Unique Education and Workforce Development for NASA Engineers

NASA engineers are some of the world's best-educated graduates, responsible for technically complex, highly significant scientific programs. Even though these professionals are highly proficient in traditional analytical competencies, there is a unique opportunity to offer continuing education that further enhances their overall scientific minds. With a goal of maintaining the Agency's passionate, "best in class" engineering workforce, the NASA Academy of Program/Project & Engineering Leadership (APPEL) provides educational resources encouraging foundational learning, professional development, and knowledge sharing. NASA APPEL is currently partnering with the scientific community's most respected subject matter experts to expand its engineering curriculum beyond the analytics and specialized subsystems in the areas of: understanding NASA's overall vision and its fundamental basis, and the Agency initiatives supporting them; sharing NASA's vast reservoir of engineering experience, wisdom, and lessons learned; and innovatively designing hardware for manufacturability, assembly, and servicing. It takes collaboration and innovation to educate an organization that possesses such a rich and important history~and a future that is of great global interest. NASA APPEL strives to intellectually nurture the Agency's technical professionals, build its capacity for future performance, and exemplify its core values~alJ to better enable NASA to meet its strategic vision~and beyond

An evaluation of the total quality management implementation strategy for the advanced solid rocket motor project at NASA's Marshall Space Flight Center

An evaluation of the NASA's Marshall Space Flight Center (MSFC) strategy to implement Total Quality Management (TQM) in the Advanced Solid Rocket Motor (ASRM) Project is presented. The evaluation of the implementation strategy reflected the Civil Service personnel perspective at the project level. The external and internal environments at MSFC were analyzed for their effects on the ASRM TQM strategy. Organizational forms, cultures, management systems, problem solving techniques, and training were assessed for their influence on the implementation strategy. The influence of ASRM's effort was assessed relative to its impact on mature projects as well as future projects at MSFC

Faculty Excellence

Each year, the University of New Hampshire selects a small number of its outstanding faculty for special recognition of their achievements in teaching, scholarship and service. Awards for Excellence in Teaching are given in each college and school, and university-wide awards recognize public service, research, teaching and engagement. This booklet details the year\u27s award winners\u27 accomplishments in short profiles with photographs and text

Faculty Excellence

Each year, the University of New Hampshire selects a small number of its outstanding faculty for special recognition of their achievements in teaching, scholarship and service. Awards for Excellence in Teaching are given in each college and school, and university-wide awards recognize public service, research, teaching and engagement. This booklet details the year\u27s award winners\u27 accomplishments in short profiles with photographs and text

Building the Blue Economy: Opportunities for Community-Based Organizations in Stormwater Management

The United States has a serious problem with combined sewer overflows. In responding to this environmental and public health menace, many regions are using innovative “green infrastructure” or “blue economy” approaches in addition to traditional “gray infrastructure” such as pipes and reservoirs. These new methods offer many environmental benefits and cost efficiencies and can be a potent source of jobs – including entry level jobs. This report outlines ways for community-based organizations to seize these opportunities, both by advocating for green infrastructure and by developing social enterprises that do stormwater management work at a neighborhood level. It is designed for non-profit groups, policy makers, and funders interested in the intersection of sustainability, neighborhood redevelopment, and job creation and the possibility of a triple win in all three areas

Special Libraries, April 1952

Volume 43, Issue 4https://scholarworks.sjsu.edu/sla_sl_1952/1003/thumbnail.jp

NASA/DOD Aerospace Knowledge Diffusion Research Project. Report 14: Engineering work and information use in aerospace: Results of a telephone survey

A telephone survey of U.S. aerospace engineers and scientists who were on the Society of Automotive Engineers (SAE) mailing list was conducted between August 14-26, 1991. The survey was undertaken to obtain information on the daily work activities of aerospace engineers and scientists, to measure various practices used by aerospace engineers and scientists to obtain STI, and to ask aerospace engineers and scientists about their use of electronic networks. Co-workers were found important sources of information. Co-workers are used to obtain technical information because the information they have is relevant, not because co-workers are accessible. As technical uncertainty increases, so does the need for information internal and external to the organization. Electronic networks enjoy widespread use within the aerospace community. These networks are accessible and they are used to contact people at remote sites. About 80 percent of the respondents used electronic mail, file transfer, and information or data retrieval to commercial or in-house data bases

Special Libraries, April 1952

Volume 43, Issue 4https://scholarworks.sjsu.edu/sla_sl_1952/1003/thumbnail.jp

Scientists, engineers and managers - Partners in space

Management practices in aerospace industr

Analysis of the experience and stability project at Ford Motor Company : what does it take to change a culture and rebuild a technical organization?

Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2004."February 2004."Includes bibliographical references (p. 87-88).As Ford Motor Company celebrates its 100th anniversary; it finds itself in a crisis due to its lack of technical proficiency. The lack of technical depth within the workforce is the result of a deeply ingrained culture that encourages employees to change positions every 18-24 months to vastly diverse parts of the company. The problem is exacerbated by years of early retirements, company sell-offs and outsourcing of technical design work to full service suppliers. In reaction to the lack of technical competency, Ford has undergone one of the largest reorganizations in their history. The new organization is now centered on function with loose ties back to the many vehicle programs. In order to encourage a new corporate culture that values technical depth over being a generalist, Ford has also developed additional projects within the organization. One of the most prominent is the Employee Stability Project (ESP) and Technical Maturity Model (TMM) that focus in on developing a technical development plan for each individual engineer. This research analyzes the rollout of the ESP/TMM project within the Body Engineering function (with some comparisons to the Chassis Organization). Data was collected through two surveys conducted nine months apart and focus group sessions. The surveys encompassed the entire Body Engineering organization. In addition, the culture at Ford was compared with the culture developed at one of its main rivals, Toyota. The data for Toyota was collected through one-on-one interviews. The result of the data collected show that entire workforce recognizes that the lack of technical depth within the company is an issue.(cont.) In addition, the concepts and principles behind the ESP/TMM project are understood and deemed important to the company's success. However, there is still resistance to the adoption of the project and momentum behind the support of the ESP/TMM project appears to be stalling. The recommendations by the authors include reinforcing communication, recognition, and demonstration of appropriate technical behaviors at every level within the organization. Ford should also utilize the technical depth within the company (in the form of senior engineers and technical specialists) upfront in the development in new programs and as consultants at key technical milestones to maximize their effectiveness and teaching opportunities. There are also several recommendations around the Individual Technical Development Plan in order to encourage its adoption and ensure its usefulness to the technical development of the engineers. Finally, a vision of a fully functioning, highly technical organization is described to show how this organization can quickly adapt to future challenges that the company may face.by Candy S. Chatawanich and Timothy A. Rush.S.M