By Don Cohen Robert C. Seamans was appointed associate administrator of NASA in 1960 and became deputy administrator in 1965. He later became secretary of the U.S. Air Force and then dean of the School of Engineering at MIT. Don Cohen spoke with him at the Robert C. Seamans Learning Laboratory on the MIT campus […]
By John McCreight Major organizational change—not incremental improvements, but dramatic, sea-change shifts to pursue ambitious new goals and meet major challenges—is hard.
The History of NASA Lessons from the past can help solve problems today, and the NASA History Division is a treasure trove of important lessons.
Here is a description of a book that we believe will interest ASK readers.
By Dr. Michael D. Griffin We at NASA have the unique privilege of carrying out an enormously challenging program of exploration and discovery on behalf of the American people.
By Laurence Prusak The complexity of NASA’s projects and the challenge of coordinating and communicating among the centers and organizations that do the work have parallels in enterprises that flourished long before the beginning of the space age.
Don Cohen, Managing Editor A casual observer of NASA’s accomplishments from Mercury and Apollo to the Space Shuttle, space telescopes, and interplanetary robotic missions would probably guess that those achievements depended on two things: technical knowledge and money.
By Dr. C. Howard Robins, Jr. The primary factor in project success is the quality of program and project management. Quality begins with excellent human resources, but effective processes are also critical.
By Stephen J. Kapurch Winston Churchill once famously remarked that the United States and Britain are two great countries separated by a common language.
