REAL Knowledge at NASA: A Knowledge Services Model for the Modern Project Environmen

Boyle, Jon

Hoffman, Edward

NASA Technical Reports Server

https://ntrs.nasa.gov/search.jsp?R=20160005334 2019-08-31T03:21:35+00:00Z


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:1/fflzx;>;etf at: 4;~1 p n' cs: {2121 GM1) 
I n this s tory: 
JanWU')' 2002 
Repor t to the Subcommittee on 
Space and Aeronautks, Committee on 
Science, House of Representatives 
NASA 
Better Mechanisms 
Needed for Sharing 
Lessons Learned 
· Novel 
. .. (oject completion 
" * - ~ • 
~-_,.· ._·"lnvolved at inception 
v.r': - . ;, . -.. 
·~ .. 
· -~ -~--~ · ~ :_ :. ·Innovation 
Complexity at NASA 
Complexity works against mission success: 
• Confusing, vague, and poorly defined priorities, strategies, 
lines of authority, governance, policies, roles, responsibilities 
& support. 
• A proliferation of customers, stakeholders, & strategic 
partner interfaces at multiple levels of interest, involvement 
& responsibility. 
• Technical complexity & system integration issues within & 
across multiple disciplines and multiple systems. 
• Increased data & information amount & availability for 
process input, throughput, & output. 
• Multiple overlapping, conflicting, outdated processes and 
procedures that involve multiple points of contact 
distributed across multiple organizational levels & across 
multiple oversight & advisory entities. 

II. Areas of Progress 
Policy and Governance 
NASA Imperatives 
Knowledge Community and Networks 
Knowledge Services Strategy 
CKO Roles and Responsibilities 
o Knowledge Transfer (Chris Scalese) 
The 4 As 
o Speaking up (Bryan O'Connor) 
Knowledge Ma_p and km.nasa.gov 
Policy and Governance 
NASA collaboratively developed and adopted a new 
knowledge policy in November 2013. Key features: 
- Federated approach to governance. 
- CKOs appointed at Centers, Mission Directorates, 
Functional Offices, with Roles and Responsibilities. 
- Tools such as the first NASA Knowledge Map based on 
6 activity categories that form a common vocabulary 
and km.nasa.gov to focus communications and 
distribution. 
NASA Imperatives 
• Supports and extends Knowledge Services gains for the NASA 
Technical Workforce towards improved accessibility, 
searchability, findability, and visualization. 
• No additional cost. 
• Least administrative burden. 
• Format rigorous, iterative, and Senior Leader supported. 
• Integrated, reinforcing, and actionable. 
• Measurable and objective. 


CKO Role and Responsibilities (1) 
Given the complex nature of knowledge at NASA, 
the agency has adopted a Federated model for 
coordination of knowledge activities. 
The NASA CKO functions as a facilitator and 
champion for knowledge. 



Case 
Studies I 
Publications 
Face-to-Face Online Tools 
Knowledge 
Services 
Knowledge 
Networks 
Lessons 
Learned I 
Knowledge 
Processes 
Search /Tag 
/Taxonomy 
Tools 
National Aeronautics and Space Administration's 
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CKO communications 
Ill. The Road Ahead 
- Strategic Knowledge Imperatives 
- Reflective Leadership 
- REAL Knowledge KS Model 
- Process Gaps 
- Big Challenges 
- Critical Knowledge and Referee Process 
- Digital Tools 
- Questions 

Strategic Knowledge Imperatives {2) 
• Leadership: Without leadership, KS results are at best 
serendipitous, at worst fail. 
• It is a Project World: An adaptable discipline that maximizes use 
of learning to promote efficiency and effectiveness. 
• Knowledge: Organized set of content, skills, and capabilities 
gained through experience and formal and informal learning that 
is applied to make sense of new and existing data and 
information. 
• Talent Management: Specification, identification, nurturing, 
transfer, maintenance, and expansion of the competitive 
advantage of practitioner expertise and competence. 
• Portfolio Management: Integrates projects with strategy and 
creates an organizing framework and focus driving organizational 
purpose and activities. 
• Certification: Objective, validated standards and functions to 
benchmark achievement in defined categories of practitioner 
performance and capability. 
Strategic Knowledge Imperatives (3) 
• Transparency: Nothing hidden for long, especially errors. 
• Frugal Innovation: Viewing constraints as opportunities in an 
era of restricted and diminished resources. 
• Accelerated Learning: Broadest view of learning using digital 
technologies, knowledge-sharing, learning strategies, social 
media, cross-discipline content. 
• Problem-centric Approach: Non-partisan, non-biased, non-
judgmentat pragmatic orientation to problems and solutions, 
focusing on achievement, improvement, and innovation. 
• Governance, Business Management and Operations: Pragmatic 
alignment, oversight, approvals, and implementation of project 
operations that are not administratively burdensome. 
• Digital Technology: Can result in open, social network-centric, 
non-proprietary, adaptable, and flexible frameworks to 
accelerate learning. 
Rapid Engagement through Accelerated Learning (REAL} Knowledge Flow 
Individual & 
Team 
Knowledge 
Capture & 
Retain 
Challenge/ 
Opportunity 
Project 
Outcomes 
Share & 
Apply 
Organizational & 
Societal 
Expectations 

