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.
By Mike Blythe NASA’s space flight programs and projects are highly visible national priorities. The Agency’s strategic plan articulates these space flight goals and the timetable for reaching them.
By Scott Pace NASA Administrator Michael Griffin established the Office of Program Analysis and Evaluation (PA&E) to supply independent studies and assessments of NASA programs for the Office of the Administrator.
By Bryan O’Connor When I was a test pilot at the Naval Air Test Center, I worked closely with the engineers designing the first American version of the British Harrier, a vertical/short takeoff and landing (V/STOL) fighter, for two years before the first flight of the prototype.
By Chris Scolese As a boy growing up, I was enthralled by all aspects of space exploration. I soon realized that the success of all space initiatives was the result of solid engineering.
