NASA's activities in the conservation of strategic aerospace materials

NASA Technical Reports Server (NTRS)

Stephens, J. R.

1980-01-01

The United States imports 50-100 percent of certain metals critical to the aerospace industry, namely, cobalt, columbium, chromium, and tantalum. In an effort to reduce this dependence on foreign sources, NASA is planning a program called Conservation of Strategic Aerospace Materials (COSAM), which will provide technology minimizing strategic metal content in the components of aerospace structures such as aircraft engines. With a proposed starting date of October 1981, the program will consist of strategic element substitution, process technology development, and alternate materials research. NASA's two-fold pre-COSAM studies center on, first, substitution research involving nickel-base and cobalt-base superalloys (Waspaloy, Udimet-700, MAE-M247, Rene 150, HA-188) used in turbine disks, low-pressure blades, turbine blades, and combustors; and, second, alternate materials research devoted initially to investigating possible structural applications of the intermetallic alloys nickel aluminide and iron aluminide.

Metrics for NASA Aeronautics Research Mission Directorate (ARMD) Strategic Thrust 3B Vertical Lift Strategic Direction

NASA Technical Reports Server (NTRS)

Hochstetler, Ronald D.; Salvano, Dan; Gorton, Susan A.

2017-01-01

The NASA Aeronautics Research Mission Directorate (ARMD) Strategic Implementation Plan details an ambitious plan for aeronautical research for the next quarter century and beyond. It includes a number of advanced technologies needed to address requirements of the overall aviation community (domestic and international), with an emphasis on safety, efficiency, operational flexibility, and alternative propulsion air transport options. The six ARMD Strategic Thrust Areas (STAs) represent a specific set of multi-decade research agendas for creating the global aviation improvements most in demand by the aviation service consumers and the general public. To provide NASA with a measurement of the preeminent value of these research areas, it was necessary to identify and quantify the measurable benefits to the aviation community from capabilities delivered by the research programs. This paper will describe the processes used and the conclusions reached in defining the principal metrics for ARMD Strategic Thrust Area 3B "Vertical Lift Strategic Direction."

NASA Strategic Roadmap Committees Final Roadmaps. Volumes 1 and 2

NASA Technical Reports Server (NTRS)

2005-01-01

Volume 1 contains NASA strategic roadmaps for the following Advanced Planning and Integration Office (APIO) committees: Earth Science and Applications from Space; Sun - Solar System Connection. Volume 2 contains NASA strategic roadmaps for the following APIO committees: Robotic and Human Exploration of Mars; Solar System Exploration; Search for Earth-like Planets; Universe Exploration, as well as membership rosters and charters for all APIO committees, including those above and the following: Exploration Transportation System; Nuclear Systems; Robotic and Human Lunar Exploration; Aeronautical Technologies; Space Shuttle; International Space Station; Education.

Crew and Thermal Systems Division Strategic Communications Initiatives in Support of NASA's Strategic Goals: Fiscal Year 2012 Summary and Initial Fiscal Year 2013 Metrics

NASA Technical Reports Server (NTRS)

Paul, Heather L.

2013-01-01

The NASA strategic plan includes overarching strategies to inspire students through interactions with NASA people and projects, and to expand partnerships with industry and academia around the world. The NASA Johnson Space Center Crew and Thermal Systems Division (CTSD) actively supports these NASA initiatives. At the end of fiscal year 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to internal NASA and external technical audiences for collaborative and business development initiatives, and to students, educators, and the general public for education and public outreach efforts. The strategic communications initiatives implemented in fiscal year 2012 resulted in 707 in-reach, outreach, and commercialization events with 39,731 participant interactions. This paper summarizes the CTSD Strategic Communications metrics for fiscal year 2012 and provides metrics for the first nine months of fiscal year 2013.

Issues in NASA Program and Project Management. Special Edition: A Collection of Papers on NASA Procedures and Guidance 7120.5A. Volume 14

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1998-01-01

A key aspect of NASA's new Strategic Management System is improving the way we plan, approve, execute and evaluate our programs and projects. To this end, NASA has developed the NASA Program and Project Management processes and Requirements-NASA Procedures and Guidelines (NPG) 7120.5A, which formally documents the "Provide Aerospace Products and Capabilities" crosscutting process, and defines the processes and requirements that are responsive to the Program/Project Management-NPD 7120.4A. The Program/Project Management-NPD 7120.4A, issued November 14, 1996, provides the policy for managing programs and projects in a new way that is aligned with the new NASA environment. An Agencywide team has spent thousands of hours developing the NASA Program and Project Management Processes and Requirements-NPG 7120.5A. We have created significant flexibility, authority and discretion for the program and project managers to exercise and carry out their duties, and have delegated the responsibility and the accountability for their programs and projects.

Strategic Management in the Community College.

ERIC Educational Resources Information Center

Myran, Gunder A.

1983-01-01

Defines strategic management and discusses its role in community colleges, focusing on the components and methodology of strategic management, strategic and operational management function, management teams, and the need for strategic management. (DMM)

NASA Astrophysics Cosmic Origins (COR) and Physics of the Cosmos (PCOS) Strategic Technology Development Program

NASA Astrophysics Data System (ADS)

Pham, Thai; Seery, Bernard D.

2015-01-01

The COR and PCOS Program Offices (PO) reside at the NASA Goddard Space Flight Center (GSFC), serving as the NASA Astrophysics Division's implementation arm for matters relating to the two programs. One aspect of the PO's activities is managing the COR and PCOS Strategic Astrophysics Technology (SAT) program, helping mature technologies to enable and enhance future astrophysics missions.The PO is guided by the National Research Council's 'New Worlds, New Horizons in Astronomy and Astrophysics' Decadal Survey report, and NASA's Astrophysics Implementation Plan. Strategic goals include dark energy; gravitational waves; X-ray observatories, e.g., US participation in ATHENA; Inflation probe; and a large UV/Visible telescope.To date, 51 COR and 65 PCOS SAT proposals have been received, of which 11 COR and 18 PCOS projects were funded. Notable successes include maturation of a new far-IR detector, later adopted by the SOFIA HAWC instrument; maturation of the H4RG near-IR detector, adopted by WFIRST; development of an antenna-coupled transition-edge superconducting bolometer, a technology deployed by BICEP2 that allowed measurement of B-mode polarization in the CMB signal, a possible signature of Inflation; and finally, the REXIS instrument on OSIRIS-REx is incorporating CCDs with directly deposited optical blocking filters developed by another SAT-funded project.We discuss our technology development process, with community input and strategic prioritization informing calls for SAT proposals and guiding investment decisions. We also present results of this year's technology gap prioritization and showcase our current portfolio of technology development projects. These include five newly selected projects, kicking off in FY 2015.For more information, visit the COR Program website at cor.gsfc.nasa.gov and the PCOS website at pcos.gsfc.nasa.gov.

Strategic Investments Overview

NASA Technical Reports Server (NTRS)

Comstock, Doug

2004-01-01

This viewgraph presentation provides an overview of the organizational hierarchy for strategic management and strategic investments at NASA. The presentation also relates these topics to the budgets it submits to Congress, strategies for space exploration research and development, and systems analysis.

Replacing critical and strategic refractory metal elements in nickel-base superalloys. [NASA's COSAM program

NASA Technical Reports Server (NTRS)

Stephens, J. R.; Dreshfield, R. L.; Nathal, M. V.

1983-01-01

Because of the import status and essential nature of their use, cobalt, chromium, tantalum, and niobium were identified as strategic and critical in the aerospace industry. NASA's Conservation of Strategic Aerospace Materials (COSAM) program aims to reduce the need for strategic materials used in gas turbine engines. Technological thrusts in two major areas are under way to meet the primary objective of conserving the use of strategic materials in nickelbase superalloys. These thrusts consist of strategic element substitution and alternative material identification. The program emphasizes cooperative research teams involving NASA Lewis Research Center, universities, and industry. The adoption of refractory metals in nickel-base superalloys is summarized including their roles in mechanical strengthening and environmental resistance; current research activities under way in the COSAM Program are presented as well as research findings to date.

Strategic Planning and Financial Management

ERIC Educational Resources Information Center

Conneely, James F.

2010-01-01

Strong financial management is a strategy for strategic planning success in student affairs. It is crucial that student affairs professionals understand the necessity of linking their strategic planning with their financial management processes. An effective strategic planner needs strong financial management skills to implement the plan over…

Vision 21: The NASA strategic plan

NASA Technical Reports Server (NTRS)

1992-01-01

The NASA Strategic Plan, Vision 21, is a living roadmap to the future to guide the men and women of the NASA team as they ensure U.S. leadership in space exploration and aeronautics research. This multiyear plan consists of a set of programs and activities that will retain our leadership in space science and the exploration of the solar system; help rebuild our nation's technology base and strengthen our leadership in aviation and other key industries; encourage commercial applications of space technology; use the unique perspective of space to better understand our home planet; provide the U.S. and its partners with a permanent space based research facility; expand on the legacy of Apollo and initiate precursor activities to establish a lunar base; and allow us a journey into tomorrow, journey to another planet (Mars), and beyond.

Manage "Human Capital" Strategically

ERIC Educational Resources Information Center

Odden, Allan

2011-01-01

To strategically manage human capital in education means restructuring the entire human resource system so that schools not only recruit and retain smart and capable individuals, but also manage them in ways that support the strategic directions of the organization. These management practices must be aligned with a district's education improvement…

Sources and Information: Strategic Management.

ERIC Educational Resources Information Center

Palmer, Jim

1983-01-01

Provides an annotated bibliography of ERIC documents on strategic management, with emphasis on institutional responses to change, the role of the administrator in strategic management, budgeting and financial management, and institutional planning. (DMM)

What is strategic management?

PubMed

Jasper, Melanie; Crossan, Frank

2012-10-01

To discuss the theoretical concept of strategic management and explore its relevance for healthcare organisations and nursing management. Despite being a relatively new approach, the growth of strategic management within organisations has been consistently and increasingly promoted. However, comprehensive definitions are scarce and commonalities of interpretation are limited. This paper presents an exploratory discussion of the construct of strategic management, drawing on the literature and questioning its relevance within health-care organisations. Literature relating to strategic management across a number of fields was accessed, drawing primarily on meta-studies within management literature, to identify key concepts and attempt to present a consistent definition. The concept within health care is explored in relation to nursing management. Inconsistency in definitions and utilisation of key concepts within this management approach results in the term being loosely applied in health-care organisations without recourse to foundational principles and a deep understanding of the approach as a theory as opposed to an applied term. Nurse managers are increasingly asked to adopt the 'next-best-thing' in managerial theories, yet caution needs to be taken in nurses agreeing to use systems that lack an evidence base in terms of both efficacy and relevance of context. © 2012 Blackwell Publishing Ltd.

NASA's strategic plan for education. A strategy for change, 1993-1998

NASA Technical Reports Server (NTRS)

1992-01-01

NASA's education vision is to promote excellence in America's education system through enhancing and expanding scientific and technological competence. In doing so, NASA strives to be recognized by the education community as the premier mission agency in support of the National Education Goals and in the development and implementation of education standards. To realize this vision, NASA has clearly defined and developed three specific goals to promote excellence in education. Specific objectives and milestones are defined for each goal in the body of this strategic plan.

The eighth NASA total quality management accomplishments report, 1990

NASA Technical Reports Server (NTRS)

1990-01-01

The eighth annual accomplishments report provides numerous examples of quality strategies that have proven effective and efficient in a time when cost reduction is critical. NASA's continuous improvement efforts can provide insight for others to succeed in their own endeavors. The report covers: top management leadership and support, strategic planning, focus on the customer, employee training and recognition, employee empowerment and teamwork, measurement and analysis, and quality assurance.

77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2012-09-05

... Manager, Strategic Management Program; National Transportation Safety Board, 490 L'Enfant Plaza SW., MD-1... NATIONAL TRANSPORTATION SAFETY BOARD Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan AGENCY: National Transportation Safety Board. ACTION: Notice: Request for comments. SUMMARY: This...

NASA Strategic Plan

NASA Technical Reports Server (NTRS)

1996-01-01

The aforementioned strategic decisions and the overarching direction for America's aeronautics and space program are addressed in the Strategic Plan. Our Strategic Plan is critical to our ability to meet the challenges of this new era and deliver a vibrant aeronautics and space program that strengthens and inspires the Nation. The Plan is our top-level strategy.

Strategic management of health care information systems: nurse managers' perceptions.

PubMed

Lammintakanen, Johanna; Kivinen, Tuula; Saranto, Kaija; Kinnunen, Juha

2009-01-01

The aim of this study is to describe nurse managers' perceptions of the strategic management of information systems in health care. Lack of strategic thinking is a typical feature in health care and this may also concern information systems. The data for this study was collected by eight focus group interviews including altogether 48 nurse managers from primary and specialised health care. Five main categories described the strategic management of information systems in health care; IT as an emphasis of strategy; lack of strategic management of information systems; the importance of management; problems in privacy protection; and costs of IT. Although IT was emphasised in the strategies of many health care organisations, a typical feature was a lack of strategic management of information systems. This was seen both as an underutilisation of IT opportunities in health care organisations and as increased workload from nurse managers' perspective. Furthermore, the nurse managers reported that implementation of IT strengthened their managerial roles but also required stronger management. In conclusion, strategic management of information systems needs to be strengthened in health care and nurse managers should be more involved in this process.

NASA Accountability Report

NASA Technical Reports Server (NTRS)

1997-01-01

NASA is piloting fiscal year (FY) 1997 Accountability Reports, which streamline and upgrade reporting to Congress and the public. The document presents statements by the NASA administrator, and the Chief Financial Officer, followed by an overview of NASA's organizational structure and the planning and budgeting process. The performance of NASA in four strategic enterprises is reviewed: (1) Space Science, (2) Mission to Planet Earth, (3) Human Exploration and Development of Space, and (4) Aeronautics and Space Transportation Technology. Those areas which support the strategic enterprises are also reviewed in a section called Crosscutting Processes. For each of the four enterprises, there is discussion about the long term goals, the short term objectives and the accomplishments during FY 1997. The Crosscutting Processes section reviews issues and accomplishments relating to human resources, procurement, information technology, physical resources, financial management, small and disadvantaged businesses, and policy and plans. Following the discussion about the individual areas is Management's Discussion and Analysis, about NASA's financial statements. This is followed by a report by an independent commercial auditor and the financial statements.

Strategic management process in hospitals.

PubMed

Zovko, V

2001-01-01

Strategic management is concerned with strategic choices and strategic implementation; it provides the means by which organizations meet their objectives. In the case of hospitals it helps executives and all employees to understand the real purpose and long term goals of the hospital. Also, it helps the hospital find its place in the health care service provision chain, and enables the hospital to coordinate its activities with other organizations in the health care system. Strategic management is a tool, rather than a solution, that helps executives to identify root causes of major problems in the hospital.

NASA Performance Report

NASA Technical Reports Server (NTRS)

2000-01-01

Introduction NASA's mission is to advance and communicate scientific knowledge and understanding of Earth, the solar system, and the universe; to advance human exploration, use, and development of space; and to research, develop, verify, and transfer advanced aeronautics, space, and related technologies. In support of this mission, NASA has a strategic architecture that consists of four Enterprises supported by four Crosscutting Processes. The Strategic Enterprises are NASA's primary mission areas to include Earth Science, Space Science, Human Exploration and Development of Space, and Aerospace Technology. NASA's Crosscutting Processes are Manage Strategically, Provide Aerospace Products and Capabilities, Generate Knowledge and Communicate Knowledge. The implementation of NASA programs, science, and technology research occurs primarily at our Centers. NASA consists of a Headquarters, nine Centers, and the Jet Propulsion Laboratory, as well as several ancillary installations and offices in the United States and abroad. The nine Centers are as follows: (1) Ames Research Center, (2) Dryden Flight Research Center (DFRC), (3) Glenn Research Center (GRC), (4) Goddard Space Flight Center (GSFC), (5) Johnson Space Center, (6) Kennedy Space Center (KSC), (7) Langley Research Center (LaRC), (8) Marshall Space Flight Center (MSFC), and (9) Stennis Space Center (SSC).

Strategic Management or Strategic Planning for Defense?

DTIC Science & Technology

1989-02-01

manage at the regional or CinC level with an appreciation of strategic planning and management concepts currently taught at business schools . Military...those not in uniform. Science, engineering, and business schools all suggest that their faculties have experience tours so that they can appreciate

A Portfolio Analysis Tool for Measuring NASAs Aeronautics Research Progress toward Planned Strategic Outcomes

NASA Technical Reports Server (NTRS)

Tahmasebi, Farhad; Pearce, Robert

2016-01-01

Description of a tool for portfolio analysis of NASA's Aeronautics research progress toward planned community strategic Outcomes is presented. The strategic planning process for determining the community Outcomes is also briefly described. Stakeholder buy-in, partnership performance, progress of supporting Technical Challenges, and enablement forecast are used as the criteria for evaluating progress toward Outcomes. A few illustrative examples are also presented.

Being Strategic in HE Management

ERIC Educational Resources Information Center

West, Andrew

2008-01-01

The call to be strategic--and with it the concept of strategic management--can bring to mind a wide range of definitions, and there is now a huge array of academic literature supporting the different schools of thought. At a basic level, however, strategic thinking is probably most simply about focusing on the whole, rather than the part. In…

Teaching Strategic Management with a Business Game.

ERIC Educational Resources Information Center

Knotts, Ulysses S., Jr.; Keys, J. Bernard

1997-01-01

Management games are increasingly used to teaching strategic management by integrating functional areas of business and providing a working knowledge of the strategic management process. This article summarizes the experience of two veteran instructors, presenting course learning objectives, game pedagogy, team organization and management, game…

Strategic Alliance Poker: Demonstrating the Importance of Complementary Resources and Trust in Strategic Alliance Management

ERIC Educational Resources Information Center

Reutzel, Christopher R.; Worthington, William J.; Collins, Jamie D.

2012-01-01

Strategic Alliance Poker (SAP) provides instructors with an opportunity to integrate the resource based view with their discussion of strategic alliances in undergraduate Strategic Management courses. Specifically, SAP provides Strategic Management instructors with an experiential exercise that can be used to illustrate the value creation…

A Tool for Measuring NASA's Aeronautics Research Progress Toward Planned Strategic Community Outcomes

NASA Technical Reports Server (NTRS)

Tahmasebi, Farhad; Pearce, Robert

2016-01-01

Description of a tool for portfolio analysis of NASA's Aeronautics research progress toward planned community strategic Outcomes is presented. For efficiency and speed, the tool takes advantage of a function developed in Excels Visual Basic for Applications. The strategic planning process for determining the community Outcomes is also briefly discussed. Stakeholder buy-in, partnership performance, progress of supporting Technical Challenges, and enablement forecast are used as the criteria for evaluating progress toward Outcomes. A few illustrative examples of using the tool are also presented.

NASA Performance Plan

NASA Technical Reports Server (NTRS)

1999-01-01

The Government Performance and Results Act (GPRA) passed by Congress and signed by the President in 1993 provides a new tool to improve the efficiency of all Federal agencies. The goals of GPRA are to: Improve citizen confidence in Government performance; Improve Federal program management, effectiveness, and public accountability; and Improve congressional decisionmaking on where to commit the Nation's financial and human resources. The Act directs Executive Branch agencies to develop a customer-focused strategic plan that aligns activities with concrete missions and goals. The first plans were submitted in September 1998 as part of the Fiscal Year 1999 (FY99) budget process. These budget submissions were expected to support the goals expressed in the agency strategic plans. The Act also directs agencies to manage and measure results to justify congressional appropriations and authorizations. Six months after the completion of the fiscal year, agencies will report on the degree of success in achieving the goals and evaluation measures defined in the strategic and performance plans. The plans required by GPRA have been submitted to the Office of Management and Budget (OMB) and to Congress. Copies of NASA plans are available from the Office of Policy and Plans at NASA Headquarters and can be accessed on the i nterinet web sites identified in the Appendix.

Transformation and Change Management for Strategic Leaders

DTIC Science & Technology

2002-04-09

TRANSFORMATION AND CHANGE MANAGEMENT FOR STRATEGIC LEADERS BY MR. KENNETH L. WRIGHT Department of the Army DISTRIBUTION STATEMENT A: Approved for Public...PROJECT TRANSFORMATION AND CHANGE MANAGEMENT FOR STRATEGIC LEADERS BY MR. KENNETH L. WRIGHT DEPARTMENT OF THE ARMY Dr. Robert M. Murphy Project Advisor The...STRATEGIC LEADERS FORMAT: Strategy Research Project DATE: 09 April 2002 PAGES: 33 CLASSIFICATION: Unclassified The objective of this work is to examine

Strategic Issues in Quality Management: 1. Theoretical Considerations.

ERIC Educational Resources Information Center

Johannsen, Carl Gustav

1996-01-01

Examines the relationship between strategic management and quality management concepts in a library and information services setting. Conceptual frameworks are presented and a new strategic quality management framework, inspired by the Japanese policy deployment approach, is developed that also discusses total quality management. (Author/LRW)

ECHO Responds to NASA's Earth Science User Community

NASA Technical Reports Server (NTRS)

Pfister, Robin; Ullman, Richard; Wichmann, Keith; Perkins, Dorothy C. (Technical Monitor)

2001-01-01

Over the past decade NASA has designed, built, evolved, and operated the Earth Observing System Data and Information System (EOSDIS) Information Management System (IMS) in order to provide user access to NASA's Earth Science data holdings. During this time revolutionary advances in technology have driven changes in NASA's approach to providing an IMS service. This paper will describe NASA's strategic planning and approach to build and evolve the EOSDIS IMS and to serve the evolving needs of NASA's Earth Science community. It discusses the original strategic plan and how lessons learned help to form a new plan, a new approach and a new system. It discusses the original technologies and how they have evolved to today.

Achieving competitive advantage through strategic human resource management.

PubMed

Fottler, M D; Phillips, R L; Blair, J D; Duran, C A

1990-01-01

The framework presented here challenges health care executives to manage human resources strategically as an integral part of the strategic planning process. Health care executives should consciously formulate human resource strategies and practices that are linked to and reinforce the broader strategic posture of the organization. This article provides a framework for (1) determining and focusing on desired strategic outcomes, (2) identifying and implementing essential human resource management actions, and (3) maintaining or enhancing competitive advantage. The strategic approach to human resource management includes assessing the organization's environment and mission; formulating the organization's business strategy; assessing the human resources requirements based on the intended strategy; comparing the current inventory of human resources in terms of numbers, characteristics, and human resource management practices with respect to the strategic requirements of the organization and its services or product lines; formulating the human resource strategy based on the differences between the assessed requirements and the current inventory; and implementing the appropriate human resource practices to reinforce the strategy and attain competitive advantage.

Developing strategic thinking in senior management.

PubMed

Zabriskie, N B; Huellmantel, A B

1991-12-01

Chief Executive Officers have recently stated that their greatest staffing challenge for the 1990s is the development of strategic leadership in their senior management. In order to do this, it is necessary to identify the substance of strategic thinking, and the capabilities that must be mastered. Writers on strategy have identified six major elements of strategic thinking and these have been organized to reveal the tasks, questions, decisions, and skills that senior executives must acquire in order to lead their organizations strategically. Finally, the article identifies training programme elements which are used by Directors of Manpower Development to develop strategic leadership ability.

Coordinating Council. Third Meeting: STI Strategic Plans

NASA Technical Reports Server (NTRS)

1990-01-01

The NASA Scientific and Technical Information Program Coordinating Council conducts meetings after which both modified transcripts of presentations and interactive discussions are published. The theme for the November 1990 meeting was 'STI Strategic Plans'. This theme was the focus of recorded discussions by members of the council. The last section of the report presents visuals on strategic goals for the STI Information Division. NASA's vision is to be at the forefront of advancements in aeronautics, space science, and exploration. More specific NASA goals are listed followed by the STI Division mission statement. The Strategic Goals for the STI Division are outlined as follows: Implement effective management strategies, Accomplish rapid deployment of the NASA STI Network, Seek out and develop cooperative partnerships, Establish the STI Program as an integral part of the NASA R&D effort, Enhance the quality of our products and services through a focus on the customer, Build an attitude of quality throughout the enterprise, Expand the existing participant community, Assert a NASA leadership role for STI policy, and Develop a program for information science R&D. The STI division mission statement appears on the document cover as follows 'The mission of the NASA STI Program is to advance aerospace knowledge, contribute to U.S. competitiveness, and become an integral partner in NASA R&D programs to support NASA goals.'

Hoshin Kanri: a technique for strategic quality management.

PubMed

Tennant, C; Roberts, P A

2000-01-01

This paper describes a technique for Strategic Quality Management (SQM), known as Hoshin Kanri, which has been operated as a management system in many Japanese companies since the 1960s. It represents a core aspect of Japanese companies' management systems, and is stated as: the means by which the overall control system and Total Quality Management (TQM) are deployed. Hoshin Kanri is not particularly unique in its concept of establishing and tracking individual goals and objectives, but the manner in which the objectives and the means to achieve them are developed and deployed is. The problem with applying the concept of Strategic Quality Management (SQM) using Hoshin Kanri, is that it can tend to challenge the traditional authoritarian strategic planning models, which have become the paradigms of modern business. Yet Hoshin Kanri provides an appropriate tool for declaration of the strategic vision for the business while integrating goals and targets in a single holistic model. There have been various adaptations of Hoshin Kanri to align the technique to Western thinking and management approaches, yet outside Japan its significance has gone largely unreported. It is proposed that Hoshin Kanri is an effective methodology for SQM, which has a number of benefits over the more conventional planning techniques. The benefits of Hoshin Kanri as a tool for Strategic Quality Management (SQM) compared to conventional planning systems include: integration of strategic objectives with tactical daily management, the application of the plan-do-check-act cycle to business process management, parallel planning and execution methodology, company wide approach, improvements in communication, increased consensus and buy-in to goal setting, and cross-functional-management integration.

Training hospital managers for strategic planning and management: a prospective study.

PubMed

Terzic-Supic, Zorica; Bjegovic-Mikanovic, Vesna; Vukovic, Dejana; Santric-Milicevic, Milena; Marinkovic, Jelena; Vasic, Vladimir; Laaser, Ulrich

2015-02-26

Training is the systematic acquisition of skills, rules, concepts, or attitudes and is one of the most important components in any organization's strategy. There is increasing demand for formal and informal training programs especially for physicians in leadership positions. This study determined the learning outcomes after a specific training program for hospital management teams. The study was conducted during 2006 and 2007 at the Centre School of Public Health and Management, Faculty of Medicine, University of Belgrade and included 107 participants involved in the management in 20 Serbian general hospitals. The management teams were multidisciplinary, consisting of five members on average: the director of the general hospital, the deputy directors, the head nurse, and the chiefs of support services. The managers attended a training program, which comprised four modules addressing specific topics. Three reviewers independently evaluated the level of management skills at the beginning and 12 months after the training program. Principal component analysis and subsequent stepwise multiple linear regression analysis were performed to determine predictors of learning outcomes. The quality of the SWOT (strengths, weaknesses, opportunities and threats) analyses performed by the trainees improved with differences between 0.35 and 0.49 on a Likert scale (p < 0.001). Principal component analysis explained 81% of the variance affecting their quality of strategic planning. Following the training program, the external environment, strategic positioning, and quality of care were predictors of learning outcomes. The four regression models used showed that the training program had positive effects (p < 0.001) on the ability to formulate a Strategic Plan comprising the hospital mission, vision, strategic objectives, and action plan. This study provided evidence that training for strategic planning and management enhanced the strategic decision-making of hospital

NASA Schedule Management Handbook

NASA Technical Reports Server (NTRS)

2011-01-01

The purpose of schedule management is to provide the framework for time-phasing, resource planning, coordination, and communicating the necessary tasks within a work effort. The intent is to improve schedule management by providing recommended concepts, processes, and techniques used within the Agency and private industry. The intended function of this handbook is two-fold: first, to provide guidance for meeting the scheduling requirements contained in NPR 7120.5, NASA Space Flight Program and Project Management Requirements, NPR 7120.7, NASA Information Technology and Institutional Infrastructure Program and Project Requirements, NPR 7120.8, NASA Research and Technology Program and Project Management Requirements, and NPD 1000.5, Policy for NASA Acquisition. The second function is to describe the schedule management approach and the recommended best practices for carrying out this project control function. With regards to the above project management requirements documents, it should be noted that those space flight projects previously established and approved under the guidance of prior versions of NPR 7120.5 will continue to comply with those requirements until project completion has been achieved. This handbook will be updated as needed, to enhance efficient and effective schedule management across the Agency. It is acknowledged that most, if not all, external organizations participating in NASA programs/projects will have their own internal schedule management documents. Issues that arise from conflicting schedule guidance will be resolved on a case by case basis as contracts and partnering relationships are established. It is also acknowledged and understood that all projects are not the same and may require different levels of schedule visibility, scrutiny and control. Project type, value, and complexity are factors that typically dictate which schedule management practices should be employed.

NASA information resources management handbook

NASA Technical Reports Server (NTRS)

1992-01-01

This National Aeronautics and Space Administration (NASA) Handbook (NHB) implements recent changes to Federal laws and regulations involving the acquisition, management, and use of Federal Information Processing (FIP) resources. This document defines NASA's Information Resources Management (IRM) practices and procedures and is applicable to all NASA personnel. The dynamic nature of the IRM environment requires that the controlling management practices and procedures for an Agency at the leading edge of technology, such as NASA, must be periodically updated to reflect the changes in this environment. This revision has been undertaken to accommodate changes in the technology and the impact of new laws and regulations dealing with IRM. The contents of this document will be subject to a complete review annually to determine its continued applicability to the acquisition, management, and use of FIP resources by NASA. Updates to this document will be accomplished by page changes. This revision cancels NHB 2410.1D, dated April 1985.

Continuous Risk Management at NASA

NASA Technical Reports Server (NTRS)

Hammer, Theodore F.; Rosenberg, Linda

1999-01-01

NPG 7120.5A, "NASA Program and Project Management Processes and Requirements" enacted in April, 1998, requires that "The program or project manager shall apply risk management principles..." 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 comply with this edict. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This presentation will briefly discuss the six functions for risk management: (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. This risk management structure of functions has been taught to projects at all NASA Centers and is being successfully implemented on many projects. This presentation will give project managers the information they need to understand if risk management is to be effectively implemented on their projects at a cost they can afford.

Strategic Information Resources Management: Fundamental Practices.

ERIC Educational Resources Information Center

Caudle, Sharon L.

1996-01-01

Discusses six fundamental information resources management (IRM) practices in successful organizations that can improve government service delivery performance. Highlights include directing changes, integrating IRM decision making into a strategic management process, performance management, maintaining an investment philosophy, using business…

Improving the Success of Strategic Management Using Big Data.

PubMed

Desai, Sapan S; Wilkerson, James; Roberts, Todd

2016-01-01

Strategic management involves determining organizational goals, implementing a strategic plan, and properly allocating resources. Poor access to pertinent and timely data misidentifies clinical goals, prevents effective resource allocation, and generates waste from inaccurate forecasting. Loss of operational efficiency diminishes the value stream, adversely impacts the quality of patient care, and hampers effective strategic management. We have pioneered an approach using big data to create competitive advantage by identifying trends in clinical practice, accurately anticipating future needs, and strategically allocating resources for maximum impact.

Modernization and unification: Strategic goals for NASA STI program

NASA Technical Reports Server (NTRS)

Blados, W.; Cotter, Gladys A.

1993-01-01

Information is increasingly becoming a strategic resource in all societies and economies. The NASA Scientific and Technical Information (STI) Program has initiated a modernization program to address the strategic importance and changing characteristics of information. This modernization effort applies new technology to current processes to provide near-term benefits to the user. At the same time, we are developing a long-term modernization strategy designed to transition the program to a multimedia, global 'library without walls.' Notwithstanding this modernization program, it is recognized that no one information center can hope to collect all the relevant data. We see information and information systems changing and becoming more international in scope. We are finding that many nations are expending resources on national systems which duplicate each other. At the same time that this duplication exists, many useful sources of aerospace information are not being collected because of resource limitations. If nations cooperate to develop an international aerospace information system, resources can be used efficiently to cover expanded sources of information. We must consider forming a coalition to collect and provide access to disparate, multidisciplinary sources of information, and to develop standardized tools for documenting and manipulating this data and information. In view of recent technological developments in information science and technology, as well as the reality of scarce resources in all nations, it is time to explore the mutually beneficial possibilities offered by cooperation and international resource sharing. International resources need to be mobilized in a coordinated manner to move us towards this goal. This paper reviews the NASA modernization program and raises for consideration new possibilities for unification of the various aerospace database efforts toward a cooperative international aerospace database initiative that can optimize the cost

NASA Radio Frequency Spectrum Management Manual

NASA Technical Reports Server (NTRS)

1989-01-01

The Radio Frequency (RF) Spectrum Management Manual sets forth procedures and guidelines for the management requirements for controlling the use of radio frequencies by the National Aeronautics and Space Administration. It is applicable to NASA Headquarters and field installations. NASA Management Instruction 1102.3 assigns the authority for management of radio frequencies for the National Aeronautics and Space Administration to the Associate Administrator for Space Operations, NASA Headquarters. This manual is issued in loose-leaf form and will be revised by page changes.

Energy Exchange NASA Opening Plenary

NASA Technical Reports Server (NTRS)

Marrs, Rick

2017-01-01

Rick Marrs, Deputy Assistant Administrator Office of Strategic Infrastructure NASA Headquarters will be speaking during the 2017 Energy Exchange opening plenary. His presentation showcases the NASA mission, sustainability at NASA, NASA's strategic Sustainability Performance Plan, Existing PV Partnerships, and NASA funded Solar Initiatives at KSC.

Developing Strategic Alliances in Management Learning

ERIC Educational Resources Information Center

Thorne, E. Ann; Wright, Gill

2005-01-01

Purpose: The notion of effective strategic alliances provides the basis on which this paper proposes a framework to manage the application and outcomes of management learning. The management of key partner collaboration emerges in this paper as a major success factor in determining effective management learning. A proactive structured approach to…

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor)

1990-01-01

This volume is the third in an ongoing series on aerospace project management at NASA. Articles in this volume cover the attitude of the program manager, program control and performance measurement, risk management, cost plus award fee contracting, lessons learned from the development of the Far Infrared Absolute Spectrometer (FIRAS), small projects management, and age distribution of NASA scientists and engineers. A section on resources for NASA managers rounds out the publication.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor)

1991-01-01

This volume is the third in an ongoing series on aerospace project management at NASA. Articles in this volume cover the attitude of the program manager, program control and performance measurement, risk management, cost plus award fee contracting, lessons learned from the development of the Far Infrared Absolute Spectrometer (FIRAS), small projects management, and age distribution of NASA scientists and engineers. A section on resources for NASA managers rounds out the publication.

