NASA Case study presentation
The presentation was created as a part of the course work for MSc in Information Systems and Management program at Warwick Business School. In this assignment, we analyzed the Knowledge and learning at NASA based upon the case study shared during the course.
Published on: Mar 3, 2016
Transcripts - NASA Case study presentation
MSc ISM Syndicate Group 2 Warwick Business School 7th December 2011
• Importance of Knowledge and Learning for NASA• Faster, Better, Cheaper (FBC) and its implications• Improving Knowledge Management (KM)• KM supporting innovation
• 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
Poor knowledge management• No formal process for transferring knowledge• No proper documentation for lessons learnedUnaddressed culture of knowledge sharing• Sharing only positive pointsChurning out short-term projects• “The program managers were thinking about project success, not program success.” - Senior JPL ManagerProblem in personnel distribution• Promoting inexperienced staff
What has affected recent performance?1) Insufficient Risk Assessment and Planning2) Inadequate Review Process3) Inadequate System EngineeringReasons:• Resistance of external expertise• Pockets of information• High knowledge, low experience
• Time constraintsF • Overburdened staff • Poor risk managementB • Undefined (open to interpretation) • Project CancelationC • Emphasis on “short- term” Logo: http://www.nasa.gov
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
Culture Supporting Services • Ownership • Training • Sharing & Reuse • Services • Incentives & Rewards • Strategic Tools (Lindkvist, 2004) Knowledge ManagementKnowledge Architecture IT Infrastructure • Knowledge Resources • Access Methods • Content & Context • Service Bases • Directories • Standards Adapt from Holm J., 2009, Knowledge Management at NASA: Quick Overview
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 worldExamples• 3M UK (Brand, 1998)• Titan Industries
• 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].