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NASA NTRS2003

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

Source record↗
NASA NTRS2002

Describing functional requirements for knowledge sharing communities

Human collaboration in distributed knowledge sharing groups depends on the functionality of information and communication technologies (ICT) to support performance. Since many of these dynamic environments are constrained by time limits, knowledge must be shared efficiently by adapting the level of information detail to the specific situation. This paper focuses on the process of knowledge and context sharing with and without mediation by ICT, as well as issues to be resolved when determining appropriate ICT channels. Both technology-rich and non-technology examples are discussed.

NASA Discipline Space Human Factors↗
NASA NTRS2000

Knowledge sharing within organizations: linking art, theory, scenarios and professional experience

In this presentation, Burton and Bailey, discuss the challenges and opportunities in developing knowledge sharing systems in organizations. Bailey provides a tool using imagery and collage for identifying and utilizing the diverse values and beliefs of individuals and groups. Burton reveals findings from a business research study that examines how social construction influences knowledge sharing among task oriented groups.

knowledge management organization theory organizat↗
NASA NTRS2010

Exploiting Expertise and Knowledge Sharing Online for the Benefit of NASA's GN&C Community of Practice

In 2004, NASA faced major knowledge sharing challenges due to geographically isolated field centers that inhibited engineers from sharing their experiences, expertise, ideas, and lessons learned. The necessity to collaborate on complex development projects and the reality of constrained project resources together drove the need for ensuring that personnel at all NASA centers had comparable skill sets and that engineers could find resources in a timely fashion. Mission failures and new directions for the Agency also demanded better collaborative tools for NASA's engineering workforce. In response to these needs, the online NASA Engineering Network (NEN) was formed by the NASA Office of the Chief Engineer to provide a multi-faceted system for overcoming geographic and cultural barriers. NEN integrates communities of practice with a cross-repository search and the Lessons Learned Information System. This paper describes the features of the GN&C engineering discipline CoP site which went live on NEN in May of 2008 as an online means of gathering input and guidance from practitioners. It allows GN&C discipline expertise captured at one field center to be shared in a collaborative way with the larger discipline CoP spread across the entire Agency. The site enables GN&C engineers to find the information they need quickly, to find solutions to questions from experienced engineers, and to connect with other practitioners regardless of geographic location, thus increasing the probability of project success.

control↗
NASA NTRS2003

So This is Knowledge Sharing

People within large organizations have probably already dealt with problems similar to the problems that you face; you can save time and money by taking advantage of that experience and knowledge. Knowledge sharing by mentors can empower less experienced managers who would otherwise not challenge the status quo. Reviews should encourage joint problem solving rather than just reporting. To accomplish this, ensure that the review process is viewed as feedback from independent and supportive experts.

Motil, Susan↗
NASA NTRS2006

One NASA: Sharing Knowledge Through an Agency-wide Process Asset Library (PAL)

This poster session will cover the key purpose and components behind implementing the NASA PAL website. This session will present the current results, describing the process used to create the website, the current usage measure, and will demonstrate how NASA is truly becoming ONE. The target audience for the poster session includes those currently implementing the CMMI model and looking for PAL adoption techniques. To continue to be the leader in space, science and technology, NASA is using this agency-wide PAL to share knowledge, work products and lessons learned through this website. Many organizations have failed to recognize how the efforts of process improvement fit into overall organizational effort. However, NASA as an agency has adopted the benefits of process improvement by the creation of this website to foster communication between its ten centers. The poster session will cover the following, topics outlined below: 1) Website purpose; 2) Characteristics of the website; 3) User accounts status; 4) Website content size; and 5) Usage percentages.

Truss, Baraka J.↗
NASA NTRS2009

Multi-Generational Knowledge Sharing for NASA Engineers

NASA, like many other organizations, is facing major challenges when it comes to its workforce. The average age of its personnel is 46, and 68 percent of its population is between 35 and 55. According to the U.S. Government Accounting Office, if the workforce continues aging, not enough engineers will have moved up the ranks and have the requisite skills to enable NASA to meet its vision for space exploration. In order to meet its goals of developing a new generation of spacecraft to support human spaceflight to the moon and Mars, the agency must engage and retain younger generations of workers and bridge the gaps between the four generations working today. Knowledge sharing among the generations is more critical than ever. This paper describes the strategies used to develop the NASA Engineering Network with the goal of engaging different generations.

Topousis, Daria E.↗
NASA NTRS2002

Knowledge sharing at NASA

Explore the source record for details and available documents.

knowledge management information technology organi↗
NASA NTRS2003

Shared Knowledge for Decision-making on Environment and Health Issues in the Arctic

This paper will describe a remote sensing and GIs-based system to bring indigenous traditional knowledge together with contemporary scientific knowledge to address impacts resulting from changes in climate, environment, weather and pollution in the Arctic. As scientists and policy-makers from both indigenous and non-indigenous communities continue to build closer partnerships to address common sustainability issues such as the health impacts of climate change and anthropogenic activities, it becomes increasingly important to create shared information management systems which integrate all relevant factors for optimal information sharing and decision-making. This system is being designed to bring together remotely sensed, indigenous and other data and observations for analysis, measuring, and monitoring parameters of interest (e.g., snow cover, rainfall, temperature, ice conditions, vegetation, infrastructure, fires). A description of the system and its components as well as a preliminary application of the system in the Arctic will be presented.