The NASA Materials Science Research Program: It's New Strategic Goals and Opportunities

NASA Technical Reports Server (NTRS)

Schlagheck, Ronald A.; Stagg, Elizabeth

2004-01-01

In the past year, the NASA s Office of Biological and Physical Research (OBPR) has formulated a long term plan to perform strategical and fundamental research bringing together physics, chemistry, biology, and engineering to solve problems needed for current and future agency mission goals. Materials Science is one of basic disciplines within the Enterprise s Division of Physical Sciences Research. The Materials Science Program participates to utilize effective use of International Space Station (ISS) and various world class ground laboratory facilities to solve new scientific and technology questions and transfer these results for public and agency benefits. The program has recently targeted new investigative research in strategic areas necessary to expand NASA knowledge base for exploration of the universe and some of these experiments will need access to the microgravity of space. The program is implementing a wide variety of traditional ground and flight based research related types of fundamental science related to materials crystallization, fundamental processing, and properties characterization in order to obtain basic understanding of various phenomena effects and relationships to the structures, processing, and properties of materials. , In addition new initiatives in radiation protection, materials for propulsion and In-space fabrication and repair focus on research helping the agency solve problems needed for future transportation into the solar system. A summary of the types and sources for this research is presented including those experiments planned for a low gravity environment. Areas to help expand the science basis for NASA future missions are described. An overview of the program is given including the scope of the current and future NASA Research Announcements with emphasis on new materials science initiatives. A description of the planned flight experiments to be conducted on the International Space Station program along with the planned

Criteria for Evaluating United States Marine Corps Installation Strategic Management

DTIC Science & Technology

2001-12-01

STATES MARINE CORPS INSTALLATION STRATEGIC MANAGEMENT by James E. Leighty December 2001 Thesis Advisor: Joseph San Miguel Report...Marine Corps Installation Strategic Management Contract Number Grant Number Program Element Number Author(s) Leighty, James Project Number Task...TYPE AND DATES COVERED Master’s Thesis 4. TITLE AND SUBTITLE: Criteria For Evaluating United States Marine Corps Installation Strategic

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor); Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1995-01-01

This volume is the ninth in an ongoing series on aerospace project management at NASA. Articles in this volume cover evolution of NASA cost estimating; SAM 2; National Space Science Program: strategies to maximize science return; and human needs, motivation, and results of the NASA culture surveys. A section on resources for NASA managers rounds out the publication.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor)

1993-01-01

This volume is the sixth in an ongoing series on aerospace project management at NASA. Articles in this volume cover evolution of NASA cost estimating; SAM 2; National Space Science Program: strategies to maximize science return; and human needs, motivation, and results of the NASA culture surveys. A section on resources for NASA managers rounds out the publication.

The Role of Information in the Strategic Management Process.

ERIC Educational Resources Information Center

Hayward, Tim; Broady, Judith E.

1995-01-01

Presents research on the use of external information in the strategic management of retail banks in the United Kingdom. Explores the organizational role of the environmental analysis department, the character of business environment analysis, and the nature of information used in strategic management and its perceived importance. (Author/AEF)

Strategic Analysis Overview

NASA Technical Reports Server (NTRS)

Cirillo, William M.; Earle, Kevin D.; Goodliff, Kandyce E.; Reeves, J. D.; Stromgren, Chel; Andraschko, Mark R.; Merrill, R. Gabe

2008-01-01

NASA s Constellation Program employs a strategic analysis methodology in providing an integrated analysis capability of Lunar exploration scenarios and to support strategic decision-making regarding those scenarios. The strategic analysis methodology integrates the assessment of the major contributors to strategic objective satisfaction performance, affordability, and risk and captures the linkages and feedbacks between all three components. Strategic analysis supports strategic decision making by senior management through comparable analysis of alternative strategies, provision of a consistent set of high level value metrics, and the enabling of cost-benefit analysis. The tools developed to implement the strategic analysis methodology are not element design and sizing tools. Rather, these models evaluate strategic performance using predefined elements, imported into a library from expert-driven design/sizing tools or expert analysis. Specific components of the strategic analysis tool set include scenario definition, requirements generation, mission manifesting, scenario lifecycle costing, crew time analysis, objective satisfaction benefit, risk analysis, and probabilistic evaluation. Results from all components of strategic analysis are evaluated a set of pre-defined figures of merit (FOMs). These FOMs capture the high-level strategic characteristics of all scenarios and facilitate direct comparison of options. The strategic analysis methodology that is described in this paper has previously been applied to the Space Shuttle and International Space Station Programs and is now being used to support the development of the baseline Constellation Program lunar architecture. This paper will present an overview of the strategic analysis methodology and will present sample results from the application of the strategic analysis methodology to the Constellation Program lunar architecture.

Strategic Planning for Information Resources Management.

ERIC Educational Resources Information Center

Penrod, James; Dolence, Michael

1987-01-01

In 1985, California State University/Los Angeles changed the management of its information resources by hiring a vice president for information resources management; reorganizing existing units into an IRM organization; engaging in a detailed, integrated, participative strategic planning process; and initiating several significant projects.…

76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-01

... Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD... Planning and Management, designates the Order of Succession for the Office of Strategic Planning and..., 2011. FOR FURTHER INFORMATION CONTACT: Nina M. Coward, Office of Strategic Planning and Management...

A Prelude to Strategic Management of an Online Enterprise

ERIC Educational Resources Information Center

Pan, Cheng-Chang; Sivo, Stephen A.; Goldsmith, Clair

2016-01-01

Strategic management is expected to allow an organization to maximize given constraints and optimize limited resources in an effort to create a competitive advantage that leads to better results. For both for-profit and non-profit organizations, such strategic thinking helps the management make informed decisions and sustain long-term planning. To…

Strategic Research to Enable NASA's Exploration Missions Conference and Workshop: Poster Session. Volume 2

NASA Technical Reports Server (NTRS)

Nahra, Henry (Compiler)

2004-01-01

Reports are presented from volume 2 of the conference titled Strategic Research to Enable NASA's Exploration Missions, poster session. Topics included spacecraft fire suppression and fire extinguishing agents,materials flammability, various topics on the effects of microgravity including crystal growth, fluid mechanics, electric particulate suspension, melting and solidification, bubble formation, the sloshing of liquid fuels, biological studies, separation of carbon dioxide and carbon monoxide for Mars ISRU.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor)

1992-01-01

This volume is the fifth in an ongoing series on aerospace project management at NASA. Articles in this volume cover: an overview of the project cycle; SE&I management for manned space flight programs; shared experiences from NASA Programs and Projects - 1975; cost control for Mariner Venus/Mercury 1973; and the Space Shuttle - a balancing of design and politics. A section on resources for NASA managers rounds out the publication.

Simulation: A Complementary Method for Teaching Health Services Strategic Management

PubMed Central

Reddick, W. T.

1990-01-01

Rapid change in the health care environment mandates a more comprehensive approach to the education of future health administrators. The area of consideration in this study is that of health care strategic management. A comprehensive literature review suggests microcomputer-based simulation as an appropriate vehicle for addressing the needs of both educators and students. Seven strategic management software packages are reviewed and rated with an instrument adapted from the Infoworld review format. The author concludes that a primary concern is the paucity of health care specific strategic management simulations.

NASA Risk Management Handbook. Version 1.0

NASA Technical Reports Server (NTRS)

Dezfuli, Homayoon; Benjamin, Allan; Everett, Christopher; Maggio, Gaspare; Stamatelatos, Michael; Youngblood, Robert; Guarro, Sergio; Rutledge, Peter; Sherrard, James; Smith, Curtis;

Management: A bibliography for NASA Managers

NASA Technical Reports Server (NTRS)

1986-01-01

This bibliography lists 707 reports, articles and other documents introduced into the NASA scientific and technology information system in 1985. Items are selected and grouped according to their usefulness to the manager as manager. Citations are grouped into ten subject categories: human factors and personnel issues; management theory and techniques; industrial management and manufacturing; robotics and expert systems; computers and information management; research and development; economics, costs, and markets; logistics and operations management; reliability and quality control; and legality, legislation, and policy.

Management: A bibliography for NASA managers

NASA Technical Reports Server (NTRS)

1991-01-01

This bibliography lists 731 reports, articles and other documents introduced into the NASA Scientific and Technical Information System in 1990. Items are selected and grouped according to their usefulness to the manager as manager. Citations are grouped into ten subject categories: human factors and personnel issues; management theory and techniques; industrial management and manufacturing; robotics and expert systems; computers and information management; research and development; economics, costs and markets; logistics and operations management; reliability and quality control; and legality, legislation, and policy.

Management: A bibliography for NASA managers

NASA Technical Reports Server (NTRS)

1990-01-01

This bibliography lists 755 reports, articles and other documents introduced into the NASA Scientific and Technical Information System in 1989. Items are selected and grouped according to their usefulness to the manager as manager. Citations are grouped into ten subject categories: human factors and personnel issues; management theory and techniques; industrial management and manufacturing; robotics and expert systems; computers and information management; research and development; economics, costs and markets; logistics and operations management; reliability and quality control; and legality, legislation, and policy.

Management: A bibliography for NASA managers

NASA Technical Reports Server (NTRS)

1989-01-01

This bibliography lists 822 reports, articles and other documents introduced into the NASA Scientific and Technical Information System in 1988. Items are selected and grouped according to their usefulness to the manager as manager. Citations are grouped into ten subject categories: human factors and personnel issues; management theory and techniques; industrial management and manufacturing; robotics and expert systems; computers and information management; research and development; economics, costs and markets; logistics and operations management; reliability and quality control; and legality, legislation, and policy.

Management: A bibliography for NASA managers

NASA Technical Reports Server (NTRS)

1992-01-01

This bibliography lists 630 reports, articles and other documents introduced into the NASA Scientific and Technical Information System in 1991. Items are selected and grouped according to their usefulness to the manager as manager. Citations are grouped into ten subject categories: human factors and personnel issues; management theory and techniques; industrial management and manufacturing; robotics and expert systems; computers and information management; research and development; economics, costs and markets; logistics and operations management; reliability and quality control; and legality, legislation, and policy.

Management: A bibliography for NASA managers

NASA Technical Reports Server (NTRS)

1988-01-01

This bibliography lists 653 reports, articles and other documents introduced into the NASA scientific and technical information system in 1987. Items are selected and grouped according to their usefulness to the manager as manager. Citiations are grouped into ten subject categories; human factors and personnel issues; management theory and techniques; industrial management and manufacturing; robotics and expert systems; computers and information management; research and development; economics, costs and markets; logistics and operations management, reliability and quality control; and legality, legislation, and policy.

OMEGA (Offshore Membrane for Enclosing Algae). NASA-NAVY: A Strategic Planning Discussion

NASA Technical Reports Server (NTRS)

Trent, Jonathan

2010-01-01

This briefing packet provides a short introduction to OMEGA and a truncated version of our project approach, with an example of the kind of work break down structure (WBS) used to guide our Phase I activities. It is meant to give you an impression of how we are approaching the challenge of creating the world's first marine photobioreactor (PBR) that will scale to address the strategic energy problems confronting the United States and the world. Some of our conceptual PBR designs and plans for logistics are included to communicate the path we have taken. We have also included an aerial photograph of the experimental tanks we are using at the Cal Fish and Game, followed by concluding remarks. The overarching purpose of the strategic planning discussion in Norfolk is to establish the relationship between the NASA OMEGA Team and the Navy, to unite the strengths of both agencies, and to map a mutual way forward along the project's established critical path.

Strategic plan modelling by hospital senior administration to integrate diversity management.

PubMed

Newhouse, John J

2010-11-01

Limited research suggests that some hospital senior administrators and chief executive officers (CEOs) have employed a strategic planning function to achieve diversity management practices. As the hospital industry struggles with how to integrate diversity practices to improve patient satisfaction, increase the quality of care and enhance clinical outcomes for minority populations, understanding the planning process involved in this endeavour becomes significant for senior hospital administrators. What is not well understood is what this strategic planning process represents and how it is applied to integrate diversity management. Scant research exists about the type of strategic models that hospital CEOs employ when they wish to reposition their organizations through diversity management. This study examines the strategic planning models used by senior administrators to integrate diversity management for an institutional-wide agenda. A qualitative survey process was used for CEOs in the states of New York, Pennsylvania, New Jersey and Delaware. The key research questions dealt with what type of strategic plan approach senior administrators used for integrating diversity management and what rationale they used to pursue this. Significant differences were reported between three types of strategic plan modelling used by CEOs. Also, when comparing past and current practices over time, such differences existed. The need to integrate diversity management is underscored by this study. How senior hospital administrators apply strategic plan models and what impact these approaches have represent the major implications that this study offers.

Networking at NASA. Johnson Space Center

NASA Technical Reports Server (NTRS)

Garman, John R.

1991-01-01

A series of viewgraphs on computer networks at the Johnson Space Center (JSC) are given. Topics covered include information resource management (IRM) at JSC, the IRM budget by NASA center, networks evolution, networking as a strategic tool, the Information Services Directorate charter, and SSC network requirements, challenges, and status.

Management of Guidance, Navigation and Control Technologies for Spacecraft Formations under the NASA Cross-Enterprise Technology Development Program (CETDP)

NASA Technical Reports Server (NTRS)

Hartman, Kathy; Weidow, David; Hadaegh, Fred

1999-01-01

Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space

Management of Guidance, Navigation, and Control Technologies for Spacecraft Formations Under the NASA Cross Enterprise Technology Development Program (CETDP)

NASA Technical Reports Server (NTRS)

Hartman, Kathy; Weidow, David; Hadaegh, Fred

1999-01-01

Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space

NASA Applied Sciences Program

NASA Technical Reports Server (NTRS)

Estes, Sue M.; Haynes, J. A.

2009-01-01

NASA's strategic Goals: a) Develop a balanced overall program of science, exploration, and aeronautics consistent with the redirection of human spaceflight program to focus on exploration. b) Study Earth from space to advance scientific understanding and meet societal needs. NASA's partnership efforts in global modeling and data assimilation over the next decade will shorten the distance from observations to answers for important, leading-edge science questions. NASA's Applied Sciences program will continue the Agency's efforts in benchmarking the assimilation of NASA research results into policy and management decision-support tools that are vital for the Nation's environment, economy, safety, and security. NASA also is working with NOAH and inter-agency forums to transition mature research capabilities to operational systems, primarily the polar and geostationary operational environmental satellites, and to utilize fully those assets for research purposes.

Role of strategic planning in engineering management

NASA Technical Reports Server (NTRS)

Krishen, Kumar

1993-01-01

Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor)

1994-01-01

This volume is the eighth in an ongoing series addressing current topics and lessons learned in NASA program and project management. Articles in this volume cover the following topics: (1) power sources for the Galileo and Ulysses Missions; (2) managing requirements; (3) program control of the Tropical Rainfall Measuring Mission; (4) project management method; (5) career development for project managers; and (6) resources for NASA managers.

Strategic Management and Evaluation: Rivals, Partners, or Just Fellow Travelers?

ERIC Educational Resources Information Center

Klay, William Earle

1991-01-01

Evaluation and strategic management are related in that each attempts to improve the quality of policy decisions and each has evolved from a product-centered focus to one in which implementation and utilization are vital. Evaluators should understand strategic management theory to evaluate its applications appropriately. (SLD)

Implementing Knowledge Management as a Strategic Initiative

DTIC Science & Technology

2003-12-01

Quality Management (TQM); Development Metrics Standards; Philosophy Hierarchical, Centralized or Decentralized; Sociolinguistics ...disciplines of operations research, logic, psychology, philosophy, sociolinguistics , management science, management information science, organizational...needs of customers for America and its Allies.” (CECOM AC Strategic Plan, 2001) Given the mission and vision statements, an organization needs to

Public Relations Manager Involvement in Strategic Issue Diagnosis.

ERIC Educational Resources Information Center

Lauzen, Martha M.

1995-01-01

Reports on an exploratory study that seeks to build theoretical understanding of how public relations practitioner involvement in one type of strategic organizational decision making--strategic issue diagnosis--is related to shared values with top management, diagnosis accuracy, strategy pursued, and the power of the public relations function. (TB)

NASA Strategic Roadmap: Origin, Evolution, Structure, and Destiny of the Universe

NASA Technical Reports Server (NTRS)

White, Nicholas E.

2005-01-01

The NASA strategic roadmap on the Origin, Evolution, Structure and Destiny of the Universe is one of 13 roadmaps that outline NASA s approach to implement the vision for space exploration. The roadmap outlines a program to address the questions: What powered the Big Bang? What happens close to a Black Hole? What is Dark Energy? How did the infant universe grow into the galaxies, stars and planets, and set the stage for life? The roadmap builds upon the currently operating and successful missions such as HST, Chandra and Spitzer. The program contains two elements, Beyond Einstein and Pathways to Life, performed in three phases (2005-2015, 2015-2025 and >2025) with priorities set by inputs received from reviews undertaken by the National Academy of Sciences and technology readiness. The program includes the following missions: 2005-2015 GLAST, JWST and LISA; 2015-2025 Constellation-X and a series of Einstein Probes; and >2025 a number of ambitious vision missions which will be prioritized by results from the previous two phases.

Project Management in NASA: The system and the men

NASA Technical Reports Server (NTRS)

Pontious, R. H.; Barnes, L. B.

1973-01-01

An analytical description of the NASA project management system is presented with emphasis on the human element. The NASA concept of project management, program managers, and the problems and strengths of the NASA system are discussed.

Strategic Plan. Volume 1

NASA Technical Reports Server (NTRS)

2002-01-01

The purpose of this document is to present the strategic plan and associated organizational structure that the National Space Biomedical Research Institute (NSBRI) will utilize to achieve the defined mission and objectives provided by NASA. Much of the information regarding the background and establishment of the NSBRI by NASA has been provided in other documentation and will not be repeated in this Strategic Plan. This Strategic Plan is presented in two volumes. Volume I (this volume) begins with an Introduction (Section 2) that provides the Institute's NASA-defined mission and objectives, and the organizational structure adopted to implement these through three Strategic Programs: Countermeasure Research; Education, Training and Outreach; and Cooperative Research and Development. These programs are described in Sections 3 to 5. Each program is presented in a similar way, using four subsections: Goals and Objectives; Current Strategies; Gaps and Modifications; and Resource Requirements. Section 6 provides the administrative infrastructure and total budget required to implement the Strategic Programs and assures that they form a single cohesive plan. This plan will ensure continued success of the Institute for the next five years. Volume II of the Strategic Plan provides an in-depth analysis of the current and future strategic programs of the 12 current NSBRI teams, including their goals, objectives, mutual interactions and schedules.

Using NASA Products of the Water Cycle for Improved Water Resources Management

NASA Astrophysics Data System (ADS)

Toll, D. L.; Doorn, B.; Engman, E. T.; Lawford, R. G.

2010-12-01

NASA Water Resources works within the Earth sciences and GEO community to leverage investments of space-based observation and modeling results including components of the hydrologic cycle into water resources management decision support tools for the goal towards the sustainable use of water. These Earth science hydrologic related observations and modeling products provide a huge volume of valuable data in both near-real-time and extended back nearly 50 years. Observations of this type enable assessment of numerous water resources management issues including water scarcity, extreme events of drought and floods, and water quality. Examples of water cycle estimates make towards the contributions to the water management community include snow cover and snowpack, soil moisture, evapotranspiration, precipitation, streamflow and ground water. The availability of water is also contingent on the quality of water and hence water quality is an important part of NASA Water Resources. Water quality activities include both nonpoint source (agriculture land use, ecosystem disturbances, impervious surfaces, etc.) and direct remote sensing ( i.e., turbidity, algae, aquatic vegetation, temperature, etc.). . The NASA Water Resources Program organizes its projects under five functional themes: 1) stream-flow and flood forecasting; 2) water consumptive use and irrigation (includes evapotranspiration); 3) drought; 4) water quality; and 5) climate impacts on water resources. Currently NASA Water Resources is supporting 21 funded projects with 11 additional projects being concluded. To maximize the use of NASA water cycle measurements end to projects are supported with strong links with decision support systems. The NASA Water Resources Program works closely with other government agencies NOAA, USDA-FAS, USGS, AFWA, USAID, universities, and non-profit, international, and private sector organizations. International water cycle applications include: 1) Famine Early Warning System Network

NASA Ames aerospace systems directorate research

NASA Technical Reports Server (NTRS)

Albers, James A.

1991-01-01

The Aerospace Systems Directorate is one of four research directorates at the NASA Ames Research Center. The Directorate conducts research and technology development for advanced aircraft and aircraft systems in intelligent computational systems and human-machine systems for aeronautics and space. The Directorate manages research and aircraft technology development projects, and operates and maintains major wind tunnels and flight simulation facilities. The Aerospace Systems Directorate's research and technology as it relates to NASA agency goals and specific strategic thrusts are discussed.

Managing Diversity within South African Technikons: A Strategic Management Approach.

ERIC Educational Resources Information Center

Norris, Brian

1996-01-01

Based on experiences with affirmative action and subsequent management of diversity at five research universities in the United States, a model for strategic management of diversity in South African technical institutes is outlined. The model has six components: organizational culture; organizational/environmental change; Total Quality Management…

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor)

1989-01-01

This new collection of papers on aerospace management issues contains a history of NASA program and project management, some lessons learned in the areas of management and budget from the Space Shuttle Program, an analysis of tools needed to keep large multilayer programs organized and on track, and an update of resources for NASA managers. A wide variety of opinions and techniques are presented.

Kentucky's highway incident management strategic plan.

DOT National Transportation Integrated Search

2005-06-01

Kentucky s Highway Incident Management Strategic Plan consists of a mission statement, 4 goals, 16 objectives, and 49 action strategies. The action strategies are arranged by priority and recommended time frame for implementation. When implemented...

Management: A bibliography for NASA managers

NASA Technical Reports Server (NTRS)

1985-01-01

This bibliography lists 706 reports, articles, and other documents introduced into the NASA scientific and technical information system in 1984. Entries, which include abstracts, are arranged in the following categories: human factors and personnel issues; management theory and techniques; industrial management and manufacturing; robotics and expert systems; computers and information management; research and development; economics, costs, and markets; logistics and operations management; reliability and quality control; and legality, legislation, and policy. Subject, personal author, corporate source, contract number, report number, and accession number indexes are included.

NASA University Program Management Information System

NASA Technical Reports Server (NTRS)

2000-01-01

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA:s objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA:s Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.* This report was prepared by the Education Division/FE, Office of Human Resources and Education, using a management information system which was modernized during FY 1993.

Strategic Management in the Community College. New Directions for Community Colleges, Number 44.

ERIC Educational Resources Information Center

Myran, Gunder A., Ed.

1983-01-01

Articles in this sourcebook discuss six strategic areas of community college management: external relations, internal communication and working relationships, financial resources development and allocation, program and service development, staff development, and strategic planning. First, "Strategic Management in the Community College,"…

Current and Future Parts Management at NASA

NASA Technical Reports Server (NTRS)

Sampson, Michael J.

2011-01-01

This presentation provides a high level view of current and future electronic parts management at NASA. It describes a current perspective of the new human space flight direction that NASA is beginning to take and how that could influence parts management in the future. It provides an overview of current NASA electronic parts policy and how that is implemented at the NASA flight Centers. It also describes some of the technical challenges that lie ahead and suggests approaches for their mitigation. These challenges include: advanced packaging, obsolescence and counterfeits, the global supply chain and Commercial Crew, a new direction by which NASA will utilize commercial launch vehicles to get astronauts to the International Space Station.

The Art of Strategic Management: A Case-Based Exercise

ERIC Educational Resources Information Center

Maranville, Steven

2011-01-01

This article contends that the strategic thinking process is composed of two joint, but paradigmatically distinct, activities--analysis and synthesis. Analysis represents the scientific paradigm, whereas synthesis represents the artistic paradigm. Nevertheless, the Strategic Management course is dominated by the scientific paradigm, even though…

Strategic avionics technology planning

NASA Technical Reports Server (NTRS)

Cox, Kenneth J.; Brown, Don C.

1991-01-01

NASA experience in development and insertion of technology into programs had led to a recognition that a Strategic Plan for Avionics is needed for space. In the fall of 1989 an Avionics Technology Symposium was held in Williamsburg, Virginia. In early 1990, as a followon, a NASA wide Strategic Avionics Technology Working Group was chartered by NASA Headquarters. This paper will describe the objectives of this working group, technology bridging, and approaches to incentivize both the federal and commercial sectors to move toward rapidly developed, simple, and reliable systems with low life cycle cost.

Managing strategic change--strategy, culture and action.

PubMed

Johnson, G

1992-02-01

One of the major problems facing senior executives is that of effecting significant strategic change in their organizations. This paper develops a number of explanatory frameworks which address the links between the development of strategy in organizations, dimensions of corporate culture and managerial action. In considering such linkages, and by illustrating them with examples from work undertaken in companies, the paper also seeks to advance our understanding of the problems and means of managing strategic change.

Continuous Risk Management: A NASA Program Initiative

NASA Technical Reports Server (NTRS)

Hammer, Theodore F.; Rosenberg, Linda

1999-01-01

NPG 7120.5A, "NASA Program and Project Management Processes and Requirements" enacted in April, 1998, requires that "The program or project manager shall apply risk management principles..." 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 comply with this edict. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This presentation will briefly discuss the six functions for risk management: (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.

NASA University Program Management Information System

NASA Technical Reports Server (NTRS)

Gans, Gary

1997-01-01

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Education Division/FE, Office of Human Resources and Education, using a management information system which was modernized during FY 1993.

The manager's guide to NASA graphics standards

NASA Technical Reports Server (NTRS)

1980-01-01

NASA managers have the responsibility to initiate and carry out communication projects with a degree of sophistication that properly reflects the agency's substantial work. Over the course of the last decade, it has become more important to clearly communicate NASA's objectives in aeronautical research, space exploration, and related sciences. Many factors come into play when preparing communication materials for internal and external use. Three overriding factors are: producing the materials by the most cost-efficient method; ensuring that each item reflects the vitality, knowledge, and precision of NASA; and portraying all visual materials with a unified appearance. This guide will serve as the primary tool in meeting these criteria. This publication spells out the many benefits inherent in the Unified Visual Communication System and describes how the system was developed. The last section lists the graphic coordinators at headquarters and the centers who can assist with graphic projects. By understanding the Unified Visual Communication System, NASA managers will be able to manage a project from inception through production in the most cost-effective manner while maintaining the quality of NASA communications.

The NASA Materials Science Research Program - It's New Strategic Goals and Plans

NASA Technical Reports Server (NTRS)

Schlagheck, Ronald A.

2003-01-01

In 2001, the NASA created a separate science enterprise, the Office of Biological and Physical Research (OBPR), to perform strategical and fundamental research bringing together physics, chemistry, biology, and engineering to solve problems needed for future agency mission goals. The Materials Science Program is one of basic research disciplines within this new Enterprise's Division of Physical Sciences Research. The Materials Science Program participates to utilize effective use of International Space Station (ISS) experimental facilities, target new scientific and technology questions, and transfer results for Earth benefits. The program has recently pursued new investigative research in areas necessary to expand NASA knowledge base for exploration of the universe, some of which will need access to the microgravity of space. The program has a wide variety of traditional ground and flight based research related types of basic science related to materials crystallization, fundamental processing, and properties characterization in order to obtain basic understanding of various phenomena effects and relationships to the structures, processing, and properties of materials. A summary of the types and sources for this research is presented and those experiments planned for the space. Areas to help expand the science basis for NASA future missions are described. An overview of the program is given including the scope of the current and future NASA Research Announcements with emphasis on new materials science initiatives. A description of the planned flight experiments to be conducted on the International Space Station program along with the planned facility class Materials Science Research Rack (MSRR) and Microgravity Glovebox (MSG) type investigations.

Strategic Planning for Management Information Systems.

ERIC Educational Resources Information Center

Ein-Dor, Phillip; Segev, Eli

1978-01-01

Two factors predominate in determining the appropriateness of strategic plans for management information systems (MIS)--explicitness (the degree to which the process is conscious, formal, and documented) and situational fit (the degree to which the MIS is compatible with the specific organization and its members). (Author/IRT)

Effect of strategic planning education on attitudes and perceptions of independent community pharmacy owners/managers.

PubMed

Harrison, Donald L

2007-01-01

To assess the impact of formal education program participation on the attitudes and perceptions of independent community pharmacy owners/managers toward strategic planning. Cross-sectional study. United States; June 4-July 30, 2004. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Strategic planning formal education program participation. Comprehensiveness of strategic planning. Attitudes and perceptions of owners/managers of independent community pharmacies toward strategic planning. A total of 527 (42.1%) usable questionnaires were returned. Only 124 (23.5%) respondents indicated that they participated in a formal strategic planning education program. However, of the 141 (26.85%) respondents who indicated that they had conducted strategic planning for their community pharmacy, 111 (89.5%) had participated in a formal strategic planning education program. A significant association was detected between formal education program participation and the conducting of strategic planning (P< or =0.0001). Significant differences were observed for all attitudes and perceptions of independent community pharmacy owners/managers toward strategic planning based on program participation (P< or =0.0001). Finally, respondents who indicated that they had participated in a formal education program had a significantly higher comprehensiveness of strategic planning rating than those respondents who did not participate in an educational program (P< or =0.0001). A significant association exists between formal strategic planning education program participation and the conducting of strategic planning by owner/managers of independent community pharmacies, and those participating in such programs have significantly different attitudes and perceptions toward the conducting of strategic planning and have a significantly higher comprehensiveness of strategic planning rating.

76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-01

... the Office of Strategic Planning and Management AGENCY: Office of the Chief Operating Officer, HUD... HUD (COO) redelegates to the Director, Office of Strategic Planning and Management, authority and... 22, 2011. FOR FURTHER INFORMATION CONTACT: Nina M. Coward, Office of Strategic Planning and...

Addressing challenges for future strategic-level emergency management: reframing, networking, and capacity-building.

PubMed

Bosomworth, Karyn; Owen, Christine; Curnin, Steven

2017-04-01

The mounting frequency and intensity of natural hazards, alongside growing interdependencies between social-technical and ecological systems, are placing increased pressure on emergency management. This is particularly true at the strategic level of emergency management, which involves planning for and managing non-routine, high-consequence events. Drawing on the literature, a survey, and interviews and workshops with Australia's senior emergency managers, this paper presents an analysis of five core challenges that these pressures are creating for strategic-level emergency management. It argues that emphasising 'emergency management' as a primary adaptation strategy is a retrograde step that ignores the importance of addressing socio-political drivers of vulnerabilities. Three key suggestions are presented that could assist the country's strategic-level emergency management in tackling these challenges: (i) reframe emergency management as a component of disaster risk reduction rather than them being one and the same; (ii) adopt a network governance approach; and (iii) further develop the capacities of strategic-level emergency managers. © 2017 The Author(s). Disasters © Overseas Development Institute, 2017.

Issues in NASA Program and Project Management:: A Collection of Papers on Aerospace Management Issues (Supplement 11)

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1996-01-01

Papers address the following topics: NASA's project management development process; Better decisions through structural analysis; NASA's commercial technology management system; Today's management techniques and tools; Program control in NASA - needs and opportunities; and Resources for NASA managers.

Strategic Management of Resource Markets: An Exploratory Study of Department of Defense Contractors.

DTIC Science & Technology

1982-04-01

prime contractors focusing on (1) the operation and functional content of strategic management systems and their approaches to identifying, prioritizing...Introduction Strategic Planning for Procurement Approaches to Strategic Planning Relationship with the Procurement Process Organizational Demands Studies...planning/management with the same skill, content and commitment, what suggested improvements can come from a study of the approaches used by the more

NASA Technology Plan 1998

NASA Technical Reports Server (NTRS)

1998-01-01

This NASA Strategic Plan describes an ambitious, exciting vision for the Agency across all its Strategic Enterprises that addresses a series of fundamental questions of science and research. This vision is so challenging that it literally depends on the success of an aggressive, cutting-edge advanced technology development program. The objective of this plan is to describe the NASA-wide technology program in a manner that provides not only the content of ongoing and planned activities, but also the rationale and justification for these activities in the context of NASA's future needs. The scope of this plan is Agencywide, and it includes technology investments to support all major space and aeronautics program areas, but particular emphasis is placed on longer term strategic technology efforts that will have broad impact across the spectrum of NASA activities and perhaps beyond. Our goal is to broaden the understanding of NASA technology programs and to encourage greater participation from outside the Agency. By relating technology goals to anticipated mission needs, we hope to stimulate additional innovative approaches to technology challenges and promote more cooperative programs with partners outside NASA who share common goals. We also believe that this will increase the transfer of NASA-sponsored technology into nonaerospace applications, resulting in an even greater return on the investment in NASA.

Management: A bibliography for NASA managers (supplement 21)

NASA Technical Reports Server (NTRS)

1987-01-01

This bibliography lists 664 reports, articles and other documents introduced into the NASA scientific and technical information system in 1986. Items are selected and grouped according to their usefulness to the manager as manager. Citations are grouped into ten subject categories: human factors and personnel issues; management theory and techniques; industrial management and manufacturing; robotics and expert systems; computers and information management; research and development; economics, costs, and markets; logistics and operations management; reliability and quality control; and legality, legislation, and policy.

Issues Management and the Role of Strategic Planning. AIR 1985 Annual Forum Paper.

ERIC Educational Resources Information Center

Lozier, G. Gregory; Chittipeddi, Kumar

The integration of issues management into the institutional strategic planning process at Pennsylvania State University is discussed. The significance of issues management as an organizational process is also considered. Stages of the issues management process are: (1) scanning the external environment to identify strategic issues; (2) analyzing…

Forming system of strategic innovation management at high-tech engineering enterprises

NASA Astrophysics Data System (ADS)

Ergunova, O. T.; Lizunkov, V. G.; Malushko, E. Yu; Marchuk, V. I.; Ignatenko, A. Yu

2017-02-01

The article considers the processes of forming the strategic system of innovative activity management at the enterprises of a high-tech mechanical engineering complex (MEC) that are traditionally decisive in shaping the economic base of Russia. The authors proposed a method of designing a strategic system of innovative activity management at the MEC’s enterprises of the region which is based on the consideration of means and opportunities of the enterprise to implement intellectual activity. The proposed methodology and the empirical results constituted a ground for developing a system of strategic innovation management when performing the state-guaranteed order at the hi-tech MEC enterprises. Its implementation will help to reduce the level of uncertainty throughout the entire life cycle of an innovative activity product.

A New Look at NASA: Strategic Research In Information Technology

NASA Technical Reports Server (NTRS)

Alfano, David; Tu, Eugene (Technical Monitor)

2002-01-01

This viewgraph presentation provides information on research undertaken by NASA to facilitate the development of information technologies. Specific ideas covered here include: 1) Bio/nano technologies: biomolecular and nanoscale systems and tools for assembly and computing; 2) Evolvable hardware: autonomous self-improving, self-repairing hardware and software for survivable space systems in extreme environments; 3) High Confidence Software Technologies: formal methods, high-assurance software design, and program synthesis; 4) Intelligent Controls and Diagnostics: Next generation machine learning, adaptive control, and health management technologies; 5) Revolutionary computing: New computational models to increase capability and robustness to enable future NASA space missions.

Strategic Risk Assessment

NASA Technical Reports Server (NTRS)

Derleth, Jason; Lobia, Marcus

2009-01-01

This slide presentation provides an overview of the attempt to develop and demonstrate a methodology for the comparative assessment of risks across the entire portfolio of NASA projects and assets. It includes information about strategic risk identification, normalizing strategic risks, calculation of relative risk score, and implementation options.

77 FR 13153 - Information Collection; NASA Contractor Financial Management Reports

Federal Register 2010, 2011, 2012, 2013, 2014

2012-03-05

..., [email protected] . SUPPLEMENTARY INFORMATION: I. Abstract The NASA Contractor Financial Management... NATIONAL AERONAUTICS AND SPACE ADMINISTRATION [Notice 12-019] Information Collection; NASA Contractor Financial Management Reports AGENCY: National Aeronautics and Space Administration (NASA). ACTION...

Exploring the Strategic Role of Human Resource Development in Organizational Crisis Management

ERIC Educational Resources Information Center

Wang, Jia; Hutchins, Holly M.; Garavan, Thomas N.

