The X-31 was an international flight research program that involved collaboration from NASA, U.S. Air Force, Defense Advanced Research Projects Agency, U.S. Navy, Deutsche Aerospace, German Federal Ministry of Defense, and Rockwell International during the late 1980s and early 1990s.
Large, complex missions have long development timeframes that often increase the challenges associated with budget, schedule, risk and reviews. In this VPMC session, associate administrators of two NASA mission directorates will share lessons learned from large projects.
When an electrician at NASA’s Johnson Space Center suffered burns due to a pre-existing condition in a power distribution panel, one of the lessons learned was the importance of managing installation and maintenance records as government property.
For the first quarter of FY 2019, APPEL Knowledge Services offers a wide range of courses to support the development of NASA’s technical workforce.
Knowledge is an important product that comes out of all of NASA’s project work.
Wheel design for the Mars 2020 project includes modifications to increase durability over harsh Martian terrain based on lessons learned from operational use of the wheel design of its predecessor, the Mars Science Laboratory Curiosity rover.
Ambitious mission to rendezvous with an asteroid and return regolith samples to Earth enters exciting new phase.
In this VPMC, NASA systems engineers illustrated how they successfully applied their habits to their project work and how others might develop their project management competencies.
NASA developed and instituted an independent technical authority process after the Space Shuttle Columbia accident occurred. The technical authority model is designed to develop policy and procedural requirements and standards for program and project management when applicable and appropriate.
