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Designers have many options for how to encode knowledge, although most are based on declarative representations. This paper explores the use of questions to represent knowledge.
This paper reports on the effectiveness of web-based internet tools and databases to facilitate integration of technical organizations with interfaces that minimize modification of each technical organization.
This paper summarizes the final results of the follow-up study updating the estimated software effort growth for those projects that were still under development and including an evaluation of the roles versus observed cost risk for the missions included in the original study which expands the data set to thirteen missions.
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In August 2003, the Secretary of Defense (SECDEF) established the Adaptive Planning (AP) initiative [1] with an objective of reducing the time necessary to develop and revise Combatant Commander (COCOM) contingency plans and increase SECDEF plan visibility. In addition to reducing the traditional plan development timeline from twenty-four months to less than twelve months (with a goal of six months)[2], AP increased plan visibility to Department of Defense (DoD) leadership through In-Progress Reviews (IPRs). The IPR process, as well as the increased number of campaign and contingency plans COCOMs had to develop, increased the workload while the number of planners remained fixed. Several efforts from collaborative planning tools to streamlined processes were initiated to compensate for the increased workload enabling COCOMS to better meet shorter planning timelines. This paper examines the Joint Strategic Capabilities Plan (JSCP) directed contingency planning and staffing requirements assigned to a combatant commander staff through the lens of modeling and simulation. The dynamics of developing a COCOM plan are captured with an ExtendSim [3] simulation. The resulting analysis provides a quantifiable means by which to measure a combatant commander staffs workload associated with development and staffing JSCP [4] directed contingency plans with COCOM capability/capacity. Modeling and simulation bring significant opportunities in measuring the sensitivity of key variables in the assessment of workload to capability/capacity analysis. Gaining an understanding of the relationship between plan complexity, number of plans, planning processes, and number of planners with time required for plan development provides valuable information to DoD leadership. Through modeling and simulation AP leadership can gain greater insight in making key decisions on knowing where to best allocate scarce resources in an effort to meet DoD planning objectives.
This report has been developed by the National Aeronautics and Space Administration (NASA) ESMD Risk and Knowledge Management team. This document provides a point-in-time, cumulative, summary of key lessons learned derived from the official Columbia Accident Investigation Board (CAIB). Lessons learned invariably address challenges and risks and the way in which these areas have been addressed. Accordingly the risk management thread is woven throughout the document. This report is accompanied by a video that will be sent at request
NASA is committed to safety of flight for all of its operational assets Performed by CARA at NASA GSFC for robotic satellites Focus of this briefing Performed by TOPO at NASA JSC for human spaceflight he Conjunction Assessment Risk Analysis (CARA) was stood up to offer this service to all NASA robotic satellites Currently provides service to 70 operational satellites NASA unmanned operational assets Other USG assets (USGS, USAF, NOAA) International partner assets Conjunction Assessment (CA) is the process of identifying close approaches between two orbiting objects; sometimes called conjunction screening The Joint Space Operations Center (JSpOC) a USAF unit at Vandenberg AFB, maintains the high accuracy catalog of space objects, screens CARA-supported assets against the catalog, performs OD tasking, and generates close approach data.
The focus of this report is on the development of a framework and overall approach that serves the interests of nonprofit and Government organizations like NASA that focus on developing and/or applying new technology (henceforth referred to as organizations like NASA). These interests tend to place emphasis on performing services and achieving scientific and technical gains more than on achieving financial investment goals, which is the province of commercial enterprises. In addition, the objectives of organizations like NASA extend to institutional development and maintenance, financial health, legal and reputational protection, education and partnerships, and mandated milestone achievements. This report discusses the philosophical underpinnings of OROM for organizations like NASA, the integration of OROM with existing management processes, and the nature of the activities that are performed to implement OROM within this context. The proposed framework includes a set of core principles that would be essential to any successful OROM approach, along with some features that are currently under development and are continuing to evolve. The report is intended to foster discussion of OROM at NASA in order to reach a consensus on the optimum approach for the agency.
Summary of capstone project collaboration between Virginia Tech Center for Business Analytics and LaRC OCIO Data Science team.
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Explore the source record for details and available documents.
Explore the source record for details and available documents.
Explore the source record for details and available documents.