Big Challenges 
• Findability, Searchability, Adaptability 
• Prioritization of Agency· Critical l<nowledge 
• What are the metrics and measures that capture 
effectiveness and efficiency in the core 
knowledge processes? 
• What is the relationship between Knowledge 
Services, accelerated learning, and reducing 
complexity? 
• Can an understanding of biases and heuristics 
that drive organizational and societal 
expectations help organizations make better 
decisions and design better knowledge services? 

Example: Agency Critical Knowledge & Knowledge 
Referee Activity (2) 
• NASA initiated the Critical Knowledge & Knowledge Referee 
process to address the open ASAP Recommendation: 
- CKO initiates semi-annual risk-informed critical knowledge review for 
safety & mission success. Sources include, but not limited to: program & 
project reviews; NESC Technical Reports; Mishap Findings; Lessons-
Learned Information System (LLIS) submissions; ASAP meetings; & other 
technical findings as appropriate. 
Knowledge Referees (OHCM for People, OSMA for Process, NESC for 
Discipline Technical, Agency CKO for Knowledge Services) determine 
which lessons possess broad applicability across the Agency involving top 
5% of updateable knowledge most important for programmatic & 
engineering missions to learn; involves knowledge that keeps evolving 
towards new applications and missions, and lends itself to a formal 
process as candidates for formal incorporation into appropriate policies 
and technical standards as well as to technical workforce development 
products and activities to prevent skills dissipating over time. 
Responses are formatted into lessons learned tables; a Fishbone 
diagram; km.nasa.gov; and are distributed directly to the NASA 
Knowledge Community to inform key efforts in Agency digital tools. 
CKO monitors and advises NASA Senior Management and ASAP on 
information/knowledge outcomes. 
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Digital Tools for Critical Knowledge at NASA (1) 
• km.nasa.gov serves as integrating mechanism 
and critical knowledge gateway. 
• Data and information visibility, searchability, 
findability, and visualization are key factors 
driving Agency improvement efforts for Data 
Management, Knowledge Services, and 
Analytics. 
• Critical Knowledge from Knowledge Referee 
Process drives priorities and administrative 
actions. 
Digital Tools for Critical Knowledge at NASA (2) 
• Additional actions on modern digital tools are moving rapidly by 
leveraging KM federated infrastructure. Examples: 
• Creation of JPLTube video with spoken keyword search capabilities. 
• Capture & sharing lessons at GSFC of over SO Case Studies & direct 
support of JPL, GRC & MSFC case development & digital distribution. 
• LaRC Oral Lessons Learned documentation & digital distribution. 
• KSC analysis & update of Agency Lessons Learned Information System 
(LLIS) Database. 
• Active analysis at JSC of cutting-edge Searchability & Findability. 
Capabilities & Shuttle Console development that captures thousands of 
documents & lessons related to the program. 
• NASA CKO Office Agency Knowledge Map update with new content & 
interactivity including a new HEOMD Knowledge-Based Risk Dashboard. 
• New Masters with Masters video series on Lessons Learned and Critical 
Knowledge & digital distribution. 
• Young Professionals assisting NASA in citing best digital tools. 
• Benchmarking best-in-class Knowledge Services (Boeing and others) 
CHIE~ KNOWlEDGE OFFICER 
BLOG & S'J'OlUES KNOWLI!DGE NBTWOU KNOWI.IlOOE MAP EVENTS KNOWU!Om! SHARING 
NASA Releases Knowledge 
Polley for Progtams and 
Projects 
SllARCH 
0.0 
CKO lll.OGSPOT 


REAL Knowledge at NASA: A Knowledge Services Model for the Modern Project Environment

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