Doing hands-on work provides people direct experiences with components, objects and circumstances to encourage personal understanding of a specific subject matter.
Merger of APPEL and CKO creates synergies that strengthen both functions.
Leaders with decades of high-profile experience on NASA’s largest projects discuss the importance of good culture, open communication, and realistic expectations to mission success.
Crack in fuel tank ends storied research program at the dawn of the space age.
Knowledge of system development models used by NASA partners for systems engineering and integration can prevent miscommunication and unfulfilled expectations within NASA insight and oversight organizations.
Lander will search beneath the surface of Mars for clues to how all rocky planets formed and evolved.
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.
Mission of firsts achieves 101 percent success and sets the stage for orbiting the Moon.
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.