2009-01-01

Crisis management has been a largely overlooked territory in human resource development (HRD) despite the increasingly recognized impact of organizational crises on the individual and organizational performance. This article explores the strategic role of HRD in the context of organizational crisis management using Garavan's strategic HRD model as…

A Proposed Approach for Prioritizing Maintenance at NASA Centers

NASA Technical Reports Server (NTRS)

Dunn, Steven C.; Sawyer, Melvin H.

2013-01-01

The National Aeronautics and Space Administration (NASA) manages a vast array of infrastructure assets across ten National Centers with a worth of at least 30 billion dollars. Eighty percent of this infrastructure is greater than 40 years old and is in degraded condition. Maintenance budgets are typically less than one percent of current replacement value (CRV), much less than the 2-4% recommended by the National Research Council. The maintenance backlog was 2.55 billion dollars in FY10 and growing. NASA s annual budgets have flattened and are at risk of being reduced, so the problem is becoming even more difficult. NASA Centers utilize various means to prioritize and accomplish maintenance within available budgets, though data is suspect and processes are variable. This paper offers a structured means to prioritize maintenance based on mission criticality and facility performance (ability of the facility to deliver on its purpose). Mission alignment is assessed using the current timeframe Mission Dependence Index and a measure of facility alignment with the 2011 NASA Strategic Plan for the long-term perspective. Facility performance is assessed by combining specific findings from a structured facility condition assessment and an assessment of actual functional output. These are then combined in a matrix to identify the facilities most critical to mission and able to deliver services. The purpose of this approach is to provide the best benefits for the available funding. Additionally, this rationale can also be applied to the prioritization of investment (recapitalization) projects so that the ultimate customers of this paper, the senior infrastructure managers at each NASA Center, are better able to strategically manage their capabilities.

Essentials of Risk Management. Strategic Decisions. Board Basics.

ERIC Educational Resources Information Center

Sonenstein, Burton; Kumin, Laura A.

1998-01-01

This booklet, intended for trustees of institutions of higher education, offers some instruction on the principles of risk management. Introductory information provides a definition of risk management, which is seen as a planning and strategic function, not solely as a financial or safety assessment. Individual sections then address the following…

Strategic Employee Development (SED) Program

NASA Technical Reports Server (NTRS)

Nguyen, Johnny; Guevara (Castano), Nathalie; Thorpe, Barbara; Barnett, Rebecca

2017-01-01

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASAs higher-than-average aged workforce with approximately 50 of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety Mission Assurance (SMA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations functions.In response to this challenge, the Kennedy Space Center (KSC) SMA organization created the Strategic Employee Development (SED) program. The SED programs goal is to provide a proactive method to counter the primary drivers by creating a deeper bench strength and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an SMA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

Collaborative Early Systems Engineering: Strategic Information Management Review

DTIC Science & Technology

2010-09-02

Early Systems Engineering: Strategic Information Management Review 2 Table of Contents Executive Summary...5  Center for Systems Engineering (CSE) .............................................................................. 6...Collaborative Early Systems Engineering .......................................................................... 6  Development Planning

Case analysis online: a strategic management case model for the health industry.

PubMed

Walsh, Anne; Bearden, Eithne

2004-01-01

Despite the plethora of methods and tools available to support strategic management, the challenge for health executives in the next century will relate to their ability to access and interpret data from multiple and intricate communication networks. Integrated digital networks and satellite systems will expand the scope and ease of sharing information between business divisions, and networked systems will facilitate the use of virtual case discussions across universities. While the internet is frequently used to support clinical decisions in the healthcare industry, few executives rely upon the internetfor strategic analysis. Although electronic technologies can easily synthesize data from multiple information channels, research as well as technical issues may deter their application in strategic analysis. As digital models transform access to information, online models may become increasingly relevant in designing strategic solutions. While there are various pedagogical models available to support the strategic management process, this framework was designed to enhance strategic analysis through the application of technology and electronic research. A strategic analysis framework, which incorporated internet research and case analysis in a strategic managementcourse, is described alongwith design and application issues that emerged during the case analysis process.

NASA Astrophysics Technology Needs

NASA Technical Reports Server (NTRS)

Stahl, H. Philip

2012-01-01

July 2010, NASA Office of Chief Technologist (OCT) initiated an activity to create and maintain a NASA integrated roadmap for 15 key technology areas which recommend an overall technology investment strategy and prioritize NASA?s technology programs to meet NASA?s strategic goals. Science Instruments, Observatories and Sensor Systems(SIOSS) roadmap addresses technology needs to achieve NASA?s highest priority objectives -- not only for the Science Mission Directorate (SMD), but for all of NASA.

The Brave New World of Strategic Enrollment Management

ERIC Educational Resources Information Center

Bontrager, Bob

2007-01-01

The practice of strategic enrollment management (SEM) can be likened to navigating a ship through uncharted waters. Dating back to the 1970s, the very concept of enrollment management came into being and has since evolved in the face of a steady progression of daunting challenges requiring repeated course corrections. A massive demographic…

The strategic planning of health management information systems.

PubMed

Smith, J

1995-01-01

This paper discusses the roles and functions of strategic planning of information systems in health services. It selects four specialised methodologies of strategic planning for analysis with respect to their applicability in the health field. It then examines the utilisation of information planning in case studies of three health organisations (two State departments of health and community services and one acute care institution). Issues arising from the analysis concern the planning process, the use to which plans are put, and implications for management.

Issues in Business and Medical Education: Brief Literature Review on Strategic Management of Health Care Institutions.

ERIC Educational Resources Information Center

Smith, Alan D.

The literature on the use of strategic management principles by health care organizations is reviewed. After considering basic concepts of strategic management and managerial problems in nonprofit organizations, strategic planning and management of health care organizations are covered. Attention is directed to the health care environment,…

Waste management in space: a NASA symposium. Special issue

NASA Technical Reports Server (NTRS)

Wydeven, T. (Principal Investigator)

1991-01-01

This special issue contains papers from the NASA Symposium on Waste Processing for Advanced Life Support, which was held at NASA Ames Research Center on September 11-13, 1990. Specialists in waste management from academia, government, and industry convened to exchange ideas and advise NASA in developing effective methods for waste management in a Controlled Ecological Life Support System (CELSS). Innovative and well-established methods were presented to assist in developing and managing wastes in closed systems for future long-duration space missions, especially missions to Mars.

Risk Management of NASA Projects

NASA Technical Reports Server (NTRS)

Sarper, Hueseyin

1997-01-01

Various NASA Langley Research Center and other center projects were attempted for analysis to obtain historical data comparing pre-phase A study and the final outcome for each project. This attempt, however, was abandoned once it became clear that very little documentation was available. Next, extensive literature search was conducted on the role of risk and reliability concepts in project management. Probabilistic risk assessment (PRA) techniques are being used with increasing regularity both in and outside of NASA. The value and the usage of PRA techniques were reviewed for large projects. It was found that both civilian and military branches of the space industry have traditionally refrained from using PRA, which was developed and expanded by nuclear industry. Although much has changed with the end of the cold war and the Challenger disaster, it was found that ingrained anti-PRA culture is hard to stop. Examples of skepticism against the use of risk management and assessment techniques were found both in the literature and in conversations with some technical staff. Program and project managers need to be convinced that the applicability and use of risk management and risk assessment techniques is much broader than just in the traditional safety-related areas of application. The time has come to begin to uniformly apply these techniques. The whole idea of risk-based system can maximize the 'return on investment' that the public demands. Also, it would be very useful if all project documents of NASA Langley Research Center, pre-phase A through final report, are carefully stored in a central repository preferably in electronic format.

The strategic skills of business continuity managers: putting business continuity management into corporate long-term planning.

PubMed

Wong, Wei Ning Zechariah

2009-11-01

Despite its rapid development in the last two decades, business continuity management (BCM) as a discipline and a profession is still regarded by many as an operational entity of management. Two main issues are discussed in this paper: the role of BCM in strategic management and the strategic skills of business continuity managers. These issues are crucial as they represent the role of BCM in high-level corporate management. The paper discusses the importance of BCM in the long-term planning of organisational success and the preservation of future competitiveness. Finally, salient points that underpin the importance of its role in sustaining organisational performance are addressed.

Exploration of a Contextual Management Framework for Strategic Learning Alliances

ERIC Educational Resources Information Center

Dealtry, Richard

2008-01-01

Purpose: This article aims to take a further step forward in examining those important business factors that will shape the future of best practice in the quality management of internal and external strategic alliances. Design/methodology/approach: The article presents a speculative scenario on the future of strategic alliances in education,…

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2012 CFR

2012-10-01

... 48 Federal Acquisition Regulations System 6 2012-10-01 2012-10-01 false NASA contractor financial... Provisions and Clauses 1852.242-73 NASA contractor financial management reporting. As prescribed in 1842.7202, insert the following clause: NASA Contractor Financial Management Reporting (NOV 2004) (a) The Contractor...

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2011 CFR

2011-10-01

... 48 Federal Acquisition Regulations System 6 2011-10-01 2011-10-01 false NASA contractor financial... Provisions and Clauses 1852.242-73 NASA contractor financial management reporting. As prescribed in 1842.7202, insert the following clause: NASA Contractor Financial Management Reporting (NOV 2004) (a) The Contractor...

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2014 CFR

2014-10-01

... 48 Federal Acquisition Regulations System 6 2014-10-01 2014-10-01 false NASA contractor financial... Provisions and Clauses 1852.242-73 NASA contractor financial management reporting. As prescribed in 1842.7202, insert the following clause: NASA Contractor Financial Management Reporting (NOV 2004) (a) The Contractor...

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2013 CFR

2013-10-01

... 48 Federal Acquisition Regulations System 6 2013-10-01 2013-10-01 false NASA contractor financial... Provisions and Clauses 1852.242-73 NASA contractor financial management reporting. As prescribed in 1842.7202, insert the following clause: NASA Contractor Financial Management Reporting (NOV 2004) (a) The Contractor...

Strategic wellness management in Finland: The first national survey of the management of employee well-being.

PubMed

Aura, Ossi; Ahonen, Guy; Ilmarinen, Juhani

2010-12-01

To examine the scope of strategic wellness management (SWM) in Finland. To measure management of wellness a strategic wellness management index (SWMI) was developed. On the basis of the developed SWM model an Internet questionnaire was conducted for randomly selected employers representing seven business areas and three size categories. Corporate activities and SWMI for each employer and for business area and size groups were calculated. Results highlighted relatively good activity in strategic wellness (SW) processes and fairly low level of SWM procedures. The average values (± SD) of SWMI were 53.6 ± 12.3 for large, 42.8 ± 11.7 for medium-size, and 32.8 ± 12.1 for small companies. SWMI can be a positive new, strong concept to measure SW processes and thus improve both the well-being of the employees and the productivity of the enterprise.

Strategic planning applied to quality in asthma management for children.

PubMed

Goonan, K J; Healy, J M; Jordan, H S; Zazzali, J L; Horowitz, M

1993-01-01

This strategic plan translates the HCHP vision statement into a working plan for one major clinical condition--asthma in children. It is a working plan for clinicians and managers across specialties and levels. The results of the projects will improve in a measurable way significant clinical practice and outcomes, in keeping with the FY 1993 strategic goals.

75 FR 45111 - Electric Quarterly Reports; Strategic Energy Management Corp.; Solaro Energy Marketing...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-02

.... ER00-167-000; Docket No. ER03- 752-000] Electric Quarterly Reports; Strategic Energy Management Corp.; Solaro Energy Marketing Corporation; Notice of Revocation of Market- Based Rate Tariff July 23, 2010. On... FERC ] 61,334 (2003). In the June 25 Order, the Commission directed Strategic Energy Management Corp...

Applying Strategic Management in the Office of the Assistant Secretary of the Army for Financial Management and Comptroller (ASA(FM&C))

DTIC Science & Technology

2000-05-31

direction for the Office of the ASA (FM&C), consolidate all of the office’s subordinate organization strategic plans, and better define the roles and...responsibilities within the office of the ASA(FM&C). Mrs. McCoy directed Ms. Barbara Bonessa, Chief of the Financial Management Redesign Office, to...lead the strategic planning effort. Ms. Bonessa built a strategic planning team primarily with strategic management expertise from outside of the office of

The NASA Risk Management Program

NASA Technical Reports Server (NTRS)

Buchbinder, Benjamin

1990-01-01

This paper describes the NASA Risk Management Program established by the Headquarters Office of Safety and Mission Quality (MSQ). Current agency policy is outlined, risk management assistance to the field is described, and examples are given of independent risk assessments conducted by SMQ. The motivation for and the structure of the program is placed in the historical context of pre- and post-Challenger environments.

NASA Education Recommendation Report - Education Design Team 2011

NASA Technical Reports Server (NTRS)

Pengra, Trish; Stofan, James

2011-01-01

NASA people are passionate about their work. NASA's missions are exciting to learners of all ages. And since its creation in 1958, NASA's people have been passionate about sharing their inspiring discoveries, research and exploration with students and educators. In May 2010, NASA administration chartered an Education Design Team composed of 12 members chosen from the Office of Education, NASA's Mission Directorates and Centers for their depth of knowledge and education expertise, and directed them to evaluate the Agency's program in the context of current trends in education. By improving NASA's educational offerings, he was confident that the Agency can play a leading role in inspiring student interest in science, technology, engineering and mathematics (STEM) as few other organizations can. Through its unique workforce, facilities, research and innovations, NASA can expand its efforts to engage underserved and underrepresented communities in science and mathematics. Through the Agency's STEM education efforts and science and exploration missions, NASA can help the United States successfully compete, prosper and be secure in the 21st century global community. After several months of intense effort, including meeting with education experts; reviewing Administration policies, congressional direction and education research; and seeking input from those passionate about education at NASA, the Education Design Team made six recommendations to improve the impact of NASA's Education Program: (1) Focus the NASA Education Program to improve its impact on areas of greatest national need (2) Identify and strategically manage NASA Education partnerships (3) Participate in National and State STEM Education policy discussions (4) Establish a structure to allow the Office of Education, Centers and Mission Directorates to implement a strategically integrated portfolio (5) Expand the charter of the Education Coordinating Committee to enable deliberate Education Program design (6

Strategic performance in hospitals: the use of the balanced scorecard by nurse managers.

PubMed

Naranjo-Gil, David

2009-01-01

The competitive and dynamic health care sector has spurred hospitals into delivering greater flexibility and quality of services while cutting the hospital cost at the same time. However, hospitals differ in the extent to which they achieve these strategic goals. This article explores the use of a new management tool-the balanced scorecard-which facilitates managers to meet multiple strategic goals. It also analyzes how nurse managers use the balanced scorecard in an interactive or diagnostic way and its subsequent effect on strategic goal achievement (cost reduction and flexibility). It also examines how "balanced" is the balanced scorecard in terms of financial versus nonfinancial measures. Data were collected from a mail survey sent to 218 nurse managers in Spanish public hospitals. A satisfactory response rate was achieved, with 114 (52.29%) useful answered questionnaires. The results show that younger, more tenured, and clinically trained nurse managers would be more likely to use the balanced scorecard in an interactive way. Conversely, older, less tenured, and administratively trained managers would use it diagnostically. The results also indicate that the balanced scorecard facilitates the cost reduction and flexibility in hospitals only when it is used interactively. This article provides evidence that not only the technical design of the balanced scorecard matters, but also an appropriate use of the balanced scorecard is paramount for achievement of multiple strategic goals. An effective use of the balanced scorecard requires managers to actively stimulate dialogue and agreement among hospital's staff about desirable financial and nonfinancial performance measures in alignment with multiple strategic goals.

Toward a Theory of Strategic Communication: A Relationship Management Approach

DTIC Science & Technology

2012-03-22

Washington, DC: U.S. Department of Defense, Aug. 15, 2009), 5. 31 Ibid. 32 Ibid., 6. 33 Ibid. 34 Severin Peters, Strategic Communication for Crisis ...Relations, ed. Robert L. Heath (Thousand Oaks, CA: Sage Publications, 2001), 128. 76 W. Timothy Coombs , “Interpersonal Communication and Public Relations...Toward a Theory of Strategic Communication : A Relationship Management Approach by Lieutenant Colonel Cheryl D. Phillips

The Strategic Management of Human Capital: Issues and Ideas

ERIC Educational Resources Information Center

Berry, Barnett

2008-01-01

Most recently a number of school districts, with support from growing numbers of philanthropic foundations, have been honing in on the strategic management of human capital(SMHC)--which has been defined as "the acquisition, development, performance management and retention of top talent." Granted, over the last two decades policymakers and…

Promoting Instructional Improvement: A Strategic Human Resource Management Perspective

ERIC Educational Resources Information Center

Smylie, Mark A.; Wenzel, Stacy A.

2006-01-01

This report argues that instructional improvement, which goes hand-in-hand with efforts at education reform, can be promoted through the strategic use of human resource management (HRM) practices at the school, district, and state levels. The authors present information from the organizational and management literatures on how firms in several…

NASA University Program Management Information System

NASA Technical Reports Server (NTRS)

1999-01-01

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. (See the bar chart on the next page). This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.

Managing Strategic Change: An Executive Overview

DTIC Science & Technology

2003-06-01

strategic plan and policies based on the results of the environmental scan in comparison with the strengths and weaknesses of the organization...DISCLAIMER The views expressed in this report are those of the author and do not necessarily reflect official policy or position of...management echelon and has a time horizon consistent with the scanning abilities of the organization and set at the risk level (comfort zone) that

NASA Administrative Data Base Management Systems, 1984

NASA Technical Reports Server (NTRS)

Radosevich, J. D. (Editor)

1984-01-01

Strategies for converting to a data base management system (DBMS) and the implementation of the software packages necessary are discussed. Experiences with DBMS at various NASA centers are related including Langley's ADABAS/NATURAL and the NEMS subsystem of the NASA metrology informaton system. The value of the integrated workstation with a personal computer is explored.

Sensemaking, Sensegiving and Strategic Management in Danish Higher Education

ERIC Educational Resources Information Center

Degn, Lise

2015-01-01

Strategic management and leadership has been a vital catchphrase in most European higher education reforms over the past decade, and has in many countries resulted in a strengthening of the top level management tiers. Rectors and Deans are increasingly tasked with the responsibility of turning HEIs into more active, entrepreneurial actors in…

Program Management Tool

NASA Technical Reports Server (NTRS)

Gawadiak, Yuri; Wong, Alan; Maluf, David; Bell, David; Gurram, Mohana; Tran, Khai Peter; Hsu, Jennifer; Yagi, Kenji; Patel, Hemil

2007-01-01

The Program Management Tool (PMT) is a comprehensive, Web-enabled business intelligence software tool for assisting program and project managers within NASA enterprises in gathering, comprehending, and disseminating information on the progress of their programs and projects. The PMT provides planning and management support for implementing NASA programmatic and project management processes and requirements. It provides an online environment for program and line management to develop, communicate, and manage their programs, projects, and tasks in a comprehensive tool suite. The information managed by use of the PMT can include monthly reports as well as data on goals, deliverables, milestones, business processes, personnel, task plans, monthly reports, and budgetary allocations. The PMT provides an intuitive and enhanced Web interface to automate the tedious process of gathering and sharing monthly progress reports, task plans, financial data, and other information on project resources based on technical, schedule, budget, and management criteria and merits. The PMT is consistent with the latest Web standards and software practices, including the use of Extensible Markup Language (XML) for exchanging data and the WebDAV (Web Distributed Authoring and Versioning) protocol for collaborative management of documents. The PMT provides graphical displays of resource allocations in the form of bar and pie charts using Microsoft Excel Visual Basic for Application (VBA) libraries. The PMT has an extensible architecture that enables integration of PMT with other strategic-information software systems, including, for example, the Erasmus reporting system, now part of the NASA Integrated Enterprise Management Program (IEMP) tool suite, at NASA Marshall Space Flight Center (MSFC). The PMT data architecture provides automated and extensive software interfaces and reports to various strategic information systems to eliminate duplicative human entries and minimize data integrity

NASA Education: Yesterday's Dream...Today's Vision...Tomorrow's Hope

NASA Technical Reports Server (NTRS)

Winterton, Joyce L.

2010-01-01

and informal STEM education providers. Through hands-on, interactive, educational activities, NASA will engage students, educators, families, the general public, and all agency stakeholders in increasing America's science and technology literacy. NASA Education uses multiple methods to assess and evaluate the success of its programs and projects. Methods include strategic planning, management and control, expert evaluations and assessments, competitive acquisition, and analysis of performance measurement data and metrics. Additional control measures are in development. These measures will further improve data collection, assist in assessing return on investments, and provide information for accountability in project and program management. In 2009, NASA directly reached over one million students and over 115,000 educators.

Strategic, Analytic and Operational Domains of Information Management.

ERIC Educational Resources Information Center

Diener, Richard AV

1992-01-01

Discussion of information management focuses on three main areas of activities and their interrelationship: (1) strategic, including establishing frameworks and principles of operations; (2) analytic, or research elements, including user needs assessment, data gathering, and data analysis; and (3) operational activities, including reference…

The Development of NASA's Fault Management Handbook

NASA Technical Reports Server (NTRS)

Fesq, Lorraine

2011-01-01

Disciplined approach to Fault Management (FM) has not always been emphasized by projects, contributing to major schedule and cost overruns. Progress is being made on a number of fronts outside of Handbook effort: (1) Processes, Practices and Tools being developed at some Centers and Institutions (2) Management recognition . Constellation FM roles, Discovery/New Frontiers mission reviews (3) Potential Technology solutions . New approaches could avoid many current pitfalls (3a) New FM architectures, including model ]based approach integrated with NASA fs MBSE efforts (3b) NASA fs Office of the Chief Technologist: FM identified in seven of NASA fs 14 Space Technology Roadmaps . opportunity to coalesce and establish thrust area to progressively develop new FM techniques FM Handbook will help ensure that future missions do not encounter same FM ]related problems as previous missions Version 1 of the FM Handbook is a good start.

Toward Strategic Human Resource Management in the Central Office

ERIC Educational Resources Information Center

Mosley Linhardt, Heather LeAnn

2011-01-01

The purpose of this study was to identify and explore how human resources are managed, what human resource management can look like, and what organizational issues, tensions, and ambiguities are likely to surface as a district central office moves toward being more strategic with their human resources. The research design was an exploratory case…

Comparison of the NCRA and NAACCR Strategic Management Plans.

PubMed

Menck, Herman R

2012-01-01

The Strategic Management Plans of the National Cancer Registrars Association (NCRA) and the North American Association of Central Cancer Registries (NAACCR) were compared, and differences noted. No uncovered subject areas were found.

Ada and software management in NASA: Assessment and recommendations

NASA Technical Reports Server (NTRS)

1989-01-01

Recent NASA missions have required software systems that are larger, more complex, and more critical than NASA software systems of the past. The Ada programming language and the software methods and support environments associated with it are seen as potential breakthroughs in meeting NASA's software requirements. The findings of a study by the Ada and Software Management Assessment Working Group (ASMAWG) are presented. The study was chartered to perform three tasks: (1) assess the agency's ongoing and planned Ada activities; (2) assess the infrastructure (standards, policies, and internal organizations) supporting software management and the Ada activities; and (3) present an Ada implementation and use strategy appropriate for NASA over the next 5 years.

Space astronomy and astrophysics program by NASA

NASA Astrophysics Data System (ADS)

Hertz, Paul L.

2014-07-01

The National Aeronautics and Space Administration recently released the NASA Strategic Plan 20141, and the NASA Science Mission Directorate released the NASA 2014 Science Plan3. These strategic documents establish NASA's astrophysics strategic objectives to be (i) to discover how the universe works, (ii) to explore how it began and evolved, and (iii) to search for life on planets around other stars. The multidisciplinary nature of astrophysics makes it imperative to strive for a balanced science and technology portfolio, both in terms of science goals addressed and in missions to address these goals. NASA uses the prioritized recommendations and decision rules of the National Research Council's 2010 decadal survey in astronomy and astrophysics2 to set the priorities for its investments. The NASA Astrophysics Division has laid out its strategy for advancing the priorities of the decadal survey in its Astrophysics 2012 Implementation Plan4. With substantial input from the astrophysics community, the NASA Advisory Council's Astrophysics Subcommittee has developed an astrophysics visionary roadmap, Enduring Quests, Daring Visions5, to examine possible longer-term futures. The successful development of the James Webb Space Telescope leading to a 2018 launch is an Agency priority. One important goal of the Astrophysics Division is to begin a strategic mission, subject to the availability of funds, which follows from the 2010 decadal survey and is launched after the James Webb Space Telescope. NASA is studying a Wide Field Infrared Survey Telescope as its next large astrophysics mission. NASA is also planning to partner with other space agencies on their missions as well as increase the cadence of smaller Principal Investigator led, competitively selected Astrophysics Explorers missions.

Management of government quality assurance functions for NASA contracts

NASA Technical Reports Server (NTRS)

1993-01-01

This handbook sets forth requirements for NASA direction and management of government quality assurance functions performed for NASA contracts and is applicable to all NASA installations. These requirements will standardize management to provide the minimum oversight and effective use of resources. This handbook implements Federal Acquisition Regulation (FAR) Part 46, NASA FAR Supplement 18-46, Quality Assurance, and NMI 7410.1. Achievement of established quality and reliability goals at all levels is essential to the success of NASA programs. Active participation by NASA and other agency quality assurance personnel in all phases of contract operations, including precontract activity, will assist in the economic and timely achievement of program results. This involves broad participation in design, development, procurement, inspection, testing, and preventive and corrective actions. Consequently, government, as well as industry, must place strong emphasis on the accomplishment of all functions having a significant bearing on quality and reliability from program initiation through end-use of supplies and services produced. For purposes of implementing NASA and other agency agreements, and to provide for uniformity and consistency, the terminology and definitions prescribed herein and in a future handbook shall be utilized for all NASA quality assurance delegations and subsequent redelegations.

Management of government quality assurance functions for NASA contracts

NASA Astrophysics Data System (ADS)

1993-04-01

This handbook sets forth requirements for NASA direction and management of government quality assurance functions performed for NASA contracts and is applicable to all NASA installations. These requirements will standardize management to provide the minimum oversight and effective use of resources. This handbook implements Federal Acquisition Regulation (FAR) Part 46, NASA FAR Supplement 18-46, Quality Assurance, and NMI 7410.1. Achievement of established quality and reliability goals at all levels is essential to the success of NASA programs. Active participation by NASA and other agency quality assurance personnel in all phases of contract operations, including precontract activity, will assist in the economic and timely achievement of program results. This involves broad participation in design, development, procurement, inspection, testing, and preventive and corrective actions. Consequently, government, as well as industry, must place strong emphasis on the accomplishment of all functions having a significant bearing on quality and reliability from program initiation through end-use of supplies and services produced. For purposes of implementing NASA and other agency agreements, and to provide for uniformity and consistency, the terminology and definitions prescribed herein and in a future handbook shall be utilized for all NASA quality assurance delegations and subsequent redelegations.

Bridging the gap between strategic and management forest inventories

Treesearch

Ronald E. McRoberts

2009-01-01

Strategic forest inventory programs collect information for a large number of variables on a relatively sparse array of field plots. Data from these inventories are used to produce estimates for large areas such as states and provinces, regions, or countries. The purpose of management forest inventories is to guide management decisions for small areas such as stands....

Strategic Employee Development in The Government Sector

NASA Technical Reports Server (NTRS)

Nguyen, Johnny; Guevara, Nathalie; Barnett, Rebecca; Thorpe, Barbara

2017-01-01

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASA's higher-than-average aged workforce with approximately 50% of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety & Mission Assurance (S&MA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations' functions. In response to this challenge, the Kennedy Space Center (KSC) S&MA organization created the Strategic Employee Development (SED) program. The SED program's goal is to provide a proactive method to counter the primary drivers by creating a deeper "bench strength" and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an S&MA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

The future of management: The NASA paradigm

NASA Technical Reports Server (NTRS)

Harris, Philip R.

1992-01-01

Prototypes of 21st century management, especially for large scale enterprises, may well be found within the aerospace industry. The space era inaugurated a number of projects of such scope and magnitude that another type of management had to be created to ensure successful achievement. The challenges will be not just in terms of technology and its management, but also human and cultural in dimension. Futurists, students of management, and those concerned with technological administration would do well to review the literature of emerging space management for its wider implications. NASA offers a paradigm, or demonstrated model, of future trends in the field of management at large. More research is needed on issues of leadership for Earth based project in space and space based programs with managers there. It is needed to realize that large scale technical enterprises, such as are undertaken in space, require a new form of management. NASA and other responsible agencies are urged to study excellence in space macromanagement, including the necessary multidisciplinary skills. Two recommended targets are the application of general living systems theory and macromanagement concepts for space stations in the 1990s.

Strategic Enrollment Management: A Primer for Campus Administrators.

ERIC Educational Resources Information Center

Dolence, Michael G.

This booklet provides an overview of key concepts of Strategic Enrollment Management (SEM), a comprehensive process designed to help institutions of higher education achieve and maintain the optimum student recruitment, retention, and graduation rates. "Optimum" here is defined within the academic context of the particular institution. Primary…

Achieving a Risk-Informed Decision-Making Environment at NASA: The Emphasis of NASA's Risk Management Policy

NASA Technical Reports Server (NTRS)

Dezfuli, Homayoon

2010-01-01

This slide presentation reviews the evolution of risk management (RM) at NASA. The aim of the RM approach at NASA is to promote an approach that is heuristic, proactive, and coherent across all of NASA. Risk Informed Decision Making (RIDM) is a decision making process that uses a diverse set of performance measures along with other considerations within a deliberative process to inform decision making. RIDM is invoked for key decisions such as architecture and design decisions, make-buy decisions, and budget reallocation. The RIDM process and how it relates to the continuous Risk Management (CRM) process is reviewed.

Strategic Financial Management for Conferences, Workshops, and Meetings. Jossey-Bass Higher and Adult Education Series and Jossey-Bass Management Series.

ERIC Educational Resources Information Center

Simerly, Robert G.

This book shows how to design and implement a strategic financial management system for any organization that plans conferences, workshops, and meetings. It guides the reader through steps in the budgeting and strategic financial management process. Case studies, hints, and guidelines for avoiding the most common mistakes are given, and…

How To Build a Strategic Plan: A Step-by-Step Guide for School Managers.

ERIC Educational Resources Information Center

Clay, Katherine; And Others

Strategic planning techniques for administrators, with a focus on process managers, are presented in this guidebook. The three major tasks of the strategic planning process include the assessment of the current organizational situation, goal setting, and the development of strategies to accomplish this. Strategic planning differs from long-range…

Improving Strategic Planning for Federal Public Health Agencies Through Collaborative Strategic Management

DTIC Science & Technology

2013-03-01

goals. Boyne and Walker’s public sector strategy typology considers two dimensions of strategy that they refer to as “strategic stance” and...School Press, 1996). 40G. A. Boyne and R. M. Walker, “Strategy Content and Public Service Organizations,” Journal of Public Administration Research...Strategy Making,” Industrial Management Review (pre-1986) 8.2 (1967): 71–81; R. Andrews, G. Boyne , J. Law, and R. Walker, “Strategy Formulation

Strategic management system in a healthcare setting--moving from strategy to results.

PubMed

Devitt, Rob; Klassen, Wolf; Martalog, Julian

2005-01-01

One of the historical challenges in the healthcare system has been the identification and collection of meaningful data to measure an organization's progress towards the achievement of its strategic goals and the concurrent alignment of internal operating practices with this strategy. Over the last 18 months the Toronto East General Hospital (TEGH) has adopted a strategic management system and organizing framework that has led to a metric-based strategic plan. It has allowed for formal and measurable linkages across a full range of internal business processes, from the annual operating plan to resource allocation decisions, to the balanced scorecard and individual performance evaluations. The Strategic Management System (SMS) aligns organizational planning and performance measurement, facilitates an appropriate balance between organizational priorities and resolving "local" problems, and encourages behaviours that are consistent with the values upon which the organization is built. The TEGH Accountability Framework serves as the foundation for the entire system. A key tool of the system is the rolling three-year strategic plan for the organization that sets out specific annual improvement targets on a number of key strategic measures. Individual program/department plans with corresponding measures ensure that the entire organization is moving forward strategically. Each year, all plans are reviewed, with course adjustments made to reflect changes in the hospital's environment and with re-calibration of performance targets for the next three years to ensure continued improvement and organizational progress. This system has been used through one annual business cycle. Results from the past year show measurable success. The hospital has improved on 12 of the 15 strategic plan metrics, including achieving the targeted 1% operating surplus while operating in an environment of tremendous change and uncertainty. This article describes the strategic management system used

NASA total quality management 1990 accomplishments report

NASA Technical Reports Server (NTRS)

1991-01-01

NASA's efforts in Total Quality Management are based on continuous improvement and serve as a foundation for NASA's present and future endeavors. Given here are numerous examples of quality strategies that have proven effective and efficient in a time when cost reduction is critical. These accomplishment benefit our Agency and help to achieve our primary goal, keeping American in the forefront of the aerospace industry.

A parallel data management system for large-scale NASA datasets

NASA Technical Reports Server (NTRS)

Srivastava, Jaideep

1993-01-01

The past decade has experienced a phenomenal growth in the amount of data and resultant information generated by NASA's operations and research projects. A key application is the reprocessing problem which has been identified to require data management capabilities beyond those available today (PRAT93). The Intelligent Information Fusion (IIF) system (ROEL91) is an ongoing NASA project which has similar requirements. Deriving our understanding of NASA's future data management needs based on the above, this paper describes an approach to using parallel computer systems (processor and I/O architectures) to develop an efficient parallel database management system to address the needs. Specifically, we propose to investigate issues in low-level record organizations and management, complex query processing, and query compilation and scheduling.

Issues in NASA program and project management. Special report: 1995 conference

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1995-01-01

This volume is the tenth in an ongoing series on aerospace project management at NASA. Articles in this volume cover the 1996 Conference as follows: international partnerships; industry/interagency collaboration; technology transfer; and project management development process. A section on resources for NASA managers rounds out the publication.

Effect of attitudes and perceptions of independent community pharmacy owners/managers on the comprehensiveness of strategic planning.

PubMed

Harrison, Donald L

2006-01-01

To assess the attitudes and perceptions of independent community pharmacy owners/managers about the comprehensiveness of strategic planning conducted for their pharmacies. Cross-sectional study. United States. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Comprehensiveness of strategic planning conducted; components used in the strategic planning process. Attitudes and perceptions of owners/managers of independent community pharmacies toward strategic planning. A total of 527 (42.1%) usable questionnaires were returned. Of the 141 (26.8%) respondents who indicated that they conduct strategic planning, most components of the process were used. However, only 78 (55.3%) of those respondents conducted a review of pharmacy systems, and only 60 (42.6%) periodically evaluated implemented strategies. Approximately 88% of the variance in comprehensiveness was accounted for by 12 variables identified as significantly associated with the comprehensiveness of strategic planning conducted by owners/managers of independent community pharmacies. These included factors such as favorable cost-benefit relationship, impact of the Medicare Modernization Act of 2003, and remaining competitive in the pharmacy marketplace. While a minority of the survey population, respondents who reported conducting strategic planning used a reasonably comprehensive process. Further, several variables were identified as significant factors associated with comprehensiveness of strategic planning conducted.

Strategic management of technostress. The chaining of Prometheus.

