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NASA NTRS1987

NASA Procurement Career Development Program

The NASA Procurement Career Development Program establishes an agency-wide framework for the management of career development activity in the procurement field. Within this framework, installations are encouraged to modify the various components to meet installation-specific mission and organization requirements. This program provides a systematic process for the assessment of and planning for the development, training, and education required to increase the employees' competence in the procurement work functions. It includes the agency-wide basic knowledge and skills by career field and level upon which individual and organizational development plans are developed. Also, it provides a system that is compatible with other human resource management and development systems, processes, and activities. The compatibility and linkage are important in fostering the dual responsibility of the individual and the organization in the career development process.

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NASA NTRS2008

Development of a NASA Integrated Technical Workforce Career Development Model Entitled Requisite Occupation Competencies and Knowledge -- the ROCK

This paper shares the findings of NASA's Integrated Learning and Development Program (ILDP) in its effort to reinvigorate the HANDS-ON practice of space systems engineering and project/program management through focused coursework, training opportunities, on-the job learning and special assignments. Prior to March 2005, NASA responsibility for technical workforce development (the program/project manager, systems engineering, discipline engineering, discipline engineering and associated communities) was executed by two parallel organizations. In March 2005 these organizations merged. The resulting program-ILDP-was chartered to implement an integrated competency-based development model capable of enhancing NASA's technical workforce performance as they face the complex challenges of Earth science, space science, aeronautics and human spaceflight missions. Results developed in collaboration with NASA Field Centers are reported on. This work led to definition of the agency's first integrated technical workforce development model known as the Requisite Occupation Competence and Knowledge (the ROCK). Critical processes and products are presented including: 'validation' techniques to guide model development, the Design-A-CUrriculuM (DACUM) process, and creation of the agency's first systems engineering body-of-knowledge. Findings were validated via nine focus groups from industry and government, validated with over 17 space-related organizations, at an estimated cost exceeding $300,000 (US). Masters-level programs and training programs have evolved to address the needs of these practitioner communities based upon these results. The ROCK reintroduced rigor and depth to the practitioner's development in these critical disciplines enabling their ability to take mission concepts from imagination to reality.

Menrad, Robert J.↗
NASA NTRS1988

Comparative study of career development and training programs

Improvement of human capital has been identified as the key to any further increase of productivity for any country engaged in the global economic competition. The same can be said of any organization seeking to enhance its overall performance. This study is aimed at: (1) surveying the current practices of career development and training programs at major corporations and government research organizations; (2) presenting the distributions of various program features among survey respondents; (3) identifying the profile of the training program of a typical research organization, against which each organization can check and identify its relative strengths as well as areas needing further strengthening; (4) conducting an economic analysis of the effectiveness of the training programs at Langley Research Center; and (5) making recommendations as to how to enhance existing training programs.

Tsao, Alan↗
NASA NTRS1994

Assessment of a career development program for executive amd mid-level managers

This project sought to validate the competencies required of mid-level and executive managers at the Kennedy Space Center (KSC), in order to enable an assessment of the Resident Management Education Program (RMEP). Forty (40) statements describing management competencies were presented to a sample of 37 KSC managers, who judged each as essential, useful but not essential, or not needed at each of two management levels. A content validity ratio (CVR) was calculated for each competency statement at the two management levels. There was general agreement on the validity of 36 or the 40 competency statements. Based on the content validity ratios and comments from respondents, recommendations for improvement of the RMEP were made.

Swanson, James R., Sr.↗
NASA NTRS2003

Oh, Develop

In a mature view of the subject, career development is not simply four years of college or a week at training, culminating in a diploma or a certificate to hang on an office wall. That's why we wanted to take a broad look at career development in this issue of ASK. Take for example, Dr. Gerald Mulenburg s contribution, Fly on the Wall. When Mulenburg and other members of a knowledge-sharing group at Ames were invited to observe an upcoming project review, Mulenburg thought it would be interesting to learn how another project does its reviews. Note that Mulenburg is no fresh out who's never attended a NASA project review. Not only has he been through a fair share of them as the reviewed, he has also been on the other side of the table as a reviewer. This experienced project manager recognizes that at any stage of a career there is room to grow and develop one's repertoire. Too often people associate career development with textbooks and role classroom training, far removed from project life. But classroom training need not be like this, as you'll find in our Special Feature, The Enterprise Project by Wendy Dolci, which sprung out of an APPL Advanced Project Management class in July 2003 at Ames Research Center. In addition to Dolci, some of her classmates contribute to the story. Mike Sander of the Jet Propulsion Laboratory, project manager for the Mars Science Laboratory mission, who provided the assignment on which the story is based, also has a cameo in the story. We think Dolci's story is an inspiring example of what classroom training can be if it's approached imaginatively and made to serve a practical purpose. Another story from Ames, by Frank Larsen, takes a different twist on career development. At the annual Experimental Aircraft Association Fly-in in Oshkosh, Wisconsin, Larsen represented Ames at a NASA booth. While there, Larsen met a colleague from Glenn Research Center. Months later on a project with a quick turnaround, he remembered his colleague from Glenn who had equipment that might help Larsen save time and money on his project. Although they had never worked together and they had to unravel a lot of red tape before they could collaborate, they managed a way to get the job done. There are other stories in this issue that deal directly with this theme of career development. Then there are others in which it is less explicit. But if you take the view that career development happens all the time, and is as necessary to your survival as breathing, then you can read almost any story in ASK with your career development in mind. In that case, all the best, and so then-start developing.

