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NASA Case study presentation
- 1. MSc ISM Syndicate Group 2 Warwick Business School 7th December 2011
- 2. • Importance of Knowledge and Learning for NASA • Faster, Better, Cheaper (FBC) and its implications • Improving Knowledge Management (KM) • KM supporting innovation
- 3. • Highly technical, specialised projects, accompanied by intensive research (primarily aerospace) • Missions build on the success of previous ones • Time and cost intensive, leaving little room for error • Motto: For the Benefit of All – Wider implications
- 4. Poor knowledge management • No formal process for transferring knowledge • No proper documentation for lessons learned Unaddressed culture of knowledge sharing • Sharing only positive points Churning out short-term projects • “The program managers were thinking about project success, not program success.” - Senior JPL Manager Problem in personnel distribution • Promoting inexperienced staff
- 5. What has affected recent performance? 1) Insufficient Risk Assessment and Planning 2) Inadequate Review Process 3) Inadequate System Engineering Reasons: • Resistance of external expertise • Pockets of information • High knowledge, low experience
- 6. • Time constraints F • Overburdened staff • Poor risk management B • Undefined (open to interpretation) • Project Cancelation C • Emphasis on “short- term” Logo: http://www.nasa.gov
- 7. It is almost impossible to satisfy all three aspects. Faster 1 Cheaper 4 3 2 1. Bad quality Better 2. Need more time 3. Pay for quality 4. Mission impossible
- 8. Culture Supporting Services • Ownership • Training • Sharing & Reuse • Services • Incentives & Rewards • Strategic Tools (Lindkvist, 2004) Knowledge Management Knowledge Architecture IT Infrastructure • Knowledge Resources • Access Methods • Content & Context • Service Bases • Directories • Standards Adapt from Holm J., 2009, Knowledge Management at NASA: Quick Overview
- 9. Innovation
- 10. How KM supports innovation • Knowledge dispersion • Capture knowledge • Transform tacit to explicit knowledge • Innovation relies on the sharing and integration of knowledge • Adapting to fast changing world Examples • 3M UK (Brand, 1998) • Titan Industries
- 11. • Brand, A., (1998). Knowledge Management and Innovation at 3M. Journal of Knowledge Management, 2(1), pp. 17-22. • Brown, J. S., Duguid, P., (2000). Balancing act: How to capture knowledge without killing it. Harvard Business Review , 78(3) • Carneiro, A., (2000). How does knowledge management influence innovation and competitiveness. Journal of Knowledge Management, 4(2), pp. 87-98. • Chesbrough, H.W., (2003). The Era of Open Innovation. MIT Sloan Management Review • Kellogg, K., Orlikowski, W., Yates, J., (2006). Life in the trading zone: Structuring coordination across boundaries in postbureaucratic organizations. Organization Science, 17(1). • Leonard, D., Sensiper, S., (1998). The role of tacit knowledge in group innovation. California Management Review (Summer) pp. 32-41. • Lindkvist, L., (2004). Governing project-based firms: promoting market-like processes within hierarchies. Journal of Management and Governance , 8(1). • Newell, S. Et al., (2009). Managing knowledge work and innovation. London: Palgrave • Rao, M., (2010). Case Study: Knowledge Management at Titan Industries. [Online] Available at: http://km.techsparks.com/?p=223 [Accessed: 4 December 2011].
Hinweis der Redaktion
- NASA works in a field with few competitors (none domestic), but has broad areas of research. They rely heavily on what they know from previous research and experiences.Their knowledge has great value and is often accompanied by a high price. Mistakes must be minimal on a tight budget, and learning helps keep that number low.Their motto rings true. Many technological advances have permeated society. (medical advances like MRI, for example)
- A lot of missions that have failed resulted from poor knowledge management. There is a huge need for NASA to properly document lessons learned in order to avoid risk in the future. Risks could have been foreseen had there been a system in place.People were retiring and experienced personnel were leaving. No formal process for transferring knowledge from people.The culture of knowledge sharing also needs to be addressed.Recently the focus has been on churning out numerous short-term projects.Inexperienced staff inexplicably end up in senior positions.“The program managers were thinking about project success, not program success” - Senior JPL Manager.
- According to federal and independent reviews, the worst offenders for project failure were the following: Insufficient Risk Assessment and Planning; Inadequate Review Process; Inadequate System Engineering. (6 of 7 projects for each) Poor knowledge management has led to a fundamentally flawed review process which is more or less self governed by the project teams. As one employee points out, some staff didn’t even know what problems to look out for. Heavy reliance on internal (project team) expertise.