PubMed

Caro, D H; Sethi, A S

1985-12-01

The article proposes the concept of technostress and makes a strong recommendation for conducting research based on key researchable hypotheses. A conceptual framework of technostress is suggested to provide some focus to future research. A number of technostress management strategies are put forward, including strategic technological planning, organization culture development, technostress monitoring systems, and technouser self-development programs. The management of technostress is compared to the chaining of Prometheus, which, left uncontrolled, can create havoc in an organization. The authors believe that organizations have a responsibility to introduce, diffuse, and manage computer technology in such a way that it is congruent with the principles of sound, supportive, and humanistic management.

Measuring Strategic Value-Drivers for Managing Intellectual Capital

ERIC Educational Resources Information Center

Bose, S.; Oh, K. B.

2004-01-01

In an evolving business environment characterised by globalisation and a challenging competitive paradigm, it is imperative for strategic management processes to focus on the financial perspectives of value and risk in intellectual capital to create sustainability in long-term value. This paper presents the key issues pertaining to the strategic…

A Practical Guide to Strategic Enrollment Management Planning

ERIC Educational Resources Information Center

Wilkinson, R. B.; Taylor, James S.; Peterson, Ange; Machado-Taylor, Maria de Lourdes

2007-01-01

Over the past decade, strategic enrollment management (SEM) has become a major force in the organization and practice of higher education. With limited financial resources for financial aid, institutions must balance the need to attract and admit a freshman class that fits well with the institution and also provide the necessary financial support…

Supply Chain Development: Insights from Strategic Niche Management

ERIC Educational Resources Information Center

Caniels, Marjolein C. J.; Romijn, Henny A.

2008-01-01

Purpose: The purpose of this paper is to contribute to the study of supply chain design from the perspective of complex dynamic systems. Unlike extant studies that use formal simulation modelling and associated methodologies rooted in the physical sciences, it adopts a framework rooted in the social sciences, strategic niche management, which…

Strategic Management: An Evaluation of the Use of Three Learning Methods.

ERIC Educational Resources Information Center

Jennings, David

2002-01-01

A study of 46 management students compared three methods for learning strategic management: cases, simulation, and action learning through consulting projects. Simulation was superior to action learning on all outcomes and equal or superior to cases on two. Simulation gave students a central role in management and greater control of the learning…

Space Suits and Crew Survival Systems Branch Education and Public Outreach Support of NASA's Strategic Goals in Fiscal Year 2012

NASA Technical Reports Server (NTRS)

Jennings, Mallory A.

2012-01-01

As NASA plans to send people beyond low Earth orbit, it is important to educate and inspire the next generation of astronauts, engineers, scientist, and general public. This is so important to NASA future that it is one of the agencies strategic goals. The Space Suits and Crew Survival Systems Branch at Johnson Space Center (JSC) is actively involved in helping to achieve this goal by sharing our hardware and technical experts with students, educators, and the general public and educating them about the challenges of human space flight, with Education and Public Outreach (EPO). This paper summarizes the Space Suit and Crew Survival Systems Branch EPO efforts throughout fiscal year 2012.

Space Suits and Crew Survival Systems Branch Education and Public Outreach Support of NASA's Strategic Goals in Fiscal Year 2012

NASA Technical Reports Server (NTRS)

Jennings, Mallory A.

2013-01-01

As NASA plans to send people beyond low Earth orbit, it is important to educate and inspire the next generation of astronauts, engineers, scientists, and the general public. This is so important to NASA s future that it is one of the agency s strategic goals. The Space Suits and Crew Survival Systems Branch at Johnson Space Center (JSC) is actively involved in achieving this goal by sharing our hardware and technical experts with students, educators, and the general public and educating them about the challenges of human space flight, with Education and Public Outreach (EPO). This paper summarizes the Space Suit and Crew Survival Systems Branch EPO efforts throughout fiscal year 2012.

NASA's Education Program

NASA Technical Reports Server (NTRS)

1993-01-01

NASA's current education programs, which will be examined under its Strategic Plan for Education are presented. It is NASA's first goal to maintain this base - revising, expanding, or eliminating programs as necessary. Through NASA's second goal, new education reform initiatives will be added which specifically address NASA mission requirements, national educational reform, and Federal Coordinating Council for Science, Engineering, and Technology (FCCSET) priorities. The chapters in this publication are divided by educational levels, with additional sections on programs to improve the technological competence of students and on an array of NASA published materials to supplement programs. The resource section lists NASA's national and regional Teacher Resource Centers and introduces the reader to NASA's Central Operation of Resources for Educators (CORE), which distributes materials in audiovisual format.

Strategic Human Resources Management of Employer Cooperative Education Programs.

ERIC Educational Resources Information Center

Nielsen, Richard P.; Porter, Ralph C.

1982-01-01

This article discusses effective strategic planning and management of employer cooperative education programs. It examines types of planning, the need for such programs, and implementation strategies. Several case studies are considered: Dayton-Hudson, IBM, AT&T, Delta Airlines, and Rockwell International. (CT)

Strategic planning for health care management information systems.

PubMed

Rosenberger, H R; Kaiser, K M

1985-01-01

Using a planning methodology and a structured design technique for analyzing data and data flow, information requirements can be derived to produce a strategic plan for a management information system. Such a long-range plan classifies information groups and assigns them priorities according to the goals of the organization. The approach emphasizes user involvement.

A Strategic Plan for Introducing, Implementing, Managing, and Monitoring an Urban Extension Platform

ERIC Educational Resources Information Center

Warner, Laura A.; Vavrina, Charlie S.; Campbell, Mary L.; Elliott, Monica L.; Northrop, Robert J.; Place, Nick T.

2017-01-01

Florida's Strategic Plan for Extension in Metropolitan Regions reflects an adaptive management approach to the state's urban Extension mission within the context of establishing essential elements, performance indicators, key outcomes, and suggested alternatives for action. Extension leadership has adopted the strategic plan, and implementation…

NASA Education Implementation Plan 2015-2017

ERIC Educational Resources Information Center

National Aeronautics and Space Administration, 2015

2015-01-01

The NASA Education Implementation Plan (NEIP) provides an understanding of the role of NASA in advancing the nation's STEM education and workforce pipeline. The document outlines the roles and responsibilities that NASA Education has in approaching and achieving the agency's and administration's strategic goals in STEM Education. The specific…

Engineering Management Capstone Project EM 697: Compare and Contrast Risk Management Implementation at NASA and the US Army

NASA Technical Reports Server (NTRS)

Brothers, Mary Ann; Safie, Fayssal M. (Technical Monitor)

2002-01-01

NASA at Marshall Space Flight Center (MSFC) and the U.S. Army at Redstone Arsenal were analyzed to determine whether they were successful in implementing their risk management program. Risk management implementation surveys were distributed to aid in this analysis. The scope is limited to NASA S&MA (Safety and Mission Assurance) at MSFC, including applicable support contractors, and the US Army Engineering Directorate, including applicable contractors, located at Redstone Arsenal. NASA has moderately higher risk management implementation survey scores than the Army. Accordingly, the implementation of the risk management program at NASA is considered good while only two of five of the survey categories indicated that the risk management implementation is good at the Army.

Programmatic Perspectives on Using `Rapid Prototyping Capability' for Water Management Applications Using NASA Products

NASA Astrophysics Data System (ADS)

Toll, D.; Friedl, L.; Entin, J.; Engman, E.

2006-12-01

The NASA Water Management Program addresses concerns and decision making related to water availability, water forecast and water quality. The goal of the Water Management Program Element is to encourage water management organizations to use NASA Earth science data, models products, technology and other capabilities in their decision support tools (DSTs) for problem solving. The goal of the NASA Rapid Prototyping Capability (RPC) is to speed the evaluation of these NASA products and technologies to improve current and future DSTs by reducing the time to access, configure, and assess the effectiveness of NASA products and technologies. The NASA Water Management Program Element partners with Federal agencies, academia, private firms, and may include international organizations. Currently, the NASA Water Management Program oversees eight application projects. However, water management is a very broad descriptor of a much larger number of activities that are carried out to insure safe and plentiful water supply for humans, industry and agriculture, promote environmental stewardship, and mitigate disaster such as floods and droughts. The goal of this presentation is to summarize how the RPC may further enhance the effectiveness of using NASA products for water management applications.

TechTracS: NASA's commercial technology management system

NASA Astrophysics Data System (ADS)

Barquinero, Kevin; Cannon, Douglas

1996-03-01

The Commercial Technology Mission is a primary NASA mission, comparable in importance to those in aeronautics and space. This paper will discuss TechTracS, NASA Commercial Technology Management System that has been put into place in FY 1995 to implement this mission. This system is designed to identify and capture the NASA technologies which have commercial potential into an off-the-shelf database application, and then track the technologies' progress in realizing the commercial potential through collaborations with industry. The management system consists of four stages. The first is to develop an inventory database of the agency's entire technology portfolio and assess it for relevance to the commercial marketplace. Those technologies that are identified as having commercial potential will then be actively marketed to appropriate industries—this is the second stage. The third stage is when a NASA-industry partnership is entered into for the purposes of commercializing the technology. The final stage is to track the technology's success or failure in the marketplace. The collection of this information in TechTracS enables metrics evaluation and can accelerate the establishment on direct contacts between and NASA technologist and an industry technologist. This connection is the beginning of the technology commercialization process.

NASA capabilities roadmap: advanced telescopes and observatories

NASA Technical Reports Server (NTRS)

Feinberg, Lee D.

2005-01-01

The NASA Advanced Telescopes and Observatories (ATO) Capability Roadmap addresses technologies necessary for NASA to enable future space telescopes and observatories collecting all electromagnetic bands, ranging from x-rays to millimeter waves, and including gravity-waves. It has derived capability priorities from current and developing Space Missions Directorate (SMD) strategic roadmaps and, where appropriate, has ensured their consistency with other NASA Strategic and Capability Roadmaps. Technology topics include optics; wavefront sensing and control and interferometry; distributed and advanced spacecraft systems; cryogenic and thermal control systems; large precision structure for observatories; and the infrastructure essential to future space telescopes and observatories.

Strategic collaborative quality management and employee job satisfaction

PubMed Central

Mosadeghrad, Ali Mohammad

2014-01-01

Background: This study aimed to examine Strategic Collaborative Quality Management (SCQM) impact on employee job satisfaction. Methods: The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees’ job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. Results: The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. Conclusion: This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees’ job satisfaction. However, the success of quality management needs top management commitment and stability. PMID:24847482

Strategic collaborative quality management and employee job satisfaction.

PubMed

Mosadeghrad, Ali Mohammad

2014-05-01

This study aimed to examine Strategic Collaborative Quality Management (SCQM) impact on employee job satisfaction. The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees' job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees' job satisfaction. However, the success of quality management needs top management commitment and stability.

Designing and Managing a Strategic Academic Alliance: An Australian University Experience

ERIC Educational Resources Information Center

Ryan, Lindsay; Morriss, Ross

2005-01-01

Purpose--This article outlines the experience and approach of an Australian university in developing and managing education program partnerships within industry. Design/methodology/approach--Describes how the university has established a specialist Strategic Partnerships unit for managing the customisation and delivery of postgraduate award…

A Bioinformatics Facility for NASA

NASA Technical Reports Server (NTRS)

Schweighofer, Karl; Pohorille, Andrew

2006-01-01

Building on an existing prototype, we have fielded a facility with bioinformatics technologies that will help NASA meet its unique requirements for biological research. This facility consists of a cluster of computers capable of performing computationally intensive tasks, software tools, databases and knowledge management systems. Novel computational technologies for analyzing and integrating new biological data and already existing knowledge have been developed. With continued development and support, the facility will fulfill strategic NASA s bioinformatics needs in astrobiology and space exploration. . As a demonstration of these capabilities, we will present a detailed analysis of how spaceflight factors impact gene expression in the liver and kidney for mice flown aboard shuttle flight STS-108. We have found that many genes involved in signal transduction, cell cycle, and development respond to changes in microgravity, but that most metabolic pathways appear unchanged.

The NASA Scientific and Technical Information Program: Prologue to the Future

NASA Technical Reports Server (NTRS)

1991-01-01

The NASA STI Program offers researchers an infrastructure of people and systems that facilitates access to STI; worldwide. The Program is also NASA's institutional mechanism for disseminating the results of its research and developing activities. Through discussions in 1991, the STI Program formulated its Strategic Plan. The plan gives the Program a renewed sense of direction by focusing on future opportunities, customer requirements and Program goals, along with the changes needed to achieve those goals. The Program provides users access to a massive flow of STI which, in fact, represents the largest collection of aeronautical and space science information in the world. The STI Program products and services are outlined, along with the NASA centers, international operations, and the fact that total quality management drives NASA wide program developments. As is detailed, the NASA STI Program is using its resources as effectively as possible to meet the missing needs of NASA.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor)

1988-01-01

This collection of papers and resources on aerospace management issues is inspired by a desire to benefit from the lessons learned from past projects and programs. Inherent in the NASA culture is a respect for divergent viewpoints and innovative ways of doing things. This publication presents a wide variety of views and opinions. Good management is enhanced when program and project managers examine the methods of veteran managers, considering the lessons they have learned and reflected on their own guiding principles.

Strategic threat management: an exploration of nursing strategies in the pediatric intensive care unit.

PubMed

Durso, Francis T; Ferguson, Ashley N; Kazi, Sadaf; Cunningham, Charlene; Ryan, Christina

2015-03-01

Part of the work of a critical care nurse is to manage the threats that arise that could impede efficient and effective job performance. Nurses manage threats by employing various strategies to keep performance high and workload manageable. We investigated strategic threat management by using the Threat-Strategy Interview. Threats frequently involved technology, staff, or organizational components. The threats were managed by a toolbox of multifaceted strategies, the most frequent of which involved staff-, treatment- (patient + technology), examination- (patient + clinician), and patient-oriented strategies. The profile of strategies for a particular threat often leveraged work facets similar to the work facet that characterized the threat. In such cases, the nurse's strategy was directed at eliminating the threat (not working around it). A description at both a domain invariant level - useful for understanding strategic threat management generally - and a description at an operational, specific level - useful for guiding interventions-- are presented. A structural description of the relationship among threats, strategies, and the cues that trigger them is presented in the form of an evidence accumulation framework of strategic threat management. Copyright © 2014 Elsevier Ltd and The Ergonomics Society. All rights reserved.

Effective real estate management helps IDSs meet strategic objectives.

PubMed

Campobasso, F D

2000-05-01

As IDSs expand their healthcare delivery networks, they acquire an increasingly diverse array of real estate assets. Managing these assets effectively requires a comprehensive real estate strategy. To develop such a strategy, the IDS should form a strategic real estate planning team. The team's role should be to conduct market research; assess the strategic value of the IDS's real estate portfolio; recommend strategies for disposing of unnecessary, underperforming, or mis-aligned assets; evaluate new real estate acquisitions or development projects that may be required to achieve the organization's mission and/or protect market share; and recommend a financing approach that fits the real estate strategy.

Strategic planning as a focus for continuous improvement. A case study

NASA Technical Reports Server (NTRS)

Oneill, John W.; Gordon-Winkler, Lyn

1992-01-01

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

Strategic planning as a focus for continuous improvement. A case study

NASA Astrophysics Data System (ADS)

Oneill, John W.; Gordon-Winkler, Lyn

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

Strategic planning features of subsurface management in Kemerovo Oblast

NASA Astrophysics Data System (ADS)

Romanyuk, V.; Grinkevich, A.; Akhmadeev, K.; Pozdeeva, G.

2016-09-01

The article discusses the strategic planning features of regional development based on the production and subsurface management in Kemerovo Oblast. The modern approach - SWOT analysis was applied to assess the regional development strategy. The estimation of regional development plan implementation was given for the foreseeable future.

NASA Ames Environmental Sustainability Report 2011

NASA Technical Reports Server (NTRS)

Clarke, Ann H.

2011-01-01

The 2011 Ames Environmental Sustainability Report is the second in a series of reports describing the steps NASA Ames Research Center has taken toward assuring environmental sustainability in NASA Ames programs, projects, and activities. The Report highlights Center contributions toward meeting the Agency-wide goals under the 2011 NASA Strategic Sustainability Performance Program.

Strategic positioning. Part 1: The sources of value under managed care.

PubMed

Kauer, R T; Berkowitz, E

1997-01-01

Part 1 of this series organizes and discusses the sources of value against a background of an evolving managed care market. Part 2 will present, in more detail, the marketing and financial challenges to organizational positioning and performance across the four stages of managed care. What are the basic principles or tenets of value and how do they apply to the health care industry? Why is strategic positioning so important to health care organizations struggling in a managed care environment and what are the sources of value? Service motivated employees and the systems that educate them represent a stronger competitive advantage than having assets and technology that are available to anyone. As the health care marketplace evolves, organizations must develop a strategic position that will provide such value and for which the customer will be willing to pay.

Critical Success Factors in Teaching Strategic Sales Management: Evidence from Client-Based Classroom and Web-Based Formats

ERIC Educational Resources Information Center

Jaskari, Harri; Jaskari, Minna-Maarit

2016-01-01

The importance of sales management as an interface between a company and its customers is widely recognized. However, the teaching of strategic sales management has not received enough attention in marketing education literature. This study analyzes an experiential client-based method for teaching a strategic sales management course. The authors…

Emergency managers as change agents: recognizing the value of management, leadership, and strategic management in the disaster profession.

PubMed

Urby, Heriberto; McEntire, David A

2015-01-01

This article discusses the influence of management theory, some principles of leadership, four strategic management considerations, that are applied to emergency management, allow emergency managers to transform their followers, organizations, and communities at large. The authors argue that in the past there has been little recognition of the value, or application, of these three areas of emphasis in the disaster profession. Using more of these principles, emergency managers may transform into transformational change agents who make a difference in their followers' lives, who themselves transform other people and improve emergency management.

How Project Managers Really Manage: An Indepth Look at Some Managers of Large, Complex NASA Projects

NASA Technical Reports Server (NTRS)

Mulenburg, Gerald M.; Impaeilla, Cliff (Technical Monitor)

2000-01-01

This paper reports on a research study by the author that examined ten contemporary National Aeronautics and Space Administration (NASA) complex projects. In-depth interviews with the project managers of these projects provided qualitative data about the inner workings of the project and the methodologies used in establishing and managing the projects. The inclusion of a variety of space, aeronautics, and ground based projects from several different NASA research centers helped to reduce potential bias in the findings toward any one type of project, or technical discipline. The findings address the participants and their individual approaches. The discussion includes possible implications for project managers of other large, complex, projects.

Incorporating permaculture and strategic management for sustainable ecological resource management.

PubMed

Akhtar, Faiza; Lodhi, Suleman A; Khan, Safdar Shah; Sarwar, Farhana

2016-09-01

Utilization of natural assets to the best efficient level without changing natural balance has become a critical issue for researchers as awareness on climate change takes central position in global debate. Conventional sustainable resource management systems are based on neoclassical economic approach that ignores the nature's pattern and therefore are not actually capable of sustainable management of resources. Environmentalists are lately advocating incorporation of Permaculture as holistic approach based on ethics, equitable interaction with eco-systems to obtain sustainability. The paper integrates philosophy of permaculture with strategic management frameworks to develop a pragmatic tool for policy development. The policy design tool augments management tasks by integrating recording of natural assets, monitoring of key performance indicators and integration of sectorial policies in real time, bringing out policy as a truly live document. The tool enhances the edifice process, balancing short term viewpoints and long term development to secure renewability of natural resources. Copyright © 2016 Elsevier Ltd. All rights reserved.

Advanced Fuel Cell System Thermal Management for NASA Exploration Missions

NASA Technical Reports Server (NTRS)

Burke, Kenneth A.

2009-01-01

The NASA Glenn Research Center is developing advanced passive thermal management technology to reduce the mass and improve the reliability of space fuel cell systems for the NASA exploration program. An analysis of a state-of-the-art fuel cell cooling systems was done to benchmark the portion of a fuel cell system s mass that is dedicated to thermal management. Additional analysis was done to determine the key performance targets of the advanced passive thermal management technology that would substantially reduce fuel cell system mass.

Work schedule manager gap analysis : assessing the future training needs of work schedule managers using a strategic job analysis approach.

DOT National Transportation Integrated Search

2010-05-01

This report documents the results of a strategic job analysis that examined the job tasks and knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the job of a work schedule manager. The strategic job analysis compared in...

Work schedule manager gap analysis : assessing the future training needs of work schedule managers using a strategic job analysis approach

DOT National Transportation Integrated Search

2010-05-01

This report documents the results of a strategic job analysis that examined the job tasks and knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the job of a work schedule manager. The strategic job analysis compared in...

NASA agenda for tomorrow

NASA Technical Reports Server (NTRS)

1988-01-01

Key elements of national policy, NASA goals and objectives, and other materials that comprise the framework for NASA planning are included. The contents are expressed as they existed through much of 1988; thus they describe the strategic context employed by NASA in planning both the FY 1989 program just underway and the proposed FY 1990 program. NASA planning will continue to evolve in response to national policy requirements, a changing environment, and new opportunities. Agenda for Tomorrow provides a status report as of the time of its publication.

Appraising longitudinal trends in the strategic risks cited by risk managers in the international water utility sector, 2005-2015.

PubMed

Chalker, Rosemary T C; Pollard, Simon J T; Leinster, Paul; Jude, Simon

2018-03-15

We report dynamic changes in the priorities for strategic risks faced by international water utilities over a 10year period, as cited by managers responsible for managing them. A content analysis of interviews with three cohorts of risk managers in the water sector was undertaken. Interviews probed the focus risk managers' were giving to strategic risks within utilities, as well as specific questions on risk analysis tools (2005); risk management cultures (2011) and the integration of risk management with corporate decision-making (2015). The coding frequency of strategic (business, enterprise, corporate) risk terms from 18 structured interviews (2005) and 28 semi-structured interviews (12 in 2011; 16 in 2015) was used to appraise changes in the perceived importance of strategic risks within the sector. The aggregated coding frequency across the study period, and changes in the frequency of strategic risks cited at three interview periods identified infrastructure assets as the most significant risk over the period and suggests an emergence of extrinsic risk over time. Extended interviews with three utility risk managers (2016) from the UK, Canada and the US were then used to contextualise the findings. This research supports the ongoing focus on infrastructure resilience and the increasing prevalence of extrinsic risk within the water sector, as reported by the insurance sector and by water research organisations. The extended interviews provided insight into how strategic risks are now driving the implementation agenda within utilities, and into how utilities can secure tangible business value from proactive risk governance. Strategic external risks affecting the sector are on the rise, involve more players and are less controllable from within a utility's own organisational boundaries. Proportionate risk management processes and structures provide oversight and assurance, whilst allowing a focus on the tangible business value that comes from managing strategic

Strategic Planning and Management. Report of the Annual Management Institute for College and University Executives (10th, Snowmass, Colorado, July 21-26, 1985).

ERIC Educational Resources Information Center

Groff, Warren H.; Cope, Robert G.

Basic and advanced workshops on strategic planning and management for college personnel were held in 1985. Strategic planning and management includes: (1) assessing an institution's external environment to determine opportunities/threats; (2) auditing an institution's internal environment to determine strengths/weaknesses; (3) using these two sets…

Marketing and strategic management: integrating skills for a better hospital.

PubMed

Hunter, S S

1987-05-01

Participants in a 1985 one-day seminar sponsored by the American Hospital Association's Society for Hospital Planning and Marketing were asked two questions: How many of the hospitals represented here have conducted marketing surveys in the recent past? How many of you were satisfied with the results of the survey or could integrate it into the strategic management of your institution? While all but two of the 125 participants answered yes to the first question, only two responded affirmatively to the second. A gap between having a survey done and implementing the results had been identified. The administrators had probably rushed into "marketing" with little forethought and even less effort to comprehend how this management skill fits into existing institutional skills, capabilities, roles, and goals. To close the gap between marketing theory and practice an institution must adopt a more far-reaching, proactive stance toward integrating marketing into the management routine at an early stage. This article presents a case study that may help health care administrators rethink the role of marketing in management and its place in the sequence of strategic decision making for their institution.

NASA UAV Airborne Science Capabilities in Support of Water Resource Management

NASA Technical Reports Server (NTRS)

Fladeland, Matthew

2015-01-01

This workshop presentation focuses on potential uses of unmanned aircraft observations in support of water resource management and agriculture. The presentation will provide an overview of NASA Airborne Science capabilities with an emphasis on past UAV missions to provide context on accomplishments as well as technical challenges. I will also focus on recent NASA Ames efforts to assist in irrigation management and invasive species management using airborne and satellite datasets.

Managing Space System Faults: Coalescing NASA's Views

NASA Technical Reports Server (NTRS)

Muirhead, Brian; Fesq, Lorraine

2012-01-01

Managing faults and their resultant failures is a fundamental and critical part of developing and operating aerospace systems. Yet, recent studies have shown that the engineering "discipline" required to manage faults is not widely recognized nor evenly practiced within the NASA community. Attempts to simply name this discipline in recent years has been fraught with controversy among members of the Integrated Systems Health Management (ISHM), Fault Management (FM), Fault Protection (FP), Hazard Analysis (HA), and Aborts communities. Approaches to managing space system faults typically are unique to each organization, with little commonality in the architectures, processes and practices across the industry.

NASA's Physics of the Cosmos and Cosmic Origins Technology Development Programs

NASA Technical Reports Server (NTRS)

Pham, Thai; Seery, Bernard; Ganel, Opher

2016-01-01

The strategic astrophysics missions of the coming decades will help answer the questions "How did our universe begin and evolve?" and "How did galaxies, stars, and planets come to be?" Enabling these missions requires advances in key technologies far beyond the current state of the art. NASA's Physics of the Cosmos (PCOS) and Cosmic Origins (COR) Program Offices manage technology maturation projects funded through the Strategic Astrophysics Technology (SAT) program to accomplish such advances. The PCOS and COR Program Offices, residing at the NASA Goddard Space Flight Center (GSFC), were established in 2011, and serve as the implementation arm for the Astrophysics Division at NASA Headquarters. We present an overview of the Programs' technology development activities and the current technology investment portfolio of 23 technology advancements. We discuss the process for addressing community-provided technology gaps and Technology Management Board (TMB)-vetted prioritization and investment recommendations that inform the SAT program. The process improves the transparency and relevance of our technology investments, provides the community a voice in the process, and promotes targeted external technology investments by defining needs and identifying customers. The Programs' priorities are driven by strategic direction from the Astrophysics Division, which is informed by the National Research Council's (NRC) "New Worlds, New Horizons in Astronomy and Astrophysics" (NWNH) 2010 Decadal Survey report [1], the Astrophysics Implementation Plan (AIP) [2] as updated, and the Astrophysics Roadmap "Enduring Quests, Daring Visions" [3]. These priorities include technology development for missions to study dark energy, gravitational waves, X-ray and inflation probe science, and large far-infrared (IR) and ultraviolet (UV)/optical/IR telescopes to conduct imaging and spectroscopy studies. The SAT program is the Astrophysics Division's main investment method to mature technologies

National Risk Management Research Laboratory Strategic plan and Implementation - Overview

EPA Science Inventory

This publication provides an overview of the strategic plan recently developed by the National Risk Management Research Laboratory (NRMRL). It includes a description of NRMRL's mission and goals and their alignment with Agency goals. Additionally, the overview contains a brief se...

Enhancing the strategic management of practice learning through the introduction of the role of Learning Environment Manager.

PubMed

Congdon, Graham; Baker, Tracey; Cheesman, Amanda

2013-03-01

This paper describes a process evaluation project designed to enhance the strategic management of practice learning within a large Hospital in the North of England. The aim of the project was to introduce the role of the Learning Environment Manager with dedicated responsibility for practice learning of undergraduate student nurses within the Hospital's 49 practice-settings. Whilst aspects of this role were already evident in several of these settings, the project sought to locate and standardise responsibilities related to the organisation and management of learning and teaching in practice explicitly within the existing staffing structure of each practice-setting. Focus group interviews were used to explore significant aspects of the project with key stakeholder groups comprising Learning Environment Managers, the Hospital Clinical Educator, Hospital Department Managers, Ward Managers, Mentors, University Link Lecturers and undergraduate Student Nurses. Interview data were analysed using thematic content analysis. The findings of the project suggest that the Learning Environment Manager role affords providers of practice learning with a robust approach to establish organisation-wide benchmarks that standardise the strategic management of practice learning in collaboration with partner Universities. The role incorporated many operational activities previously undertaken by the Hospital Clinical Educator, thus enabling the Hospital Clinical Educator to make a more strategic contribution to the on-going quality monitoring and enhancement of practice learning across the Hospital. The Learning Environment Manager role was found to provide mentors with high levels of support which in turn helped to promote consistent, positive and holistic practice learning experiences for undergraduate student nurses across the Hospital. Importantly, the role offers a potent catalyst for nurses in practice to regain responsibility for practice learning and re-establish the value of

NASA Remote Sensing Technologies for Improved Integrated Water Resources Management

NASA Astrophysics Data System (ADS)

Toll, D. L.; Doorn, B.; Searby, N. D.; Entin, J. K.; Lee, C. M.

2014-12-01

This presentation will emphasize NASA's water research, applications, and capacity building activities using satellites and models to contribute to water issues including water availability, transboundary water, flooding and droughts for improved Integrated Water Resources Management (IWRM). NASA's free and open exchange of Earth data observations and products helps engage and improve integrated observation networks and enables national and multi-national regional water cycle research and applications that are especially useful in data sparse regions of most developing countries. NASA satellite and modeling products provide a huge volume of valuable data extending back over 50 years across a broad range of spatial (local to global) and temporal (hourly to decadal) scales and include many products that are available in near real time (see earthdata.nasa.gov). To further accomplish these objectives NASA works to actively partner with public and private groups (e.g. federal agencies, universities, NGO's, and industry) in the U.S. and international community to ensure the broadest use of its satellites and related information and products and to collaborate with regional end users who know the regions and their needs best. Key objectives of this talk will highlight NASA's Water Resources and Capacity Building Programs with their objective to discover and demonstrate innovative uses and practical benefits of NASA's advanced system technologies for improved water management in national and international applications. The event will help demonstrate the strong partnering and the use of satellite data to provide synoptic and repetitive spatial coverage helping water managers' deal with complex issues. The presentation will also demonstrate how NASA is a major contributor to water tasks and activities in GEOSS (Global Earth Observing System of Systems) and GEO (Group on Earth Observations).

The 2003 NASA Faculty Fellowship Program Research Reports

NASA Technical Reports Server (NTRS)

Nash-Stevenson, S. K.; Karr, G.; Freeman, L. M.; Bland, J. (Editor)

2004-01-01

For the 39th consecutive year, the NASA Faculty Fellowship Program (NFFP) was conducted at Marshall Space Flight Center. The program was sponsored by NASA Headquarters, Washington, DC, and operated under contract by The University of Alabama in Huntsville. In addition, promotion and applications are managed by the American Society for Engineering Education (ASEE) and assessment is completed by Universities Space Research Association (USRA). The nominal starting and finishing dates for the 10-week program were May 27 through August 1, 2003. The primary objectives of the NASA Faculty Fellowship Program are to: (1) Increase the quality and quantity of research collaborations between NASA and the academic community that contribute to NASA s research objectives; (2) provide research opportunities for college and university faculty that serve to enrich their knowledge base; (3) involve students in cutting-edge science and engineering challenges related to NASA s strategic enterprises, while providing exposure to the methods and practices of real-world research; (4) enhance faculty pedagogy and facilitate interdisciplinary networking; (5) encourage collaborative research and technology transfer with other Government agencies and the private sector; and (6) establish an effective education and outreach activity to foster greater awareness of this program.

Strategic Planning Methodology for Financial Management in the Department of the Navy

DTIC Science & Technology

1983-05-24

objectives for accounting and financial management systems improvement for the Department of the Navy (DON) and for developing DON policy for overall...Strategic Financial Management Plan, in which we have provided recommendations for improving the planning process. This wedge packet is intended to provide a

The Strategic Management of Store Brand Perceived Quality

NASA Astrophysics Data System (ADS)

Yang, Defeng

Store brand plays a vital role in the success of retailers. Perceived quality is one of important factors influencing consumers' store brand purchase intention. Store brand perceived quality is lower compared with objective quality or national brand. For this end, the purpose of this article is to examine how to manage store brand perceived quality in strategic level. This article firstly discusses how consumers evaluate product quality, and the theoretical background of the reason that store brand perceived quality is lower from the view of cue related theories. Then, consumers' store brand quality evaluation is explored. Finally, this article presents several strategic tactics to increase store brand perceived quality. These tactics include choosing store's name as store brand name, making large advertising investment, improving store brand product package, and strengthening the relationship with store brand product suppliers.

Improving Water Management Decision Support Tools Using NASA Satellite and Modeling Data

NASA Astrophysics Data System (ADS)

Toll, D. L.; Arsenault, K.; Nigro, J.; Pinheiro, A.; Engman, E. T.; Triggs, J.; Cosgrove, B.; Alonge, C.; Boyle, D.; Allen, R.; Townsend, P.; Ni-Meister, W.

2006-05-01

One of twelve Applications of National priority within NASA's Applied Science Program, the Water Management Program Element addresses concerns and decision making related to water availability, water forecast and water quality. The goal of the Water Management Program Element is to encourage water management organizations to use NASA Earth science data, models products, technology and other capabilities in their decision support tools for problem solving. The Water Management Program Element partners with Federal agencies, academia, private firms, and may include international organizations. This paper further describes the Water Management Program with the objective of informing the applications community of the potential opportunities for using NASA science products for problem solving. We will illustrate some ongoing and application Water Management projects evaluating and benchmarking NASA data with partnering federal agencies and their decision support tools: 1) Environmental Protection Agency for water quality; 2) Bureau of Reclamation for water supply, demand and forecast; and 3) NOAA National Weather Service for improved weather prediction. Examples of the types of NASA contributions to the these agency decision support tools include: 1) satellite observations within models assist to estimate water storage, i.e., snow water equivalent, soil moisture, aquifer volumes, or reservoir storages; 2) model derived products, i.e., evapotranspiration, precipitation, runoff, ground water recharge, and other 4-dimensional data assimilation products; 3) improve water quality, assessments by using improved inputs from NASA models (precipitation, evaporation) and satellite observations (e.g., temperature, turbidity, land cover) to nonpoint source models; and 4) water (i.e., precipitation) and temperature predictions from days to decades over local, regional and global scales.

Ethics Content in Strategic Management Textbooks: A Longitudinal Examination

ERIC Educational Resources Information Center

Geiger, Scott W.

2010-01-01

The purpose of this study is to examine the prevalence of ethics content in strategic management textbooks. The importance of ethical behavior within organizations has been highlighted in the past by organizations, such as Enron and WorldCom, and more recently by British Petroleum and Toyota. The data collected from two different editions of five…

Strategic Management of Electronic Commerce: An Adaptation of the Balanced Scorecard.

ERIC Educational Resources Information Center

Hasan, Helen; Tibbits, Hendrika

2000-01-01

The balanced scorecard is a formal management technique built on the premise that measurement is a prerequisite to strategic management. A case study of the implementation of the balanced scorecard in a public utility is analyzed to suggest how the basic concepts and philosophy of the balanced scorecard can be retained in its adaptation to the…

Understanding MSFC/Earth Science Office Within NASA

NASA Technical Reports Server (NTRS)

Rickman, Doug

2010-01-01

This slide presentation reviews the role of the Marshal's Earth Science Office (ESO) and the relationship of the office to the NASA administration, the National Research Council and NASA's Science Directorate. The presentation also reviews the strategic goals for Earth Science, and briefly reviews the ESO's international partners that NASA is cooperating with.