Maynard, Nancy G.↗
NASA NTRS2001

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine

How big is your project world? Is it big enough to contain other cultures, headquarters, hierarchies, and weird harpoon-like guns? Sure it is. The great American poet Walt Whitman said it best, 'I am large/I contain multitudes.' And so must you, Mr. and Ms. Project Manager. In this issue of ASK, we look outside the project box. See how several talented project managers have expanded their definition of project scope to include managing environments outside the systems and subsystems under their care. Here's a sampling of what we've put together for you this issue: In 'Three Screws Missing,' Mike Skidmore tells about his adventures at the Plesetek Cosmodrome in northern Russia. Ray Morgan in his story, 'Our Man in Kauai,' suggests we take a broader view of what's meant by 'the team.' Jenny Baer-Riedhart, the NASA program manager on the same Pathfinder solar-powered airplane, schools us in how to sell a program to Headquarters in 'Know Thyself--But Don't Forget to Learn About the Customer Too.' Scott Cameron of Proctor and Gamble talks about sharpening your hierarchical IQ in 'The Project Manager and the Hour Glass.' Mike Jansen in 'The Lawn Dart' describes how he and the 'voodoo crew' on the Space Shuttle Advanced Solid Rocket Motor program borrowed a harpoon-like gun from the Coast Guard to catch particles inside of a plume. These are just some of the stories you'll find in ASK this issue. We hope they cause you to stop and reflect on your own project's relationship to the world outside. We are also launching a new section this issue, 'There are No Mistakes, Only Lessons.' No stranger to ASK readers, Terry Little inaugurates this new section with his article 'The Don Quixote Complex.'

Post, Todd↗
NASA NTRS2003

Sharing knowledge with the public during a crisis: NASA's public portal

This case study looks at integrating the web governance policies and procedures, migration to a single content management solution, and integrating best-of-breed technology with high-impact, interactive components. In particular, this case study is interesting in the dynamic scalability of this application to meet the needs of an organization on the front lines during a crisis.

organizational learning↗
NASA NTRS2010

KSC/IT Knowledge Sharing With JAXA/IT

The mission of NASA IT [organizations throughout the Agency] is to increase the productivity of scientists, engineers, and mission support personnel by responsively and efficiently delivering reliable, innovative and secure IT services. (http://insidenasa.nasa.gov/ocio/about/index.html, July 2010) IT at NASA/KSC serves to enable KSC's mission (Human Space Flight) in a customer-focused manner by offering a breadth of IT services to support the current and advanced information technology and communications needs of KSC institutional and NASA/KSC program customers.

Turner, Stacie↗
NASA NTRS1996

Theory and ontology for sharing temporal knowledge

Using current technology, the sharing or re-using of knowledge-bases is very difficult, if not impossible. ARPA has correctly recognized the problem and funded a knowledge sharing initiative. One of the outcomes of this project is a formal language called Knowledge Interchange Format (KIF) for representing knowledge that could be translated into other languages. Capturing and representing design knowledge and reasoning with them have become very important for NASA who is a pioneer of innovative design of unique products. For upgrading an existing design for changing technology, needs, or requirements, it is essential to understand the design rationale, design choices, options and other relevant information associated with the design. Capturing such information and presenting them in the appropriate form are part of the ongoing Design Knowledge Capture project of NASA. The behavior of an object and various other aspects related to time are captured by the appropriate temporal knowledge. The captured design knowledge will be represented in such a way that various groups of NASA who are interested in various aspects of the design cycle should be able to access and use the design knowledge effectively. To facilitate knowledge sharing among these groups, one has to develop a very well defined ontology. Ontology is a specification of conceptualization. In the literature several specific domains were studied and some well defined ontologies were developed for such domains. However, very little, or no work has been done in the area of representing temporal knowledge to facilitate sharing. During the ASEE summer program, I have investigated several temporal models and have proposed a theory for time that is flexible to accommodate the time elements, such as, points and intervals, and is capable of handling the qualitative and quantitative temporal constraints. I have also proposed a primitive temporal ontology using which other relevant temporal ontologies can be built. I have investigated various issues of sharing knowledge and have proposed a formal framework for modeling the concept of knowledge sharing. This work may be implemented and tested in the software environment supplied by Knowledge Based System, Inc.

Loganantharaj, Rasiah↗
NASA NTRS2008

The Power of Story

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.

Cohen, Don↗
NASA NTRSDate not supplied

U.S. Spacesuit Knowledge Capture – Creation, Curation, and Dissemination

The U.S. spacesuit is a special system that has intrigued and fascinated the world since Neil Armstrong set foot on the Moon in 1969. With over 50 years since that momentous achievement, NASA is planning to land the first woman and next man on the Moon in the near future. This goal begets the need to build a new spacesuit, a spacesuit created from the legacy knowledge of the Extravehicular Mobility Unit (EMU), combined with knowledge gained from technology development over the decades. As NASA transitions to its new horizon, the U.S. Spacesuit Knowledge Capture (SKC) Program is poised to help. The SKC Program’s primary function has been to capture, curate, and disseminate spacesuit-related knowledge among scientists, engineers, and technicians. The SKC Program was created in 2007 to capture knowledge primarily from spacesuit subject-matter experts (SMEs) who were retiring from NASA. These SMEs had 30 to 50 years of spacesuit knowledge. Over the years, the SKC Program has evolved and expanded its scope with a current focus on complementing the buildup of the Exploration EMU (xEMU) at the Johnson Space Center. As part of this focus, the SKC Program recently teamed with the xEMU Community of Practice (CoP) for knowledge sharing. The xEMU CoP provides a forum where early career engineers, professionals new to human spaceflight, and the xEMU community can come together regularly to seek guidance, share knowledge, meet their peers, discover resources, and ask questions. The CoP created an environment where the knowledge can be easily and routinely captured and recorded. The recorded events are archived and curated in an SKC Program library and disseminated as appropriate. This paper details the roles that the SKC Program and CoP play in the xEMU buildup, along with the navigation of the creation, curation, and dissemination processes.

Cinda Chullen↗