At the 2009 NASA Project Management Challenge, I walked to the lectern wearing a white wig. I asked the audience to step back in time with me to the signing of the Declaration of Independence.
By Erik N. Nilsen and P.A. “Trisha” Jansma On October 18, 1989, the Galileo spacecraft lifted free from the shuttle cargo bay.
By Don Cohen Rüdiger Süß is the project manager for corporate strategy and international relations for the German Aerospace Center (DLR). DLR is the national research center for aeronautics and space research and the German Space Administration.
By Scott J. Cameron Government service has historically been associated with a relatively stable work environment, at least when compared with private-sector organizations forced to continually adapt to shifting market forces in the pursuit of survival and profitability.
By Keith L. Woodman I once had a NASA project manager who was notoriously hard to work with lament that people were leaving his project as fast as they could. Another project manager, who had no trouble retaining people, told me one of his secrets to success was to manage team members like volunteers. […]
By Laurence Prusak A while ago I asked a number of colleagues, clients, and friends the following question: “If the word ‘knowledge’ were somehow banned from the English language, what existing word could take its place?”
May 10, 2011 Vol. 4, Issue 3 The events leading up to the Deepwater Horizon accident offers several cautionary lessons for NASA.
By Jerry Mulenburg People make decisions, and people are fallible. So how can we make the best decisions in a particular situation given the information available? Crew resource management techniques designed for aircraft emergencies can help.
Don Cohen, Managing Editor In his article on a technique devised to help pilots and others deal with emergencies (“Crew Resource Management Improves Decision Making”), Jerry Mulenburg sums up the core actions of crew resource management as “see it, say it, fix it.”
