Highlights – Issue 24, Summer 2006

Goddard’s SEED Program: Growing Systems Engineers

The Goddard Systems Engineering Education Development program uses hands-on project experience to teach systems engineering expertise.
By the SEED Team with Don Cohen

Cassini-Huygens: International Cooperation for Astronomical Achievement

Collaboratingwithforeign space agencies has its own unique challenges.
By Kerry Ellis

Unexpected Delays Equal a Chance to Innovate

Whenapriority project suddenly faces cancellation, a team avoids discouragement and uses the delay to test their ideas and improve the design. 26
By Hugh Woodward

A Powerful Communication Tool: The Engineering White Paper

Achiefengineeruses a white paper to test his logic and communicate effectively with other members of a technical review team.
By James Wood

Featured Invention: Langley Soluble Imide

A happy accident creates one of the most versatile polymers available, and its uses are growing—even in the medical field.
By Ben Bruneau

Gravity Probe B: Testing Einstein... with a Management Experiment?

Giving Stanford University management responsibility for the complex Gravity Probe B project was an experiment that uncovered important lessons about NASA collaborations with university prime contractors.
By Edward S. Calder and Bradley T. Jones

University Collaborations: Teaching and Learning

One NASA project manager learns some of the dos and don’ts of working with university students.
By Kevin Vipavetz

Leaders’ Responsibility to Develop Future Leaders

Project leaders need to ensure project success and provide career development opportunities for promising team members.
By Gus Guastaferro

Interview with Rex Geveden

In conversation with Cohen and Ed Hoffman, NASA’s Associate Administrator talks about the importance of clear technical authority in the Agency and about how project managers develop their skills.
By Don Cohen

Success Through Failure

The noted engineering writer discusses how failure shapes good design and repeated success can ultimately lead to disaster.
By Henry Petroski

Sharing Responsibility for Risk

One project takes risk management a step further by creating metrics to measure how successful risk management efforts have been.
By Brent Robertson and Jerry Klein

The “Fifth Dimension” of Program and Project Management

A candid look at how politics and people’s perceptions can influence a project’s outcome.
By William H. Gerstenmaier

The Impact of Fear on Project Success

Fear may not make your employees work harder; it may actually cause them to hide the truth, which can lead to project failure.
By Frederick Manzer

ASK Magazine, Issue 24, Summer 2006

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