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At least 109 records · Page 6

Anatomy of an organizational change effort at the Lewis Research Center

By 1979, after a long decline following the end of the Apollo program, the Lewis Research Center found its very existence endangered because it was not doing the kind of research that could attract funding at the time. New management under Andrew J. Stofan applied a program of strategic planning, participative management, and consensus decision making. A corporate-cultural change was effected which enabled Lewis to commit itself to four fundable research and development projects. Morale-building and training programs which were essential to this change are described.

Hawker, James R.↗

The Johnson Space Center Management Information Systems (JSCMIS): An interface for organizational databases

The Management Information and Decision Support Environment (MIDSE) is a research activity to build and test a prototype of a generic human interface on the Johnson Space Center (JSC) Information Network (CIN). The existing interfaces were developed specifically to support operations rather than the type of data which management could use. The diversity of the many interfaces and their relative difficulty discouraged occasional users from attempting to use them for their purposes. The MIDSE activity approached this problem by designing and building an interface to one JSC data base - the personnel statistics tables of the NASA Personnel and Payroll System (NPPS). The interface was designed against the following requirements: generic (use with any relational NOMAD data base); easy to learn (intuitive operations for new users); easy to use (efficient operations for experienced users); self-documenting (help facility which informs users about the data base structure as well as the operation of the interface); and low maintenance (easy configuration to new applications). A prototype interface entitled the JSC Management Information Systems (JSCMIS) was produced. It resides on CIN/PROFS and is available to JSC management who request it. The interface has passed management review and is ready for early use. Three kinds of data are now available: personnel statistics, personnel register, and plan/actual cost.

Bishop, Peter C.↗

From biological neural networks to thinking machines: Transitioning biological organizational principles to computer technology

The three-dimensional organization of the vestibular macula is under study by computer assisted reconstruction and simulation methods as a model for more complex neural systems. One goal of this research is to transition knowledge of biological neural network architecture and functioning to computer technology, to contribute to the development of thinking computers. Maculas are organized as weighted neural networks for parallel distributed processing of information. The network is characterized by non-linearity of its terminal/receptive fields. Wiring appears to develop through constrained randomness. A further property is the presence of two main circuits, highly channeled and distributed modifying, that are connected through feedforward-feedback collaterals and biasing subcircuit. Computer simulations demonstrate that differences in geometry of the feedback (afferent) collaterals affects the timing and the magnitude of voltage changes delivered to the spike initiation zone. Feedforward (efferent) collaterals act as voltage followers and likely inhibit neurons of the distributed modifying circuit. These results illustrate the importance of feedforward-feedback loops, of timing, and of inhibition in refining neural network output. They also suggest that it is the distributed modifying network that is most involved in adaptation, memory, and learning. Tests of macular adaptation, through hyper- and microgravitational studies, support this hypothesis since synapses in the distributed modifying circuit, but not the channeled circuit, are altered. Transitioning knowledge of biological systems to computer technology, however, remains problematical.

Ross, Muriel D.↗

Here's the beef: A case study in organizational transformation

The Science and Technology Lab (STL) is tasked with the design, development, and application of the science and engineering services. Formed in the early 1970's STL adhered to many traditional attitudes including barriers to communication, excessive management control, parochial strategies, unclear measures of success, lack of customer focus, underutilization of people, and excessive administrative burdens on scientists and engineers. The challenge for the STL was to maximize customer satisfaction through the effective and efficient application of the notable skills and talents of the STL's workforce. In this way, the Lab would begin its exciting journey toward becoming world class. A discussion of this on-going transformation is presented.

Huseonica, William F.↗

The impact of organizational structure on flight software cost risk

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.

software cost↗

Adaptive Planning: Understanding Organizational Workload to Capability/ Capacity through Modeling and Simulation

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.

Hase, Chris↗

Accident Case Study of Organizational Silence Communication Breakdown: Shuttle Columbia, Mission STS-107

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

Lessons Learned↗

NASA Conjunction Assessment Organizational Approach and the Associated Determination of Screening Volume Sizes

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.

Conjunction↗

Organizational Risk and Opportunity Management: Concepts and Processes for NASA's Consideration

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.

Risk↗

Organizational Knowledge Capture

Summary of capstone project collaboration between Virginia Tech Center for Business Analytics and LaRC OCIO Data Science team.

Edward Lingham McLarney↗