Adapting a strategic management model to hospital operating strategies. A model development and justification.

PubMed

Swinehart, K; Zimmerer, T W; Oswald, S

1995-01-01

Industrial organizations have employed the process of strategic management in their attempts to cope effectively with global competitive pressures, while attempting to build and maintain competitive advantage. With health-care organizations presently trying to cope with an increasingly turbulent environment created by the uncertainty as to pending legislation and anticipated reform, the need for such organizational strategic planning is apparent. Presents and discusses a methodology for adapting a business-oriented model of strategic planning to health care.

The NASA Continuous Risk Management Process

NASA Technical Reports Server (NTRS)

Pokorny, Frank M.

2004-01-01

As an intern this summer in the GRC Risk Management Office, I have become familiar with the NASA Continuous Risk Management Process. In this process, risk is considered in terms of the probability that an undesired event will occur and the impact of the event, should it occur (ref., NASA-NPG: 7120.5). Risk management belongs in every part of every project and should be ongoing from start to finish. Another key point is that a risk is not a problem until it has happened. With that in mind, there is a six step cycle for continuous risk management that prevents risks from becoming problems. The steps are: identify, analyze, plan, track, control, and communicate & document. Incorporated in the first step are several methods to identify risks such as brainstorming and using lessons learned. Once a risk is identified, a risk statement is made on a risk information sheet consisting of a single condition and one or more consequences. There can also be a context section where the risk is explained in more detail. Additionally there are three main goals of analyzing a risk, which are evaluate, classify, and prioritize. Here is where a value is given to the attributes of a risk &e., probability, impact, and timeframe) based on a multi-level classification system (e.g., low, medium, high). It is important to keep in mind that the definitions of these levels are probably different for each project. Furthermore the risks can be combined into groups. Then, the risks are prioritized to see what risk is necessary to mitigate first. After the risks are analyzed, a plan is made to mitigate as many risks as feasible. Each risk should be assigned to someone in the project with knowledge in the area of the risk. Then the possible approaches to choose from are: research, accept, watch, or mitigate. Next, all risks, mitigated or not, are tracked either individually or in groups. As the plan is executed, risks are re-evaluated, and the attribute values are adjusted as necessary. Metrics

NASA Space Flight Program and Project Management Handbook

NASA Technical Reports Server (NTRS)

Blythe, Michael P.; Saunders, Mark P.; Pye, David B.; Voss, Linda D.; Moreland, Robert J.; Symons, Kathleen E.; Bromley, Linda K.

2014-01-01

This handbook is a companion to NPR 7120.5E, NASA Space Flight Program and Project Management Requirements and supports the implementation of the requirements by which NASA formulates and implements space flight programs and projects. Its focus is on what the program or project manager needs to know to accomplish the mission, but it also contains guidance that enhances the understanding of the high-level procedural requirements. (See Appendix C for NPR 7120.5E requirements with rationale.) As such, it starts with the same basic concepts but provides context, rationale, guidance, and a greater depth of detail for the fundamental principles of program and project management. This handbook also explores some of the nuances and implications of applying the procedural requirements, for example, how the Agency Baseline Commitment agreement evolves over time as a program or project moves through its life cycle.

Managing Disease Risks from Trade: Strategic Behavior with Many Choices and Price Effects.

PubMed

Chitchumnong, Piyayut; Horan, Richard D

2018-03-16

An individual's infectious disease risks, and hence the individual's incentives for risk mitigation, may be influenced by others' risk management choices. If so, then there will be strategic interactions among individuals, whereby each makes his or her own risk management decisions based, at least in part, on the expected decisions of others. Prior work has shown that multiple equilibria could arise in this setting, with one equilibrium being a coordination failure in which individuals make too few investments in protection. However, these results are largely based on simplified models involving a single management choice and fixed prices that may influence risk management incentives. Relaxing these assumptions, we find strategic interactions influence, and are influenced by, choices involving multiple management options and market price effects. In particular, we find these features can reduce or eliminate concerns about multiple equilibria and coordination failure. This has important policy implications relative to simpler models.

Baseline assessment of the Strategic Petroleum Reserve Project Management Office

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

The Oak Ridge Operations Office (ORO) was assigned overall responsibility for implementation of the Strategic Petroleum Reserve Project (SPR) by the Secretary of Energy on June 15, 1983. One of the actions immediately initiated by the Manager of ORO was the establishment of a Task Force under a charter which included directions to conduct a review of the Strategic Petroleum Reserve Project Management Office (SPRPMO) in New Orleans, Louisiana, and to compile a report which would establish a baseline of the PMO status at the time of this major management transition. The purpose of this report is to document thosemore » findings and recommendations for use by the Manager of ORO. The Task Force was also chartered to conduct a full and complete review of all allegations of mismanagement and misconduct since inception of the program in 1977. The review of each allegation of misconduct and mismanagement will be documented in a second report which will be issued at a later date. By necessity, this report covers a broad range of project activities; therefore, within the allotted schedule, it was impossible to conduct an in-depth review and analysis of all of these areas. It is believed, however, that the materials contained within this report are representative of many of the conditions which prevail at the SPRPMO and should serve as a useful basis for management decisions.« less

Strategic and tactiocal planning for managing national park resources

Treesearch

Daniel L. Schmoldt; David L. Peterson

2001-01-01

Each National Park Service unit in the United States produces a resource management plan (RMP) every four years or less. These plans constitute a strategic agenda for a park. Later, tactical plans commit budgets and personnel to specific projects over the planning horizon. Yet, neither planning stage incorporates much quantitative and analytical rigor and is devoid of...

Processing of intended and unintended strategic issues and integration into the strategic agenda.

PubMed

Ridder, Hans-Gerd; Schrader, Jan Simon

2017-11-01

Strategic change is needed in hospitals due to external and internal pressures. However, research on strategic change, as a combination of management and medical expertise in hospitals, remains scarce. We analyze how intended strategic issues are processed into deliberate strategies and how unintended strategic issues are processed into emergent strategies in the management of strategy formation in hospitals. This study empirically investigates the integration of medical and management expertise in strategy formation. The longitudinal character of the case study enabled us to track patterns of intended and unintended strategic issues over 2 years. We triangulated data from interviews, observations, and documents. In accordance with the quality standards of qualitative research procedures, we analyzed the data by pattern matching and provided analytical generalization regarding strategy formation in hospitals. Our findings suggest that strategic issues are particularly successful within the strategy formation process if interest groups are concerned with the strategic issue, prospective profits are estimated, and relevant decisions makers are involved early on. Structure and interaction processes require clear criteria and transparent procedures for effective strategy formation. There is systematic neglect of medical expertise in processes of generating strategies. Our study reveals that the decentralized structure of medical centers is an adequate template for both the operationalization of intended strategic issues and the development of unintended strategic issues. However, tasks, roles, responsibility, resources, and administrative support are necessary for effective management of strategy formation. Similarly, criteria, procedures, and decision-making are prerequisites for effective strategy formation.

Pharmacy in Space: A Session on NASA Technologies

NASA Technical Reports Server (NTRS)

Richmond, Robert C.

1998-01-01

In 1993, Vice-president Gore was charged with creation of a correctional plan for the poor findings from an efficiency study of governmental agencies. That correctional analysis was then used to support efforts to balance the budget in ways anticipated to improve the value returned per tax payer dollar spent. The final result was a broad initiative collectively termed "reinventing the government", which included major restructuring within NASA as well, termed "reinventing NASA This included substantial elimination of middle management and downsizing such that about 2 million government workers employed in 1992 has shrunk now to about 1.2 million government workers who are employed in ways that at least somewhat decrease bureaucratic and programmatic inefficiencies. Today, "reinvented NASA" has an awareness of contractual commitment to the public. NASA now operates within a so-called "strategic plan" that requires awareness and response to domestic needs. This is important to this audience because it means that NASA is committed to exploring interactions that you may wish to initiate. That is, you are urged to explore with NASA on topics of educational support, collaborative research, or commercial partnerships in drug development and application, as the pertinent examples here, in ways that can include involvement of central NASA resources and missions.

Air Traffic Management Research at NASA Ames

NASA Technical Reports Server (NTRS)

Davis, Thomas J.

2012-01-01

The Aviation Systems Division at the NASA Ames Research Center conducts leading edge research in air traffic management concepts and technologies. This overview will present concepts and simulation results for research in traffic flow management, safe and efficient airport surface operations, super density terminal area operations, separation assurance and system wide modeling and simulation. A brief review of the ongoing air traffic management technology demonstration (ATD-1) will also be presented. A panel discussion, with Mr. Davis serving as a panelist, on air traffic research will follow the briefing.

A strategic approach for managing conflict in hospitals: responding to the Joint Commission leadership standard, Part 1.

PubMed

Scott, Charity; Gerardi, Debra

2011-02-01

The Joint Commission's leadership standard for conflict management in hospitals, LD.02.04.01, states, "The hospital manages conflict between leadership groups to protect the quality and safety of care." This standard is one of numerous standards and alerts issued by The Joint Commission that address conflict and communication. They underscore the significant impact of relational dynamics on patient safety and quality of care and the critical need for a strategic approach to conflict in health care organizations. Whether leadership conflicts openly threaten a major disruption of hospital operations or whether unresolved conflicts lurk beneath the surface of daily interactions, unaddressed conflict can undermine a hospital's efforts to ensure safe, high-quality patient care. How leaders manage organizational conflict has a significant impact on achieving strategic objectives. Aligning conflict management approaches with quality and safety goals is the first step in adopting a strategic approach to conflict management. A strategic approach goes beyond reducing costs of litigation or improving grievance processes--it integrates a collaborative mind-set and individual conflict competency with nonadversarial processes. Conflict assessment should determine how conflicts are handled among the leaders at the hospital, the degree of conflict competence already present among the leaders, where the most significant conflicts occur, and how leaders think a conflict management system might work for them. Strategically aligning a conflict management approach that addresses conflict among leadership groups as a means of protecting the quality and safety of patient care is at the heart of LD.02.04.01.

Strategic Management Lessons from Valencia, Clackamas, and Coastline Community Colleges.

ERIC Educational Resources Information Center

Kelley, Douglas

1983-01-01

Cites five strategic management factors accounting for the achievements in serving adult and community needs at three community colleges: presidential and board support; the organizational status given to community service programs; performance of change agent roles; diversity of needs assessment and community involvement methods; and favorable…

Issues in Strategic Management for Non-Credit Continuing Education Operations.

ERIC Educational Resources Information Center

Eisenstein, Fannie

1983-01-01

States that strategic management requires continuing education leadership to engage in explicit community services goal reaffirmation. Calls for a reassessment of college funding options; risk taking as part of modification for change; linkages with business, industry, and government; maintenance of staff morale and confidence; and strategic…

Perspective Tools of the Strategic Management of VFR Tourism Development at the Regional Level

ERIC Educational Resources Information Center

Gorbunov, Aleksandr P.; Efimova, Ekaterina V.; Kobets, Margarita V.; Kilinkarova, Sofiya G.

2016-01-01

This study is aimed at identifying the perspective tools of strategic management in general and strategic planning of VFR tourism (for the purpose of visiting friends and relatives) at the regional level in particular. It is based on dialectical and logical methods, analysis and synthesis, induction and deduction, the concrete historical and…

Implementation of Risk Management in NASA's CEV Project- Ensuring Mission Success

NASA Astrophysics Data System (ADS)

Perera, Jeevan; Holsomback, Jerry D.

2005-12-01

Most project managers know that Risk Management (RM) is essential to good project management. At NASA, standards and procedures to manage risk through a tiered approach have been developed - from the global agency-wide requirements down to a program or project's implementation. The basic methodology for NASA's risk management strategy includes processes to identify, analyze, plan, track, control, communicate and document risks. The identification, characterization, mitigation plan, and mitigation responsibilities associated with specific risks are documented to help communicate, manage, and effectuate appropriate closure. This approach helps to ensure more consistent documentation and assessment and provides a means of archiving lessons learned for future identification or mitigation activities.A new risk database and management tool was developed by NASA in 2002 and since has been used successfully to communicate, document and manage a number of diverse risks for the International Space Station, Space Shuttle, and several other NASA projects and programs including at the Johnson Space Center. Organizations use this database application to effectively manage and track each risk and gain insight into impacts from other organization's viewpoint to develop integrated solutions. Schedule, cost, technical and safety issues are tracked in detail through this system.Risks are tagged within the system to ensure proper review, coordination and management at the necessary management level. The database is intended as a day-to- day tool for organizations to manage their risks and elevate those issues that need coordination from above. Each risk is assigned to a managing organization and a specific risk owner who generates mitigation plans as appropriate. In essence, the risk owner is responsible for shepherding the risk through closure. The individual that identifies a new risk does not necessarily get assigned as the risk owner. Whoever is in the best position to effectuate

A strategic management model for evaluation of health, safety and environmental performance.

PubMed

Abbaspour, Majid; Toutounchian, Solmaz; Roayaei, Emad; Nassiri, Parvin

2012-05-01

Strategic health, safety, and environmental management system (HSE-MS) involves systematic and cooperative planning in each phase of the lifecycle of a project to ensure that interaction among the industry group, client, contractor, stakeholder, and host community exists with the highest level of health, safety, and environmental standard performances. Therefore, it seems necessary to assess the HSE-MS performance of contractor(s) by a comparative strategic management model with the aim of continuous improvement. The present Strategic Management Model (SMM) has been illustrated by a case study and the results show that the model is a suitable management tool for decision making in a contract environment, especially in oil and gas fields and based on accepted international standards within the framework of management deming cycle. To develop this model, a data bank has been created, which includes the statistical data calculated by converting the HSE performance qualitative data into quantitative values. Based on this fact, the structure of the model has been formed by defining HSE performance indicators according to the HSE-MS model. Therefore, 178 indicators have been selected which have been grouped into four attributes. Model output provides quantitative measures of HSE-MS performance as a percentage of an ideal level with maximum possible score for each attribute. Defining the strengths and weaknesses of the contractor(s) is another capability of this model. On the other hand, this model provides a ranking that could be used as the basis for decision making at the contractors' pre-qualification phase or during the execution of the project.

Strategic survey framework for the Northwest Forest Plan survey and manage program.

Treesearch

Randy Molina; Dan McKenzie; Robin Lesher; Jan Ford; Jim Alegria; Richard Cutler

2003-01-01

This document outlines an iterative process for assessing the information needs for all Northwest Forest Plan (NWFP) survey and manage species, designing and implementing strategic surveys (including field surveys and other information-gathering processes), and analyzing that information for use in the NWFP annual species review and adaptive-management processes. The...

Management challenges at the intersection of public policy environments and strategic decision making in public hospitals.

PubMed

Longest, Beaufort B

2012-01-01

Hospitals in the United States are heavily impacted by public policies that affect them. For example, Medicare and Medicaid programs account for more than half the revenue in most of the nation's almost 5,000 community hospitals, including the almost 1,100 public hospitals controlled by state and local governments (American Hospital Association, 2012). The public hospitals are especially closely aligned with and controlled by governmental entities compared with hospitals with other kinds of sponsorship. This article addresses the management challenges at the intersection of the strategic management of public hospitals and their public policy environments. Public hospitals are complicated entities designed not only to provide health services but also in many cases to play key roles in health-related research and education and to play important general economic development roles in their communities. The multi-faceted strategic decision making in these organizations is as heavily affected by their public policy environments as by their business, demographic, technological or other external environments. Effectively managing the intersection of their public policy environments and their strategic management is indeed vital for contemporary public hospitals. This article is intended to clarify certain aspects of this intersection through a description and model of the strategic activity in public hospitals and the connection between this activity and their external environments. Specific attention is focused on the concept of public policy environments and their features. Attention is also given to how managers can assess public policy environments and incorporate the results into strategic activities.

Advanced Strategic and Tactical Relay Request Management for the Mars Relay Operations Service

NASA Technical Reports Server (NTRS)

Allard, Daniel A.; Wallick, Michael N.; Gladden, Roy E.; Wang, Paul; Hy, Franklin H.

2013-01-01

This software provides a new set of capabilities for the Mars Relay Operations Service (MaROS) in support of Strategic and Tactical relay, including a highly interactive relay request Web user interface, mission control over relay planning time periods, and mission management of allowed strategic vs. tactical request parameters. Together, these new capabilities expand the scope of the system to include all elements critical for Tactical relay operations. Planning of replay activities spans a time period that is split into two distinct phases. The first phase is called Strategic, which begins at the time that relay opportunities are identified, and concludes at the point that the orbiter generates the flight sequences for on board execution. Any relay request changes from this point on are called Tactical. Tactical requests, otherwise called Orbit - er Relay State Changes (ORSC), are highly restricted in terms of what types of changes can be made, and the types of parameters that can be changed may differ from one orbiter to the next. For example, one orbiter may be able to delay the start of a relay request, while another may not. The legacy approach to ORSC management involves exchanges of e-mail with "requests for change" and "acknowledgement of approval," with no other tracking of changes outside of e-mail folders. MaROS Phases 1 and 2 provided the infrastructure for strategic relay for all supported missions. This new version, 3.0, introduces several capabilities that fully expand the scope of the system to include tactical relay. One new feature allows orbiter users to manage and "lock" Planning Periods, which allows the orbiter team to formalize the changeover from Strategic to Tactical operations. Another major feature allows users to interactively submit tactical request changes via a Web user interface. A third new feature allows orbiter missions to specify allowed tactical updates, which are automatically incorporated into the tactical change process

The Strategic Management of Accountability in Nonprofit Organizations: An Analytical Framework.

ERIC Educational Resources Information Center

Kearns, Kevin P.

1994-01-01

Offers a framework stressing the strategic and tactical choices facing nonprofit organizations and discusses policy and management implications. Claims framework is a useful tool for conducting accountability audits and conceptual foundation for discussions of public policy. (Author/JOW)

Strategic Innovation in HE: The Roles of Academic Middle Managers

ERIC Educational Resources Information Center

Kallenberg, Ton

2007-01-01

This article explains the development of, and presents a theoretical framework for, harnessing the roles of the academic middle manager in strategic innovation in Dutch higher education, thereby increasing higher education's ability to learn, innovate and develop a competitive advantage. The framework is developed from theoretical models of role…

NASA Program Office Technology Investments to Enable Future Missions

NASA Astrophysics Data System (ADS)

Thronson, Harley; Pham, Thai; Ganel, Opher

2018-01-01

The Cosmic Origins (COR) and Physics of the Cosmos (PCOS) Program Offices (POs) reside at NASA GSFC and implement priorities for the NASA HQ Astrophysics Division (APD). One major aspect of the POs’ activities is managing our Strategic Astrophysics Technology (SAT) program to mature technologies for future strategic missions. The Programs follow APD guidance on which missions are strategic, currently informed by the NRC’s 2010 Decadal Survey report, as well as APD’s Implementation Plan and the Astrophysics Roadmap.In preparation for the upcoming 2020 Decadal Survey, the APD has established Science and Technology Definition Teams (STDTs) to study four large-mission concepts: the Origins Space Telescope (née, Far-IR Surveyor), Habitable Exoplanet Imaging Mission, Large UV/Optical/IR Surveyor, and Lynx (née, X-ray Surveyor). The STDTs will develop the science case and design reference mission, assess technology development needs, and estimate the cost of their concept. A fifth team, the L3 Study Team (L3ST), was charged to study potential US contributions to ESA’s planned Laser Interferometer Space Antenna (LISA) gravitational-wave observatory.The POs use a rigorous and transparent process to solicit technology gaps from the scientific and technical communities, and prioritize those entries based on strategic alignment, expected impact, cross-cutting applicability, and urgency. For the past two years, the technology-gap assessments of the four STDTs and the L3ST are included in our process. Until a study team submits its final report, community-proposed changes to gaps submitted or adopted by a study team are forwarded to that study team for consideration.We discuss our technology development process, with strategic prioritization informing calls for SAT proposals and informing investment decisions. We also present results of the 2017 technology gap prioritization and showcase our current portfolio of technology development projects. To date, 96 COR and 86

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2010 CFR

2010-10-01

... the Contractor's established financial management information system. (b) Lower level detail used by the Contractor for its own management purposes to validate information provided to NASA shall be... management reporting. 1852.242-73 Section 1852.242-73 Federal Acquisition Regulations System NATIONAL...

Air Traffic Management Research at NASA Ames Research Center

NASA Technical Reports Server (NTRS)

Lee, Katharine

2005-01-01

Since the late 1980's, NASA Ames researchers have been investigating ways to improve the air transportation system through the development of decision support automation. These software advances, such as the Center-TRACON Automation System (eTAS) have been developed with teams of engineers, software developers, human factors experts, and air traffic controllers; some ASA Ames decision support tools are currently operational in Federal Aviation Administration (FAA) facilities and some are in use by the airlines. These tools have provided air traffic controllers and traffic managers the capabilities to help reduce overall delays and holding, and provide significant cost savings to the airlines as well as more manageable workload levels for air traffic service providers. NASA is continuing to collaborate with the FAA, as well as other government agencies, to plan and develop the next generation of decision support tools that will support anticipated changes in the air transportation system, including a projected increase to three times today's air-traffic levels by 2025. The presentation will review some of NASA Ames' recent achievements in air traffic management research, and discuss future tool developments and concepts currently under consideration.

Leading toward value: the role of strategic human resource management in health system adaptability.

PubMed

Garman, Andrew N; Polavarapu, Nandakishor; Grady, Jane C; Canar, W Jeffrey

2013-01-01

Personnel costs typically account for 60% or more of total operating expenses in health systems, and as such become a necessary focus in most if not all substantive health reform adaptations. This study sought to assess whether strategic alignment of the human resource (HR) and learning functions was associated with greater adaptive capacity in U.S. health systems. Data were gathered using a survey that was distributed electronically to chief human resource officers from two U.S.-based associations. The survey included questions about organizational structure, strategic human resource management, strategic learning, and organizational response to health reform. Significant correlations were found between strategic alignment of HR and HR's involvement in responses related to cost control (r = 0.46, p < 0.01); quality improvement (r = 0.45, p < 0.01), and patient access (r = 0.39, p < 0.01). However, no significant relationships were found between strategic alignment of organizational learning and HR involvement with these responses. Results suggest that HR structure may affect an organization's capacity for adaptive response. Top-management teams in health systems should consider positioning HR as part of the core leadership team, with a reporting relationship that allows HR to maximally participate in formulating and implementing organizational adaptation.

Strategic management of research and development: A literature search

NASA Technical Reports Server (NTRS)

Sterkin, Carol K. (Compiler)

1988-01-01

Each abstract was reviewed as to its described contents and potential applicability to the topics expected to be addressed at the 1988 National Conference on strategic management of research and development. In each section the citations are listed alphabetically by senior or corporate author. The names, addresses, and telephone numbers of organizations from which the listed material may be requested, are provided.

Summary Report of the NASA Management Study Group: Recommendations to the Administrator, National Aeronautics and Space Administration

NASA Technical Reports Server (NTRS)

Phillips, Samuel C.

1986-01-01

The NASA Management Study Group (NMSG) was established under the auspices of the National Acedamy of Public Administration at the request of the Administrator of NASA to assess NASA's management practices and to evaluate the effectiveness of the NASA organization. This report summarizes the conclusions and recommendations of the NMSG on the overall management and organization of NASA.

A systems approach to the management of large projects: Review of NASA experience with societal implications

NASA Technical Reports Server (NTRS)

Vaccaro, M. J.

1973-01-01

The application of the NASA type management approach to achieve objectives in other fields is considered. The NASA management outlook and the influences of the NASA environment are discussed along with project organization and management, and applications to socio-economic projects.

Linking an agency strategic review to increase knowledge management: San Francisco County Human Service Agency.

PubMed

Harrison, Lindsay

2012-01-01

Led by the agency director, the agency engaged in a Strategic Review, based on a comprehensive assessment of agency performance that identified strategies to improve organizational effectiveness through increased data-informed practice and knowledge management. The Strategic Review gathered information on staff perceptions, perceptions of external stakeholders, changing citywide and neighborhood demographics, policy mandates, and budget and workload issues. The need for the review was based upon multiple, substantial changes not addressed in the 2000 Strategic Plan, including the 2004 merger of the Department of Human Services and the Department of Aging and Adult Services, changes among the executive management team, transitions among key political entities, new policy mandates and changing budget allocations. This case study describes the Strategic Review process and content, summarizing key challenges and lessons related to addressing workload demands, fostering positive staff attitudes, balancing internal and external information needs, and integrating data use and planning processes across the agency. Copyright © Taylor & Francis Group, LLC

Reflections on Strategic Enrollment Management Structures and Strategies. Part Three

ERIC Educational Resources Information Center

Kalsbeek, David H.

2007-01-01

This article is the third and final in a series prepared originally for AACRAO's Fifteenth Annual Strategic Enrollment Management Conference (SEM XV). Through this series, David Kalsbeek introduces a four-fold typology for differentiating institutional approaches to SEM. In this final reflection, he suggests that grounding this typology in Jungian…

Technological Innovation and Strategic Human Resource Management: Developing a Theory.

ERIC Educational Resources Information Center

Gattiker, Urs E.

Technological innovation affects the structure and content of jobs. Research indicates that there is a need for a theory of technological innovation and strategic human resource management considering several factors, such as an employee's beliefs about the effect of technological innovations on the quality of work life and work content.…

Evaluating spatially explicit burn probabilities for strategic fire management planning

Treesearch

C. Miller; M.-A. Parisien; A. A. Ager; M. A. Finney

2008-01-01

Spatially explicit information on the probability of burning is necessary for virtually all strategic fire and fuels management planning activities, including conducting wildland fire risk assessments, optimizing fuel treatments, and prevention planning. Predictive models providing a reliable estimate of the annual likelihood of fire at each point on the landscape have...

Strategic human resource management: redefining the role of the manager and worker.

PubMed

Cameron, M; Snyder, J R

1999-01-01

Health-care managers have long been sensitive to the importance of physical resources (technology, space) and financial resources to the success of service delivery. During the last several decades, the value and potential for development of a third element, the human resource has gained new recognition. The importance of viewing personnel as an expandable resource, addressed in an organization's strategic plan, is crucial to meet challenges faced in a rapidly changing health-care environment.

Social Networking as a Strategic Tool in the Management of School-Based Violence

ERIC Educational Resources Information Center

Eke, Chidi Idi; Singh, Shakila

2018-01-01

School-based violence is serious, and on the rise in South African schools. The violence affects learners, teachers, communities and the management of schools. Towards finding possible ways to manage school violence, this article presents social networking as a strategic tool in the management of school-based violence in high schools, based on the…

NASA Spacecraft Fault Management Workshop Results

NASA Technical Reports Server (NTRS)

Newhouse, Marilyn; McDougal, John; Barley, Bryan; Fesq, Lorraine; Stephens, Karen

2010-01-01

Fault Management is a critical aspect of deep-space missions. For the purposes of this paper, fault management is defined as the ability of a system to detect, isolate, and mitigate events that impact, or have the potential to impact, nominal mission operations. The fault management capabilities are commonly distributed across flight and ground subsystems, impacting hardware, software, and mission operations designs. The National Aeronautics and Space Administration (NASA) Discovery & New Frontiers (D&NF) Program Office at Marshall Space Flight Center (MSFC) recently studied cost overruns and schedule delays for 5 missions. The goal was to identify the underlying causes for the overruns and delays, and to develop practical mitigations to assist the D&NF projects in identifying potential risks and controlling the associated impacts to proposed mission costs and schedules. The study found that 4 out of the 5 missions studied had significant overruns due to underestimating the complexity and support requirements for fault management. As a result of this and other recent experiences, the NASA Science Mission Directorate (SMD) Planetary Science Division (PSD) commissioned a workshop to bring together invited participants across government, industry, academia to assess the state of the art in fault management practice and research, identify current and potential issues, and make recommendations for addressing these issues. The workshop was held in New Orleans in April of 2008. The workshop concluded that fault management is not being limited by technology, but rather by a lack of emphasis and discipline in both the engineering and programmatic dimensions. Some of the areas cited in the findings include different, conflicting, and changing institutional goals and risk postures; unclear ownership of end-to-end fault management engineering; inadequate understanding of the impact of mission-level requirements on fault management complexity; and practices, processes, and

The Development of NASA's Fault Management Handbook

NASA Technical Reports Server (NTRS)

Fesq, Lorraine

2011-01-01

Disciplined approach to Fault Management (FM) has not always been emphasized by projects, contributing to major schedule and cost overruns: (1) Often faults aren't addressed until nominal spacecraft design is fairly stable. (2) Design relegated to after-the-fact patchwork, Band-Aid approach. Progress is being made on a number of fronts outside of Handbook effort: (1) Processes, Practices and Tools being developed at some Centers and Institutions (2) Management recognition. Constellation FM roles, Discovery/New Frontiers mission reviews (3) Potential Technology solutions. New approaches could avoid many current pitfalls (3a) New FM architectures, including model-based approach integrated with NASA's MBSE (Model-Based System Engineering) efforts (3b) NASA's Office of the Chief Technologist: FM identified in seven of NASA's 14 Space Technology Roadmaps. Opportunity to coalesce and establish thrust area to progressively develop new FM techniques. FM Handbook will help ensure that future missions do not encounter same FM-related problems as previous missions. Version 1 of the FM Handbook is a good start: (1) Still need Version 2 Agency-wide FM Handbook to expand Handbook to other areas, especially crewed missions. (2) Still need to reach out to other organizations to develop common understanding and vocabulary. Handbook doesn't/can't address all Workshop recommendations. Still need to identify how to address programmatic and infrastructure issues.

NASA's Impacts Towards Improving International Water Management Using Satellites

NASA Astrophysics Data System (ADS)

Toll, D. L.; Doorn, B.; Searby, N. D.; Entin, J. K.; Lawford, R. G.; Mohr, K. I.; Lee, C. M.

2013-12-01

Key objectives of the NASA's Water Resources and Capacity Building Programs are to discover and demonstrate innovative uses and practical benefits of NASA's advanced system technologies for improved water management. This presentation will emphasize NASA's water research, applications, and capacity building activities using satellites and models to contribute to water issues including water availability, transboundary water, flooding and droughts to international partners, particularly developing countries. NASA's free and open exchange of Earth data observations and products helps engage and improve integrated observation networks and enables national and multi-national regional water cycle research and applications that are especially useful in data sparse regions of most developing countries. NASA satellite and modeling products provide a huge volume of valuable data extending back over 50 years across a broad range of spatial (local to global) and temporal (hourly to decadal) scales and include many products that are available in near real time (see earthdata.nasa.gov). To further accomplish these objectives NASA works to actively partner with public and private groups (e.g. federal agencies, universities, NGO's, and industry) in the U.S. and internationally to ensure the broadest use of its satellites and related information and products and to collaborate with regional end users who know the regions and their needs best. The event will help demonstrate the strong partnering and the use of satellite data to provide synoptic and repetitive spatial coverage helping water managers' deal with complex issues. This presentation will outline and describe NASA's international water related research, applications and capacity building programs' efforts to address developing countries critical water challenges in Asia, African and Latin America. This will specifically highlight impacts and case studies from NASA's programs in Water Resources (e.g., drought, snow

Strategic Issues in University Information Management

NASA Astrophysics Data System (ADS)

Roosendaal, Hans E.

This chapter represents a specific view on university management. It sequentially discusses different organizational levels of e-teaching, starting with general management, e-science developments and what this means to universities, and business models followed by focusing on specific teaching issues. The chapter sets out to discuss the development of the university from a loose federation of faculties into a more integrated university, such as, e.g., an entrepreneurial university. This development is also driven by the introduction of the bachelors/masters system - a process which leads to the need for an institutional strategy introducing institutional quality management and has to be accompanied by the independent accreditation of research and teaching. Applying the model of strategic positioning to the university as a whole leads to the introduction of the university entrepreneur. The model is used to describe structural issues and the relations between the primary processes of research and teaching with the secondary processes. e-science is introduced as a further step toward the universal sharing of scientific results and to analyze the kind of incentives that will be required to attain this goal of making information an even more integral part of the research and teaching process.

Strategic management and performance differences: nonprofit versus for-profit health organizations.

PubMed

Reeves, Terrie C; Ford, Eric W

2004-01-01

Despite mixed and contradictory findings, for-profits (FPs) and nonprofits (NPs) are assumed to be similar health services organizations (HSOs). In this study, a fifteen-item scale assessing HSOs' strategic management capacity was developed and tested using fifty-seven FP and twenty NP organizations. Then, using item response theory, the items were hierarchically profiled to produce two strategic profile models, a general and an FP anchored model. We find that deviation from the general profile, but not capability attainment level, is related to two of three financial measures. We conclude that studying FPs and NPs together is appropriate.

The Strategic Management of Human Capital: Brief Reflections and a Few Propositions

ERIC Educational Resources Information Center

Berry, Barnett

2008-01-01

The author shares how he was fascinated by the recent interest in and focus on the strategic management of human capital (SMHC)--which has been defined as "the acquisition, development, performance management and retention of top talent in the nation's schools." It is one thing to identify talented educators; it is another to utilize them…

Strategic Research to Enable NASA's Exploration Missions Conference

NASA Technical Reports Server (NTRS)

Nahra, Henry (Compiler)

2004-01-01

Abstracts are presented from a conference sponsored by the NASA Office of Biological and Physical Research and hosted by NASA Glenn Research Center and the National Center for Microgravity Research on Fluids and Combustion, held in Cleveland, Ohio, June 22-23, 2004. Topics pertained to the behavior of processes and materials in microgravity as well as physiological-biological studies and microgravity effects.

The Strategic Attitude: Integrating Strategic Planning into Daily University Worklife

ERIC Educational Resources Information Center

Dickmeyer, Nathan

2004-01-01

Chief financial officers in today's universities are so busy with the challenges of day-to-day management that strategic thinking often takes a back seat. Planning for strategic change can go a long way toward streamlining the very daily tasks that obscure the "big picture." Learning how to integrate strategic thinking into day-to-day management…

Developing a NASA strategy for the verification of large space telescope observatories

NASA Astrophysics Data System (ADS)

Crooke, Julie A.; Gunderson, Johanna A.; Hagopian, John G.; Levine, Marie

2006-06-01

In July 2005, the Office of Program Analysis and Evaluation (PA&E) at NASA Headquarters was directed to develop a strategy for verification of the performance of large space telescope observatories, which occurs predominantly in a thermal vacuum test facility. A mission model of the expected astronomical observatory missions over the next 20 years was identified along with performance, facility and resource requirements. Ground testing versus alternatives was analyzed to determine the pros, cons and break points in the verification process. Existing facilities and their capabilities were examined across NASA, industry and other government agencies as well as the future demand for these facilities across NASA's Mission Directorates. Options were developed to meet the full suite of mission verification requirements, and performance, cost, risk and other analyses were performed. Findings and recommendations from the study were presented to the NASA Administrator and the NASA Strategic Management Council (SMC) in February 2006. This paper details the analysis, results, and findings from this study.

NASA's aircraft icing technology program

NASA Technical Reports Server (NTRS)

Reinmann, John J.

1991-01-01

NASA' Aircraft Icing Technology program is aimed at developing innovative technologies for safe and efficient flight into forecasted icing. The program addresses the needs of all aircraft classes and supports both commercial and military applications. The program is guided by three key strategic objectives: (1) numerically simulate an aircraft's response to an in-flight icing encounter, (2) provide improved experimental icing simulation facilities and testing techniques, and (3) offer innovative approaches to ice protection. Our research focuses on topics that directly support stated industry needs, and we work closely with industry to assure a rapid and smooth transfer of technology. This paper presents selected results that illustrate progress towards the three strategic objectives, and it provides a comprehensive list of references on the NASA icing program.

