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Academy Sharing Knowledge National Aeronautics and Space Administration Academy Sharing Knowledge The NASA Source for Project Management and Engineering Excellence | APPEL SUMMER | 2009 Inside MANAGEMENT BY WANDERING AROUND COLLABORATION AT CERN INNOVATING TO FLY IN CLEANER SKIES Photo Credit: NASA ON THE COVER This image of Earthrise was taken during lunar orbit by the Apollo 11 mission crew in July 1969. The first manned lunar landing mission, Apollo 11, launched from Kennedy Space Center on July 16, 1969, with a three-man crew aboard the flight: Neil A. Armstrong, commander; Michael Collins, command module pilot; and Edwin E. Aldrin, Jr., lunar module pilot. The lunar module “Eagle” was the first crewed vehicle to land on the moon. ASK MAGAZINE | 1 Contents 9 29 34 DEPARTMENTS INSIGHTS STORIES 3 5 9 In This Issue Some Safety Lessons Learned Management by Wandering Around BY DON COHEN BY BRYAN O’CONNOR NASA’s Chief of BY NOEL W. HINNERS To learn what is really Safety and Mission Assurance offers his going on, managers need to leave their 4 recipe for flight safety. offices and listen to people throughout the From the APPEL Director workplace. BY ED HOFFMAN 13 Balancing Security and Knowledge 16 61 Sharing Unmanning the Fire Lines ASK Bookshelf BY RYAN AVERBECK, JOHN DAY, AND G. A. GADDY BY BRENT COBLEIGH Thanks to commitment The Mission Critical Information assessment and cooperation, a NASA unmanned aircraft 62 team helps NASA balance two responsibilities: is ready to help fight a fire emergency. The Knowledge Notebook sharing technical information and protecting it. BY LAURENCE PRUSAK 29 23 A Model for Collaboration 64 Interview with Alexander Laufer BY KRISZTINA HOLLY How do thousands ASK Interactive BY DON COHEN The author of Breaking the of scientists successfully collaborate on Code of Project Management talks about CERN’s ambitious physics experiments? the value of learning, judgment, trust, and leadership for complex projects. 38 Answering the Call: 34 Communicating with Soyuz Innovating to Fly in Cleaner Skies BY ED CAMPION Responding to an BY KERRY ELLIS Pratt & Whitney’s VP of agencywide request for ideas, a NASA Technology and Environment describes engineer solves a communications problem. the development of a new, more efficient jet engine. 44 Engaged Workers Boost 41 the Bottom Line at Ames Rocketdyne: Committed BY NANCY MANGINI In the course of a to Knowledge Sharing management training program, one team BY CARRI KARUHN Knowledge-sharing explores the inspiring experiences that events help Rocketdyne engineers share foster employee engagement. valuable expertise. 48 57 Bidding Your Way to the Launch Pad Process Improvement for Space BY RANDII R. WESSEN AND DAVID PORTER Flight Safety The authors promote the advantages BY FAYSSAL M. SAFIE A systematic approach of a market-based system for trading to process control improves foam project resources. application to the shuttle’s external tank. 53 Managing the Trauma of a Terminated Project BY ROBERT K. HURLEY AND JOSEPH T. JIMMERSON Skillful handling can limit the pain of project cancellation. Issue No. 35 Staff APPEL DIRECTOR AND PUBLISHER Dr. Edward Hoffman [email protected] EDITOR-IN-CHIEF Laurence Prusak [email protected] MANAGING EDITOR Don Cohen The Academy of Program/Project and Engineering Leadership (APPEL) and ASK [email protected] Magazine help NASA managers and project teams accomplish today’s missions and meet tomorrow’s challenges by sponsoring knowledge-sharing events and publications, EDITOR providing performance enhancement services and tools, supporting career development Kerry Ellis programs, and creating opportunities for project management and engineering [email protected] collaboration with universities, professional associations, industry partners, and other CONTRIBUTING EDITOR government agencies. Matt Kohut [email protected] ASK Magazine grew out of the Academy and its Knowledge Sharing Initiative, designed for program/project managers and engineers to share expertise and lessons learned SENIOR KNOWLEDGE SHARING with fellow practitioners across the Agency. Reflecting the Academy’s responsibility for CONSULTANT project management and engineering development and the challenges of NASA’s new Jon Boyle mission, ASK includes articles about meeting the technical and managerial demands [email protected] of complex projects, as well as insights into organizational knowledge, learning, collaboration, performance measurement and evaluation, and scheduling. We at KNOWLEDGE SHARING ANALYSTS APPEL Knowledge Sharing believe that stories recounting the real-life experiences Ben Bruneau of practitioners communicate important practical wisdom and best practices that [email protected] readers can apply to their own projects and