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NASA NTRS2009

Development and Deployment of NASA's Budget Execution Dashboard

This paper discusses the successful implementation of a highly visible company-wide management system and its potential to change managerial and accounting policies, processes and practices in support of organizational goals. Applying the conceptual framework of innovation in organizations, this paper describes the development and deployment process of the NASA Budget Execution Dashboard and the first two fiscal years of its use. It discusses the positive organizational changes triggered by the dashboard, like higher visibility of financial goals and variances between plans and actuals, increased involvement of all management levels in tracking and correcting of plan deviations, establishing comparable data standards across a strongly diversified organization, and enhanced communication between line organizations (NASA Centers) and product organizations (Mission Directorates). The paper also discusses the critical success factors experienced in this project: Strong leadership and division of management roles, rapid and responsive technology development, and frequent communication among stakeholders.

Putz, Peter↗

NASA NTRS2010

Handling Emergency Management in [an] Object Oriented Modeling Environment

It has been understood that protection of a nation from extreme disasters is a challenging task. Impacts of extreme disasters on a nation's critical infrastructures, economy and society could be devastating. A protection plan itself would not be sufficient when a disaster strikes. Hence, there is a need for a holistic approach to establish more resilient infrastructures to withstand extreme disasters. A resilient infrastructure can be defined as a system or facility that is able to withstand damage, but if affected, can be readily and cost-effectively restored. The key issue to establish resilient infrastructures is to incorporate existing protection plans with comprehensive preparedness actions to respond, recover and restore as quickly as possible, and to minimize extreme disaster impacts. Although national organizations will respond to a disaster, extreme disasters need to be handled mostly by local emergency management departments. Since emergency management departments have to deal with complex systems, they have to have a manageable plan and efficient organizational structures to coordinate all these systems. A strong organizational structure is the key in responding fast before and during disasters, and recovering quickly after disasters. In this study, the entire emergency management is viewed as an enterprise and modelled through enterprise management approach. Managing an enterprise or a large complex system is a very challenging task. It is critical for an enterprise to respond to challenges in a timely manner with quick decision making. This study addresses the problem of handling emergency management at regional level in an object oriented modelling environment developed by use of TopEase software. Emergency Operation Plan of the City of Hampton, Virginia, has been incorporated into TopEase for analysis. The methodology used in this study has been supported by a case study on critical infrastructure resiliency in Hampton Roads.

Tokgoz, Berna Eren↗

NASA NTRS2010

Integrated Budget Office Toolbox

The Integrated Budget Office Toolbox (IBOT) combines budgeting, resource allocation, organizational funding, and reporting features in an automated, integrated tool that provides data from a single source for Johnson Space Center (JSC) personnel. Using a common interface, concurrent users can utilize the data without compromising its integrity. IBOT tracks planning changes and updates throughout the year using both phasing and POP-related (program-operating-plan-related) budget information for the current year, and up to six years out. Separating lump-sum funds received from HQ (Headquarters) into separate labor, travel, procurement, Center G&A (general & administrative), and servicepool categories, IBOT creates a script that significantly reduces manual input time. IBOT also manages the movement of travel and procurement funds down to the organizational level and, using its integrated funds management feature, helps better track funding at lower levels. Third-party software is used to create integrated reports in IBOT that can be generated for plans, actuals, funds received, and other combinations of data that are currently maintained in the centralized format. Based on Microsoft SQL, IBOT incorporates generic budget processes, is transportable, and is economical to deploy and support.

Rushing, Douglas A.↗

NASA NTRS2010

Forum on Workforce Development

APPEL Mission: To support NASA's mission by promoting individual, team, and organizational excellence in program/project management and engineering through the application of learning strategies, methods, models, and tools. Goals: a) Provide a common frame of reference for NASA s technical workforce. b) Provide and enhance critical job skills. c) Support engineering, program and project teams. d) Promote organizational learning across the agency. e) Supplement formal educational programs.