Stephanie Shelton, a payload communications manager at NASA's Ma

NASA Image and Video Library

2018-04-19

Stephanie Shelton, a payload communications manager at NASA's Marshall Space Flight Center, joins NASA astronauts Joe Acaba and Mark Vande Hei for a call to the onboard crew of the International Space Station. Vande Hei and Acaba visited Marshall April 11 for their honorary Expedition 54 plaque hanging ceremony and to provide valuable feedback of their on-orbit science investigations with the Payload Operations and Integration Center team..

The Fifth Annual NASA/Contractors Conference on Quality and Productivity. Quality: A Commitment to the Future

NASA Technical Reports Server (NTRS)

1989-01-01

The report is a summary of the 5th NASA/Contractors Conference on Quality and Productivity. The theme was 'Quality - A Commitment to the Future'. The summary report highlights the key points: commitment to quality, strategic and long-range planning, quality commitment, risk management, teaming, quality measurement, creating a quality environment, contract incentives, software quality and reliability.

The Functional Architecture of the Brain Underlies Strategic Deception in Impression Management.

PubMed

Luo, Qiang; Ma, Yina; Bhatt, Meghana A; Montague, P Read; Feng, Jianfeng

2017-01-01

Impression management, as one of the most essential skills of social function, impacts one's survival and success in human societies. However, the neural architecture underpinning this social skill remains poorly understood. By employing a two-person bargaining game, we exposed three strategies involving distinct cognitive processes for social impression management with different levels of strategic deception. We utilized a novel adaptation of Granger causality accounting for signal-dependent noise (SDN), which captured the directional connectivity underlying the impression management during the bargaining game. We found that the sophisticated strategists engaged stronger directional connectivity from both dorsal anterior cingulate cortex and retrosplenial cortex to rostral prefrontal cortex, and the strengths of these directional influences were associated with higher level of deception during the game. Using the directional connectivity as a neural signature, we identified the strategic deception with 80% accuracy by a machine-learning classifier. These results suggest that different social strategies are supported by distinct patterns of directional connectivity among key brain regions for social cognition.

Management philosophies as applied to major NASA programs

NASA Technical Reports Server (NTRS)

Dannenberg, K. K.

1974-01-01

A definition of 'management philosophies' is discussed explaining the position of NASA in the planning and control of space programs and technology. The impact of these philosophies on the Apollo and Saturn 1 programs are described along with the need for the Saturn 5 spacecraft and launch site development. Case studies are included and describe unscheduled events where management decisions were necessary to keep programs on track.

Strategic Management of Human Capital in Education: Improving Instructional Practice and Student Learning in Schools

ERIC Educational Resources Information Center

Odden, Allan R.

2011-01-01

"Strategic Management of Human Capital in Education" offers a comprehensive and strategic approach to address what has become labeled as "talent and human capital." Grounded in extensive research and examples of leading edge districts, this book shows how the entire human resource system in schools--from recruitment, to selection/placement,…

NASA reports

NASA Technical Reports Server (NTRS)

Obrien, John E.; Fisk, Lennard A.; Aldrich, Arnold A.; Utsman, Thomas E.; Griffin, Michael D.; Cohen, Aaron

1992-01-01

Activities and National Aeronautics and Space Administration (NASA) programs, both ongoing and planned, are described by NASA administrative personnel from the offices of Space Science and Applications, Space Systems Development, Space Flight, Exploration, and from the Johnson Space Center. NASA's multi-year strategic plan, called Vision 21, is also discussed. It proposes to use the unique perspective of space to better understand Earth. Among the NASA programs mentioned are the Magellan to Venus and Galileo to Jupiter spacecraft, the Cosmic Background Explorer, Pegsat (the first Pegasus payload), Hubble, the Joint U.S./German ROSAT X-ray Mission, Ulysses to Jupiter and over the sun, the Astro-Spacelab Mission, and the Gamma Ray Observatory. Copies of viewgraphs that illustrate some of these missions, and others, are provided. Also discussed were life science research plans, economic factors as they relate to space missions, and the outlook for international cooperation.

NASA reports

NASA Astrophysics Data System (ADS)

Obrien, John E.; Fisk, Lennard A.; Aldrich, Arnold A.; Utsman, Thomas E.; Griffin, Michael D.; Cohen, Aaron

Activities and National Aeronautics and Space Administration (NASA) programs, both ongoing and planned, are described by NASA administrative personnel from the offices of Space Science and Applications, Space Systems Development, Space Flight, Exploration, and from the Johnson Space Center. NASA's multi-year strategic plan, called Vision 21, is also discussed. It proposes to use the unique perspective of space to better understand Earth. Among the NASA programs mentioned are the Magellan to Venus and Galileo to Jupiter spacecraft, the Cosmic Background Explorer, Pegsat (the first Pegasus payload), Hubble, the Joint U.S./German ROSAT X-ray Mission, Ulysses to Jupiter and over the sun, the Astro-Spacelab Mission, and the Gamma Ray Observatory. Copies of viewgraphs that illustrate some of these missions, and others, are provided. Also discussed were life science research plans, economic factors as they relate to space missions, and the outlook for international cooperation.

Strategic environmental management planning, team-building and implementation: Principles and experience at Watkins-Johnson Company

DOE Office of Scientific and Technical Information (OSTI.GOV)

Molony, C.

This paper provides a short discussion of the realities of implementing a strategic environmental management program in a modern corporation. The first half lists typical business challenges which are related to EPA regulations, to property risk management, and to company performance which can have a positive impact on the environment. The strategic environmental manager anticipates these business issues successfully. The list provided is based on my experiences as an environment and safety professional over the past sixteen years, while working at three Silicon Valley electronics firms. The second half discusses examples of relevant, specific accomplishments in the environment-related business activitiesmore » of Watkins-Johnson Company.« less

Results of a Telephone Survey of Television Station Managers Concerning the NASA SCI Files(TM) and NASA CONNECT(TM)

NASA Technical Reports Server (NTRS)

Pinelli, Thomas E.; Perry, Jeannine

2004-01-01

A telephone survey of television station managers concerning 2 instructional television programs, the NASA SCI Files(TM) and NASA CONNECT(TM), offered by the NASA Langley Center for Distance Learning (CDL) was conducted. Using a 4-point scale, with 4 being very satisfied, survey participants reported that they were either very satisfied (77.1 percent) or satisfied (19.9 percent) with the overall (educational and technical) quality of the NASA SCI Files(TM). Using a 4-point scale, with 4 being very satisfied, survey participants reported that they were either very satisfied (77.9 percent) or satisfied (19.1 percent) with the overall (educational and technical) quality of NASA CONNECT(TM) .

NASA Seminar on Organization and Management

NASA Technical Reports Server (NTRS)

Crawley, R. W.; Kloman, E. H.

1972-01-01

The proceedings of a seminar series of current problems and organization of NASA are presented. The seminar was designed to provide a comparative basis for understanding such recurring problems as delegation of authority, resource allocation and decision making patterns, headquarters organization, systems of program control and evaluation, roles and relations of scientists, engineers, and administrators, headquarters-field center relationships, and the overall management philosophy of the headquarters and field centers.

Consolidating strategic planning and operational frameworks for integrated vector management in Eritrea.

PubMed

Chanda, Emmanuel; Ameneshewa, Birkinesh; Mihreteab, Selam; Berhane, Araia; Zehaie, Assefash; Ghebrat, Yohannes; Usman, Abdulmumini

2015-12-02

Contemporary malaria vector control relies on the use of insecticide-based, indoor residual spraying (IRS) and long-lasting insecticidal nets (LLINs). However, malaria-endemic countries, including Eritrea, have struggled to effectively deploy these tools due technical and operational challenges, including the selection of insecticide resistance in malaria vectors. This manuscript outlines the processes undertaken in consolidating strategic planning and operational frameworks for vector control to expedite malaria elimination in Eritrea. The effort to strengthen strategic frameworks for vector control in Eritrea was the 'case' for this study. The integrated vector management (IVM) strategy was developed in 2010 but was not well executed, resulting in a rise in malaria transmission, prompting a process to redefine and relaunch the IVM strategy with integration of other vector borne diseases (VBDs) as the focus. The information sources for this study included all available data and accessible archived documentary records on malaria vector control in Eritrea. Structured literature searches of published, peer-reviewed sources using online, scientific, bibliographic databases, Google Scholar, PubMed and WHO, and a combination of search terms were utilized to gather data. The literature was reviewed and adapted to the local context and translated into the consolidated strategic framework. In Eritrea, communities are grappling with the challenge of VBDs posing public health concerns, including malaria. The global fund financed the scale-up of IRS and LLIN programmes in 2014. Eritrea is transitioning towards malaria elimination and strategic frameworks for vector control have been consolidated by: developing an integrated vector management (IVM) strategy (2015-2019); updating IRS and larval source management (LSM) guidelines; developing training manuals for IRS and LSM; training of national staff in malaria entomology and vector control, including insecticide resistance

NASA Research Announcement

NASA Technical Reports Server (NTRS)

Chiaramonte, Fran

2002-01-01

This paper presents viewgraphs of NASA's strategic and fundamental research program at the Office of Biological and Physical Research (OBPR). The topics include: 1) Colloid-Polymer Samples; 2) Pool Boiling Experiment; 3) The Dynamics of Miscible Interfaces: A Space Flight Experiment (MIDAS); and 4) ISS and Ground-based Facilities.

NASA Leads Demo for Drone Traffic Management Tech

NASA Image and Video Library

2017-06-30

During the latest NASA-led demonstrations of technologies that could be part of an automated traffic management system for drones, pilots sent their vehicles beyond visual line-of-sight in simulated infrastructure inspections, search and rescue support, and package delivery.

Through the Eyes of NASA: NASA's 2017 Eclipse Education Progam

NASA Astrophysics Data System (ADS)

Mayo, L.

2017-12-01

Over the last three years, NASA has been developing plans to bring the August 21st total solar eclipse to the nation, "as only NASA can", leveraging its considerable space assets, technology, scientists, and its unmatched commitment to science education. The eclipse, long anticipated by many groups, represents the largest Big Event education program that NASA has ever undertaken. It is the latest in a long string of successful Big Event international celebrations going back two decades including both transits of Venus, three solar eclipses, solar maximum, and mission events such as the MSL/Curiosity landing on Mars, and the launch of the Lunar Reconnaissance Orbiter (LRO) to name a few. This talk will detail NASA's program development methods, strategic partnerships, and strategies for using this celestial event to engage the nation and improve overall science literacy.

Funding and Strategic Alignment Guidance for Infusing Small Business Innovation Research Technology into NASA Programs Associated with the Science Mission Directorate

NASA Technical Reports Server (NTRS)

Nguyen, Hung D.; Steele, Gynelle C.

2015-01-01

This report is intended to help NASA program and project managers incorporate Small Business Innovation Research/Small Business Technology Transfer (SBIR/STTR) technologies that have gone through Phase II of the SBIR program into NASA Science Mission Directorate (SMD) programs. Other Government and commercial project managers can also find this information useful.

JIT: A Strategic Tool of Inventory Management

NASA Astrophysics Data System (ADS)

Singh, D. K.; Singh, Satyendra

2012-03-01

Investment in inventory absorbs a large portion of the working capital of a company and often it represents a large portion of the total assets of a business. By improving return on investment by increasing the rate of inventory turnover, management often wants to ensure economic efficiency. Effective inventory management enables a firm to provide lower costs, rapid response and flexibility for its customers. Just-in-time (JIT) philosophy is most widely adopted and practices in the recent years worldwide. It aims at reducing total production costs by producing only what is immediately needed and eliminates wastes. It is based on a radically different concept, deviating substantially from the existing manufacturing practices in many respects. It is a very effective tool to reduce the wastage of inventory and manage it effectively. It has the potential to bring substantial changes in the existing setup of a company; can give it a new face, broaden its acceptability and ensure a longer life. It can strategically change the atmosphere needed for longer survival. JIT is radically different from MRP and goes beyond materials management. The new outlook acquired by the company can meet global expectations of the cust

NASA Heavy Lift Rotorcraft Systems Investigation

NASA Technical Reports Server (NTRS)

Johnson, Wayne; Yamauchi, Gloria K.; Watts, Michael E.

2005-01-01

The NASA Heavy Lift Rotorcraft Systems Investigation examined in depth several rotorcraft configurations for large civil transport, designed to meet the technology goals of the NASA Vehicle Systems Program. The investigation identified the Large Civil Tiltrotor as the configuration with the best potential to meet the technology goals. The design presented was economically competitive, with the potential for substantial impact on the air transportation system. The keys to achieving a competitive aircraft were low drag airframe and low disk loading rotors; structural weight reduction, for both airframe and rotors; drive system weight reduction; improved engine efficiency; low maintenance design; and manufacturing cost comparable to fixed-wing aircraft. Risk reduction plans were developed to provide the strategic direction to support a heavy-lift rotorcraft development. The following high risk areas were identified for heavy lift rotorcraft: high torque, light weight drive system; high performance, structurally efficient rotor/wing system; low noise aircraft; and super-integrated vehicle management system.

NASA Briefing for Unidata

NASA Technical Reports Server (NTRS)

Lynnes, Christopher

2016-01-01

The NASA representative to the Unidata Strategic Committee presented a semiannual update on NASAs work with and use of Unidata technologies. The talk covered the program of cloud computing prototypes being undertaken for the Earth Observing System Data and Information System (EOSDIS). Also discussed were dataset interoperability recommendations ratified via the EOSDIS Standards Office and the HDF Product Designer tool with respect to its possible applicability to data in network Common Data Form (NetCDF) version 4.

Strategic directions for developing the Australian general practice nurse role in cardiovascular disease management.

PubMed

Halcomb, Elizabeth J; Davidson, Patricia M; Yallop, Julie; Griffiths, Rhonda; Daly, John

2007-08-01

Practice nursing is an integral component of British and New Zealand primary care, but in Australia it remains an emerging specialty. Despite an increased focus on the Australian practice nurse role, there has been limited strategic role development, particularly relating to national health priority areas. This paper reports the third stage of a Project exploring the Australian practice nurse role in the management of cardiovascular disease (CVD). This stage involved a consensus development conference, undertaken to identify strategic, priority recommendations for practice nurse role development. 1. Practice nurses have an important role in developing systems and processes for CVD management; 2. A change in the culture of general practice is necessary to promote acceptance of nurse-led CVD management; 3. Future research needs to evaluate specific models of care, incorporating outcome measures sensitive to nursing interventions; 4. Considerable challenges exist in conducting research in general practice; and 5. Changes in funding models are necessary for widespread practice nurse role development. The shifting of funding models provides evidence to support interdisciplinary practice in Australian general practice. The time is ripe, therefore, to engage in prospective and strategic planning to inform development of the practice nurse role.

The NASA Program Management Tool: A New Vision in Business Intelligence

NASA Technical Reports Server (NTRS)

Maluf, David A.; Swanson, Keith; Putz, Peter; Bell, David G.; Gawdiak, Yuri

2006-01-01

This paper describes a novel approach to business intelligence and program management for large technology enterprises like the U.S. National Aeronautics and Space Administration (NASA). Two key distinctions of the approach are that 1) standard business documents are the user interface, and 2) a "schema-less" XML database enables flexible integration of technology information for use by both humans and machines in a highly dynamic environment. The implementation utilizes patent-pending NASA software called the NASA Program Management Tool (PMT) and its underlying "schema-less" XML database called Netmark. Initial benefits of PMT include elimination of discrepancies between business documents that use the same information and "paperwork reduction" for program and project management in the form of reducing the effort required to understand standard reporting requirements and to comply with those reporting requirements. We project that the underlying approach to business intelligence will enable significant benefits in the timeliness, integrity and depth of business information available to decision makers on all organizational levels.

Developing a Fault Management Guidebook for Nasa's Deep Space Robotic Missions

NASA Technical Reports Server (NTRS)

Fesq, Lorraine M.; Jacome, Raquel Weitl

2015-01-01

NASA designs and builds systems that achieve incredibly ambitious goals, as evidenced by the Curiosity rover traversing on Mars, the highly complex International Space Station orbiting our Earth, and the compelling plans for capturing, retrieving and redirecting an asteroid into a lunar orbit to create a nearby a target to be investigated by astronauts. In order to accomplish these feats, the missions must be imbued with sufficient knowledge and capability not only to realize the goals, but also to identify and respond to off-nominal conditions. Fault Management (FM) is the discipline of establishing how a system will respond to preserve its ability to function even in the presence of faults. In 2012, NASA released a draft FM Handbook in an attempt to coalesce the field by establishing a unified terminology and a common process for designing FM mechanisms. However, FM approaches are very diverse across NASA, especially between the different mission types such as Earth orbiters, launch vehicles, deep space robotic vehicles and human spaceflight missions, and the authors were challenged to capture and represent all of these views. The authors recognized that a necessary precursor step is for each sub-community to codify its FM policies, practices and approaches in individual, focused guidebooks. Then, the sub-communities can look across NASA to better understand the different ways off-nominal conditions are addressed, and to seek commonality or at least an understanding of the multitude of FM approaches. This paper describes the development of the "Deep Space Robotic Fault Management Guidebook," which is intended to be the first of NASA's FM guidebooks. Its purpose is to be a field-guide for FM practitioners working on deep space robotic missions, as well as a planning tool for project managers. Publication of this Deep Space Robotic FM Guidebook is expected in early 2015. The guidebook will be posted on NASA's Engineering Network on the FM Community of Practice

A Correlational Study between IT Governance and the Effect on Strategic Management Functioning among Senior & Middle Management in Medium Scale Software Organizations

ERIC Educational Resources Information Center

Kurien, Sam

2013-01-01

The purpose of the study was to explore whether there are relationships between elements of information technology (IT) governance, strategic planning, and strategic functions among senior and mid-level management at medium-scaled software development firms. Several topics and models of IT governance literature were discussed and the gap in…

The Need for a Strategic Foundation for Digital Learning and Knowledge Management Solutions

ERIC Educational Resources Information Center

Asgarkhani, Mehdi

2004-01-01

This paper elaborates on the importance of a strategic foundation when digital learning or knowledge management (KM) solutions are planned and developed. It looks at some key issues of e-Learning and knowledge management (KM) through discussing the various stages (technologies) and potential benefits of e-Learning; the state of the e-Learning…

Managing Uncertainty: Thinking and Planning Strategically.

ERIC Educational Resources Information Center

Lorenzo, Albert L.

1993-01-01

Argues that rapid change and tight resources demand reality-based planning, rather than planning models that ignore internal and external customers or emphasize process over product. Describes the Strategic Guidance Model (SGM) which provides colleges with strategic visioning, organizational assessment, environmental scanning, quality improvement,…

Economic perspective on strategic human capital management and planning for the Centers for Disease Control and Prevention.

PubMed

Roy, Kakoli; Chen, Zhuo Adam; Crawford, Carol A Gotway

2009-11-01

An organization's workforce--or human capital--is its most valuable asset. The 2002 President's Management Agenda emphasizes the importance of strategic human capital management by requiring all federal agencies to improve performance by enhancing personnel and compensation systems. In response to these directives, the Centers for Disease Control and Prevention (CDC) drafted its strategic human capital management plan to ensure that it is aligned strategically to support the agency's mission and its health protection goals. In this article, we explore the personnel economics literature to draw lessons from research studies that can help CDC enhance its human capital management and planning. To do so, we focus on topics that are of practical importance and empirical relevance to CDC's internal workforce and personnel needs with an emphasis on identifying promising research issues or methodological approaches. The personnel economics literature is rich with theoretically sound and empirically rigorous approaches for shaping an evidence-based approach to human capital management that can enhance incentives to attract, retain, and motivate a talented federal public health workforce, thereby promoting the culture of high-performance government.

Integrating Risk Management and Strategic Planning

ERIC Educational Resources Information Center

Achampong, Francis K.

2010-01-01

Strategic planning is critical to ensuring that institutions of higher education thoughtfully and systematically position themselves to accomplish their mission, vision, and strategic goals, particularly when these institutions face a myriad of risks that can negatively impact their continued financial viability and compromise their ability to…

The Functional Architecture of the Brain Underlies Strategic Deception in Impression Management

PubMed Central

Luo, Qiang; Ma, Yina; Bhatt, Meghana A.; Montague, P. Read; Feng, Jianfeng

2017-01-01

Impression management, as one of the most essential skills of social function, impacts one's survival and success in human societies. However, the neural architecture underpinning this social skill remains poorly understood. By employing a two-person bargaining game, we exposed three strategies involving distinct cognitive processes for social impression management with different levels of strategic deception. We utilized a novel adaptation of Granger causality accounting for signal-dependent noise (SDN), which captured the directional connectivity underlying the impression management during the bargaining game. We found that the sophisticated strategists engaged stronger directional connectivity from both dorsal anterior cingulate cortex and retrosplenial cortex to rostral prefrontal cortex, and the strengths of these directional influences were associated with higher level of deception during the game. Using the directional connectivity as a neural signature, we identified the strategic deception with 80% accuracy by a machine-learning classifier. These results suggest that different social strategies are supported by distinct patterns of directional connectivity among key brain regions for social cognition. PMID:29163095

An investigation of transitional management problems for the NSTS at NASA

NASA Technical Reports Server (NTRS)

Hunsucker, John

1988-01-01

This quarterly report summarizes the ideas and concepts developed by the University of Houston team with the collaboration and support of the Management Integration Offices of NASA. In addition it is hoped that this report will help to stimulate the healthy problem solving process already present at NASA. This is the second report in the fourth year of the research contract. The main aim of the work is to assist the National Space Transportation System (NSTS) in finding ways and means of moving into a truly operational era in the sense of routine timely production of flights. The reader who seeks an understanding of the concepts presented is encouraged to read the reports of the last three years. The overall strategy of this effort is to: (1) search the literature for applications of transition management and other related issues, (2) conduct investigations into the experiences of the industries with the transition management, and (3) to adapt the information found in (1) and (2) above into a form useful to NASA while at the same time applying industrial engineering and engineering management expertise to problems and issues as they emerge.

Application of NASA management approach to solve complex problems on earth

NASA Technical Reports Server (NTRS)

Potate, J. S.

1972-01-01

The application of NASA management approach to solving complex problems on earth is discussed. The management of the Apollo program is presented as an example of effective management techniques. Four key elements of effective management are analyzed. Photographs of the Cape Kennedy launch sites and supporting equipment are included to support the discussions.

Transportation technology program: Strategic plan

NASA Astrophysics Data System (ADS)

1991-09-01

The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

Transportation technology program: Strategic plan

NASA Technical Reports Server (NTRS)

1991-01-01

The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

Current Fault Management Trends in NASA's Planetary Spacecraft

NASA Technical Reports Server (NTRS)

Fesq, Lorraine M.

2009-01-01

The key product of this three-day workshop is a NASA White Paper that documents lessons learned from previous missions, recommended best practices, and future opportunities for investments in the fault management domain. This paper summarizes the findings and recommendations that are captured in the White Paper.

NASA occupational medicine programs: Our obligation to management

NASA Technical Reports Server (NTRS)

Arnoldt, L. B.; Mockbee, J.

1975-01-01

Factors to be considered in forming policies for managing NASA's health maintenance program to provide optimum arrangement for quality medical care are discussed. Topics include scheduling routine physical examinations, job related stress, prevalence of chronic diseases, additions to the PROM data system, and disease trends among personnel.

Space Station overall management approach for operations

NASA Technical Reports Server (NTRS)

Paules, G.

1986-01-01

An Operations Management Concept developed by NASA for its Space Station Program is discussed. The operational goals, themes, and design principles established during program development are summarized. The major operations functions are described, including: space systems operations, user support operations, prelaunch/postlanding operations, logistics support operations, market research, and cost/financial management. Strategic, tactical, and execution levels of operational decision-making are defined.

Probabilistic Risk Assessment Procedures Guide for NASA Managers and Practitioners (Second Edition)

NASA Technical Reports Server (NTRS)

Stamatelatos,Michael; Dezfuli, Homayoon; Apostolakis, George; Everline, Chester; Guarro, Sergio; Mathias, Donovan; Mosleh, Ali; Paulos, Todd; Riha, David; Smith, Curtis;

Strategic agility for nursing leadership.

PubMed

Shirey, Maria R

2015-06-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change. In this article, the author discusses strategic agility as an important leadership competency and offers approaches for incorporating strategic agility in healthcare systems. A strategic agility checklist and infrastructure-building approach are presented.

Beyond the Rational: The Strategic Management Process, Cultural Change and Post-Incorporation Further Education.

ERIC Educational Resources Information Center

Watson, George; Crossley, Michael

2001-01-01

Examines the introduction and evolution of the Strategic Management Process in England's further education sector. Critiques the transfer of business-sector management models to postsecondary education, reviews related policy literature, and summarizes a detailed longitudinal study of cultural change in one college embarking upon incorporation.…

NASA aviation safety program aircraft engine health management data mining tools roadmap

DOT National Transportation Integrated Search

2000-04-01

Aircraft Engine Health Management Data Mining Tools is a project led by NASA Glenn Research Center in support of the NASA Aviation Safety Program's Aviation System Monitoring and Modeling Thrust. The objective of the Glenn-led effort is to develop en...

NASA Update for Unidata Stratcomm

NASA Technical Reports Server (NTRS)

Lynnes, Chris

2017-01-01

The NASA representative to the Unidata Strategic Committee presented a semiannual update on NASAs work with and use of Unidata technologies. The talk updated Unidata on the program of cloud computing prototypes underway for the Earth Observing System Data and Information System (EOSDIS). Also discussed was a trade study on the use of the Open source Project for a Network Data Access Protocol (OPeNDAP) with Web Object Storage in the cloud.

Funding and Strategic Alignment Guidance for Infusing Small Business Innovation Research Technology into NASA Programs Associated with the Aeronautics Research Mission Directorate

NASA Technical Reports Server (NTRS)

Nguyen, Hung D.; Steele, Gynelle C.

2015-01-01

This report is intended to help NASA program and project managers incorporate Small Business Innovation Research/Small Business Technology Transfer (SBIR/STTR) technologies that have gone through Phase II of the SBIR program into NASA Aeronautics and Mission Directorate (ARMD) programs. Other Government and commercial program managers can also find this information useful.

Low Carbon Propulsion Strategic Thrust Overview

NASA Technical Reports Server (NTRS)

Dryer, Jay

2014-01-01

NASA is taking a leadership role with regard to developing new options for low-carbon propulsion. Work related to the characterization of alternative fuels is coordinated with our partners in government and industry, and NASA is close to concluding a TC in this area. Research on alternate propulsion concepts continues to grow and is an important aspect of the ARMD portfolio. Strong partnerships have been a key enabling factor for research on this strategic thrust.

How do we Remain Us in a Time of Change: Culture and Knowledge Management at NASA

NASA Technical Reports Server (NTRS)

Linde, Charlotte

2003-01-01

This viewgraph representation presents an overview of findings of a NASA agency-wide Knowledge Management Team considering culture and knowledge management issues at the agency. Specific issues identified by the team include: (1) NASA must move from being a knowledge hoarding culture to a knowledge sharing culture; (2) NASA must move from being center focused to being Agency focused; (3) NASA must capture the knowledge of a departing workforce. Topics considered include: what must NASA know to remain NASA, what were previous forms of knowledge reproduction and how has technological innovations changed these systems, and what changes in funding and relationships between contractors and NASA affected knowledge reproduction.

Effects of Principals' Team Work Capabilities on the Adoption of Strategic Management in Public Secondary Schools in Baringo County, Kenya

ERIC Educational Resources Information Center

Moindi, Richard C.; Changeiywo, Johnson M.; Sang, Anthony K.

2016-01-01

Strategic management is a critical component for the effective performance of an organization. Many successful organizations have consistently performed better than their competitors mainly because they have implemented strategic management. The Ministry of Education (MOE) in the Republic of Kenya expects that all secondary schools put in place…

Strategic management of five deciduous forest invaders using Microstegium vimineum as a model species

Treesearch

Cynthia D. Huebner

2007-01-01

This paper links key plant invasive traits with key landscape traits to define strategic management for five common forest invaders, using empirical data of Microstegium vimineum dispersal into forests as a preliminary model. Microstegium vimineum exhibits an Allee effect that may allow management to focus on treating its source...

A status review of NASA's COSAM (Conservation Of Strategic Aerospace Materials) program

NASA Technical Reports Server (NTRS)

Stephens, J. R.

1982-01-01

The use and supply of strategic elements in nickel base superalloys for gas turbine engines are reviewed. Substitution of strategic elements, advanced processing concepts, and the identification of alternate materials are considered. Cobalt, tantalum, columbium, and chromium, the supplies of which are 91-100% imported, are the materials of major concern.

University Program Management Information System: NASA's University Program Active Projects

NASA Technical Reports Server (NTRS)

Gans, Gary (Technical Monitor)

2003-01-01

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Office of Education/N.

Application of multi-criteria decision-making on strategic municipal solid waste management in Dalmatia, Croatia.

PubMed

Vego, Goran; Kucar-Dragicević, Savka; Koprivanac, Natalija

2008-11-01

The efficiency of providing a waste management system in the coastal part of Croatia consisting of four Dalmatian counties has been modelled. Two multi-criteria decision-making (MCDM) methods, PROMETHEE and GAIA, were applied to assist with the systematic analysis and evaluation of the alternatives. The analysis covered two levels; first, the potential number of waste management centres resulting from possible inter-county cooperation; and second, the relative merits of siting of waste management centres in the coastal or hinterland zone was evaluated. The problem was analysed according to several criteria; and ecological, economic, social and functional criteria sets were identified as relevant to the decision-making process. The PROMETHEE and GAIA methods were shown to be efficient tools for analysing the problem considered. Such an approach provided new insights to waste management planning at the strategic level, and gave a reason for rethinking some of the existing strategic waste management documents in Croatia.

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

NASA Technical Reports Server (NTRS)

2003-01-01

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

Management Approach for NASA's Earth Venture-1 (EV-1) Airborne Science Investigations

NASA Technical Reports Server (NTRS)

Guillory, Anthony R.; Denkins, Todd C.; Allen, B. Danette

2013-01-01

The Earth System Science Pathfinder (ESSP) Program Office (PO) is responsible for programmatic management of National Aeronautics and Space Administration's (NASA) Science Mission Directorate's (SMD) Earth Venture (EV) missions. EV is composed of both orbital and suborbital Earth science missions. The first of the Earth Venture missions is EV-1, which are Principal Investigator-led, temporally-sustained, suborbital (airborne) science investigations costcapped at $30M each over five years. Traditional orbital procedures, processes and standards used to manage previous ESSP missions, while effective, are disproportionally comprehensive for suborbital missions. Conversely, existing airborne practices are primarily intended for smaller, temporally shorter investigations, and traditionally managed directly by a program scientist as opposed to a program office such as ESSP. In 2010, ESSP crafted a management approach for the successful implementation of the EV-1 missions within the constructs of current governance models. NASA Research and Technology Program and Project Management Requirements form the foundation of the approach for EV-1. Additionally, requirements from other existing NASA Procedural Requirements (NPRs), systems engineering guidance and management handbooks were adapted to manage programmatic, technical, schedule, cost elements and risk. As the EV-1 missions are nearly at the end of their successful execution and project lifecycle and the submission deadline of the next mission proposals near, the ESSP PO is taking the lessons learned and updated the programmatic management approach for all future Earth Venture Suborbital (EVS) missions for an even more flexible and streamlined management approach.

Strategic information technology alliances for effective health-care supply chain management.

PubMed

Shih, Stephen C; Rivers, Patrick A; Hsu, H Y Sonya

2009-08-01

To gain and sustain competitive advantage, health-care providers have to continuously review and renovate their operational and information technology (IT) strategies through collaborative and cooperative endeavour with their supply chain channel members. This paper explores new ways of enhancing a health-care organization's responsiveness to changes and increasing its competitiveness through implementing strategic information technology alliances among channel members in a health-care supply chain network. An overview of issues and problems (e.g. bullwhip effect, negative externalities and free-riding phenomenon in multichannel supply chains) presented in the health-care supply chains is first delineated. This paper further goes over the issues of health-care supply chain coordination and integration for strategic IT alliances, followed by the discussion of the spillover effect of IT investments. A number of viable IT practices (such as information sharing and Internet-enabled supply chain portal) for effective health-care supply chain collaboration and coordination are then examined in this research. Finally, the paper discusses how strategic IT alliances can help improve the effectiveness of health-care supply chain management.

Challenges of Developing New Classes of NASA Self-Managing Mission

NASA Technical Reports Server (NTRS)

Hinchey, M. G.; Rash, J. I.; Truszkowski, W. F.; Rouff, C. A.; Sterritt, R.

2005-01-01

NASA is proposing increasingly complex missions that will require a high degree of autonomy and autonomicity. These missions pose hereto unforeseen problems and raise issues that have not been well-addressed by the community. Assuring success of such missions will require new software development techniques and tools. This paper discusses some of the challenges that NASA and the rest of the software development community are facing in developing these ever-increasingly complex systems. We give an overview of a proposed NASA mission as well as techniques and tools that are being developed to address autonomic management and the complexity issues inherent in these missions.

The 2004 NASA Faculty Fellowship Program Research Reports

NASA Technical Reports Server (NTRS)

Pruitt, J. R.; Karr, G.; Freeman, L. M.; Hassan, R.; Day, J. B. (Compiler)

2005-01-01

This is the administrative report for the 2004 NASA Faculty Fellowship Program (NFFP) held at the George C. Marshall Space Flight Center (MSFC) for the 40th consecutive year. The NFFP offers science and engineering faculty at U.S. colleges and universities hands-on exposure to NASA s research challenges through summer research residencies and extended research opportunities at participating NASA research Centers. During this program, fellows work closely with NASA colleagues on research challenges important to NASA's strategic enterprises that are of mutual interest to the fellow and the Center. The nominal starting and .nishing dates for the 10-week program were June 1 through August 6, 2004. The program was sponsored by NASA Headquarters, Washington, DC, and operated under contract by The University of Alabama, The University of Alabama in Huntsville, and Alabama A&M University. In addition, promotion and applications are managed by the American Society for Engineering Education (ASEE) and assessment is completed by Universities Space Research Association (USRA). The primary objectives of the NFFP are to: Increase the quality and quantity of research collaborations between NASA and the academic community that contribute to the Agency s space aeronautics and space science mission. Engage faculty from colleges, universities, and community colleges in current NASA research and development. Foster a greater public awareness of NASA science and technology, and therefore facilitate academic and workforce literacy in these areas. Strengthen faculty capabilities to enhance the STEM workforce, advance competition, and infuse mission-related research and technology content into classroom teaching. Increase participation of underrepresented and underserved faculty and institutions in NASA science and technology.

Enhancing the nurses' role in healthcare delivery through strategic management: recognizing its importance or not?

PubMed

Carney, Marie

2009-09-01

To determine the importance of strategy in nursing management and to establish if strategic management has entered the lexicon of nurses' vocabulary. Developing and managing strategy is a critical success factor for health care managers. It remains unclear if nurse managers view strategy development as their role. A review of scholarly International nursing and management literature, available through CINAHL and PUBMED Data Bases was undertaken. The titles of 1063 articles, published between 1997 and 2007 were examined in order to determine the profile of strategy in those titles. Documentary analysis was undertaken on a random sample of 250 of those articles and on the full text of a further 100. Less than 10% of journal titles contained the word strategy. What was presented as strategy was in the majority of cases describing policy, administration or management. Little formal strategy theory was evident. The nursing profession does not appear to have adopted the terms strategy or strategic management to any great extent. Nurse Managers could play a greater role in enhancing healthcare delivery if an understanding of, and acceptance of the importance of strategy in health care delivery was promoted.

