages.
With the high speed networking capabilities, multiple media options, and massive amounts of information that exist in electronic format today, the concept of a 'virtual' library or 'library without walls' is becoming viable. In virtual library environment, the information processed goes beyond the traditional definition of documents to include the results of scientific and technical research and development (reports, software, data) recorded in any format or media: electronic, audio, video, or scanned images. Network access to information must include tools to help locate information sources and navigate the networks to connect to the sources, as well as methods to extract the relevant information. Graphical User Interfaces (GUI's) that are intuitive and navigational tools such as Intelligent Gateway Processors (IGP) will provide users with seamless and transparent use of high speed networks to access, organize, and manage information. Traditional libraries will become points of electronic access to information on multiple medias. The emphasis will be towards unique collections of information at each library rather than entire collections at every library. It is no longer a question of whether there is enough information available; it is more a question of how to manage the vast volumes of information. The future equation will involve being able to organize knowledge, manage information, and provide access at the point of origin.
Building on an existing prototype, we have fielded a facility with bioinformatics technologies that will help NASA meet its unique requirements for biological research. This facility consists of a cluster of computers capable of performing computationally intensive tasks, software tools, databases and knowledge management systems. Novel computational technologies for analyzing and integrating new biological data and already existing knowledge have been developed. With continued development and support, the facility will fulfill strategic NASA s bioinformatics needs in astrobiology and space exploration. . As a demonstration of these capabilities, we will present a detailed analysis of how spaceflight factors impact gene expression in the liver and kidney for mice flown aboard shuttle flight STS-108. We have found that many genes involved in signal transduction, cell cycle, and development respond to changes in microgravity, but that most metabolic pathways appear unchanged.
A major knowledge-sharing issue that is the source of many project problems: how to communicate our intentions so that the information received is the same as the information given. One answer is conversation-the back-and-forth of statement, question, and response that gradually brings talkers and listeners to a shared understanding. Stories also offer a way to share knowledge effectively. While the story teller's intent and the listener's interpretation will not be identical, a good story reliably communicates essential knowledge so it is not only understood but absorbed and embraced. Narrative is one of the oldest knowledge-transfer systems in the world. Religion knows it. Politicians know it. Fairytales know it. Now, knowledge management practitioners are coming to know it, too. But why are stories such a powerful knowledge-transfer tool? And what kinds of knowledge do they transfer? Joseph Campbell, the mythologist, defined stories as serving four major functions: the mystical, the cosmological, the sociological, and the pedagogical. The mystical function of narrative lies in its ability to open up emotional realization that often connects with a transcendent idea such as love or forgiveness. He calls this realization "mystical" because it connects the self with the universal. What Campbell calls the cosmological function of stories relates the self to the outside world, focusing on action, on understanding cause and effect and our role in it. For the cosmological function of stories "to be up to date and really to work in the minds of people who are living in the modern scientific world," Campbell notes, "it must incorporate the modern scientific world." We must continually tell stories that demonstrate our current vision of the world. The sociological function of stories, Campbell explains, helps maintain and validate the social order of a society. Stories pass on information about power relationships, taboos, laws, and the inner workings of communities. Countries and religions have stories that serve this function and so do organizations and project teams, where stories about project work communicate information about behaviors and attitudes that are expected and rewarded or frowned upon and penalized. Functioning pedagogically, says Campbell, narratives guide individuals harmoniously through the stages of life in terms of their world today, with its current goods, values, and dangers. These are stories that deal with life transitions and guide us from one stage to another. Stories powerfully serve these functions partly because of two great strengths: their ability to engage listeners personally and emotionally and their use of metaphor. And it turns out that these two things are related.
At NASA Goddard, the role of the command management system (CMS) is to transform general requests for spacecraft opeerations into detailed operational plans to be uplinked to the spacecraft. The CMS is part of the NASA Data System which entails the downlink of science and engineering data from NASA near-earth satellites to the user, and the uplink of command and control data to the spacecraft. Presently, it takes one to three years, with meetings once or twice a week, to determine functional requirements for CMS software design. As an alternative approach to the present technique of developing CMS software functional requirements, an expert system prototype was developed to aid in this function. Specifically, the knowledge base was formulated through interactions with domain experts, and was then linked to an existing expert system application generator called 'Knowledge Engineering System (Version 1.3).' Knowledge base development focused on four major steps: (1) develop the problem-oriented attribute hierachy; (2) determine the knowledge management approach; (3) encode the knowledge base; and (4) validate, test, certify, and evaluate the knowledge base and the expert system prototype as a whole. Backcasting was accomplished for validating and testing the expert system prototype. Knowledge refinement, evaluation, and implementation procedures of the expert system prototype were then transacted.
