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Results for “organizational management”

Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2004

Organizational management practices for achieving software process improvement

The crisis in developing software has been known for over thirty years. Problems that existed in developing software in the early days of computing still exist today. These problems include the delivery of low-quality products, actual development costs that exceed expected development costs, and actual development time that exceeds expected development time. Several solutions have been offered to overcome out inability to deliver high-quality software, on-time and within budget. One of these solutions involves software process improvement. However, such efforts often fail because of organizational management issues. This paper discusses business practices that organizations should follow to improve their chances of initiating and sustaining successful software process improvement efforts.

software process improvement↗
DOE OSTI2022

Using Systems Theoretic Process Analysis and Causal Analysis to Map and Manage Organizational Information to Enable Digitalization and Information Automation

The overarching goal of this Light Water Reactor Sustainability Program–supported research and development project is to provide planning tools and comprehensive guidance to utilities considering or undertaking full nuclear plant modernization. The results of this research will provide the nuclear industry with a comprehensive and usable solution, including guidance, lessons learned, methods, and planning tools. This research is currently working to provide guidance on digitalization and information automation to enable the evolution of data to information, insight, and action—thereby allowing utilities to operate safely and cost-competitively with all other electrical generation sources. Light Water Reactor Sustainability Program researchers have also recently started investigating how human and technology integration principles, information automation, and digitalization enable data evolution. These researchers are currently in the process of validating the use of System-Theoretic Process Analysis to define high-level safety constraints in the United States Nuclear Regulatory Commission’s problem identification and resolution process (i.e., a plant compliance information gathering activity). The next step in this research, which is described in the following sections of this report, is to map out data evolution in a use case to identify inefficiencies in another aspect of plant compliance information gathering and communication activities—event investigations and root cause analyses.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
NASA NTRS1979

Management system, organizational climate and performance relationships

Seven aerospace firms were investigated to determine if a relationship existed among management systems, organizational climate, and organization performance. Positive relationships were found between each of these variables, but a statistically significant relationship existed only between the management system and organizational climate. The direction and amount of communication and the degree of decentralized decision-making, elements of the management system, also had a statistically significant realtionship with organization performance.

Davis, B. D.↗
NASA NTRS1985

Government-to-government cooperation in space station development

A memoranda of understanding was recently signed between the United States (NASA) and three international Space Station partners - Canada, European Space Agency (ESA), and Japan. The international partners are performing parallel Phase B preliminary design studies, concurrent with the U.S., on their proposed elements/systems for possible integration and operation with the U.S. Space Station System complex. During the 21-month Space Station Phase B study, a large amount of technical interface data will have to be transferred between the U.S. and the international partners. Scheduled bilateral technical coordination meetings will also be held. The coordination and large number of interfaces required to integrate the international requirements into the Space Station require a clean interface management organizational structure and operation procedures to accomplish the integration task. The international coordination management organizational structure, management tools, and communications network are discussed including the proposed international elements/systems being studied by the international partners.

Nassiff, S. H.↗
DOE OSTI2026

Cyber-Informed Engineering for Strategic Planning

The CIE Guide for Engaging Organizational Leadership: Board and C-Suite describes how to apply CIE at the senior-level of organizational management. This guidance integrates CIE concepts into theory and practice of guiding coalition leadership to improve permeation of CIE concepts throughout organizational culture. This guide incorporates feedback from CIE community of practice volunteers in a study of how business administrative and strategic planning and management guidance and course materials can be applied to CIE implementation throughout an organization's principles and processes. This guide defines the interests guiding senior leadership, managers and supervisors, and technicians and workers involved in creating and operating and maintaining systems, and cultural/ historical/ political assumptions or influences shaped the landscape that could facilitate or impede development of CIE. The included guidance for organizational strategic management and leadership can be imbedded into contract guidance based on the CIE implementation guide and lessons learned from industry application.

97 MATHEMATICS AND COMPUTING↗
NASA NTRS1996

Project Management Framework to Organizational Transitions

This paper describes a project management framework and associated models for organizational transitions. The framework contains an integrated set of steps an organization can take to lead an organizational transition such as downsizing and change in mission or role. The framework is designed to help an organization do the right work the right way with the right people at the right time. The underlying rationale for the steps in the framework is based on a set of findings which include: defining a transition as containing both near-term and long-term actions, designing actions which respond to drivers and achieve desired results, aligning the organization with the external environment, and aligning the internal components of the organization. The framework was developed based on best practices found in the literature, lessons learned from heads of organizations who have completed large-scale organizational changes, and concerns from employees at the Kennedy Space Center (KSC). The framework is described using KSC.

