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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 127 records · Page 7
All sourcesNASA NTRSDOE OSTI
NASA NTRS1994

An intelligent interactive visual database management system for Space Shuttle closeout image management

Status is given of an applications investigation on the potential for using an expert system shell for classification and retrieval of high resolution, digital, color space shuttle closeout photography. This NASA funded activity has focused on the use of integrated information technologies to intelligently classify and retrieve still imagery from a large, electronically stored collection. A space shuttle processing problem is identified, a working prototype system is described, and commercial applications are identified. A conclusion reached is that the developed system has distinct advantages over the present manual system and cost efficiencies will result as the system is implemented. Further, commercial potential exists for this integrated technology.

Ragusa, James M.↗
NASA NTRS1995

Utility aspects of space power: Load management versus source management

Electrical power, as an area of study, is relatively young as compared to language, chemistry, physics, mathematics, philosophy, metallurgy, textiles, transportation, or farming. Practically all of the technology that has enabled the huge, continent-spanning power grids that have become ubiquitous in developed countries was developed in the last 150 years. In fact, Tesla's advocacy of alternating current for transmission just won out in the beginning of this century. Despite the novelty of the field as a whole, space power applications are, of course, much newer. This paper looks at the history of space power, and compares it to its older sibling on earth, forming a basis for determining appropriate transitions of technology from the terrestrial realm to space applications.

Walls, B.↗
NASA NTRS1998

NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 68: Who is Managing Knowledge? The Implications for Knowledge Production and Management of Global Strategic Alliances in Knowledge Dependent Industries

Knowledge is the foundation upon which researchers build as they innovate. Innovation lies at the core of a state's or a firm's ability to survive in a competitive world. Indeed, some economic historians ever that technological innovation, not trade, is the engine to economic growth. Despite the centrality of knowledge to corporate success, analysts have only recently shown an interest in the "knowledge capital" or "intellectual capital" of the firm, often literally trying to assign a value to this resource.

Golich, Vicki L.↗
NASA NTRS2008

The Project Manager Who Saved His Country

George Meade defeated Robert E. Lee, one of the greatest military leaders of all time. How did he do it? By using the skills he had learned as a project manager and outperforming Lee in all aspects of project management. Most project managers are familiar with the Project Management Institute's "Guide to the Project Management Body of Knowledge" (PMBOK), which identifies the skills and knowledge crucial to successful project management. Project managers need to make sure that all the elements of a project work together. They must develop and execute plans and coordinate changes to those plans. A project manager must define the scope of the work, break it into manageable pieces, verify and control what work is being done, and make sure that the work being done is essential to the project. Every project manager knows the challenges of schedule and the value of schedule slack. Project managers must get the resources they need and use them effectively. Project managers get the people they need and use their talents to achieve mission success. Projects generate huge amounts of information. A key to project success is getting sufficient and accurate information to the people who need it when they need it. Project managers must identify and quantify the risks that jeopardize project success and make plans for dealing with them. Studying Meade and Lee's performances at Gettysburg can help modern project managers appreciate, develop, and use the skills they need to be good project managers. The circumstances may be different, but the basic principles are the same. This dramatic event in American history shows how the skills of project management can be used in almost any situation. Former project manager George Meade used those skills to change the tide of the Civil War.

Baniszewski, John↗
NASA NTRS1999

Continuous Risk Management: An Overview

Software risk management is important because it helps avoid disasters, rework, and overkill, but more importantly because it stimulates win-win situations. The objectives of software risk management are to identify, address, and eliminate software risk items before they become threats to success or major sources of rework. In general, good project managers are also good managers of risk. It makes good business sense for all software development projects to incorporate risk management as part of project management. The Software Assurance Technology Center (SATC) at NASA GSFC has been tasked with the responsibility for developing and teaching a systems level course for risk management that provides information on how to implement risk management. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This is an introductory tutorial to continuous risk management based on this course. The rational for continuous risk management and how it is incorporated into project management are discussed. The risk management structure of six functions is discussed in sufficient depth for managers to understand what is involved in risk management and how it is implemented. These functions include: (1) Identify the risks in a specific format; (2) Analyze the risk probability, impact/severity, and timeframe; (3) Plan the approach; (4) Track the risk through data compilation and analysis; (5) Control and monitor the risk; (6) Communicate and document the process and decisions.

Rosenberg, Linda↗
NASA NTRS2005

Communicating Risk to Program Managers

Program Managers (PM) can protect program resources and improve chances of success by anticipating, understanding and managing risks. Understanding the range of potential risks helps one to avoid or manage the risks. A PM must choose which risks to accept to reduce fire fighting, must meet the expectations of stakeholders consistently, and avoid falling into costly "black holes" that may open. A good risk management process provides the PM more confidence to seize opportunities save money, meet schedule, even improve relationships with people important to the program. Evidence of managing risk and sound internal controls can mean better support from superiors for the program by building a trust and reputation from being on top of issues. Risk managers have an obligation to provide the PM with the best information possible to allow the benefits to be realized (Small Business Consortium, 2004). The Institute for Chartered Accountants in England and Wales sees very important benefits for companies in providing better information about what they do to assess and manage key business risks. Such information will: a) provide practical forward-looking information; b) reduce the cost of capital; c) encourage better risk management; and d) improve accountability for stewardship, investor protection and the usefulness of financial reporting. We are particularly convinced that enhanced risk reporting will help listed companies obtain capital at the lowest possible cost (The Institute of Chartered Accountants in England &Wales, June 2002). Risk managers can take a significant role in quantifying the success of their department and communicating those figures to executive (program) management levels while pushing for a broader risk management role. Overall, risk managers must show that risk management work matters in the most crucial place-the bottom line- as they prove risk management can be a profit center (Sullivan, 2004).

Shivers, C. Herbert↗