Hoffman, Edward↗

NASA NTRS2010

Collective Intelligence and Three Aspects of Planning in Organizations: A NASA Example

For many complex sociotechnical systems, planning seems to require explicit coordination; certainly, in executing a plan the activities of different actors must be tightly coupled. However, distributing the needed planning information can be very burdensome and error prone, because different groups need different collections of information, updated or kept current on different time cycles. Further, the information needed to form successful plans is often highly distributed, and while feedback about the success of prior plans may exist, it may not be available to those in a position of using this to improve plans or to detect and resolve other problems in the system (Weick, 1995). Tools to support various aspects of planning have been developed, and can provide a huge benefit to the individuals working on that aspect. To be tractable, most solutions address a quite bounded slice of work, isolating it from the larger context. Prospective planning takes place over multiple, nested cycles of decision making. This builds a plan that specifies activities of different granularity. "Subplans" may specify multiple parallel activities by different groups and individuals, as well as sequential, nested actions by a single actor. Planning produces valuable, sharable, external, representations: in addition to prospective use, plans support retrospective assessment and also action in the present. Viewing planning in a larger context - both temporal and organizational -- enables noticing what one does not know and generating more systemic and effective solutions. Viewing a problem as one of collective intelligence invites thinking about the larger organizational context. Many approaches to supporting collective intelligence do not support execution of highly contingent actions, distributed across many players, and hence provide incomplete support for planning. However, CI technology maybe helpful in managing the processes of gathering information for decision making in planning and of distributing plan information to various actors, needed on various time cycles.

Billman, Dorrit↗

NASA NTRS2003

Expert Seeker

Expert Seeker is a computer program of the knowledge-management-system (KMS) type that falls within the category of expertise-locator systems. The main goal of the KMS system implemented by Expert Seeker is to organize and distribute knowledge of who are the domain experts within and without a given institution, company, or other organization. The intent in developing this KMS was to enable the re-use of organizational knowledge and provide a methodology for querying existing information (including structured, semistructured, and unstructured information) in a way that could help identify organizational experts. More specifically, Expert Seeker was developed to make it possible, by use of an intranet, to do any or all of the following: Assist an employee in identifying who has the skills needed for specific projects and to determine whether the experts so identified are available. Assist managers in identifying employees who may need training opportunities. Assist managers in determining what expertise is lost when employees retire or otherwise leave. Facilitate the development of new ways of identifying opportunities for innovation and minimization of duplicated efforts. Assist employees in achieving competitive advantages through the application of knowledge-management concepts and related systems. Assist external organizations in requesting speakers for specific engagements or determining from whom they might be able to request help via electronic mail. Help foster an environment of collaboration for rapid development in today's environment, in which it is increasingly necessary to assemble teams of experts from government, universities, research laboratories, and industries, to quickly solve problems anytime, anywhere. Make experts more visible. Provide a central repository of information about employees, including information that, heretofore, has typically not been captured by the human-resources systems (e.g., information about past projects, patents, or hobbies). Unify myriad collections of data into Web-enabled repository that could easily be searched for relevant data.

Fernandez, Becerra↗

NASA NTRS2011

NASA Risk Management Handbook

The purpose of this handbook is to provide guidance for implementing the Risk Management (RM) requirements of NASA Procedural Requirements (NPR) document NPR 8000.4A, Agency Risk Management Procedural Requirements [1], with a specific focus on programs and projects, and applying to each level of the NASA organizational hierarchy as requirements flow down. This handbook supports RM application within the NASA systems engineering process, and is a complement to the guidance contained in NASA/SP-2007-6105, NASA Systems Engineering Handbook [2]. Specifically, this handbook provides guidance that is applicable to the common technical processes of Technical Risk Management and Decision Analysis established by NPR 7123.1A, NASA Systems Engineering Process and Requirements [3]. These processes are part of the \Systems Engineering Engine. (Figure 1) that is used to drive the development of the system and associated work products to satisfy stakeholder expectations in all mission execution domains, including safety, technical, cost, and schedule. Like NPR 7123.1A, NPR 8000.4A is a discipline-oriented NPR that intersects with product-oriented NPRs such as NPR 7120.5D, NASA Space Flight Program and Project Management Requirements [4]; NPR 7120.7, NASA Information Technology and Institutional Infrastructure Program and Project Management Requirements [5]; and NPR 7120.8, NASA Research and Technology Program and Project Management Requirements [6]. In much the same way that the NASA Systems Engineering Handbook is intended to provide guidance on the implementation of NPR 7123.1A, this handbook is intended to provide guidance on the implementation of NPR 8000.4A. 1.2 Scope and Depth This handbook provides guidance for conducting RM in the context of NASA program and project life cycles, which produce derived requirements in accordance with existing systems engineering practices that flow down through the NASA organizational hierarchy. The guidance in this handbook is not meant to be prescriptive. Instead, it is meant to be general enough, and contain a sufficient diversity of examples, to enable the reader to adapt the methods as needed to the particular risk management issues that he or she faces. The handbook highlights major issues to consider when managing programs and projects in the presence of potentially significant uncertainty, so that the user is better able to recognize and avoid pitfalls that might otherwise be experienced.