Post, Todd↗
NASA NTRS2003

ASK Magazine

WELCOME TO THE ACADEMY OF PROGRAM AND PROJECT Leadership (APPL) and ASK Magazine. APPL helps NASA managers and project teams accomplish today s missions and meet tomorrow s challenges by providing performance enhancement services and tools, supporting career development programs, sponsoring knowledge sharing events and publications, and creating opportu- nities for project management collaboration with univer- sities, professional associations, industry partners, and other government agencies. ASK Magazine grew out of APPL s Knowledge Sharing Initiative. The stories that appear in ASK are written by the best of the best project managers, primarily from NASA, but also from other government agencies and industry. In a mature view of the subject career development is not simply four years of college or a week at training, culminating in a diploma or a certificate to hang on an office wall. That s why we wanted to take a broad look at career development in this issue of ASK.

Laufer, Alexander↗
NASA NTRS2003

The Long Journey

In analyzing people's careers it should be define and write down one to three things they must have in an assignment, and as many wants as they wish. Compare people's list to the must and wants of potential assignments we can see if there is match. We should discuss career coaching with another manager. Career development by definition is a long journey. As coach help shape the career of other, it does him no good to forget that his own careers will continue to develop.

Cameron, W. Scott↗
NASA NTRS2003

Sink or Swim

The traditional view of career development in the government goes something like this: Start your career as a functional apprentice. Become a functional expert over time by exhibiting technical leadership (whatever that means). Over time, seek out positions of increasingly greater responsibility with corresponding job titles. Make a gradual transition from a specialty focus to a managerial focus. Along the way submit to some vaccinations such as getting a Masters or PhD degree, attending some prestige courses, accepting a Headquarters assignment, and working at two or more field locations. Show some significant persistence and heaps of personal sacrifice. Avoid the big mistake. Burn no bridges.

Little, Terry↗
NASA NTRS2023

The NASA Astrobiology Program’s Professional Advancement Workshop Series: Next Steps

Introduction: In the modern-day competitive job search, it is not enough for a candidate to have an excellent academic resume. Candidates must also present themselves well in various styles of interviews, have managerial skills, and be capable of engaging in complex interpersonal relationships and team building. The NASA Astrobiology Program’s Professional Advancement Workshop Series (PAWS) addresses the need for professional skills development that is not traditionally taught in graduate programs. PAWS is designed to supplement academic teachings by providing a space where early career scientists can learn new skills to help them explore, interview for, and be hired in the jobs and careers they want. This is especially true for jobs that are outside of the traditional academic “pipeline” (the path of student to postdoc to tenure-track professor). PAWS embraces the braided river model of career development [1], which emphasizes flexibility as a scientist’s needs change throughout their life. PAWS also presents an opportunity for other early career scientists to meet and network with each other outside of conferences and other formal events. This is especially important as the world emerges from the ongoing COVID-19 pandemic. Finally, PAWS creates an informative space full of resources available to everyone, which lowers institutional barriers regarding knowledge of opportunities and potentially provides mentorship to those in need. Both items are identified as supportive of a more diverse and inclusive future workforce [2–4]. PAWS began in August 2021 and was originally intended to last until the Astrobiology Science Conference in May 2022. The NASA Astrobiology Program initially sponsored PAWS, allowing the PAWS Leadership to bring in expert speakers from outside of NASA. These external speakers exposed the event attendees to new techniques and perspectives. PAWS has been able to continue beyond May 2022 because of many people volunteering their time for panels and a good balance between panels and expert-led workshops. Here, we share how PAWS works, what the results have been so far, and the future plans for PAWS.