Kotnour, Tim↗
DOE OSTI2021

Federal Fleet Resilience Planning

Federal fleet operations span the diverse geography of the country as the vehicles provide services in support of equally diverse agency missions. Fleets face the potential for disruption of services from natural disasters, infrastructure failures, and human threats. This report reviews some of the hazards, threats, and disruptions that fleets may face, describes an approach to fleet management that incorporates resilience, and provides an overview of fleet resilience considerations. While this report is not comprehensive, it describes considerations for integrating resilience into fleet management organizational priorities.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS1970

Computerized management information systems and organizational structures

The computerized management of information systems and organizational structures is discussed. The subjects presented are: (1) critical factors favoring centralization and decentralization of organizations, (2) classification of organizations by relative structure, (3) attempts to measure change in organization structure, and (4) impact of information technology developments on organizational structure changes.

Zannetos, Z. S.↗
NASA NTRS2006

Factors Influencing the Selection of the Systems Integration Organizational Model Type for Planning and Implementing Government High-Technology Programs

While there has been extensive research in defining project organizational structures for traditional projects, little research exists to support high technology government project s organizational structure definition. High-Technology Government projects differ from traditional projects in that they are non-profit, span across Government-Industry organizations, typically require significant integration effort, and are strongly susceptible to a volatile external environment. Systems Integration implementation has been identified as a major contributor to both project success and failure. The literature research bridges program management organizational planning, systems integration, organizational theory, and independent project reports, in order to assess Systems Integration (SI) organizational structure selection for improving the high-technology government project s probability of success. This paper will describe the methodology used to 1) Identify and assess SI organizational structures and their success rate, and 2) Identify key factors to be used in the selection of these SI organizational structures during the acquisition strategy process.

Thomas, Leann↗
DOE OSTI2021

Federal Fleet Resilience Planning

Federal fleet operations span the diverse geography of the country as the vehicles provide services in support of equally diverse agency missions. Fleets face the potential for disruption of services from natural disasters, infrastructure failures, and human threats. This report reviews some of the hazards, threats, and disruptions that fleets may face, describes an approach to fleet management that incorporates resilience, and provides an overview of fleet resilience considerations. While this report is not comprehensive, it describes considerations for integrating resilience into fleet management organizational priorities.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS1975

Personnel techniques necessary to maximize bio-barrier integrity at a Martian receiving laboratory

The planning of biological isolation measures for the Mars Surface Sample Return Mission is discussed in terms of personnel and organizational management. Deficiencies in past operation of the Lunar Receiving Laborator are analyzed. It was found that the failure to clearly define relationship among the government agencies involved and to effectively integrate their objectives and responsibilities was a major cause of Laboratory deficiencies. Possible solutions to these problems are presented for application to future missions.

Michaelson, G. S.↗
NASA NTRS1987

Group-level issues in the design and training of cockpit crews

Cockpit crews always operate in an organizational context, and the transactions between the crew and representatives of that context (e.g., organizational managers, air traffic controllers) are consequential for any crew's performance. For a complete understanding of crew performance a look beyond the traditional focus on individual pilots is provided to see how team- and organization-level factors can enhance (or impede) the ability of even well-trained individuals to work together effectively. This way of thinking about cockpit crews (that is, viewing them as teams that operate in organizations) offers some potentially useful avenues for thinking about next steps in the development of CRM training programs. Those possibilities are explored, emphasizing how they can enrich (not replace) individually-focussed CRM training.

Hackman, J. Richard↗
NASA NTRS1988

Meteorological support for space operations: Review and recommendations

The current meteorological support provided to NASA by NOAA, Air Weather Service, and other contractors is reviewed and suggestions are offered for its improvement. These recommendations include improvement in NASA's internal management organizational structure that would accommodate continued improvement in operational weather support, installation of new observing systems, improvement in analysis and forecasting procedures, and the establishment of an Applied Research and Forecasting Facility.

Source record↗
NASA NTRS1987

Strategies for Revitalizing Organizations: Regaining the Competitive Edge

During the last decade, the United States has lost competitive stature in the world. Challenged daily by a technically sophisticated and vitalized global economy, industry and Government are examining quality and productivity initiatives with which to meet the foreign competitive challenge. At stake are our quality of life and our standard of living for the remainder of this century and beyond. Being competitive is an ongoing process, tuned to an awareness and understanding of the dynamics of the world marketplace and to the changing nature of the work environment. Solutions to America's quality and productivity problems do not exist independently within any organization or industry or at any given level of society. Success depends on commitment, partnership, meshing of goals and responsibilities, mutual respect and understanding, and a desire to be first. A change in organizational management culture is required. Traditional authoritarian management practices must give way to enlightened leadership initiatives that stress employee involvement and participation. There must be a lessening of adversarial relationships between management and labor and between industry and Government. Quality and productivity are understood to be the end result of an integrated process which begins with vigorous, committed leadership and ends with a satisfied customer. The essential elements in the revitalization process are organized in this report into seven strategies which represent the major findings of the Second NASA Symposium on Quality and Productivity. Each strategy is then broken down into its principal themes which are presented as recommendations. No one strategy can stand apart from any other; all are interrelated and work together.

Nysmith, C. Robert↗