Dezfuli, Homayoon↗

NASA NTRS2012

Integrated Data Modeling and Simulation on the Joint Polar Satellite System Program

The Joint Polar Satellite System is a modern, large-scale, complex, multi-mission aerospace program, and presents a variety of design, testing and operational challenges due to: (1) System Scope: multi-mission coordination, role, responsibility and accountability challenges stemming from porous/ill-defined system and organizational boundaries (including foreign policy interactions) (2) Degree of Concurrency: design, implementation, integration, verification and operation occurring simultaneously, at multiple scales in the system hierarchy (3) Multi-Decadal Lifecycle: technical obsolesce, reliability and sustainment concerns, including those related to organizational and industrial base. Additionally, these systems tend to become embedded in the broader societal infrastructure, resulting in new system stakeholders with perhaps different preferences (4) Barriers to Effective Communications: process and cultural issues that emerge due to geographic dispersion and as one spans boundaries including gov./contractor, NASA/Other USG, and international relationships.

Roberts, Christopher J.↗

NASA NTRS2012

NASA Integrated Model Centric Architecture (NIMA) Model Use and Re-Use

This whitepaper accepts the goals, needs and objectives of NASA's Integrated Model-centric Architecture (NIMA); adds experience and expertise from the Constellation program as well as NASA's architecture development efforts; and provides suggested concepts, practices and norms that nurture and enable model use and re-use across programs, projects and other complex endeavors. Key components include the ability to effectively move relevant information through a large community, process patterns that support model reuse and the identification of the necessary meta-information (ex. history, credibility, and provenance) to safely use and re-use that information. In order to successfully Use and Re-Use Models and Simulations we must define and meet key organizational and structural needs: 1. We must understand and acknowledge all the roles and players involved from the initial need identification through to the final product, as well as how they change across the lifecycle. 2. We must create the necessary structural elements to store and share NIMA-enabled information throughout the Program or Project lifecycle. 3. We must create the necessary organizational processes to stand up and execute a NIMA-enabled Program or Project throughout its lifecycle. NASA must meet all three of these needs to successfully use and re-use models. The ability to Reuse Models a key component of NIMA and the capabilities inherent in NIMA are key to accomplishing NASA's space exploration goals. 11

Conroy, Mike↗

NASA NTRS2012

Command Center Training Tool (C2T2)

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.

Jones, Phillip↗

NASA NTRS2013

Socio-Technical Perspective on Interdisciplinary Interactions During the Development of Complex Engineered Systems

This study investigates interdisciplinary interactions that take place during the research, development, and early conceptual design phases in the design of large-scale complex engineered systems (LaCES) such as aerospace vehicles. These interactions, that take place throughout a large engineering development organization, become the initial conditions of the systems engineering process that ultimately leads to the development of a viable system. This paper summarizes some of the challenges and opportunities regarding social and organizational issues that emerged from a qualitative study using ethnographic and survey data. The analysis reveals several socio-technical couplings between the engineered system and the organization that creates it. Survey respondents noted the importance of interdisciplinary interactions and their benefits to the engineered system as well as substantial challenges in interdisciplinary interactions. Noted benefits included enhanced knowledge and problem mitigation and noted obstacles centered on organizational and human dynamics. Findings suggest that addressing the social challenges may be a critical need in enabling interdisciplinary interactions

