Engineering topics

Shivers, C. Herbert

Publications and source records attributed to Shivers, C. Herbert.

7 records

NASA NTRS2011

The Parable of the Boiled System Safety Professional: Drift to Failure

Recall from the Parable of the Boiled Frog, that tossing a frog into boiling water causes the frog to jump out and hop away while placing a frog in suitable temperature water and slowly bringing the water to a boil results in the frog boiling due to not being aware of the slowly increasing danger, theoretically, of course. System safety professionals must guard against allowing dangers to creep unnoticed into their projects and be ever alert to notice signs of impending problems. People have used various phrases related to the idea, most notably, latent conditions, James Reason in Managing the Risks of Organizational Accidents (1, pp 10-11), Drift to Failure, Sydney Dekker (2, pp 82-86) in Resilience Engineering: Chronicling the Emergence of Confused Consensus in Resilience Engineering: Concepts and Precepts, Hollnagel, Woods and Leveson, and normalization of deviance, Diane Vaughan in The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA (3). Reason also said, If eternal vigilance is the price of liberty, then chronic unease is the price of safety (1, p 37). Our challenge as system safety professionals is to be aware of the emergence of signals that warn us of slowly eroding safety margins. This paper will discuss how system safety professionals might better perform in that regard.

Shivers, C. Herbert↗

NASA NTRS2009

NASA Space Safety Standards and Procedures for Human Rating Requirements

The National Aeronautics and Space Administration of the United States of America (NASA) has arguably led this planet in space exploration and certainly has been one of two major leaders in those endeavors. NASA governance is institutionalized and managed in a series documents arranged in a hierarchy and flowing down to the work levels. A document tree of NASA s documentation in its totality would likely overwhelm and not be very informative. Taken in segments related to the various business topics and focusing in those segments, however, provides a logical and understandable relationship and flow of requirements and processes. That is the nature of this chapter, a selection of NASA documentation pertaining to space exploration and a description of how those documents together form the plan by which NASA business for space exploration is conducted. Information presented herein is taken from NASA publications and is available publicly and no information herein is protected by copyright or security regulations. While NASA documents are the source of information presented herein, any and all views expressed herein and any misrepresentations of NASA data that may occur herein are those of the author and should not be considered NASA official positions or statements, nor should NASA endorsement of anything presented in this work be assumed.

Shivers, C. Herbert↗

NASA NTRS2008

Launching to the Moon, Mars, and Beyond

This viewgraph presentation reviews the planned launching to the Moon, and Mars. It is important to build beyond the capacity to ferry astronauts and cargo to low Earth orbit. NASA is starting to design new vehicles using the past lessons to minimize cost, and technical risks. The training and education of engineers that will continue the work of designing, testing and flying the vehicles is important to NASA. The following questions were addressed: 1) What is NASA's mission? 2) Why do we explore? 3) What is our timeline? 4) Why the Moon first? 5) What will the vehicles look like? 5) What progress have we made? 6) Who will be doing the work? and 7) What are the benefits of space exploration?

Shivers, C. Herbert↗

NASA NTRS2008

Launching to the Moon, Mars, and Beyond

Shivers, C. Herbert↗

NASA NTRS2008

Launching to the Moon, Mars, and Beyond

This viewgraph presentation discusses NASA's mission and addresses the following questions: 1) What is NASA's mission? 2) Why do we explore? 3) What is out timeline? 4) why the Moon first? 5) What will the vehicles look like? 6) What progress have we made? who will be doing the work? and 7) What are the benefits of space exploration?

Shivers, C. Herbert↗

NASA NTRS2006

NASA Engineering Excellence: A Case Study on Strengthening an Engineering Organization

NASA implemented a system of technical authority following the Columbia Accident Investigation Board (CAE) report calling for independent technical authority to be exercised on the Space Shuttle Program activities via a virtual organization of personnel exercising specific technical authority responsibilities. After the current NASA Administrator reported for duty, and following the first of two planned "Shuttle Return to Flight" missions, the NASA Chief Engineer and the Administrator redirected the Independent Technical Authority to a program of Technical Excellence and Technical Authority exercised within the existing engineering organizations. This paper discusses the original implementation of technical authority and the transition to the new implementation of technical excellence, including specific measures aimed at improving safety of future Shuttle and space exploration flights.

Shivers, C. Herbert↗

NASA NTRS2005

Communicating Risk to Program Managers

Program Managers (PM) can protect program resources and improve chances of success by anticipating, understanding and managing risks. Understanding the range of potential risks helps one to avoid or manage the risks. A PM must choose which risks to accept to reduce fire fighting, must meet the expectations of stakeholders consistently, and avoid falling into costly "black holes" that may open. A good risk management process provides the PM more confidence to seize opportunities save money, meet schedule, even improve relationships with people important to the program. Evidence of managing risk and sound internal controls can mean better support from superiors for the program by building a trust and reputation from being on top of issues. Risk managers have an obligation to provide the PM with the best information possible to allow the benefits to be realized (Small Business Consortium, 2004). The Institute for Chartered Accountants in England and Wales sees very important benefits for companies in providing better information about what they do to assess and manage key business risks. Such information will: a) provide practical forward-looking information; b) reduce the cost of capital; c) encourage better risk management; and d) improve accountability for stewardship, investor protection and the usefulness of financial reporting. We are particularly convinced that enhanced risk reporting will help listed companies obtain capital at the lowest possible cost (The Institute of Chartered Accountants in England &Wales, June 2002). Risk managers can take a significant role in quantifying the success of their department and communicating those figures to executive (program) management levels while pushing for a broader risk management role. Overall, risk managers must show that risk management work matters in the most crucial place-the bottom line- as they prove risk management can be a profit center (Sullivan, 2004).

Shivers, C. Herbert↗