environments. By telling their stories, Katherine Thomas NASA managers, scientists, and engineers share valuable experience-based knowledge [email protected] and foster a community of reflective practitioners. The stories that appear in ASK Mai Ebert are written by the “best of the best” project managers and engineers, primarily from [email protected] NASA, but also from other government agencies, academia, and industry. Who better than a project manager or engineer to help a colleague address a critical issue on a APPEL PROGRAM MANAGER project? Big projects, small projects—they’re all here in ASK. Yvonne Massaquoi [email protected] You can help ASK provide the stories you need and want by letting our editors know what you think about what you read here and by sharing your own stories. To submit DESIGN stories or ask questions about editorial policy, contact Don Cohen, Managing Editor, Hirshorn Zuckerman Design Group, Inc. [email protected], 781-860-5270. www.hzdg.com PRINTING SPECIALIST For inquiries about APPEL Knowledge Sharing programs and products, please contact Hanta Ralay Katherine Thomas, ASRC Management Services, 6303 Ivy Lane, Suite 130, Greenbelt, hanta.ralay [email protected] MD 20770; [email protected]; 301-793-9973. PRINTING To subscribe to ASK, please send your full name and preferred mailing address GraphTec (including mail stop, if applicable) to [email protected]. ASK MAGAZINE | 3 In This Issue We usually think of innovation as developing some by Wandering Around”) describes his experience with a new product or technology. NASA is in the business of communication practice that is not new but that we can think technological innovation, of course, and several articles in of as innovative because it is probably not used as much this issue of ASK deal with new or improved technologies. as it should be. Fayssal Safie’s “Process Improvement for Brent Cobleigh’s “Unmanning the Fire Lines” reports, in part, Space Flight Safety” shows the far-reaching consequences on the novel capabilities NASA’s Ames Research Center of a new approach to process control, one that lessens risks and Dryden Flight Research Center brought to Ikhana, an for missions and astronauts. unmanned science aircraft. “Innovating to Fly in Cleaner None of these improvements would do much good Skies” describes the new, efficient jet engine being developed without the commitment, cooperation, and goodwill that by Pratt & Whitney. And building the Large Hadron Collider make project work possible. That is why Bryan O’Connor at CERN (“A Model for Collaboration,” by Krisztina Holly) emphasizes shared values and universal accountability in demanded new capabilities in areas including cryogenics, “Some Safety Lessons Learned,” why Nancy Mangini’s article superconductivity, and vacuum systems. promotes engagement (“Engaged Workers Boost the Bottom These articles and others also consider innovation in how Line at Ames”), and Robert Hurley and Joseph Jimmerson things are done. Process innovation often contributes to the insist on the importance of helping team members deal with other kind. So, for instance, CERN’s radically collaborative the cancellation of their project (“Managing the Trauma of way of working helps ensure that the best ideas will be heard a Terminated Project”). It is also why the words “trust” and and applied to the project’s technical challenges. Widening “judgment” appear so frequently (for instance, in the Laufer the search for knowledge is a process innovation featured in interview, Laurence Prusak’s “Knowledge Notebook,” and a number of articles. Ed Campion’s “Rising to the Challenge” the CERN article). In other words, innovation and the ability tells the story of one of NASA’s agencywide requests for new of teams to do work well in general rest on a foundation of ideas. Rocketdyne has developed a variety of ways to make very old and very basic human values. important knowledge available (“Rocketdyne: Committed to Knowledge Sharing,” by Carri Karuhn), and the Pratt & Whitney engine innovation story is partly one of knowledge Don Cohen shared back and forth between companies. Managing Editor More broadly, developing innovative ways of doing work is often necessary to carry out complex, challenging projects with limited budgets. That is why Alexander Laufer, in the interview, says that the most important attribute of a project leader is the ability to challenge the status quo— that is, to insist on a new approach when it becomes clear that the old one won’t do the job. In “Bidding Your Way to the Launch Pad,” Randii Wessen and David Porter make the case for a (so far) rarely used market-based system to allocate project resources. Noel Hinners (“Management 4 | ASK MAGAZINE From the APPEL Director Technology-Enabled
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