McGowan, Anna-Maria R.↗

NASA NTRS2013

Prospective Safety Analysis and the Complex Aviation System

Fatal accident rates in commercial passenger aviation are at historic lows yet have plateaued and are not showing evidence of further safety advances. Modern aircraft accidents reflect both historic causal factors and new unexpected "Black Swan" events. The ever-increasing complexity of the aviation system, along with its associated technology and organizational relationships, provides fertile ground for fresh problems. It is important to take a proactive approach to aviation safety by working to identify novel causation mechanisms for future aviation accidents before they happen. Progress has been made in using of historic data to identify the telltale signals preceding aviation accidents and incidents, using the large repositories of discrete and continuous data on aircraft and air traffic control performance and information reported by front-line personnel. Nevertheless, the aviation community is increasingly embracing predictive approaches to aviation safety. The "prospective workshop" early assessment tool described in this paper represents an approach toward this prospective mindset-one that attempts to identify the future vectors of aviation and asks the question: "What haven't we considered in our current safety assessments?" New causation mechanisms threatening aviation safety will arise in the future because new (or revised) systems and procedures will have to be used under future contextual conditions that have not been properly anticipated. Many simulation models exist for demonstrating the safety cases of new operational concepts and technologies. However the results from such models can only be as valid as the accuracy and completeness of assumptions made about the future context in which the new operational concepts and/or technologies will be immersed. Of course that future has not happened yet. What is needed is a reasonably high-confidence description of the future operational context, capturing critical contextual characteristics that modulate both the likelihood of occurrence of hazards, and the likelihood that those hazards will lead to negative safety events. Heuristics extracted from scenarios, questionnaires, and observed trends from scanning the aviation horizon may be helpful in capturing those future changes in a way conducive to safety assessment. What is also needed is a checklist of potential sources of emerging risk that arise from organizational features that are frequently overlooked. The ultimate goal is to develop a pragmatic, workable method for using descriptions of the future aviation context, to generate valid predictions of safety risks.

prospection↗

NASA NTRS2017

Cultivating a Grassroots Aerospace Innovation Culture at NASA Ames Research Center

This paper details the adaptation of specific 'knowledge production' methods to implement a first of its kind, grassroots event that provokes a cultural change in how the NASA Ames civil servant community engages in the creation and selection of innovative ideas. Historically, selection of innovative proposals at NASA Ames Research Center is done at the highest levels of management, isolating the views and perspectives of the larger civil servant community. Additionally, NASA innovation programs are typically open to technical organizations and do not engage non-technical organizations to bring forward innovative processes/business practices. Finally, collaboration on innovative ideas and associated solutions tend to be isolated to organizational silos. In this environment, not all Ames employees feel empowered to innovate and opportunities for employee collaboration are limited. In order to address these issues, the 'innovation contest' method was adapted to create the NASA Ames Innovation Fair, a unique, grassroots innovation opportunity for the civil servant community. The Innovation Fair consisted of a physical event with a virtual component. The physical event provided innovators the opportunity to collaborate and pitch their innovations to the NASA Ames community. The civil servant community then voted for the projects that they viewed as innovative and would contribute to NASA's core mission, making this event a truly grassroots effort. The Innovation Fair website provided a location for additional knowledge sharing, discussion, and voting. On March 3rd, 2016, the 'First Annual NASA Ames Innovation Fair' was held with 49 innovators and more than 300 participants collaborating and/or voting for the best innovations. Based on the voting results, seven projects were awarded seed funding for projects ranging from innovative cost models to innovations in aerospace technology. Surveys of both innovators and Fair participants show the Innovation Fair was successful in fostering cross-organizational collaborations, soliciting participation of non-technical innovations, and increasing employee engagement in influencing the future of NASA Ames Research Center. The grassroots component of the Innovation Fair has been bench marked by the agency as a solid foundation for increasing employee engagement in the development of game changing aerospace technology and processes in support of NASA's mission.

Innovation↗

NASA NTRS2018

Engineering Elegant Systems: Postulates, Principles, and Hypotheses of Systems Engineering

Systems engineering integrated both the system and the organizational engineering disciplines to produce an elegant system. The NASA Systems Engineering Research Consortium has developed systems engineering postulates, principles, and hypotheses defining the physical and social aspects of systems engineering. This paper presents an overview of the current revision of this basis for systems engineering. This basis addresses several key aspects of systems engineering including system specific approach, organizational influences, policy and law impacts, application across the system life cycle, the mathematical basis of systems engineering, decision making, clearly distinguishing verification from validation, and system optimization.