- General Information:FBC broke projects into smaller ones to reduce risk impact across NASA and project time.Because of the inherent aggressive nature of FBC, project teams themselves became somewhat aggressive e.g. resistance of feedback from external experts. FBC created isolation and...FBC created a culture of privatisation. Projects had to compete for the most experienced scientists and engineers and therefore instead of sharing information, they used it for competitive advantage.Faster:Time constraints made it difficult to capture knowledge; probably lower on priority list.Beacon example: long-term gain ignored. (“...project success, not program success.”)Better:the term “better" was open to interpretation. It means more innovative projects that were produced on a faster timetable.Overall is higher quality assessment. It is defined as the accuracy and authenticity of the indicators. (from NASA website)Cheaper:Experienced staff were overburdened. The less experienced staff were left with smaller projects - inexplicably placed in senior positions - and lacked the knowledge and expertise and mistakes that should have easily been avoided were made. For example the WIRE mission failed due to a simple fault that was easily identifiable and fixable.
- Culture: Culture Acceptance (Competence network)Issue of data ownership should be recognised, so the individuals know their responsibilities to share the knowledge. Managers should acknowledge the appropriateness and acceptance of knowledge sharing and reuse. In addition, salary and reward relating to one’s contribution, so it may generate a knowledge sharing culture. This network extend their potential to connect with specific, more distant knowledge bases. Organizations will store these knowledge in organizations instead of the individuals who will lose these knowledge when they retire. (LARS LINDKVIST, project-based firms: promoting market-like processes within hierarchies).Start with strengthening NASA Headquarters (HQ) management, Teaming among Enterprises, establishing better NASA HQ relationships with CenterSupporting Services: Provide trainings for the staff to use the IT system more effectively and efficiently. Develop incentive for attracting good people and well-respected Leaders to come to work for NASA. Must have support from senior management (managers were prepared and encourage people in a way that led people to feel safe to raise problems early)IT infrastructure: IT systems provide platforms and standards for scientists and engineers to discuss, document and share information.Develop several Web-based tools to facilitate collaboration among project team members who were spread across centers. Be able to capture, organise, and store knowledge so that it’s accessible to the right people at the right time.Knowledge Architecture: Consolidate all Independent Review Objectives into one Independent Review per year for all Programs and Project. Re-design the search engine in NASA for helping staff to search the applicable lesson. Continually evaluate the effectiveness of NASA policies, rules, procedures, etc
- Innovation:Innovation is creating more efficient or better products, processes, or services. It involves coming up with new ideas and exploring new ways of doing things in order to improve something. It uses new combinations of existing knowledge and experience.There are two views on innovation:Linear or closed view:This is the idea that innovation is a very linear process. An idea is generated on R&D, if it gets approved it goes into production and is then marketed and used. This funnel view assumes that innovation only comes from scientists and engineersOpen or interactive view:This is the idea that innovation can come from anywhere both inside and outside the organisation and it involves building networks and relationships. We are starting to move towards this more open view of innovation as organisations are realising that innovation is not just restricted to R&D and they are starting to leverage social networks, collaboration, and technology that can contribute to innovation.
- How does KM support innovation: Since we have moved to this more open interactive view of innovation, knowledge is hugely dispersed. The main goal of KM is to capture knowledge and make it accessible and useful. This is especially important for innovation as to innovate we need to combine knowledge in new ways. Capturing knowledge also allows you to look at what worked or didn’t work in the past KM seeks to transform tacit knowledge to explicit knowledge. Tacit knowledge is important because it is unique. It resides in people’s minds and can sometimes lead to great innovations. For example, when you get that ‘light bulb’ moment........this tacit knowledge is sometimes difficult to articulate but KM is finding new ways of capturing it and transforming it to explicit knowledge making it available and useful Innovation relies on the sharing and integration of knowledge. KM supports collaboration and provides a platform for sharing experiences and information. KM also finds ways of collaborating across boundaries which is particularly important for project-based organisations KM helps prepare you to adapt to the changing world because it gathers relevant information on what’s happening right now and for example market trends. It helps you to innovate in competitive industries and global markets. This is also important for the idea of the red ocean strategy and the blue ocean strategy. For blue ocean strategy you may need to know what is already out there in order to push the boundaries and go beyond it and produce a radical innovationExamples: 3M is a UK innovation company. They produce innovative solutions such as displays and graphics for advertising or a more well known example would be Post-it notes. According to Adam Brand (1998) 3M’s goal is to be the most innovative company in the world but in order to do that in a competitive environment they need to use KM effectively. 3M focus mainly on sharing tacit knowledge but also incorporate other KM processes. Titan Industries is one of the largest integrated watch manufacturers in the world. It introduced the quartz technology. Titan Industries use a number of KM tools to share information and collaboration. They implemented a portal to handle communication and capture tacit knowledge. They also focus on capturing and sharing ideas, customer ‘delight tips’’, and documentation. They also retain knowledge on innovations that didn’t work so that they may be revisited later.