NASA Marshall Space Flight Center s Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities with in the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center Of Excellence (AISCE), Intergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KM implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to support the planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have been performed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural/KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level systems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.
The role of materials as the benchmark technologies which give epochs of human history their names continues into the present. The discovery of new materials has nearly always been the source of new materials science, and frequently of new technologies. This paper analyzes the actual processes by which new materials are synthesized, i.e. whether driven by serendipitous observations, new knowledge is pulled by the market, or integrated into a technological thrust. This analysis focuses on modern ceramic materials discoveries, since World War 2 and uses 45 years experience in materials synthesis in the author's own laboratory as case studies. A dozen different families of materials or processes are involved: hydrothermal reactions; sol-gel processing; clays and zeolites; electroceramics; zero expansion ceramics; diamond films; and radioactive waste host phases. Nanocomposite concepts introduced by the author a decade ago offer an entire, large, new class of materials which will dominate synthesis for the next period. The future of materials research for the next 25 years cannot be extrapolated from the past 25 years. We are near the asymptote for materials utilization in most metals. Likewise we are approaching saturation in improvement of many useful properties. Justifying much further 'basic' R/D for incremental improvement in civilian-oriented industries will not be easy. In materials synthesis, the near-term future is sure to emphasize not new phases, but tailored micro- and nanocomposites for chemical, electrical, optical, and magnetic uses. Unexpected new discoveries such as the Lanxide process may offer rarer chances for step function advances. The new structure of knowledge management will rely less on local research than on integration of worldwide inputs. Better scientific and technological opportunities will lie in designing knowledge intensive materials to meet the new environmental and conservation goals, and the human needs of the very large numbers at the bottom of the socio-economic structures of the world.
The slide presentation examines information management and retrieval among NASA centers and with outside sources. It provides an overview and problem statement, vision and high level technologies, strategies, knowledge management benefits, and a summary and challenge.
This abstract presents the training approach taken to create a management-centered, experiential learning solution for the Virginia Port Authority's Port Command Center. The resultant tool, called the Command Center Training Tool (C2T2), follows a holistic approach integrated across the training management cycle and within a single environment. The approach allows a single training manager to progress from training design through execution and AAR. The approach starts with modeling the training organization, identifying the organizational elements and their individual and collective performance requirements, including organizational-specific performance scoring ontologies. Next, the developer specifies conditions, the problems, and constructs that compose exercises and drive experiential learning. These conditions are defined by incidents, which denote a single, multi-media datum, and scenarios, which are stories told by incidents. To these layered, modular components, previously developed meta-data is attached, including associated performance requirements. The components are then stored in a searchable library An event developer can create a training event by searching the library based on metadata and then selecting and loading the resultant modular pieces. This loading process brings into the training event all the previously associated task and teamwork material as well as AAR preparation materials. The approach includes tools within an integrated management environment that places these materials at the fingertips of the event facilitator such that, in real time, the facilitator can track training audience performance and resultantly modify the training event. The approach also supports the concentrated knowledge management requirements for rapid preparation of an extensive AAR. This approach supports the integrated training cycle and allows a management-based perspective and advanced tools, through which a complex, thorough training event can be developed.
ASK Magazine is not alone when it comes to using storytelling to capture lessons learned and share knowledge. Several other practitioners have successfully introduced this approach to knowledge management within organizations. This article by Annette Simmons marks the first in a series ty authors whose work on storytelling has been widely recognized. We hope these features illuminate why ASK contributors use the story form to share their knowledge, and how you can do the same. Annette Simmons spoke at the February 2002 APPL Masters Forum.
