OPPapers.com Essay Index >> Business >> Nasa Km
We have many free term papers and essays on Nasa Km. We also have a wide variety of research papers and book reports available to you for free. You can browse our collection of term papers or use our search engine.
Nasa KM. Managing Knowledge and Learning at NASA and the Jet Propulsion Library
1. What are the implications of "faster, better, cheaper ...
... The NASA Haughton-Mars Project. ... Its geology presents two major provinces: a thick
(presently ~ 1.3 km) subhorizontal sequence of Paleozoic (Cambrian to Devonian ...
... This was proved with the help of NASA's Hubble Space Telescope. Quaoar has a diameter
of 1300 km and is the farthest object in the solar system ever resolved ...
... H_2O 3 km 30 cm liquid + vapor Clouds (50 to 70 km above surface ... Magellan Mission
Just about all the information we have is because of NASA's Magellan spacecraft ...
... All together NASA spends about $3.5 million US tracking asteroids. ... Asteroids are
classified as hazardous if they're bigger than 1 km wide and found within 8 ...
Submitted by pusl2000 on December 3, 2007
Category: Business
Words: 856 | Pages: 4
Views: 145
Popularity Rank: 77,471
Average Member Grade: N/A (Add a Comment / Grade this Paper)
Managing Knowledge and Learning at NASA and the Jet Propulsion Library
1. What are the implications of "faster, better, cheaper" for knowledge management? That is, what advantages and disadvantages are there for the creation, capture and transfer of knowledge?
Simply put, FBC is incompatible with effective KM. First, there pressure to accomplish more in less time absolutely requires that employees carry huge workloads with little room for revision, evaluation or documentation. It is impossible to ask a project manager who is overburdened to not only document project expertise and new knowledge, but also to mentor other employees. Furthermore, such constraints are not at all conducive to innovation and knowledge creation.
There is also the issue of "project vs. program". FBC policies resulted in project managers stressing the success of their short term project, and with the added pressures from limited time and budget, ignoring the overall success of the program or organization. This type of environment again is incompatible with a knowledge sharing culture, and ultimately successful KM.
Also, the FBC policy resulted in many failed projects. This inherently would cause future project leaders to distrust the work or knowledge obtained from these projects, even if is was good, because collectively, it was a failure. Furthermore, many of the project practice groups were not very conventional and would not provide good information for future projects, such as Spear's Pathfinder project, in which talented yet inexperienced people were hired, because experience people would never have complied with the unrealistic timelines. Furthermore, these people were imbedded with poor project practices towards future projects.
One of the few advantages of FBC with regards to KM is that it resulted in a wider variety of projects and more opportunity for component style knowledge to be captured and reused.
...
You must Login to view the entire paper.
If you are not a member yet, Sign Up for free!