3. CASE STUDY
• Oct 2002, HBR
• Dorothy Leonard & David Kiron
• Managing Knowledge & Learning at NASA (National
Aeronautics and Space Administration) & JPL (Jet Propulsion
Laboratory)
• Downsizing & Retirement of Experienced Scientists & Engineers
• Civilian space program as well as aeronautics
and aerospace research
• President Dwight D. Eisenhower established NASA in 1958
4. j p l . n a s a . g o v
TEN CENTRES OF NASA HQ, WASHINGTON, D.C.
4
Ames Research Center, Moffett Field, California
Armstrong Flight Research Center, Edwards, California
Goddard Space Flight Center, Greenbelt, Maryland
John F. Kennedy Space Center, Florida
Jet Propulsion Laboratory, near Pasadena, California
John H. Glenn Research Center at Lewis Field, Cleveland
George Marshall Space Flight Center, Huntsville, Alabama
Langley Research Center, Hampton, Virginia
Lyndon B. Johnson Space Center, Houston, Texas
John C. Stennis Space Center, Bay St. Louis, Mississippi
6. FIRST MAN IN SPACE
Russians, USSR winning the space race
7. RACE TO THE MOON
•$500 Mill to $5.2 Bill in 1965
•5.3% of the Federal Budget
•$179 Bill – 2001
•One in 50 Americans on the Apollo program
•Manhattan & Panama Canal
8. PANAMA; MANHATTAN & APOLLO
77 km waterway in Panama that connects
the Atlantic Ocean with the Pacific Ocean
Employ more than 130,000 people and cost
nearly US $2 billion (about $27 billion in 2017
12. CHANGES POST APOLLO
•Resisted Advancing Technology
•Adopted Commercial Practices
Integration &
Contractor
Oversight
Design &
Development
Risk Aversion
13. SUCCESS - COLUMBIA
Space Shuttle Columbia was the first space-
rated orbiter in NASA's Space Shuttle fleet. It launched
for the first time on April 12, 1981, the first flight of
the Space Shuttle program.
Over 22 years of service it completed 27 missions
before disintegrating during re-entry near the end of its
28th mission, on February 1, 2003, resulting in the
deaths of all seven crew members including
Kalpana Chawla.
14. FAILURE - CHALLENGER
The Space Shuttle Challenger disaster occurred on
January 28, 1986, when the NASA Space Shuttle broke
apart 73 seconds into its flight, leading to the deaths of
its seven crew members.
15.
16. WE HAVE A PROBLEM
•Insufficient Risk Assessment & Planning
•Inadequate Review Process
•Inadequate System Engineering
•Resistance to expertise
•Pockets of Information
•High Knowledge & Low Experience
17. AFTER CHALLENGER
•O Ring or Managerial Decision Making
•Confidence & Pride
•Re-Centralization
•Budgets + Technical Specifications Review
•Endeavor Success
•Hubble Failure
24. j p l . n a s a . g o v
KEY CHALLENGES AT NASA (contd..)
KNOWLEDGE TRANSFER OF
LONGER DURATION PROJECTS.
- HISTORY OF DESIGN DECISIONS
AMALGAMATION OF DIVERSIFIED &
GEOGRAPHICALLY DISTRIBUTED
COMMUNITIES.
RISK MANAGEMENT PRACTICES
MENTORING PRACTICES
25. j p l . n a s a . g o v
SYMPTOMS
Struggled to find the right balance between mission
performance and cutting edge space exploration in the
range of radically reduced budget.
People were retiring and experienced personnel were
leaving but it has few programs to bring their wisdom into
our institutional memory
The most experienced personnel become overburden so
junior folks put in relatively senior positions.
Broke down lines of communication and prevented
people from internalizing and applying previous lessons.
26. j p l . n a s a . g o v
CAUSES
Downsizing at NASA over the last decade has resulted in
an imbalance in NASA’s skill mix.
Pursuit cut costs and maximizes mission performance.
They have no formal process for transferring knowledge
from people who are leaving high level management
positions.
JPL’s prevailed belief is only focus on creation new
knowledge and overlooking old knowledge.
27. j p l . n a s a . g o v
RISK
Should we need more IT investment or stick to change culture?
However, to begin the cross-agency cultural changes necessary to
make this work, they will need a larger budget. And if it fails, they
will lose credibility .
NASA’s already rich, explicit information.
STRENGTH
28. OBSTACLE
Management decentralizes,
some centers returned to their
pre-Apollo technical culture.
It also sustains a culture of
privatizing knowledge.
Scientists and engineers
sometimes don’t include
material in their reports that
might compromise their
competitive advantage.
The project team sometimes
resisted experienced
personnel’s feedback.
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KNOWLDEGE MANAGEMENT AT NASA
29
JANUARY 2000 – IMPLEMENTING KM INITIATIVES
IN ALL ITS 10 CENTRES.
PRIVATIZING KNOWLEDGE COMPROMISES
COMPETITIVE ADVANTAGE.
IDENTIFY, CAPTURE & RECOGNIZE – REWARD
KNOWLEDGE SHARING AND MENTORING.
SUCCESSION PLANNING.
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PERFORMANCE ORIENTED KM
RIGHT INFORMATION / RIGHT PEOPLE / RIGHT TIME
ENGINEER - WITH HISTORY OF DESIGN DECISIONS
ON PREVIOUS PROJECTS.
PROJECT MANAGER – BETTER RISK ASSESSMENT
AND MANAGEMENT TOOLS.
SENIOR SCIENTIST – PROVIDING TIME TO NURTURE
YOUNG STAR SCIENTIST
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OPTION – 1
INVEST IN IT INFRASTRUCTURE
IT systems provide a platform and standards for
scientists and engineers to discuss, document and
share information.