THIS ISSUE FEATURES A VISUAL DEPICTION OF THE ACADEMY of Program and Project Leadership (APPL). I imagine a variety of initial reactions to the drawing. One might be, "What is a cartoon doing in a magazine about project management?" Or perhaps, "Wow, nice colors-and fun." Another may be to closely search the image for signs, symbols and meaning. Still another, to read a new level of innovation and creativity into the picture. Undoubtedly, some readers will raise questions about the cost. Of course, any reaction is a sign of engagement. The stronger, the more energized the emotional and cognitive processing, the better. It is a sign of attention and interaction. For I've heard it said, "You only need to worry if they don t care one way or the other." So what is the point of the picture? To stimulate interest, raise questions, promote discussion, and maybe raise a smile.. .That, at least, was my initial reaction when I was introduced to the work of Nancy Hegedus, who helps to create these drawings for Root Learning Inc. At the NASA PM Conference, I was first shown the work Nancy had been doing with the help of Goddard s Knowledge Management Architect, Dr. Ed Rogers. I was immediately drawn into the power of visualization as a tool for more effective learning, communicating, and conveying complex knowledge concepts. We need new tools in today s world, where information and data overwhelms by sheer volume. There are articles, pamphlets, communications, and white papers-all aiming to convince and influence. Reactions to these tend to be either avoidance or mind-numbing, heavy-eyed consent; the message never registers or enters the soul. That s one of the reasons that APPL s Knowledge Sharing Initiative (KSI) has turned to storytelling as a memorable way of transfer- ring knowledge, inspiring imitation of best practices, and spurring reflection. ASK Magazine s recent fourth birthday marks an important milestone in APPL s continuing quest to provide ongoing support to project managers and to promote mission success. And similar to storytelling, the power of visualization is receiving increasing attention in recent years as a way to stimulate engagement. Pictures and visual graphs are viewed as one of the most effective ways for displaying, describing, and generating discussion about quantitative and technically complex information. Prototypes, models, and simulations are considered essential for stimulating innovation through open and engaging discussions. There has also been extensive writing on the use of visual graphics, pictures, and cartoons to facilitate memory, creativity, openness, attention-and even well-being. For many of these reasons, I am excited to have a colorful visual depiction of the APPL world included in ASK. Without the addition of text or slides, the intent is to invite people into the world of the APPL mission-as well as its products, services, customers, and partners- in a fun and engaging manner. As project leaders strive to find ways to encourage engagement, learning, and transmission of knowledge, traditional technologies are proving to be as valuable as modern technologies. (But for those who want more information in the form of texts and slide presentations, we certainly have an abundance of those as well.)
Now, more than ever before, NASA is realizing the value and importance of their intellectual assets. Principles of knowledge management, the systematic use and reuse of information/experience/expertise to achieve a specific goal, are being applied throughout the agency. LSDA is also applying these solutions, which rely on a combination of content and collaboration technologies, to enable research teams to create, capture, share, and harness knowledge to do the things they do well, even better. In the early days of spaceflight, space life sciences data were been collected and stored in numerous databases, formats, media-types and geographical locations. These data were largely unknown/unavailable to the research community. The Biomedical Informatics and Health Care Systems Branch of the Space Life Sciences Directorate at JSC and the Data Archive Project at ARC, with funding from the Human Research Program through the Exploration Medical Capability Element, are fulfilling these requirements through the systematic population of the Life Sciences Data Archive. This project constitutes a formal system for the acquisition, archival and distribution of data for HRP-related experiments and investigations. The general goal of the archive is to acquire, preserve, and distribute these data and be responsive to inquiries from the science communities.
The United States (US) Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with new space transportation systems for missions to the Moon, Mars, and beyond. The Crew Exploration Vehicle (CEV) that the new human-rated Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station (ISS) Toward the end of the next decade, a heavy-lift Cargo Launch Vehicle (CaLV) will deliver the Earth Departure Stage (EDS) carrying the Lunar Surface Access Module (LSAM) to low-Earth orbit (LEO), where it will rendezvous with the CEV launched on the CLV and return astronauts to the Moon for the first time in over 30 years. This paper outlines how NASA is building these new space transportation systems on a foundation of legacy technical and management knowledge, using extensive experience gained from past and ongoing launch vehicle programs to maximize its design and development approach, with the objective of reducing total life cycle costs through operational efficiencies such as hardware commonality. For example, the CLV in-line configuration is composed of a 5-segment Reusable Solid Rocket Booster (RSRB), which is an upgrade of the current Space Shuttle 4- segment RSRB, and a new upper stage powered by the liquid oxygen/liquid hydrogen (LOX/LH2) J-2X engine, which is an evolution of the J-2 engine that powered the Apollo Program s Saturn V second and third stages in the 1960s and 1970s. The CaLV configuration consists of a propulsion system composed of two 5-segment RSRBs and a 33- foot core stage that will provide the LOX/LED needed for five commercially available RS-68 main engines. The J-2X also will power the EDS. The Exploration Launch Projects, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operations planning for these new space transportation systems. Utilizing a foundation of heritage hardware and management lessons learned mitigates both technical and programmatic risk. Project engineers and managers work closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch systems, leveraging a wealth of knowledge from Shuffle operations. In addition, NASA and its industry partners have tapped into valuable Apollo databases and are applying corporate wisdom conveyed firsthand by Apollo-era veterans of America s original Moon missions. Learning from its successes and failures, NASA employs rigorous systems engineering and systems management processes and principles in a disciplined, integrated fashion to further improve the probability of mission success.
