By Ryan Averbeck, John Day, and G. A. Gaddy The Fall 2007 issue of ASK Magazine generated a lot of discussion among those of us involved in the NASA Exploration Systems Mission Directorate (ESMD) Technology Protection Program.
By Bryan O’Connor The proximate causes of an accident and the changes needed to avoid repetition are usually clearer and more readily dealt with than the associated root causes.
By Nancy Mangini In spring of 2008, midlevel managers with different professional skills working in different divisions at Ames Research Center in Mountain View, California, participated in a six-month Strategic Leadership Boot Camp management training program.
By Randii R. Wessen and David Porter One of the many challenges of growing up as an identical twin, as one of us (Wessen) did, is learning how to share.
By Robert K. Hurley and Joseph T. Jimmerson “If you’re going to be a project manager at NASA, you need to be prepared for cancellation.” –Gene Austin, X-33 Space Plane program manager
By Ed Campion A blind engineer at Goddard Space Flight Center in Greenbelt, Maryland, had the vision for a solution to a problem that ultimately required him to fly to Europe to obtain potentially important data on the flight of a Soyuz capsule returning two International Space Station crew members and spaceflight participant Richard Garriott […]
By Krisztina Holly As a leader, imagine trying to manage more than 7,000 scientists from eighty-five countries around the world—with their own languages, cultures, and expertise—on a twenty-year collaboration to create the most complex system ever built.
By Brent Cobleigh On October 18, 2007, I received an e-mail from Thomas Zajkowski, remote-sensing analyst for the USDA Forest Service’s Remote-Sensing Application Center.
By Noel W. Hinners One of the great mysteries of life is that very few of those we work for have the least inclination, or possibly the needed skills, to consciously mentor us in the fine art of management.