In today's technological workplace with the shortage of qualified knowledge workers, the factors that lead to job satisfaction have increasing importance. Several past studies have indicated that knowledge worker job satisfaction increases when Herzberg motivators are present. Other research has indicated that job satisfaction improves as the degree of organic organizational culture increases. After examining the factors that led to knowledge worker job satisfaction, the current study was undertaken. Knowledge workers in varying organizational cultures were surveyed in an effort to determine if there is a relationship between the degree of knowledge worker job satisfaction and the measure of organic organization culture. Two survey instruments, the Organizational Cultural Assessment (OCA) developed by Riegle, and the Minnesota Satisfaction Questionnaire (MSQ), were utilized. The OCA delineates degree of organic culture present whereas the MSQ measures job satisfaction. Results of both surveys were statistically analyzed to determine if knowledge workers experience higher satisfaction levels in organic organizational cultures. Once data was analyzed and the hypothesis proven, this could lead companies to move toward an organic culture with emphasis on motivators in an effort to make their organizational culture more conducive to higher employee retention. Through understanding the factors that lead to increased job satisfaction, corporate resources could more efficiently utilized. A total of eight high technology workplaces were surveyed. Five of the eight workplaces yielded statistically significant positive correlation between a positive organizational culture and increased job satisfaction. These initial results indicate the connection between culture and job satisfaction. The relationship will be further analyzed through future surveys of numerous high technology workplaces.
Organizational problems in permanent organizations in outer space were analyzed. The environment of space provides substantial opportunities for organizational research. Questions about how to organize professional workers in a technologically complex setting with novel dangers and uncertainties present in the immediate environment are examined. It is suggested that knowledge from organization theory/behavior is an underutilized resource in the U.S. space program. A U.S. space station will be operable by the mid-1990's. Organizational issues will take on increasing importance, because a space station requires the long term organization of human and robotic work in the isolated and confined environment of outer space. When an organizational analysis of the space station is undertaken, there are research implications at multiple levels of analysis: for the individual, small group, organizational, and environmental levels of analysis. The research relevant to organization theory and behavior is reviewed.
The empirical study described in this paper addresses the issue of communication among members of a software development organization. The independent variables are various attributes of organizational structure. The dependent variable is the effort spent on sharing information which is required by the software development process in use. The research questions upon which the study is based ask whether or not these attributes of organizational structure have an effect on the amount of communication effort expended. In addition, there are a number of blocking variables which have been identified. These are used to account for factors other than organizational structure which may have an effect on communication effort. The study uses both quantitative and qualitative methods for data collection and analysis. These methods include participant observation, structured interviews, and graphical data presentation. The results of this study indicate that several attributes of organizational structure do affect communication effort, but not in a simple, straightforward way. In particular, the distances between communicators in the reporting structure of the organization, as well as in the physical layout of offices, affects how quickly they can share needed information, especially during meetings. These results provide a better understanding of how organizational structure helps or hinders communication in software development.
Systems engineering involves both the integration of the system and the integration of the disciplines which develop and operate the system. Integrating the disciplines is a sociological effort to bring together different groups, who often have different terminology, to achieve a common goal, the system. The focus for the systems engineer is information flow through the organization, between the disciplines, to ensure the system is developed and operated will all relevant information informing system decisions. The practical application of the sociology in systems engineering brings in various organizational development concepts including the principles of planned renegotiation and the application of principles to address information barriers created by organizational culture. Concepts such as specification of ignorance, consistent terminology, opportunity structures, role-sets, and the reclama (reconsideration) process are all important sociological approaches that help address the organizational social structure (culture). In bringing the disciplines together, the systems engineer must also be wary of social ambivalence, social anomie, social dysfunction, and insider-outsider behavior. Unintended consequences can result when these social issues are present. These issues can occur when localized subcultures shift from the overarching organizational culture, or when the organizational culture prevents achievement of system goals. These sociological principles provide the systems engineer with key approaches to manage the information flow through the organization as the disciplines are integrated and share their information and provides key sociological barriers to information flow through the organization. This paper will discuss the practical application of sociological principles to systems engineering.
In order to accelerate the movement of humans into space within reasonable budgetary constraints, NASA must develop an organizational structure that will allow the agency to efficiently use all the resources it has available for the development of any program the nation decides to undertake. This work considers the entire set of tasks involved in the successful development of any program. Areas that hold the greatest promise of accelerating programmatic development and/or increasing the efficiency of the use of available resources by being dealt with in a centralized manner rather than being handled by each program individually are identified. Using this information, an agency organizational structure is developed that will allow NASA to promote interprogram synergisms. In order for NASA to efficiently manage its programs in a manner that will allow programs to benefit from one another and thereby accelerate the movement of humans into space, several steps must be taken. First, NASA must develop an organizational structure that will allow potential interprogram synergisms to be identified and promoted. Key features of the organizational structure are recommended in this paper. Second, NASA must begin to develop the requirements for a program in a manner that will promote overall space program goals rather than achieving only the goals that apply to the program for which the requirements are being developed. Finally, NASA must consider organizing the agency around the functions required to support NASA's goals and objectives rather than around geographic locations.