2 edition of Development of a model for predicting NASA/MSFC project success found in the catalog.
Development of a model for predicting NASA/MSFC project success
by Dept. of Industrial and Systems Engineering, University of Alabama in Huntsville, National Aeronautics and Space Administration, National Technical Information Service, distributor in [Huntsville, Ala.], [Washington, DC, Springfield, Va
Written in English
|Series||NASA-CR -- 184423., NASA contractor report -- NASA CR-184423.|
|Contributions||United States. National Aeronautics and Space Administration.|
|The Physical Object|
success can be attributed to its paradigm of direct interaction and iterative development with end users. It would be unfortunate if overly aggressive project expansion were to jeopardize that model. The following sections highlight comments, questions, and recommendations that ensued for each of the seven themed sessions. a. MERCURY PROJECT SUMMARY (NASA SP) 4. MERCURY-REDSTONE LAUNCH-VEHICLE DEVELOPMENT AND PERFORMANCE. By JOACHIM P. KUETTNER, Ph. D., Chief, Saturn-Apollo Systems Integration Office, NASA George C. Marshall Space Flight Center; and EMIL BERTRAM, Chief, Special Projects Office, NASA Launch Operations Center.
The project is led and managed by NASA’s Marshall Space Flight Center in Huntsville, Alabama. Once the TALOS design has been qualified for flight, Frontier Aerospace will build the thrusters for Astrobotic’s lunar lander under a project called Frontier Aerospace Corporation Engine Testing (FACET). In , the United States National Aeronautics and Space Administration (NASA) offered the Project Management Shared Experience Program (PMSEP), the first agency-wide project management training program. After the Challenger accident, a reassessment established the need for a project management curriculum, and in , the Program/Project Management Steering Group (PPMSG) was established.
Early Development of the Ring Current Model. The ring current model hosted in MSFC is a kinetic model that solves a Boltzmann initial/boundary value problem with specified electric and magnetic fields. Rather than tracking particles trajectories in detail, a bounce-averaged approach is taken. The climate modeling program at GISS is primarily aimed at the development of 3D general circulation models (GCMs) and coupled atmosphere-ocean models for simulating Earth's climate system, although some research may include the use of regional climate models, 2D energy balance models, and 1D radiative-convective models.
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Of a Project Success Predictor Model. This model's fundamental objective is to provide a mechanism to quantify the success of two or more proposed projects, thus making comparisons simple. You will be asked for your opinion concerning historical projects and factors that influenced the success or failure of each project.
Get this from a library. Development of a model for predicting NASA/MSFC project success. [United States. National Aeronautics and Space Administration.;].
The PM develops the project plan; develops and maintains the schedule; plans, controls, and executes the budget with PI concurrence; oversees risk management; executes configuration management activities and COR responsibilities; and serves as the activity’s primary interface with MSFC’s engineering management.
Through its world-class training curriculum, knowledge-sharing initiatives, development resources, and strategic communications, APPEL Knowledge Services helps ensure NASA’s technical workforce has the skills and knowledge needed to advance mission success. The NASA Explorers Institute (NEI) funded the.
development of this model rocketry guide-book for educators. Directed by the Marshall Space Flight Center (MSFC) Academic Affairs Office, education specialists created the curriculum with knowledgeable amateur rocketeers who are members of the National Association of Rocketry (NAR).
The material. Bryan Barley is currently the chief engineer for NASA's Lunar Quest Program and the Discovery Program as part of NASA’s Science Mission Directorate. Barley has worked for NASA Marshall Space Flight Center (MSFC) for over 18 years.
The NASA NAFCOM (NASA-Air Force Cost Model) database (NAFCOM, ) was examined to obtain project level cost and technical metrics for a substantial number of historical NASA projects. The NAFCOM database is NASA's main repository of normalized cost and technical information on historical projects for use by the Agency's cost estimating community.
The Evolution of NASA Cost Estimatin_ Joseph W. Hamaker A veteran cost estimator from the NASA Marshall Space Flight Center surveys the art of estimating from the days of the National Advisory Committee for Aeronautics in the s through Shuttle development, showing the NASA estimating community how to face new ideas and cultural changes.
the project including budget planning, schedule development, accomplishment monitoring, risk assessment, and project execution. The project management function serves to enable the technology development tasks and to represent the task accomplishments to the ETDP program office. NASA's Marshall Space Flight Center (MSFC) manages the RHESE by: Some propose that project failure is under-theorized, while others say that an emphasis on success and failure is narrow and counterproductive.
For a publicly accountable organization like NASA, understanding the causes of project failure is not an abstract concern. Barley has worked for NASA Marshall Space Flight Center (MSFC) for over 18 years. He has served as a lead systems engineer on various projects including for the development of crew training systems and for the development of International Space Station flight hardware and flight simulators.
for research and development to benefit humanity. Goals Establish MSFC as number one in safety within NASA. Develop and maintain the NASA preeminence in space propulsion to enable the exploration and development of space. Lead the research and development of space transportation technologies and systems that support our customers’ needs.
The PM&SE Career Development Framework supports practitioners by helping determine which courses and activities will enhance competencies in their current positions and support future development aspirations.
The Development Framework complements the APPEL Catalog and PM&SE Competency Model by helping create a clear path forward for professional development. > Bryan Barley, NASA MSFC: Leveraging Independent Management and Chief Engineer Hierarchy In the development of complex spacecraft missions, project authority is usually extended hierarchically from NASA's highest agency levels down to the implementing institution's project team level, through both the center and the program.
We are pleased to announce the selection of Ms. Karen Gelmis as the new Science Projects Branch Chief/ST Ms. Gelmis (Karen) has over 16 years of experience in NASA project management, program integration and independent program assessment.
Her project management experience covers the full lifecycle spectrum of programs and projects. NASA DEVELOP National Program – Summer Project Ideas ** Note: These projects are tentative and may be changed before the term number of projects listed below does not necessarily reflect the number of projects being conducted at a given node **.
An update of the powerful engine that helped lift NASA's Saturn V rockets to the moon, J-2X development is part of NASA's work on the Space Launch System, set to lift new exploration missions beyond Earth orbit in years ahead.
Image left: Marshall Emergency Management Director Carole C. Valenti. (NASA/MSFC). As a principal investigator and Project Manager for NASA’s Short Term Prediction Research and Transition Center since its inception inDr. Goodman is also leading a national alliance and multi-institutional team in executing NASA’s Weather Science Focus Area strategy.
Solar Cycle Prediction (Updated /03/23) Please note:Dr. David Hathaway, a member of the MSFC solar physics group for 29 years, transferred (7/9/) to NASA's Ames Research Center in California, where he retired in December, Dr.
Hathaway's new email address is. This course presents the participant with best practices that, when incorporated into the requirement development and management process, will help a project team develop a winning product—one that delivers what is needed, when it is needed, within the projected costs and with the expected quality.
BACKGROUND Before the Project Success Predictor Model could be formulated, it was necessary to determine a methodology for its construction.
The followings a summary of the study leading to development of that methodology. Literature Review In an effort to initiate a feasibility study for the development of such a predictor model, and to determine a specific methodology for its design, a.NASA DEVELOP National Program Potential Project Ideas for the Spring Term (January 23 – Ma ) ** These topics are not finalized and subject to change ** NASA Ames Research Center – Moffett Field, CA Lake Erie Water Resources II: Utilizing Hyperspectral and Satellite Imagery to Detect.
context of the “Faster, Better, Cheaper” paradigm. This vision, Mission Success First, entails a new NASA culture and new methods of managing projects. To proceed with this culture shift, mission success must become the highest priority at all levels of the program/project and the institutional organization.
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