Why is it so important for organizations to collaborate? Is it for better products? You simply don’t have a choice? You’ll fail without it? Synergies? How about this: it’s where all of your money is spent. Laurence Prusak is the Editor-in-Chief of ASK Magazine. He is also a researcher and consultant and was the founder […]
Former Johnson Space Center Director of Engineering Tom Moser explains that if you don’t “keep a program sold,” it will not survive. Recorded at Masters Forum 19: http://go.nasa.gov/1rtYeE8.
An unusual background can be an asset in aerospace — you never know when it will come in handy, according to former Goddard Space Flight Center Director Noel Hinners.
By Adam Harding A new engineer’s career with NASA usually begins by being tossed into the deep end. You are immediately handed real-world engineering challenges and face the overwhelming data, procedures, and calculations needed to solve them.
By John McManamen One of the many lessons I’ve learned during my career is we aren’t always as smart as we think we are. When we discovered large oscillations occurring during docking between the Space Shuttle and International Space Station (ISS), I had a chance to learn that lesson again.
Close-up detail of the surface of one of Josh Simpson’s glass “Planet” sculptures. Inspired in part by photographs taken by Astronaut Cady Coleman, his wife, he creates his fantasy planets in his studio in Shelburne Falls, Massachusetts. Photo Credit: Tommy Olof Elder
By Taralyn Frasqueri-Molina Even a genius team can never anticipate every possible risk that might occur on a project. Before unexpected risks rear their ugly heads, create a mitigation plan for dealing with the risk of not knowing what could happen.
By Matthew Kohut “Fast” is the word that best describes Tom Simon’s experience working at Marshall Space Flight Center on the Fast, Affordable, Science and Technology Satellite (FASTSAT), a microsatellite designed to carry six small experiments into space.
By Nick Chrissotimos The three main areas that can lead a project down a slippery slope are team dynamics, technical development issues, or those things outside the project’s control—external support, problems, or direction.