NASA missions require advanced planning, scheduling, and management, and the Space Agency has worked extensively to develop the programs and software suites necessary to facilitate these complex missions. These enormously intricate undertakings have hundreds of active components that need constant management and monitoring. It is no surprise, then, that the software developed for these tasks is often applicable in other high-stress, complex environments, like in government or industrial settings. NASA work over the past few years has resulted in a handful of new scheduling, knowledge-management, and research tools developed under contract with one of NASA s partners. These tools have the unique responsibility of supporting NASA missions, but they are also finding uses outside of the Space Program.
Knowledge management in general tries to organize and make available important know-how, whenever and where ever is needed. Today, organizations rely on decision-makers to produce "mission critical" decisions that am based on inputs from multiple domains. The ideal decision-maker has a profound understanding of specific domains that influence the decision-making process coupled with the experience that allows them to act quickly and decisively on the information. In addition, learning companies benefit by not repeating costly mistakes, and by reducing time-to-market in Research & Development projects. Group-decision making tools can help companies make better decisions by capturing the knowledge from groups of experts. Furthermore, companies that capture their customers preferences can improve their customer service, which translates to larger profits. Therefore collaborative computing provides a common communication space, improves sharing of knowledge, provides a mechanism for real-time feedback on the tasks being performed, helps to optimize processes, and results in a centralized knowledge warehouse. This paper presents the research directions. of a project which seeks to augment an advanced collaborative web-based environment called Postdoc, with workflow capabilities. Postdoc is a "government-off-the-shelf" document management software developed at NASA-Ames Research Center (ARC).
Scientific hypothesis generation represents a fundamental challenge in contemporary research due to exponentially expanding literature volumes and increasing disciplinary specialization. Large language models (LLMs) have emerged as transformative tools for automated scientific discovery, moving beyond traditional rule-based and literature-mining approaches. Four paradigmatic approaches define current LLM-driven hypothesis generation: direct prompting and fine-tuning methods, knowledge-enhanced frameworks integrating retrieval-augmented generation (RAG), multi-agent collaborative systems simulating research teams, and reasoning-focused approaches implementing cognitive architectures. Domain-specific applications demonstrate statistical equivalence to human expert performance in social psychology, experimental validation in biomedical research, and near-expert quality in astronomy. Evaluation methodologies encompass human expert assessment, LLM-as-judge frameworks, and comprehensive benchmarking systems. Technical challenges include hallucination management, knowledge integration limitations, and balancing novelty with feasibility. Future directions emphasize hybrid neural-symbolic architectures and sophisticated human-AI collaboration models for responsible scientific discovery acceleration.
The problems of managing and searching large archives of scientific journal articles can potentially be addressed through data mining and statistical techniques matured primarily for quantitative scientific data analysis. A journal paper could be represented by a multivariate descriptor, e.g., the occurrence counts of a number key technical terms or phrases (keywords), perhaps derived from a controlled vocabulary ( e . g . , the American Meteorological Society's Glossary of Meteorology) or bootstrapped from the journal archive itself. With this technique, conventional statistical classification tools can be leveraged to address challenges faced by both scientists and professional societies in knowledge management. For example, cluster analyses can be used to find bundles of "most-related" papers, and address the issue of journal bifurcation (when is a new journal necessary, and what topics should it encompass). Similarly, neural networks can be trained to predict the optimal journal (within a society's collection) in which a newly submitted paper should be published. Comparable techniques could enable very powerful end-user tools for journal searches, all premised on the view of a paper as a data point in a multidimensional descriptor space, e.g.: "find papers most similar to the one I am reading", "build a personalized subscription service, based on the content of the papers I am interested in, rather than preselected keywords", "find suitable reviewers, based on the content of their own published works", etc. Such services may represent the next "quantum leap" beyond the rudimentary search interfaces currently provided to end-users, as well as a compelling value-added component needed to bridge the print-to-digital-medium gap, and help stabilize professional societies' revenue stream during the print-to-digital transition.
This report provides an overview of the Space Station Module Power Management and Distribution (SSM/PMAD) testbed system and describes recent enhancements to that system. Four tasks made up the original contract: (1) common module power management and distribution system automation plan definition; (2) definition of hardware and software elements of automation; (3) design, implementation and delivery of the hardware and software making up the SSM/PMAD system; and (4) definition and development of the host breadboard computer environment. Additions and/or enhancements to the SSM/PMAD test bed that have occurred since July 1990 are reported. These include: (1) rehosting the MAESTRO scheduler; (2) reorganization of the automation software internals; (3) a more robust communications package; (4) the activity editor to the MAESTRO scheduler; (5) rehosting the LPLMS to execute under KNOMAD; implementation of intermediate levels of autonomy; (6) completion of the KNOMAD knowledge management facility; (7) significant improvement of the user interface; (8) soft and incipient fault handling design; (9) intermediate levels of autonomy, and (10) switch maintenance.