Worshop↗
NASA NTRS2004

The Training Process of the Organization Development and Training Office

The Organization Development and Training Office provides training and development opportunities to employees at NASA Glenn Research Center, as a division of the Office of Human Resources and Workforce Planning. Center-wide required trainings, new employee trainings, workshops and career development programs are organized by the OD&TO staff. They also arrange all academic, non-academic, headquarters, fellowship and learning center sponsored courses. They also service organizations wishing to work more effectively by facilitating teambuilding exercises. Equal Opportunity programs and upward mobility programs such as the STEP and GO programs for administrative staff. In working with my mentor I am very involved with Cuyahoga Community College classes, mandatory supervisory training and administrative staff workshops. My largest tasks are in the secretarial training category. The Supporting Organizations And Relationships workshop for administrative personnel, commonly known as SOAR, began last year and continued this summer with follow-up workshops. Months before a workshop or class is brought to Glenn, a need has to be realized. In this case, administrative staff did not feel they had an opportunity to receive relevant training and develop skills through teambuilding, networking and communication. A Statement of work is then created as several companies are contacted about providing the training. After the company best suited to meet the target group s needs is selected, the course is announced with an outline of all pertinent information. A reservation for a facility is made and applications or nominations, depending on the announcement s guidelines, are received from interested employees. Confirmations are sent to participants and final preparations are made but there are still several concluding steps. A training office staff member also assists the facilitator with setting up the facility and introducing the class. After the class, participants evaluations are read and summarized to determine the effectiveness of the class and instructor. In addition to the SOAR workshops, I have several projects and daily tasks to complete. Coding training applications, which require me to be familiar with Glenn s budgetary allocations and policies on training, is an ongoing process. It also requires verifying information reported by an employee via her C-478 form, more commonly known as the training application. I am also the point of contact for the Cuyahoga Community College Advising Sessions held here at NASA Glenn which involves coordinating counselors visits with employees schedules. Two databases had to be created. The first database holds information on administrative staff, and the other tracks supervisors training histories. Through these assignments I gained experience in Microsoft Access 2002 and spreadsheet creation, communicating with co-workers, and successfully facilitating a training to serve specific purposes. With trainings and evaluations to assessment them, the Organization Development and Training Office can assure a quality product and continued customer satisfaction.

Johnson, Melissa S.↗
NASA NTRS2003

ASK Magazine

The Academy of Program and Project Leadership (APPL) and ASK Magazine is presented. APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of our Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. These stories contain genuine nuggets of knowledge and wisdom that are transferable across projects. Who better than a project manager to help another project manager address a critical issue on a project? Big projects, small projects-they're all here in ASK. APPL is one of our most exciting publications about project management.

Edward Hoffman↗
NASA NTRS2003

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

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NASA NTRS2000

Project Georgia High School/High Tech

Georgia High School/High Tech has been developing a suggested curriculum for use in its programs. The purpose of this instructional material is to provide a basic curriculum format for teachers of High School/High Tech students. The curriculum is designed to implement QCC classroom instruction that encourages career development in technological fields through post-secondary education, paid summer internships, and exposure to experiences in high technology.

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NASA NTRS1994

The Impact of Educational Interventions on Organizational Culture at an Urban Federal Agency

This study on the impact of educational interventions on organizational culture is an evaluation of a major educational initiative undertaken by an urban federal agency, namely the National Aeronautics and Space Administration's Langley Research Center (NASA-LaRC). The design of this educational evaluation captures the essence of NASA-LaRC's efforts to continue its distinguished and international stature in the aeronautical research community following the Challenger tragedy. More specifically, this study is an evaluation of the educational initiative designed to ameliorate organizational culture via educational interventions, with emphasis on communications, rewards and recognition, and career development. After completing a review of the related literature, chronicling the educational initiative, interviewing senior managers and employees, and critically examining thousands of free responses on employee perceptions of organizational culture, it is found that previous definitions of organizational culture are more accurately classified as manifestations of organizational culture. This research has endeared to redefine 'organizational culture' by offering a more accurate and diagnostic perspective.

Mckenzie, Janet Myrick↗
NASA NTRS1994

Issues in NASA program and project management

This volume is the eighth in an ongoing series addressing current topics and lessons learned in NASA program and project management. Articles in this volume cover the following topics: (1) power sources for the Galileo and Ulysses Missions; (2) managing requirements; (3) program control of the Tropical Rainfall Measuring Mission; (4) project management method; (5) career development for project managers; and (6) resources for NASA managers.

Hoffman, Edward J.↗
NASA NTRS1997

Issues in NASA Program and Project Management. Special Report: 1997 Conference. Project Management Now and in the New Millennium

Topics Considered Include: NASA's Shared Experiences Program; Core Issues for the Future of the Agency; National Space Policy Strategic Management; ISO 9000 and NASA; New Acquisition Initiatives; Full Cost Initiative; PM Career Development; PM Project Database; NASA Fast Track Studies; Fast Track Projects; Earned Value Concept; Value-Added Metrics; Saturn Corporation Lessons Learned; Project Manager Credibility.

Hoffman, Edward J.↗