Introduce collaboration tool and communication tool
such as video conference
Pros Cons
Enable to capture employee’s
valuable knowledge and
experiences.
Improving NASA and its
partner’s performance.
Share information instantly.
IT system alone
cannot satisfy
experienced people.
32. j p l . n a s a . g o v
OPTION – II
REFORM KNOWLEDGE SHARING CULTURE CHANGE
Change its culture to encourage and motivate employees
sharing experiences and knowledge they learned.
Develop Self-Retirement Program - Maintain knowledge
Incentive Senior Mentoring - Efficient coaching
Develop the systematic and written process to allow
organization-wide employees follow the process.
Pros Cons
A higher success rate in future
missions
Resolving the problems of
time allocation of the employees
who has complained about
mentoring workload.
Changing culture is
riskier than building up
IT system
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THREE INITIATIVES BY KM TEAM AT NASA
33
2001- IMPROVING DOCUMENTATION –
LLIS ($150,000)
MANAGERS RELUCTANT TO SHARE NEGATIVE LESSONS
FUNDAMENTAL WEAKNESS IN COLLECTION AND SHARING (KSI)
Expert’s Directory
2002 - ACADEMY OF PROGRAM AND
PROJECT LEADERSHIP.
INDIVIDUAL CAREER DEVELOPMENT OPPURTUNITIES
ONLINE MANAGEMENT TOOLS (REMOTE COLLABORATION)
($800,000)
2003 - DEVELOPING WEB BASED PORTAL.
INSIDE JPL & INSIDE NASA / CAPTURE DESIGN KNOWLEDGE & DECISIONS
WEB BASED COLLABORATIVE ENVIRONMENTS (DOC MGR, DISCUSSION
TOOL & ACTIVITY LOG)/ PROJECT LIBRARIES / DECISION TREES
President Dwight D. Eisenhower established NASA in 1958[9] with a distinctly civilian (rather than military) orientation encouraging peaceful applications in space science. The National Aeronautics and Space Act was passed on July 29, 1958, disestablishing NASA's predecessor, the National Advisory Committee for Aeronautics (NACA). The new agency became operational on October 1, 1958.
Since that time, most US space exploration efforts have been led by NASA, including the Apollo Moon landing missions, the Skylab space station, and later the Space Shuttle. Currently, NASA is supporting the International Space Station and is overseeing the development of the Orion Multi-Purpose Crew Vehicle, the Space Launch System and Commercial Crew vehicles. The agency is also responsible for the Launch Services Program (LSP) which provides oversight of launch operations and countdown management for unmanned NASA launches.
NASA science is focused on better understanding Earth through the Earth Observing System, advancing helio-physics through the efforts of the Science Mission Directorate's Heliophysics Research Program,[13] exploring bodies throughout the Solar System with advanced robotic spacecraft missions such as New Horizons, and researching astrophysics topics, such as the Big Bang, through the Great Observatories and associated programs. NASA shares data with various national and international organizations such as from the Greenhouse Gases Observing Satellite.
What makes us alive ……….?
Similarly it’s not the m/c, buildings, manpower or assembly lines which makes an Organization alive in 21st Century…..its the DATA. And DATA without information and intelligence to give your business the competitive edge is of no value.
During the past several years, the balance of power for business intelligence (BI) and analytics platform buying decisions has gradually shifted from IT to the business
BI requirement has shifted from centrally provisioned, highly governed and scalable system-of-record reporting has been counterbalanced by the need for analytical agility and business user autonomy
What makes us alive ……….?
Similarly it’s not the m/c, buildings, manpower or assembly lines which makes an Organization alive in 21st Century…..its the DATA. And DATA without information and intelligence to give your business the competitive edge is of no value.
During the past several years, the balance of power for business intelligence (BI) and analytics platform buying decisions has gradually shifted from IT to the business
BI requirement has shifted from centrally provisioned, highly governed and scalable system-of-record reporting has been counterbalanced by the need for analytical agility and business user autonomy
What makes us alive ……….?
Similarly it’s not the m/c, buildings, manpower or assembly lines which makes an Organization alive in 21st Century…..its the DATA. And DATA without information and intelligence to give your business the competitive edge is of no value.
During the past several years, the balance of power for business intelligence (BI) and analytics platform buying decisions has gradually shifted from IT to the business
BI requirement has shifted from centrally provisioned, highly governed and scalable system-of-record reporting has been counterbalanced by the need for analytical agility and business user autonomy
What makes us alive ……….?
Similarly it’s not the m/c, buildings, manpower or assembly lines which makes an Organization alive in 21st Century…..its the DATA. And DATA without information and intelligence to give your business the competitive edge is of no value.
During the past several years, the balance of power for business intelligence (BI) and analytics platform buying decisions has gradually shifted from IT to the business
BI requirement has shifted from centrally provisioned, highly governed and scalable system-of-record reporting has been counterbalanced by the need for analytical agility and business user autonomy
Modern BI will have maximum Impact in the four areas :-
Infrastructure
data management
analysis and content creation
share findings
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.
This change in the focus of the BI and analytics should not be interpreted by organizations as a recommendation to immediately replace all existing reporting-based system-of-record with a modern platform. In many organizations, the existing enterprise reporting systems are integral to day to-day business processes, and these processes would be exposed to unnecessary risk if disrupted by an attempt to re-create them in a modern platform. However, the problem that most organizations have encountered with lackluster BI adoption relative to the level of investment during the past 20 years stems from the fact that virtually all BI-related work in that time frame has, until recently, been treated as system of record from inception to development to delivery.
1. The BI and analytics platform market's multiyear shift is under progress at a rapid rate
2. Change is from IT-led enterprise reporting to business-led self-service analytics
3. Most new buying is of modern, business-user-centric platforms forcing a new market perspective, significantly reordering the vendor landscape.