Watson, Michael D.↗

NASA NTRS2018

Engineering Elegant Systems: Postulates, Principles, and Hypotheses of Systems Engineering

Watson, Michael D.↗

NASA NTRS2019

NASA Electronic Parts and Packaging (NEPP) Program Status and Technology Investments Overview

The presentation provides an updated, high-level overview of the NEPP Program. The latest organizational chart is presented that shows the names of the Program and Assistant Program Managers. Additionally, the recent work that is on-going with the updating of several NASA NPDs, NPRs and technical standards is reviewed. Internal and external organizational interfaces are described. Finally, the current technology focus areas are described. These areas include passives, wide-band gap power devices, processor units (CPUs and GPUs), 2.5D and 3D device architectures, memories, and data analytics.

NEPAG↗

NASA NTRS2018

Working at the Speed of Innovation: Impedance Mismatch in Rapid and Innovation Projects

In this paper we report on the results of an ethnographic study of a rapid design innovation (RDI) experiment in NASA Aeronautics. This work is based on the study of the Aeronautics Autonomy Testbed Capability (AATC) team in the Convergent Aeronautics Solutions (CAS) project. This paper focuses on and summarizes one of the key over-arching findings from the study: there is a significant mismatch in the organizational culture in the rest of the organization compared with that required for RDI. And, if this organizational cultural mismatch is not addressed, the likelihood of any organization being able to advance a new and different type of work (such as RDI) will be jeopardized. We delineate several aspects of the two different cultures identified in order to enable leaders and practitioners to better understand what contributes to the cultural dissonance and the implications of the differences in the cultures. As well, we identify ways in which those differences can be addressed. Research from organization and other social sciences are incorporated to highlight the differences. The implications of the research suggest that the significant cultural differences trigger a strong and resistive response from the dominant culture that may negate leadership’s strategy to build the new capacity for RDI. While the research results noted the pervasive nature of innovation throughout the workplace, the type of innovation envisioned in RDI is a rare type of innovation that requires significantly new methods, work processes, tools, and skills such that approaches used in the dominate culture cannot be adopted by expediting the existing approaches. Examples include: innovation teaming and leadership; the need for adaptive leadership that changes the relationship of a research leader to the other researchers; and, an interdisciplinary teaming approach which shapes team relationships and activities. Each of these aspects requires new teaming, tools, and skills in order to succeed. Thus, when introducing RDI activities where there is a different dominant culture, teams need to be: well trained; protected; recognized and rewarded. And, team leaders must also be trained in the unique types of teaming and innovation tools used in RDI. Both RDI teaming and team leadership must be sanctioned, supported, and rewarded by leadership. Because of the cultural mismatch, in some organizations looking to add RDI to their existing and established organizations, sep to avoid or mitigate the negative impact of the culture mismatch.

Crain, Cathleen↗

NASA NTRSDate not supplied

Metrics in Space Life Support Technology Selection

Engineering metrics are useful in space life support technology selection, but they must be carefully used. Metrics are only part of a complete system trade-off. Metrics do harm if they cause neglect of other important technical, organizational, or intuitive decision factors. Two metrics have damaged space life support, closure and Equivalent Systems Mass (ESM). Closure measures the fraction of the required system inputs that are produced by recycling system outputs. Increasing closure produces diminishing returns and becomes increasingly expensive. Increasing closure does not directly contribute to providing better life support. ESM measures the total launch mass required to provide life support. ESM includes the mass of the system hardware and of its power, cooling, pressurized volume, spares, and logistics. ESM predicts launch costs, but recently launch costs have been reduced by a factor of 20 or more. System development cost for space hardware is often much greater than launch cost. The past nearly exclusive use of ESM has led to the neglect of Life Cycle Cost (LCC), reliability, cost, and the other engineering factors. Closure and ESM have misguided space life support technology selection for more than twenty years and have adversely affected the expenditure of 100’s of millions of dollars. Metrics can be effectively used three ways in space life support technology selection: 1. A small set of key engineering metrics for preliminary screening. 2. A full set of engineering to guide technical selection. 3. Combining engineering metrics with organizational, political, and intuitive decision factors to understand technology selection. The past emphasis on closure and ESM served to support recycling life support over resupply and built on the intuitive appeal of a human ecosystem in space.

Harry W Jones↗