Learning-by-Doing Teamwork KSA: The Role of Strategic Management Simulation

ERIC Educational Resources Information Center

Martín-Pérez, Víctor; Martín-Cruz, Natalia; Pérez-Santana, Pilar

2012-01-01

The objective of this paper is to evaluate the effectiveness of strategic management simulations as a learning-by-doing tool so that university students can learn to work in a team, that is, they can enhance their knowledge, skills, and abilities (KSA) for effective teamwork. The authors have carried out an analysis of the effect of strategic…

Design and Operational Evaluation of the Traffic Management Advisor at the Fort Worth Air Route Traffic Control Center

DOT National Transportation Integrated Search

1997-06-19

NASA and the Federal Aviation Administration (FAA) have designed and developed an automation tool known as the Traffic Management Advisor (TMA). The TMA is a time-based strategic planning tool that provides Traffic Management Coordinators (TMCs) and ...

NASA's human system risk management approach and its applicability to commercial spaceflight.

PubMed

Law, Jennifer; Mathers, Charles H; Fondy, Susan R E; Vanderploeg, James M; Kerstman, Eric L

2013-01-01

As planning continues for commercial spaceflight, attention is turned to NASA to assess whether its human system risk management approach can be applied to mitigate the risks associated with commercial suborbital and orbital flights. NASA uses a variety of methods to assess the risks to the human system based on their likelihood and consequences. In this article, we review these methods and categorize the risks in the system as "definite," "possible," or "least" concern for commercial spaceflight. As with career astronauts, these risks will be primarily mitigated by screening and environmental control. Despite its focus on long-duration exploration missions, NASA's human system risk management approach can serve as a preliminary knowledge base to help medical planners prepare for commercial spaceflights.

Strategic Enrolment Management (SEM) in Self-Financed Higher Education of Hong Kong: Evaluation and Measurement

ERIC Educational Resources Information Center

Ng, Peggy; Galbraith, Craig

2016-01-01

The purpose of this study is to examine how the dimensions of strategic enrolment management (SEM) tie to the success metrics in the area of enrolment, retention and graduation from senior and programme management perspectives of a self-financed institution in Hong Kong. The literature on SEM has demonstrated that managing enrolment is a global…

NASA Earth Science Update with Information Science Technology

NASA Technical Reports Server (NTRS)

Halem, Milton

2000-01-01

This viewgraph presentation gives an overview of NASA earth science updates with information science technology. Details are given on NASA/Earth Science Enterprise (ESE)/Goddard Space Flight Center strategic plans, ESE missions and flight programs, roles of information science, ESE goals related to the Minority University-Space Interdisciplinary Network, and future plans.

The Strategic Management of Charter Schools: Frameworks and Tools for Educational Entrepreneurs. Educational Innovations

ERIC Educational Resources Information Center

Frumkin, Peter; Manno, Bruno V.; Edgington, Nell

2011-01-01

"The Strategic Management of Charter Schools" addresses the challenges facing such schools by mapping out, in straightforward and highly pragmatic terms, a management framework for them. The first charter school law in the United States was enacted in Minnesota in 1991. In the twenty years since that modest beginning, the movement has burgeoned…

My Work in the NASA Glenn History Office and Records Management Office

NASA Technical Reports Server (NTRS)

Mate, Robert C.

2004-01-01

This is my fourth summer working with my mentor, Kevin P. Coleman, who is the Center History Coordinator, Center Records Manager, and Center Forms Manager. I am working in the GRC History Office with some overlap in the Records Management Office. I have three major projects this summer. First, I am assisting in the documentation of historic facilities. Second, I am involved in a project to organize files and create an archives at Plum Brook Station. Third, I have helped the records management office with its inventory of stored records at Plum Brook. Also, I received an award this summer for research work I had done for NASA in the past. First, my primary project is to help assemble documentation for historic facilities at Glenn. This is somewhat of an extension of my project from last summer. Last summer, I worked to compile a complete list of all of NASA s historic sites and landmarks (as designated by the National Park Service, as well as several private organizations) throughout the country. Then, I briefly researched the significance of historic designation under federal law. Finally, I put my findings into a report which was submitted to NASA Headquarters. Upon review by the NASA History Office and several center-level history officials, it was decided that NASA should work to update its documentation of its historic sites and landmarks since some of the documentation was outdated or unavailable. Until recently, many project managers and facility managers working at historic facilities were not even aware that their surroundings had been designated as historic under federal law (most specifically, the National Historic Preservation Act of 1966 and its amendments). Therefore, they were unaware of the legal obligations for historic preservation. This summer, my project is to research some of Glenn s historic sites and landmarks in more detail. The goal is to put together a template for documenting historic NASA facilities. The hope is that this template of

NASA Research to Support the Airlines

NASA Technical Reports Server (NTRS)

Mogford, Richard

2016-01-01

This is a PowerPoint presentation that was a review of NASA projects that support airline operations. It covered NASA tasks that have provided new tools to the airline operations center and flight deck including the Flight Awareness Collaboration Tool, Dynamic Weather Routes, Traffic Aware Strategic Aircrew Requests, and Airplane State Awareness and Prediction Technologies. This material is very similar to other previously approved presentations with the same title.

Strategic planning: today's hot buttons.

PubMed

Bohlmann, R C

1998-01-01

The first generation of mergers and managed care hasn't slowed down group practices' need for strategic planning. Even groups that already went through one merger are asking about new mergers or ownership possibilities, the future of managed care, performance standards and physician unhappiness. Strategic planning, including consideration of bench-marking, production of ancillary services and physician involvement, can help. Even if only a short, general look at the future, strategic planning shows the proactive leadership needed in today's environment.

The occupational safety and health scorecard--a business case example for strategic management.

PubMed

Köper, Birgit; Möller, Klaus; Zwetsloot, Gerard

2009-12-01

Human resources and health issues are crucial in terms of corporate competitiveness. However, systematic, continuous and strategically aligned occupational safety and health (OSH) management is scarcely applied in companies. One major reason for this could be the lack of generally accepted and standardised OSH control methods. Our objective was thus to conceptualize a method by which qualitative factors such as human resources and OSH aspects contribute to the performance or value-added layer of an organization. We developed a business case based on the well-known and accepted Balanced Scorecard approach, which we adapted and applied to the management of OSH issues. The concept was implemented in the course of a comprehensive case study at a German automobile manufacturer. We gathered health as well as finance data in order to test which health-related indicators had an impact on financial performance. The demonstration of, and reporting on, how the promotion of workplace health contributes strategically to the organization is crucial for both health and human resource managers. Based on multivariate regression analyses, our main finding was that the Balanced Scorecard approach is an adequate means to control OSH issues in terms of strategic health management. Our analyses demonstrated that health-related interventions contribute significantly to performance aspects such as quality, productivity, absenteeism, and cost reduction. Therefore, the financial impact of health-related aspects / interventions could be demonstrated by means of the OSH scorecard. The availability and quality of health data within the context of overall corporate performance data needs to be improved in order to bridge OSH-related and performance issues of an organization.

Report: EPA Prepared to Implement Strategic Human Capital Management Activities But Challenges Remain

EPA Pesticide Factsheets

Report #2004-P-00024, September 20, 2004. EPA’s headquarters and regional offices are prepared to implement strategic human capital management activities, but an alignment of office-level activities to the Agency’s Strategy for Human Capital is lacking.

Subsolid pulmonary nodules: imaging evaluation and strategic management.

PubMed

Godoy, Myrna C B; Sabloff, Bradley; Naidich, David P

2012-07-01

Given the higher rate of malignancy of subsolid pulmonary nodules and the considerably lower growth rate of ground-glass nodules (GGNs), dedicated standardized guidelines for management of these nodules have been proposed, including long-term low-dose computed tomography (CT) follow-up (≥3 years). Physicians must be familiar with the strategic management of subsolid pulmonary nodules, and should be able to identify imaging features that suggest invasive adenocarcinoma requiring a more aggressive management. Low-dose CT screening studies for early detection of lung cancer have increased our knowledge of pulmonary nodules, and in particular our understanding of the strong although imperfect correlation of the subsolid pulmonary nodules, including pure GGNs and part-solid nodules, with the spectrum of preinvasive to invasive lung adenocarcinoma. Serial CT imaging has shown stepwise progression in a subset of these nodules, characterized by increase in size and density of pure GGNs and development of a solid component, the latter usually indicating invasive adenocarcinoma. There is close correlation between the CT features of subsolid nodules (SSNs) and the spectrum of lung adenocarcinoma. Standardized guidelines are suggested for management of SSNs.

Strategic planning by independent community pharmacies.

PubMed

Harrison, Donald L

2005-01-01

(1) To assess the degree and level of use of the strategic planning process (none, partly, fully) by independent community pharmacy owners/managers and (2) to evaluate the relationships between independent community pharmacy owners/managers' level of strategic planning and indicators of pharmacy performance; including new and refill prescriptions filled, gross margin, rated patient care performance, rated dispensing performance, rated non-pharmacy performance, and rated financial performance. Cross-sectional study. United States. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Quality of strategic planning conducted; pharmacy performance measures. Only 141 of 527 (26.8%) usable responses indicated use of some (77 pharmacies, 54.6%) or all (64 pharmacies, 45.4%) of the seven steps typical of strategic planning. Significant associations were observed between the level of strategic planning use and all pharmacy performance variables assessed, including indicators such as greater numbers of new and refill prescriptions dispensed, gross margins, patient care performance, dispensing performance, non-pharmacy performance, and financial performance. Greater ratings of pharmacy performance were significantly associated with the level of strategic planning use. Respondents who fully used strategic planning had significantly higher indicators than partial users; respondents who partly used the process had significantly higher ratings than respondents who did not conduct strategic planning.

Research and Development at NASA

NASA Technical Reports Server (NTRS)

2004-01-01

The Vision for Space Exploration marks the next segment of NASA's continuing journey to find answers to compelling questions about the origins of the solar system, the existence of life beyond Earth, and the ability of humankind to live on other worlds. The success of the Vision relies upon the ongoing research and development activities conducted at each of NASA's 10 field centers. In an effort to promote synergy across NASA as it works to meet its long-term goals, the Agency restructured its Strategic Enterprises into four Mission Directorates that align with the Vision. Consisting of Exploration Systems, Space Operations, Science, and Aeronautics Research, these directorates provide NASA Headquarters and the field centers with a streamlined approach to continue exploration both in space and on Earth.

A framework for operationalization of strategic plans and metrics for corporate performance measurement in transportation asset management

NASA Astrophysics Data System (ADS)

Mteri, Hassan H.

This thesis investigated the business processes required to translate corporate-level strategic plans into tactical and operational plans in the context of transportation asset management. The study also developed a framework for effective performance measure for departments of transportation. The thesis was based on a case study of transportation agencies in the U.S.A. and Canada. The scope is therefore limited or more directly applicable to transportation assets such as pavement, bridges and culverts. The goal was to address the problem of translating or managing strategic plans, especially in the context of the public sector responsible for operating transportation infrastructure. It was observed that many agencies have been successful in formulating good strategic plans but they have performed relatively poorly in translating such corporate-level strategic plans into operational activities. A questionnaire survey was designed and targeted about 30 state agencies that are currently active in transportation asset management. Twenty one (21) transportation agencies in the USA and Canada responded to the questionnaire. The analysis of the questionnaire data showed that there is a lack of a standard approach to managing corporate strategic plans in transportation agencies. The results also indicated that most transportation agencies operate in three organizational levels but there was no systematic approach of translating goal and objectives from high level to lower levels. Approaches in performance measurement were found to vary from agency to agency. A number of limitations were identified in the existing practice on performance measurements. Key weaknesses include the large number of measures in use (as many as 25 or more), and the disconnection between the measures used and the corporate goals and objectives. Lessons from the private sector were thoroughly reviewed in order to build the groundwork for adapting existing tools to the public sector. The existing

The Effects of Top Management Support on Strategic Information Systems Planning Success

ERIC Educational Resources Information Center

Elysee, Gerald

2012-01-01

The success of strategic information systems planning (SISP) is of paramount importance to academics as well as practitioners. SISP is a management process that enables organizations to successfully harness the power of current- and next-generation information systems (IS) applications to fulfill their business goals. Hence, by capturing the major…

Strategic Management and Innovation: A Checklist for Readiness Evaluation of AACSB Standards

ERIC Educational Resources Information Center

Kundu, Goutam Kumar; Bairi, Jayachandra

2016-01-01

Purpose: The purpose of this paper is to introduce the concept of a checklist, focusing on the detailed analysis of the requirement of the Association to Advance Collegiate Schools of Business (AACSB) standards related to strategic management and innovation area, for evaluation of implementation readiness in a business school setting.…

Technology Transfer and Innovation Initiatives in Strategic Management: Generating an Alternative Perspective

ERIC Educational Resources Information Center

Major, E.

2003-01-01

This paper taps the strategic management discipline to inform our understanding of technology transfer and innovation (TTI) initiatives. With special focus on the UK Foresight programme it considers the impacts that the resource-based and core competence approaches to strategy can have on understanding the nature and effectiveness of TTI…

Crew workload-management strategies - A critical factor in system performance

NASA Technical Reports Server (NTRS)

Hart, Sandra G.

1989-01-01

This paper reviews the philosophy and goals of the NASA/USAF Strategic Behavior/Workload Management Program. The philosophical foundation of the program is based on the assumption that an improved understanding of pilot strategies will clarify the complex and inconsistent relationships observed among objective task demands and measures of system performance and pilot workload. The goals are to: (1) develop operationally relevant figures of merit for performance, (2) quantify the effects of strategic behaviors on system performance and pilot workload, (3) identify evaluation criteria for workload measures, and (4) develop methods of improving pilots' abilities to manage workload extremes.

Communication satellites: Guidelines for a strategic plan

NASA Technical Reports Server (NTRS)

1987-01-01

To maintain and augment the leadership that the United States has enjoyed and to ensure that the nation is investing sufficiently and wisely to this purpose, a strategic plan for satellite communications research and development was prepared by NASA. Guidelines and recommendations for a NASA plan to support this objective and for the conduct of communication satellite research and development program over the next 25 years were generated. The guidelines are briefly summarized.

Managing for Results: Using Strategic Human Capital Management To Drive Transformational Change. Testimony before the National Commission on the Public Service.

ERIC Educational Resources Information Center

Walker, David M.

The General Accounting Office (GAO) examined the effectiveness of using strategic human capital (HC) management to drive transformational change in federal agencies and reported on its own implementation of a new competency-based performance management system. First, the potential impacts of the following three broad HC reform opportunities to…

Implementing a balanced scorecard as a strategic management tool in a long-term care organization.

PubMed

Schalm, Corinne

2008-01-01

The Capital Care Group, the largest public sector continuing care organization in Canada, had no ready access to information on its own performance and therefore was limited in its pursuit of evidence-informed decision-making. To remedy this, it was decided to introduce a balanced scorecard. A literature review was conducted together with interviews with 10 other health care organizations which had implemented balanced scorecards. With this information, a workshop was held that resulted in a framework and about 120 potential indicators. Subsequently the number of indicators was reduced to 29, using pre-determined criteria. Development of a corporate balanced scorecard facilitated executive strategic thinking and clarified the organization's strategic direction. In parallel, scorecards were developed at the level of care centres. These had a common core of indicators, plus some site-specific ones. Development of the corporate scorecard took three years and an additional six months for the care centre scorecards. A formal implementation plan has been accepted by the executive team. Key to this is communicating to staff the role of scorecards for strategic management and not just performance measurement. Traditional thinking needs to change from a short-term operational focus to long-term strategy. In addition, champions need to be identified in each care centre and they need to be networked together. Finally, the scorecard is being integrated into existing operational management as a routine component together with resources to support its use. The balanced scorecard has focused on its role as a strategic management tool. The indicators and dimensions need to be customized to the organization. Senior management must be seen to be driving its introduction. It is worth spending sufficient time developing and implementing a scorecard rather than trying to rush its introduction. The scorecard needs to be integrated with existing management processes and sufficient

Depending on Partnerships to Manage NASA's Earth Science Data

NASA Astrophysics Data System (ADS)

Behnke, J.; Lindsay, F. E.; Lowe, D. R.

2015-12-01

increase in user demand that has occurred over the past 15 years. We will present how the EOSDIS has relies on partnerships to support the challenges of managing NASA's Earth Science data.

The NASA Air Traffic Management Ontology: Technical Documentation

NASA Technical Reports Server (NTRS)

Keller, Richard M.

2017-01-01

This document is intended to serve as comprehensive documentation for the NASA Air Traffic Management (ATM) Ontology. The ATM Ontology is a conceptual model that defines key classes of entities and relationships pertaining to the US National Airspace System (NAS) and the management of air traffic through that system. A wide variety of classes are represented in the ATM Ontology, including classes corresponding to flights, aircraft, manufacturers, airports, airlines, air routes, NAS facilities, air traffic control advisories, weather phenomena, and many others. The Ontology can be useful in the context of a variety of information management tasks relevant to NAS, including information exchange, data query and search, information organization, information integration, and terminology standardization.

Cultivating strategic thinking skills.

PubMed

Shirey, Maria R

2012-06-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author presents an overview of strategic leadership and offers approaches for cultivating strategic thinking skills.

Strategic Capability Development in the Higher Education Sector

ERIC Educational Resources Information Center

Brown, Paul

2004-01-01

The research adopts a case study approach (in higher education) to investigate how strategic capabilities might be developed in an organisation through strategic management development (SMD). SMD is defined as "Management development interventions which are intended to enhance the strategic capability and corporate performance of an…

Proceedings of the NASA Laboratory Astrophysics Workshop

NASA Technical Reports Server (NTRS)

Salama, Farid (Editor)

2002-01-01

This document is the proceedings of the NASA Laboratory Astrophysics Workshop, convened May 1-3, 2002 at NASA's Ames Research Center. Sponsored by the NASA Office of Space Science (OSS), this programmatic workshop is held periodically by NASA to discuss the current state of knowledge in the interdisciplinary field of laboratory astrophysics and to identify the science priorities (needs) in support of NASA's space missions. An important goal of the Workshop is to provide input to OSS in the form of a white paper for incorporation in its strategic planning. This report comprises a record of the complete proceedings of the Workshop and the Laboratory Astrophysics White Paper drafted at the Workshop.

Strategic Enrollment Management (SEM) Decisions and Geographic Information Systems (GIS) for Community Colleges

ERIC Educational Resources Information Center

Baldin, Antoinette M.

2013-01-01

With the changing landscape in enrollment options for potential community college students, community college administrators are looking for ways to forecast enrollment by using strategic enrollment management models. Today, community colleges' administration is challenged to develop, use, and implement enrollment models that support their…

Strategic Issues for Training.

ERIC Educational Resources Information Center

Pollitt, David, Ed.

1999-01-01

Contains precis of 18 articles on strategic management issues, including management development, on-the-job training, corporate scholarship, educational technology, coaching, investing in intellectual capital, and knowledge management. (SK)

Learning to think strategically.

PubMed

1994-01-01

Strategic thinking focuses on issues that directly affect the ability of a family planning program to attract and retain clients. This issue of "The Family Planning Manager" outlines the five steps of strategic thinking in family planning administration: 1) define the organization's mission and strategic goals; 2) identify opportunities for improving quality, expanding access, and increasing demand; 3) evaluate each option in terms of its compatibility with the organization's goals; 4) select an option; and 5) transform strategies into action. Also included in this issue is a 20-question test designed to permit readers to assess their "strategic thinking quotient" and a list of sample questions to guide a strategic analysis.

NASA UAS Traffic Management National Campaign Operations across Six UAS Test Sites

NASA Technical Reports Server (NTRS)

Rios, Joseph; Mulfinger, Daniel; Homola, Jeff; Venkatesan, Priya

2016-01-01

NASA's Unmanned Aircraft Systems Traffic Management research aims to develop policies, procedures, requirements, and other artifacts to inform the implementation of a future system that enables small drones to access the low altitude airspace. In this endeavor, NASA conducted a geographically diverse flight test in conjunction with the FAA's six unmanned aircraft systems Test Sites. A control center at NASA Ames Research Center autonomously managed the airspace for all participants in eight states as they flew operations (both real and simulated). The system allowed for common situational awareness across all stakeholders, kept traffic procedurally separated, offered messages to inform the participants of activity relevant to their operations. Over the 3- hour test, 102 flight operations connected to the central research platform with 17 different vehicle types and 8 distinct software client implementations while seamlessly interacting with simulated traffic.

National Aeronautics and Space Administration (NASA) Education 1993-2009

ERIC Educational Resources Information Center

Ivie, Christine M.

2009-01-01

The National Aeronautics and Space Administration was established in 1958 and began operating a formal education program in 1993. The purpose of this study was to analyze the education program from 1993-2009 by examining strategic plan documents produced by the NASA education office and interviewing NASA education officials who served during that…

The PVCC Strategic Plan.

ERIC Educational Resources Information Center

Piedmont Virginia Community Coll., Charlottesville, VA.

Presents Piedmont Virginia Community College's (PVCC's) strategic plan. Contains the following chapters: (1) introduction; (2) statement of mission; (3) summary of the college's strategic initiatives: funding, organization, faculty and staff, curriculum and instruction, enrollment management, students and student services, facilities, technology,…

The intelligent user interface for NASA's advanced information management systems

NASA Technical Reports Server (NTRS)

Campbell, William J.; Short, Nicholas, Jr.; Rolofs, Larry H.; Wattawa, Scott L.

1987-01-01

NASA has initiated the Intelligent Data Management Project to design and develop advanced information management systems. The project's primary goal is to formulate, design and develop advanced information systems that are capable of supporting the agency's future space research and operational information management needs. The first effort of the project was the development of a prototype Intelligent User Interface to an operational scientific database, using expert systems and natural language processing technologies. An overview of Intelligent User Interface formulation and development is given.

NASA's Coordinated Efforts to Enhance STEM Education: Bringing NASA Science into the Library

NASA Astrophysics Data System (ADS)

Meinke, B. K.; Thomas, C.; Eyermann, S.; Mitchell, S.; LaConte, K.; Hauck, K.

2015-11-01

Libraries are community-centered, free-access venues serving learners of all ages and backgrounds. Libraries also recognize the importance of science literacy and strive to include science in their programming portfolio. Scientists and educators can partner with local libraries to advance mutual goals of connecting the public to Earth and Space Science. In this interactive Special Interest Group (SIG) discussion, representatives from the NASA Science Mission Directorate (SMD) Education and Public Outreach (EPO) community's library collaborations discussed the opportunities for partnership with public and school libraries; explored the resources, events, and programs available through libraries; explored NASA science programming and professional development opportunities available for librarians; and strategized about the types of support that librarians require to plan and implement programs that use NASA data and resources. We also shared successes, lessons learned, and future opportunities for incorporating NASA science programming into library settings.

Proceedings from the 2001 NASA Occupational Health Conference: Risk Assessment and Management in 2001

NASA Technical Reports Server (NTRS)

Roberson, Sheri (Editor); Kelly, Bruce (Editor); Gettleman, Alan G. (Technical Monitor)

2001-01-01

This Conference convened approximately 86 registered participants of invited guest speakers, NASA presenters, and a broad spectrum of the Occupational Health disciplines representing NASA Headquarters and all NASA Field Centers. Two days' Professional Development Courses on Exposure Assessment Strategies and Statistics and on Advanced Cardiac Life Support training and recertification preceded the Conference. With the theme, 'Risk Assessment and Management in 2001,' conferees were first provided updates from the Program Principal Center Office and the Headquarters Office. Plenary sessions elaborated on several topics: biological terrorism, OSHA recordability, Workers' Compensation issues, Federal ergonomic standards, bridging aerospace medicine and occupational health-especially in management of risk in spaceflight, and EAP operations with mission failures. A keynote address dealt with resiliency skills for 21st century workers and two NASA astronaut speakers highlighted a tour of the Johnson Space Center. During discipline specific breakout sessions, current issues in occupational health management and policy, credentialing and privileging, health risk assessment, measurement and standardization, audits, database development, prevention and rehabilitation, international travel and infection control, employee assistance, nursing process, and environmental health were presented.

Making Sense of Rocket Science - Building NASA's Knowledge Management Program

NASA Technical Reports Server (NTRS)

Holm, Jeanne

2002-01-01

The National Aeronautics and Space Administration (NASA) has launched a range of KM activities-from deploying intelligent "know-bots" across millions of electronic sources to ensuring tacit knowledge is transferred across generations. The strategy and implementation focuses on managing NASA's wealth of explicit knowledge, enabling remote collaboration for international teams, and enhancing capture of the key knowledge of the workforce. An in-depth view of the work being done at the Jet Propulsion Laboratory (JPL) shows the integration of academic studies and practical applications to architect, develop, and deploy KM systems in the areas of document management, electronic archives, information lifecycles, authoring environments, enterprise information portals, search engines, experts directories, collaborative tools, and in-process decision capture. These systems, together, comprise JPL's architecture to capture, organize, store, and distribute key learnings for the U.S. exploration of space.

Funding and Strategic Alignment Guidance for Infusing Small Business Innovation Research Technology Into NASA Programs Associated With the Human Exploration and Operations Mission Directorate

NASA Technical Reports Server (NTRS)

Nguyen, Hung D.; Steele, Gynelle C.

2015-01-01

This report is intended to help NASA program and project managers incorporate Small Business Innovation Research/Small Business Technology Transfer (SBIR/STTR) technologies that have gone through Phase II of the SBIR program into NASA Human Exploration and Operations Mission Directorate (HEOMD) programs. Other Government and commercial project managers can also find this information useful.

75 FR 47346 - Draft Strategic Plan for FY 2010-2015

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-05

...://www.treas.gov/offices/management/budget/strategic-plan/2007-2012/strategic-plan2007-2012.pdf . The....ustreas.gov/offices/management/budget/strategic-plan/ and by clicking on the comment link. Comments may... DEPARTMENT OF THE TREASURY Draft Strategic Plan for FY 2010-2015 AGENCY: United States Department...

Langley Research Center Strategic Plan for Education

NASA Technical Reports Server (NTRS)

Proctor, Sandra B.

1994-01-01

Research assignment centered on the preparation of final draft of the NASA Langley Strategic Plan for Education. Primary research activity consisted of data collection, through interviews with LaRC Office of Education and NASA Headquarters staff, university administrators and faculty, and school administrators / teachers; and documentary analysis. Pre-college and university programs were critically reviewed to assure effectiveness, support of NASA and Langley's mission and goals; National Education Goals; and educational reform strategies. In addition to these mandates, pre-college programs were reviewed to address present and future LaRC activities for teacher enhancement and preparation. University programs were reviewed with emphasis on student support and recruitment; faculty development and enhancement; and LaRC's role in promoting the utilization of educational technologies and distance learning. The LaRC Strategic Plan for Education will enable the Office of Education to provide a focused and well planned continuum of education programs for students, teachers and faculty. It will serve to direct and focus present activities and programs while simultaneously offering the flexibility to address new and emerging directions based on changing national, state, and agency trends.

Strategic Plan for Sustainable Energy Management and Environmental Stewardship for Los Angeles Unified School District

DOE Office of Scientific and Technical Information (OSTI.GOV)

Walker, A.; Beattie, D.; Thomas, K.

2007-11-01

This Strategic Plan for Sustainable Energy Management and Environmental Stewardship states goals, measures progress toward goals and how actions are monitored to achieve continuous improvement for the Los Angeles Unified School District.

Configuration Management at NASA

NASA Technical Reports Server (NTRS)

Doreswamy, Rajiv

2013-01-01

NASA programs are characterized by complexity, harsh environments and the fact that we usually have one chance to get it right. Programs last decades and need to accept new hardware and technology as it is developed. We have multiple suppliers and international partners Our challenges are many, our costs are high and our failures are highly visible. CM systems need to be scalable, adaptable to new technology and span the life cycle of the program (30+ years). Multiple Systems, Contractors and Countries added major levels of complexity to the ISS program and CM/DM and Requirements management systems center dot CM Systems need to be designed for long design life center dot Space Station Design started in 1984 center dot Assembly Complete in 2012 center dot Systems were developed on a task basis without an overall system perspective center dot Technology moves faster than a large project office, try to make sure you have a system that can adapt

San Bernardino Valley College Strategic Enrollment Management Plan: Recruitment and Retention, 2000-2002.

ERIC Educational Resources Information Center

Romero, David T., Ed.

The San Bernardino Valley College (California) Strategic Enrollment Management (SEM) Plan was developed to specifically increase student enrollment and to improve retention over 2000-2002, and thereafter. Presents the SEM plan in two parts: recruitment and retention. The date, description, action, person responsible, date needed, date completed,…

[NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 7:] The NASA/DOD Aerospace Knowledge Diffusion Research Project: The DOD perspective

NASA Technical Reports Server (NTRS)

Pinelli, Thomas E.; Kennedy, John M.

1990-01-01

This project will provide descriptive and analytical data regarding the flow of STI at the individual, organizational, national, and international levels. It will examine both the channels used to communicate information and the social system of the aerospace knowledge diffusion process. Results of the project should provide useful information to R and D managers, information managers, and others concerned with improving access to and use of STI. Objectives include: (1) understanding the aerospace knowledge diffusion process at the individual, organizational, and national levels, placing particular emphasis on the diffusion of Federally funded aerospace STI; (2) understanding the international aerospace knowledge diffusion process at the individual and organizational levels, placing particular emphasis on the systems used to diffuse the results of Federally funded aerospace STI; (3) understanding the roles NASA/DoD technical report and aerospace librarians play in the transfer and use of knowledge derived from Federally funded aerospace R and D; (4) achieving recognition and acceptance within NASA, DoD and throughout the aerospace community that STI is a valuable strategic resource for innovation, problem solving, and productivity; and (5) providing results that can be used to optimize the effectiveness and efficiency of the Federal STI aerospace transfer system and exchange mechanism.

Mapping the Strategic Thinking of Public Relations Managers in a Crisis Situation: An Illustrative Example Using Conjoint Analysis.

ERIC Educational Resources Information Center

Bronn, Peggy Simcic; Olson, Erik L.

1999-01-01

Illustrates the operationalization of the conjoint analysis multivariate technique for the study of the public relations function within strategic decision making in a crisis situation. Finds that what the theory describes as the strategic way of handling a crisis is also the way each of the managers who were evaluated would prefer to conduct…

Strategic management of the health workforce in developing countries: what have we learned?

PubMed

Fritzen, Scott A

2007-02-26

The study of the health workforce has gained in prominence in recent years, as the dynamic interconnections between human resource issues and health system effectiveness have come into sharper focus. This paper reviews lessons relating to strategic management challenges emerging from the growing literature in this area. Workforce issues are strategic: they affect overall system performance as well as the feasibility and sustainability of health reforms. Viewing workforce issues strategically forces health authorities to confront the yawning gaps between policy and implementation in many developing countries. Lessons emerge in four areas. One concerns imbalances in workforce structure, whether from a functional specialization, geographical or facility lens. These imbalances pose a strategic challenge in that authorities must attempt to steer workforce distribution over time using a limited range of policy tools. A second group of lessons concerns the difficulties of central-level steering of the health workforce, often critically weak due to the lack of proper information systems and the complexities of public sector decentralization and service commercialization trends affecting the grassroots.A third cluster examines worker capacity and motivation, often shaped in developing countries as much by the informal norms and incentives as by formal attempts to support workers or to hold them accountable. Finally, a range of reforms centering on service contracting and improvements to human resource management are emerging. Since these have as a necessary (but not sufficient) condition some flexibility in personnel practices, recent trends towards the sharing of such functions with local authorities are promising. The paper identifies a number of current lines of productive research, focusing on the relationship between health policy reforms and the local institutional environments in which the workforce, both public and private, is deployed.

Mission to Planet Earth. Strategic enterprise plan, 1995-2000

NASA Astrophysics Data System (ADS)

1995-05-01

Mission to Planet Earth (MTPE) provides long-term understanding of the earth system needed to protect and improve our environment, now and for future generations. This MTPE Strategic Enterprise Plan states how NASA intends to meet its responsibility to the Nation for developing a long-term, integrated program of environmental observation in support of informed decision-making. This plan implements the NASA Strategic Plan for the MTPE Enterprise; it is the first version of a rolling 5-year plan that will be updated annually. It is consistent with the interagency program developed by the Committee on Environment and Natural Resources of the National Science and Technology Council and implemented in large part through the U.S. Global Change Research Program. This report consists of the following sections: (1) introduction; (2) scientific foundation; (3) mission (destination and purposes); (4) principle of operation (ethical and quality assurance standards); (5) customer base (to ensure that the right products and services are delivered); (6) internal and external assessments; (7) assumptions; (8) goals, objectives, and strategies; (9) linkages to other strategic enterprises; and (10) summary.

Mission to Planet Earth. Strategic enterprise plan, 1995-2000

NASA Technical Reports Server (NTRS)

1995-01-01

Mission to Planet Earth (MTPE) provides long-term understanding of the earth system needed to protect and improve our environment, now and for future generations. This MTPE Strategic Enterprise Plan states how NASA intends to meet its responsibility to the Nation for developing a long-term, integrated program of environmental observation in support of informed decision-making. This plan implements the NASA Strategic Plan for the MTPE Enterprise; it is the first version of a rolling 5-year plan that will be updated annually. It is consistent with the interagency program developed by the Committee on Environment and Natural Resources of the National Science and Technology Council and implemented in large part through the U.S. Global Change Research Program. This report consists of the following sections: (1) introduction; (2) scientific foundation; (3) mission (destination and purposes); (4) principle of operation (ethical and quality assurance standards); (5) customer base (to ensure that the right products and services are delivered); (6) internal and external assessments; (7) assumptions; (8) goals, objectives, and strategies; (9) linkages to other strategic enterprises; and (10) summary.

Mission to Planet Earth Strategic Enterprise Plan 1996-2002

NASA Technical Reports Server (NTRS)

1996-01-01

Mission to Planet Earth's (MTPE's) first Strategic Enterprise Plan, issued in May 1995, defined the Agency's major goals and objectives as well as constraints. This update of the Strategic Enterprise Plan identifies the following major changes: a focused Science Research Plan that integrates space-based and in situ observational critical science to address critical science uncertainties; a technology infusion plan to reduce the cost of future missions; a series of flight opportunities to infuse new science into the overall program; and a tighter coupling between NASA and NOAA to reduce costs and to improve the overall program. Three important new initiatives are also under development and are described briefly in this plan: MTPE Education Strategy, MTPE Commercial Strategy, and an emerging concept for an Integrated Global Observing Strategy. This first update to the MTPE Strategic Enterprise Plan captures these new developments, and takes a significant step forward in planning this complex Earth system science endeavor. The plan and other information on MTPE may be viewed via the Internet at http://www.hq.nasa.gov/office/mtpe/.

Strategic Advantage in the 1990s: Total Quality Management Enabled by Information Technology

DTIC Science & Technology

1991-01-01

in respect to balance of trade? The answer is that we are not doing well.. .we have been on an economic decline for three decades.2 This decline has...SERVICES & DAILY WORKLIFE FIGURE 6. STRATEGIC MANAGEMENT MODEL Planning should follow a structured process but be less bureaucratic and burdensome (i.e

A strategic value management approach for energy and maintenance management in a building

NASA Astrophysics Data System (ADS)

Nawi, Mohd Nasrun Mohd; Dahlan, Nofri Yenita; Nadarajan, Santhirasegaran

2015-05-01

Fragmentation process is always been highlighted by the stakeholders in the construction industry as one of the `critical' issue that diminishing the opportunity for stakeholders that involved during the operation and maintenance stage to influence design decisions. Failure of design professionals to consider how a maintenance contractor or facility manager will construct the design thus results in higher operating cost, wastage, defects during the maintenance and operation process. Moving towards team integration is considered a significant strategy for overcoming the issue. Value Management is a style of management dedicated to guiding people and promoting innovation with the aim to improve overall building performance through structured, team-oriented exercises which make explicit, and appraise subsequent decisions, by reference to the value requirements of the clients. Accordingly, this paper discusses the fragmentation issue in more detail including the definition, causes and effects to the maintenance and operation of building and at the same time will highlighted the potential of VM integrated team approach as a strategic management approach for overcoming that issue. It also explores that the team integration strategy alleviates scheduling problems, delays and disputes during the construction process, and, hence, prevent harming the overall building performance.

NASA Remote Sensing Applications for Archaeology and Cultural Resources Management

NASA Technical Reports Server (NTRS)

Giardino, Marco J.

2008-01-01

NASA's Earth Science Mission Directorate recently completed the deployment of the Earth Observation System (EOS) which is a coordinated series of polar-orbiting and low inclination satellites for long-term global observations of the land surface, biosphere, solid Earth, atmosphere, and oceans. One of the many applications derived from EOS is the advancement of archaeological research and applications. Using satellites, manned and unmanned airborne platform, NASA scientists and their partners have conducted archaeological research using both active and passive sensors. The NASA Stennis Space Center (SSC) located in south Mississippi, near New Orleans, has been a leader in space archaeology since the mid-1970s. Remote sensing is useful in a wide range of archaeological research applications from landscape classification and predictive modeling to site discovery and mapping. Remote sensing technology and image analysis are currently undergoing a profound shift in emphasis from broad classification to detection, identification and condition of specific materials, both organic and inorganic. In the last few years, remote sensing platforms have grown increasingly capable and sophisticated. Sensors currently in use, including commercial instruments, offer significantly improved spatial and spectral resolutions. Paired with new techniques of image analysis, this technology provides for the direct detection of archaeological sites. As in all archaeological research, the application of remote sensing to archaeology requires a priori development of specific research designs and objectives. Initially targeted at broad archaeological issues, NASA space archaeology has progressed toward developing practical applications for cultural resources management (CRM). These efforts culminated with the Biloxi Workshop held by NASA and the University of Mississippi in 2002. The workshop and resulting publication specifically address the requirements of cultural resource managers through

Alertness management in flight operations - Strategic napping

NASA Technical Reports Server (NTRS)

Rosekind, Mark R.; Gander, Philippa H.; Dinges, David F.

1991-01-01

Strategic napping in two different flight operation environments is considered to illustrate its application as a fatigue countermeasure. Data obtained from commercial short-haul and long-haul operations demonstrated the utility and current practices of strategic napping. A preplanned cockpit nap acted as an acute 'safety valve' for the sleep loss, circadian disruption, and fatigue that occurs in long-haul flying.

Space life sciences strategic plan

NASA Astrophysics Data System (ADS)

Nicogossian, Arnauld E.

1992-05-01

Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

Space life sciences strategic plan

NASA Technical Reports Server (NTRS)

Nicogossian, Arnauld E.

1992-01-01

Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

Alertness Management In Flight Operations: A NASA Education and Training Module

NASA Technical Reports Server (NTRS)

Rosekind, Mark R.; Lebacqz, Victor J.; Gander, Philippa H.; Co, Elizabeth L.; Weldon, Keri J.; Smith, Roy M.; Miller, Donna L.; Gregory, Kevin B.; Statler, Irving C. (Technical Monitor)

1994-01-01

Since 1980, the NASA Ames Fatigue Countermeasures Program has been conducting research on sleep, circadian rhythms, and fatigue in a variety of flight operations 1. An original goal of the program was to return the scientific and operational knowledge to the aviation industry. To meet this goal, the NASA Ames Fatigue Countermeasures Program has created an Education and Training Module entitled, "Strategies for Alertness Management in Flight Operations." The Module was designed to meet three objectives: 1) explain the current state of knowledge about the physiological mechanisms underlying fatigue, 2) demonstrate how this knowledge can be applied to improve flight crew sleep, performance, and alertness, and 3) offer countermeasure recommendations. The Module is composed of two components: 1) a 60-minute live presentation provided by a knowledgeable individual and 2) a NASA/FAA Technical Memorandum (TM) that contains the presentation materials and appendices with complementary information. The TM is provided to all individuals attending the live presentation. The Module content is divided into three parts: 1) basic information on sleep, sleepiness, circadian rhythms, fatigue, and how flight operations affect these physiological factors, 2) common misconceptions about sleep, sleepiness, and fatigue, and 3) alertness management strategies. The Module is intended for pilots, management personnel, schedulers, flight attendants, and the many other individuals involved in the aviation system.

Applicability of NASA contract quality management and failure mode effect analysis procedures to the USGS Outer Continental Shelf oil and gas lease management program

NASA Technical Reports Server (NTRS)

Dyer, M. K.; Little, D. G.; Hoard, E. G.; Taylor, A. C.; Campbell, R.

1972-01-01

An approach that might be used for determining the applicability of NASA management techniques to benefit almost any type of down-to-earth enterprise is presented. A study was made to determine the following: (1) the practicality of adopting NASA contractual quality management techniques to the U.S. Geological Survey Outer Continental Shelf lease management function; (2) the applicability of failure mode effects analysis to the drilling, production, and delivery systems in use offshore; (3) the impact on industrial offshore operations and onshore management operations required to apply recommended NASA techniques; and (4) the probable changes required in laws or regulations in order to implement recommendations. Several management activities that have been applied to space programs are identified, and their institution for improved management of offshore and onshore oil and gas operations is recommended.

NASA and the U.S. climate program - A problem in data management

NASA Technical Reports Server (NTRS)

Quann, J. J.

1978-01-01

NASA's contribution to the total data base for the National Climate Plan will be to produce climate data sets from its experimental space observing systems and to maximize the value of these data for climate analysis and prediction. Validated data sets will be provided to NOAA for inclusion into their overall diagnostic data base. NASA data management for the Climate Plan will involve: (1) cataloging and retrieval of large integrated and distributed data sets upon user demand, and (2) the storage equivalent of 100,000 digital data tapes. It will be the largest, most complex data system ever developed by NASA

Open Innovation at NASA: A New Business Model for Advancing Human Health and Performance Innovations

NASA Technical Reports Server (NTRS)

Davis, Jeffrey R.; Richard, Elizabeth E.; Keeton, Kathryn E.

2014-01-01

This paper describes a new business model for advancing NASA human health and performance innovations and demonstrates how open innovation shaped its development. A 45 percent research and technology development budget reduction drove formulation of a strategic plan grounded in collaboration. We describe the strategy execution, including adoption and results of open innovation initiatives, the challenges of cultural change, and the development of virtual centers and a knowledge management tool to educate and engage the workforce and promote cultural change.

Explore The NASA Safety Center

NASA Image and Video Library

2015-07-01

The NASA Safety Center (NSC) reports to NASA’s Office of Safety and Mission Assurance and supports the Safety and Mission Assurance (SMA) requirements of NASA’s portfolio of programs and projects. The NSC focuses on development of the personnel, processes and tools needed for the safe and successful achievement of NASA’s strategic goals.

Strategic Human Resource Planning in Academia

ERIC Educational Resources Information Center

Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

2009-01-01

A strategic plan guides a college in successfully meeting its mission. Based on the strategic plan, a college can develop a human resource plan that will allow it to make management decisions in the present to support the future direction of the college. The overall purpose of human resource management is to: (1) ensure the organization has…

Results of a Television Station Managers' Telephone Survey of NASA's Destination Tomorrow(Trademark)

NASA Technical Reports Server (NTRS)

Endo, Scott; Pinelli, Thomas E.; Caton, Randall H.

2005-01-01

We conducted a television station managers' telephone survey concerning NASA's Destination Tomorrow. On a 10-point scale, survey participants rated the overall technical quality of NASA's Destination Tomorrow highly (mean = 9.48), and the educational value of the series slightly more highly (mean = 9.56). Ninety one percent of the participants reported that the technical quality of NASA's Destination Tomorrow was higher compared to other educational programming that airs on their station. Most stations (81 percent) indicated that NASA's Destination Tomorrow was well received by their audiences, and 97 percent indicated that they had recommended or would recommend the series to a colleague. Lastly, using a 10-point scale, survey participants indicated that (1) the series successfully educates people about what NASA does (mean = 9.23), (2) the information contained in NASA's Destination Tomorrow is credible (mean = 9.53), and (3) the series is successful in educating the public about what NASA does (mean = 9.23).

Implementing NASA's Capability-Driven Approach: Insight into NASA's Processes for Maturing Exploration Systems

NASA Technical Reports Server (NTRS)

Williams-Byrd, Julie; Arney, Dale; Rodgers, Erica; Antol, Jeff; Simon, Matthew; Hay, Jason; Larman, Kevin

2015-01-01

NASA is engaged in transforming human spaceflight. The Agency is shifting from an exploration-based program with human activities focused on low Earth orbit (LEO) and targeted robotic missions in deep space to a more sustainable and integrated pioneering approach. Through pioneering, NASA seeks to address national goals to develop the capacity for people to work, learn, operate, live, and thrive safely beyond the Earth for extended periods of time. However, pioneering space involves more than the daunting technical challenges of transportation, maintaining health, and enabling crew productivity for long durations in remote, hostile, and alien environments. This shift also requires a change in operating processes for NASA. The Agency can no longer afford to engineer systems for specific missions and destinations and instead must focus on common capabilities that enable a range of destinations and missions. NASA has codified a capability driven approach, which provides flexible guidance for the development and maturation of common capabilities necessary for human pioneers beyond LEO. This approach has been included in NASA policy and is captured in the Agency's strategic goals. It is currently being implemented across NASA's centers and programs. Throughout 2014, NASA engaged in an Agency-wide process to define and refine exploration-related capabilities and associated gaps, focusing only on those that are critical for human exploration beyond LEO. NASA identified 12 common capabilities ranging from Environmental Control and Life Support Systems to Robotics, and established Agency-wide teams or working groups comprised of subject matter experts that are responsible for the maturation of these exploration capabilities. These teams, called the System Maturation Teams (SMTs) help formulate, guide and resolve performance gaps associated with the identified exploration capabilities. The SMTs are defining performance parameters and goals for each of the 12 capabilities

National Aeronautics and Space Administration (NASA) Earth Science Research for Energy Management. Part 1; Overview of Energy Issues and an Assessment of the Potential for Application of NASA Earth Science Research

NASA Technical Reports Server (NTRS)

Zell, E.; Engel-Cox, J.

2005-01-01

Effective management of energy resources is critical for the U.S. economy, the environment, and, more broadly, for sustainable development and alleviating poverty worldwide. The scope of energy management is broad, ranging from energy production and end use to emissions monitoring and mitigation and long-term planning. Given the extensive NASA Earth science research on energy and related weather and climate-related parameters, and rapidly advancing energy technologies and applications, there is great potential for increased application of NASA Earth science research to selected energy management issues and decision support tools. The NASA Energy Management Program Element is already involved in a number of projects applying NASA Earth science research to energy management issues, with a focus on solar and wind renewable energy and developing interests in energy modeling, short-term load forecasting, energy efficient building design, and biomass production.

Microgravity strategic plan, 1988

NASA Technical Reports Server (NTRS)

1988-01-01

The NASA agency-wide microgravity strategic plan is presented, and its research, applications, and commercialization for the 1990's is addressed. The plan presents an analysis of the current situation, identifies critical factors, and defines goals, objectives, and strategies, which are intended to: (1) provide a context for decision making; (2) assure realism in long-range planning and direction for hardware development; and (3) establish a framework for developing a national microgravity research plan.

The Bureaucratic Experience and Post Modern Challenges of Strategic Management in Higher Education Institutions

ERIC Educational Resources Information Center

Thomas, Olusola A.

2014-01-01

This study examined the nature of bureaucracy in Higher Education Institutions (HEIs), and the need for strategic management considering the propelling forces of academic revolution meaning that HEIs must perform better with fewer resources and provide innovative solutions. Three research questions guided this study which followed a…

Management of Cultural Differences under Various Forms of China-UK Higher Education Strategic Alliances

ERIC Educational Resources Information Center

Li, Xiaoqing; Roberts, Joanne; Yan, Yanni; Tan, Hui

2016-01-01

International strategic alliances are notorious for their high failure rate. Increased inter-partner conflict resulting from ineffective cross-cultural management is perceived to be one of the key reasons for unsatisfactory alliance performance. Driven by globalization, universities are extending into foreign markets through the establishment of…

Project Assessment Framework through Design (PAFTD) - A Project Assessment Framework in Support of Strategic Decision Making

NASA Technical Reports Server (NTRS)

Depenbrock, Brett T.; Balint, Tibor S.; Sheehy, Jeffrey A.

2014-01-01

Research and development organizations that push the innovation edge of technology frequently encounter challenges when attempting to identify an investment strategy and to accurately forecast the cost and schedule performance of selected projects. Fast moving and complex environments require managers to quickly analyze and diagnose the value of returns on investment versus allocated resources. Our Project Assessment Framework through Design (PAFTD) tool facilitates decision making for NASA senior leadership to enable more strategic and consistent technology development investment analysis, beginning at implementation and continuing through the project life cycle. The framework takes an integrated approach by leveraging design principles of useability, feasibility, and viability and aligns them with methods employed by NASA's Independent Program Assessment Office for project performance assessment. The need exists to periodically revisit the justification and prioritization of technology development investments as changes occur over project life cycles. The framework informs management rapidly and comprehensively about diagnosed internal and external root causes of project performance.

[The use of the balanced scorecard and the budget in the strategic management of public hospitals].

PubMed

Naranjo Gil, David

2010-01-01

To analyze the relationship between hospital managers' characteristics and the use of the balanced scorecard and the budget. A further aim was to analyze how these two techniques influence strategic goals aimed at cost reduction and enhancing service flexibility. Data were collected through a questionnaire sent to 884 members of top management teams in 218 public hospitals in Spain. The response rate was 53.51% with 473 useful questionnaires. Structural equation techniques were used to validate the metric scales and the model used. Younger managers and less tenured managers were more likely to use the balanced scorecard than the budget. Diversity in the top management team was related to the use of distinct management control techniques. The use of the balanced scorecard was positively associated with the implementation of healthcare strategies focused on enhancing service flexibility and reducing healthcare cost. The adoption of management control systems is not only a function of the outcome of a rational decision-making process and institutional pressures but also crucially depends on the characteristics of the individuals ultimately responsible for such decisions. The use of the balanced scorecard facilitates hospitals' implementation of plans with multiple strategic goals. Copyright 2009 SESPAS. Published by Elsevier Espana. All rights reserved.

Case Studies in NASA High-Technology Risk Assessment and Management

NASA Technical Reports Server (NTRS)

Lambright, W. Henry

1998-01-01

This study discusses the approach of NASA managers in the assessment of risk in three critical decisions: the Apollo 8 decision to orbit the Moon in 1968, the servicing of the Hubble Space Telescope in 1993, and the privitization of the Space Shuttle in the latter 1990s.

Measuring and managing risk improves strategic financial planning.

PubMed

Kleinmuntz, D N; Kleinmuntz, C E; Stephen, R G; Nordlund, D S

1999-06-01

Strategic financial risk assessment is a practical technique that can enable healthcare strategic decision makers to perform quantitative analyses of the financial risks associated with a given strategic initiative. The technique comprises six steps: (1) list risk factors that might significantly influence the outcomes, (2) establish best-guess estimates for assumptions regarding how each risk factor will affect its financial outcomes, (3) identify risk factors that are likely to have the greatest impact, (4) assign probabilities to assumptions, (5) determine potential scenarios associated with combined assumptions, and (6) determine the probability-weighted average of the potential scenarios.

NASA SMD STEM Activation: Enabling NASA Science Experts and Content into the Learning Environment

NASA Astrophysics Data System (ADS)

Hasan, Hashima; Erickson, Kristen

2018-01-01

The NASA Science Mission Directorate (SMD) restructured its efforts to enhance learning in science, technology, engineering, and mathematics (STEM) content areas through a cooperative agreement notice issued in 2015. This effort resulted in the competitive selection of 27 organizations to implement a strategic approach that leverages SMD’s unique assets. Three of these are exclusively directed towards Astrophysics. These unique assets include SMD’s science and engineering content and Science Discipline Subject Matter Experts. Awardees began their work during 2016 and span all areas of Earth and space science and the audiences NASA SMD intends to reach. The goal of the restructured STEM Activation program is to further enable NASA science experts and content into the learning environment more effectively and efficiently with learners of all ages. The objectives are to enable STEM education, improve US scientific literacy, advance national educational goals, and leverage efforts through partnerships. This presentation will provide an overview of the NASA SMD STEM Activation landscape and its commitment to meeting user needs.

Development, Implementation, and Evaluation of a Strategic Plan for Improving Physical Plant Management at Southwest Texas Junior College.

ERIC Educational Resources Information Center

Box, Wilford Winston

A study was conducted at Southwest Texas Junior College (STJC) to assess current management practices used by the physical plant maintenance department (PPMD) and to develop a strategic plan for physical plant management. Procedures included an analysis of current management practices and systems that affect physical resources, and periodic and…

The NASA Integrated Information Technology Architecture

NASA Technical Reports Server (NTRS)

Baldridge, Tim

1997-01-01

of IT systems, 3) the Technical Architecture: a common, vendor-independent framework for design, integration and implementation of IT systems and 4) the Product Architecture: vendor=specific IT solutions. The Systems Architecture is effectively a description of the end-user "requirements". Generalized end-user requirements are discussed and subsequently organized into specific mission and project functions. The Technical Architecture depicts the framework, and relationship, of the specific IT components that enable the end-user functionality as described in the Systems Architecture. The primary components as described in the Technical Architecture are: 1) Applications: Basic Client Component, Object Creation Applications, Collaborative Applications, Object Analysis Applications, 2) Services: Messaging, Information Broker, Collaboration, Distributed Processing, and 3) Infrastructure: Network, Security, Directory, Certificate Management, Enterprise Management and File System. This Architecture also provides specific Implementation Recommendations, the most significant of which is the recognition of IT as core to NASA activities and defines a plan, which is aligned with the NASA strategic planning processes, for keeping the Architecture alive and useful.

Factors affecting strategic plan implementation using interpretive structural modeling (ISM).

PubMed

Bahadori, Mohammadkarim; Teymourzadeh, Ehsan; Tajik, Hamidreza; Ravangard, Ramin; Raadabadi, Mehdi; Hosseini, Seyed Mojtaba

2018-06-11

Purpose Strategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM). Design/methodology/approach The authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM. Findings Five main factors affected strategic plan implementation. Although all five variables and factors are top level, "senior manager awareness and participation in the strategic planning process" and "creating and maintaining team participation in the strategic planning process" had maximum drive power. "Organizational structure effects on the strategic planning process" and "Organizational culture effects on the strategic planning process" had maximum dependence power. Practical implications Identifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers. Originality/value The authors used ISM to analyze the relationship between factors affecting strategic plan implementation.

Improving Students' Self-Efficacy in Strategic Management: The Relative Impact of Cases and Simulations.

ERIC Educational Resources Information Center

Tompson, George H.; Dass, Parshotam

2000-01-01

Investigates the relative contribution of computer simulations and case studies for improving undergraduate students' self-efficacy in strategic management courses. Results of pre-and post-test data, regression analysis, and analysis of variance show that simulations result in significantly higher improvement in self-efficacy than case studies.…

NASA-Langley Research Center's Aircraft Condition Analysis and Management System Implementation

NASA Technical Reports Server (NTRS)

Frye, Mark W.; Bailey, Roger M.; Jessup, Artie D.

2004-01-01

This document describes the hardware implementation design and architecture of Aeronautical Radio Incorporated (ARINC)'s Aircraft Condition Analysis and Management System (ACAMS), which was developed at NASA-Langley Research Center (LaRC) for use in its Airborne Research Integrated Experiments System (ARIES) Laboratory. This activity is part of NASA's Aviation Safety Program (AvSP), the Single Aircraft Accident Prevention (SAAP) project to develop safety-enabling technologies for aircraft and airborne systems. The fundamental intent of these technologies is to allow timely intervention or remediation to improve unsafe conditions before they become life threatening.

NASA's EOSDIS Cumulus: Ingesting, Archiving, Managing, and Distributing from Commercial Cloud

NASA Astrophysics Data System (ADS)

Baynes, K.; Ramachandran, R.; Pilone, D.; Quinn, P.; Schuler, I.; Gilman, J.; Jazayeri, A.

2017-12-01

NASA's Earth Observing System Data and Information System (EOSDIS) has been working towards a vision of a cloud-based, highly-flexible, ingest, archive, management, and distribution system for its ever-growing and evolving data holdings. This system, Cumulus, is emerging from its prototyping stages and is poised to make a huge impact on how NASA manages and disseminates its Earth science data. This talk will outline the motivation for this work, present the achievements and hurdles of the past 18 months and will chart a course for the future expansion of the Cumulus expansion. We will explore on not just the technical, but also the socio-technical challenges that we face in evolving a system of this magnitude into the cloud and how we are rising to meet those challenges through open collaboration and intentional stakeholder engagement.

The first powerful steps in strategic development.

PubMed

Chang, Y N; Platt, W

1986-11-01

In an ever-changing business climate, the need for strategically oriented management increases, for the organization that is insensitive and unresponsive to its environment will not survive. The authors of this "Action Plan" examine the challenges facing the health industry and outline a series of actions for initiating strategic-driven management.

Oshkosh Logistic Management and Public Relations Responsibilities at NASA Langley

NASA Technical Reports Server (NTRS)

Beck, Danielle

1995-01-01

The central focus of my study for the summer of 1995 was to provide logistical support to Margaret Hunt, the logistics manager of the OSHKOSH airshow. In this capacity responsibilities included making arrangements for participants from NASA centers and SBIR companies for their stay in Wisconsin, while visiting the airshow, and managing staff for exhibits and the aerospace theater. A secondary purpose was to serve in other public service capacities by writing news releases, fact sheets, announcements, and articles for the Researcher News.

An overview of the NASA electronic components information management system

NASA Technical Reports Server (NTRS)

Kramer, G.; Waterbury, S.

1991-01-01

The NASA Parts Project Office (NPPO) comprehensive data system to support all NASA Electric, Electronic, and Electromechanical (EEE) parts management and technical data requirements is described. A phase delivery approach is adopted, comprising four principal phases. Phases 1 and 2 support Space Station Freedom (SSF) and use a centralized architecture with all data and processing kept on a mainframe computer. Phases 3 and 4 support all NASA centers and projects and implement a distributed system architecture, in which data and processing are shared among networked database servers. The Phase 1 system, which became operational in February of 1990, implements a core set of functions. Phase 2, scheduled for release in 1991, adds functions to the Phase 1 system. Phase 3, to be prototyped beginning in 1991 and delivered in 1992, introduces a distributed system, separate from the Phase 1 and 2 system, with a refined semantic data model. Phase 4 extends the data model and functionality of the Phase 3 system to provide support for the NASA design community, including integration with Computer Aided Design (CAD) environments. Phase 4 is scheduled for prototyping in 1992 to 93 and delivery in 1994.

Organizational Risk and Opportunity Management: Concepts and Processes for NASA's Consideration

NASA Technical Reports Server (NTRS)

Dezfuli, Homayoon; Benjamin, Allan; Everett, Christopher

2016-01-01

The focus of this report is on the development of a framework and overall approach that serves the interests of nonprofit and Government organizations like NASA that focus on developing and/or applying new technology (henceforth referred to as organizations like NASA). These interests tend to place emphasis on performing services and achieving scientific and technical gains more than on achieving financial investment goals, which is the province of commercial enterprises. In addition, the objectives of organizations like NASA extend to institutional development and maintenance, financial health, legal and reputational protection, education and partnerships, and mandated milestone achievements. This report discusses the philosophical underpinnings of OROM for organizations like NASA, the integration of OROM with existing management processes, and the nature of the activities that are performed to implement OROM within this context. The proposed framework includes a set of core principles that would be essential to any successful OROM approach, along with some features that are currently under development and are continuing to evolve. The report is intended to foster discussion of OROM at NASA in order to reach a consensus on the optimum approach for the agency.

NASA Capability Roadmaps Executive Summary

NASA Technical Reports Server (NTRS)

Willcoxon, Rita; Thronson, Harley; Varsi, Guilio; Mueller, Robert; Regenie, Victoria; Inman, Tom; Crooke, Julie; Coulter, Dan

2005-01-01

This document is the result of eight months of hard work and dedication from NASA, industry, other government agencies, and academic experts from across the nation. It provides a summary of the capabilities necessary to execute the Vision for Space Exploration and the key architecture decisions that drive the direction for those capabilities. This report is being provided to the Exploration Systems Architecture Study (ESAS) team for consideration in development of an architecture approach and investment strategy to support NASA future mission, programs and budget requests. In addition, it will be an excellent reference for NASA's strategic planning. A more detailed set of roadmaps at the technology and sub-capability levels are available on CD. These detailed products include key driving assumptions, capability maturation assessments, and technology and capability development roadmaps.

Space Station Freedom - Configuration management approach to supporting concurrent engineering and total quality management. [for NASA Space Station Freedom Program

NASA Technical Reports Server (NTRS)

Gavert, Raymond B.

1990-01-01

Some experiences of NASA configuration management in providing concurrent engineering support to the Space Station Freedom program for the achievement of life cycle benefits and total quality are discussed. Three change decision experiences involving tracing requirements and automated information systems of the electrical power system are described. The potential benefits of concurrent engineering and total quality management include improved operational effectiveness, reduced logistics and support requirements, prevention of schedule slippages, and life cycle cost savings. It is shown how configuration management can influence the benefits attained through disciplined approaches and innovations that compel consideration of all the technical elements of engineering and quality factors that apply to the program development, transition to operations and in operations. Configuration management experiences involving the Space Station program's tiered management structure, the work package contractors, international partners, and the participating NASA centers are discussed.

CTAS and NASA Air Traffic Management Fact Sheets for En Route Descent Advisor and Surface Management System

NASA Technical Reports Server (NTRS)

Lee, Katharine

2004-01-01

The Surface Management System (SMS) is a decision support tool that will help controllers, traffic managers, and NAS users manage the movements of aircraft on the surface of busy airports, improving capacity, efficiency, and flexibility. The Advanced Air Transportation Technologies (AATT) Project at NASA is developing SMS in cooperation with the FAA's Free Flight Phase 2 (FFP2) pro5ram. SMS consists of three parts: a traffic management tool, a controller tool, and a National Airspace System (NAS) information tool.

NASA's New Thermal Management Systems Roadmap; Whats in it, What it Means

NASA Technical Reports Server (NTRS)

Swanson, Ted

2016-01-01

In July of 2015 NASA publically released a new set of Technology Area Roadmaps that will be used to help guide future NASA-funded technology development efforts. One of these was the Thermal Management Systems Roadmap, often identified as TA14. This Roadmap identifies the time sequencing and interdependencies of high priority, advanced thermal control technology for the next 5 to 20 years. Available funding limits the development of new technology. The Roadmaps are the first step in the process of prioritizing HQ-supported technology funding. The 2015 Roadmaps are focused on planned mission architectures and needs, as identified in the NRC-led science Decadals and HEOMD's Design Reference Missions. Additionally, the 2015 Roadmaps focus on "applied " R&D as opposed to more basic research. The NASA Mission Directorates were all closely involved in development of 2015 Roadmaps, and an extensive external review was also conducted. This talk will discuss the Technology Roadmaps in general, and then focus on the specific technologies identified for TA 14, Thermal Management Systems.

Pricing and performance in health maintenance organizations: a strategic management perspective.

PubMed

Conant, J S; Mokwa, M P; Burnett, J J

1989-03-01

Innovative, consumer-oriented pricing strategies have contributed to the impressive growth of health maintenance organizations (HMOs). In a national study of HMO marketing directors, the relationships between strategic management style and (1) the relative importance of pricing in competitive marketing strategy, (2) the effectiveness of price strategy planning, and (3) financial performance are examined. The findings indicate that HMOs practicing effective price planning also perform well on an overall basis. Insight into the content and substance of HMO pricing strategies is also provided.

Transportable Applications Environment (TAE) Plus: A NASA user interface development and management system

NASA Technical Reports Server (NTRS)

Szczur, Martha R.

1991-01-01

The transportable Applications Environment Plus (TAE Plus), developed at the NASA Goddard Space FLight Center, is a portable, What you see is what you get (WYSIWYG) user interface development and management system. Its primary objective is to provide an integrated software environment that allows interactive prototyping and development of graphical user interfaces, as well as management of the user interface within the operational domain. TAE Plus is being applied to many types of applications, and what TAE Plus provides, how the implementation has utilizes state-of-the-art technologies within graphic workstations, and how it has been used both within and without NASA are discussed.

Strategic implementation plan

NASA Technical Reports Server (NTRS)

1989-01-01

The Life Science Division of the NASA Office of Space Science and Applications (OSSA) describes its plans for assuring the health, safety, and productivity of astronauts in space, and its plans for acquiring further fundamental scientific knowledge concerning space life sciences. This strategic implementation plan details OSSA's goals, objectives, and planned initiatives. The following areas of interest are identified: operational medicine; biomedical research; space biology; exobiology; biospheric research; controlled ecological life support; flight programs and advance technology development; the life sciences educational program; and earth benefits from space life sciences.

NASA directives master list and index

NASA Technical Reports Server (NTRS)

1993-01-01

This Handbook sets forth in two parts the following information for the guidance of users of the NASA Management Directives System. Part A is a master list of management directives in force as of March 31, 1993. Chapter 1 contains introductory informative material on how to use this Handbook. Chapter 2 is a complete master list of Agencywide management directives, describing each directive by type, number, effective date, expiration date, title, and organization code of the office responsible for the directive. Chapter 3 includes a consolidated numerical list of all delegations of authority and a breakdown of such delegation by the office or installation to which special authority is assigned. Chapter 4 sets forth a consolidated list of all NASA Handbooks (NHB's) and important footnotes covering the control and ordering of such documents. Chapter 5 is a consolidated list of NASA management directives applicable to the Jet Propulsion Laboratory. Chapter 6 is a consolidated list of NASA management directives published in the Code of Federal Regulations. Complementary manuals to the NASA Management Directives System are described in Chapter 7. Part B is the index to NASA management directives in force as of March 31, 1993. This part contains an in-depth alphabetical index to all NASA management directives other than Handbooks. NHB's 1610.6, 'NASA Personnel Security Handbook,' 1620.3, 'NASA Physical Security Handbook,' 1640.4, 'NASA Information Security Program,' 1900.1, 'Standards of Conduct for NASA Employees,' 5103.6, 'Source Evaluation Board Handbook,' and 7400.1, 'Budget Administration Manual,' are indexed in-depth. All other NHB's are indexed by titles only.

Psychosocial risks: is risk management strategic enough in business and policy making?

PubMed

Langenhan, Melissa K; Leka, Stavroula; Jain, Aditya

2013-06-01

In times of continuous change and volatile markets, organizations are increasingly characterized by downsizing, work intensification, and resource rationalization. This has resulted in diversification, and the emergence of new risks within the field of occupational health and safety, with an important impact. This paper focuses on one such type of risk in the modern workplace-psychosocial risks. The current study aimed to explore stakeholder perspectives, regarding the extent to which psychosocial risks are incorporated into strategic risk management practices, at both the business and policy level. Semi-structured interviews were conducted with 14 professionals, representing employer, expert, policy maker, and trade union stakeholder perspectives. It was found that the majority of organizations do not sufficiently, if at all, understand and incorporate psychosocial risks into strategic decision making, whereby the key barrier related to practical difficulties of not knowing how to manage psychosocial risks adequately. The study found that there is a need to close the gap between policy and practice on a number of levels. Future recommendations comprise a policy framework and infrastructure underpinned by educational initiatives, partnerships, and networks to drive a shift in attitudes toward recognizing the duality of the concept of risk (including both potential negative and positive outcomes) and moving beyond simple regulatory compliance.

Psychosocial Risks: Is Risk Management Strategic Enough in Business and Policy Making?

PubMed Central

Langenhan, Melissa K.; Leka, Stavroula; Jain, Aditya

2013-01-01

Background In times of continuous change and volatile markets, organizations are increasingly characterized by downsizing, work intensification, and resource rationalization. This has resulted in diversification, and the emergence of new risks within the field of occupational health and safety, with an important impact. This paper focuses on one such type of risk in the modern workplace—psychosocial risks. The current study aimed to explore stakeholder perspectives, regarding the extent to which psychosocial risks are incorporated into strategic risk management practices, at both the business and policy level. Methods Semi-structured interviews were conducted with 14 professionals, representing employer, expert, policy maker, and trade union stakeholder perspectives. Results It was found that the majority of organizations do not sufficiently, if at all, understand and incorporate psychosocial risks into strategic decision making, whereby the key barrier related to practical difficulties of not knowing how to manage psychosocial risks adequately. Conclusion The study found that there is a need to close the gap between policy and practice on a number of levels. Future recommendations comprise a policy framework and infrastructure underpinned by educational initiatives, partnerships, and networks to drive a shift in attitudes toward recognizing the duality of the concept of risk (including both potential negative and positive outcomes) and moving beyond simple regulatory compliance. PMID:23961331

2015 Enterprise Strategic Vision

DOE Office of Scientific and Technical Information (OSTI.GOV)

None

2015-08-01

This document aligns with the Department of Energy Strategic Plan for 2014-2018 and provides a framework for integrating our missions and direction for pursuing DOE’s strategic goals. The vision is a guide to advancing world-class science and engineering, supporting our people, modernizing our infrastructure, and developing a management culture that operates a safe and secure enterprise in an efficient manner.

The Role and Evolution of NASA's Earth Science Data Systems

NASA Technical Reports Server (NTRS)

Ramapriyan, H. K.

2015-01-01

One of the three strategic goals of NASA is to Advance understanding of Earth and develop technologies to improve the quality of life on our home planet (NASA strategic plan 2014). NASA's Earth Science Data System (ESDS) Program directly supports this goal. NASA has been launching satellites for civilian Earth observations for over 40 years, and collecting data from various types of instruments. Especially since 1990, with the start of the Earth Observing System (EOS) Program, which was a part of the Mission to Planet Earth, the observations have been significantly more extensive in their volumes, variety and velocity. Frequent, global observations are made in support of Earth system science. An open data policy has been in effect since 1990, with no period of exclusive access and non-discriminatory access to data, free of charge. NASA currently holds nearly 10 petabytes of Earth science data including satellite, air-borne, and ground-based measurements and derived geophysical parameter products in digital form. Millions of users around the world are using NASA data for Earth science research and applications. In 2014, over a billion data files were downloaded by users from NASAs EOS Data and Information System (EOSDIS), a system with 12 Distributed Active Archive Centers (DAACs) across the U. S. As a core component of the ESDS Program, EOSDIS has been operating since 1994, and has been evolving continuously with advances in information technology. The ESDS Program influences as well as benefits from advances in Earth Science Informatics. The presentation will provide an overview of the role and evolution of NASAs ESDS Program.

Reflections on Building and Teaching an Undergraduate Strategic Management Course in a Blended Format

ERIC Educational Resources Information Center