Search results
1 – 10 of 14
This article aims to describe the importance of knowledge management (KM) to the space industry.
Abstract
Purpose
This article aims to describe the importance of knowledge management (KM) to the space industry.
Design/methodology/approach
Drawing from a range of literature published in the academic and industry arenas, also including articles published in this special issue. The authors also apply their personal experience and practical knowledge.
Findings
Implementations in KM within aerospace organizations and space industry have grown beyond mere technology thrusts, and now include aspects of culture, people, and process. These more sophisticated KM tasks build on technology and information to help guide organizations through the intricacies of working with international teams and making ever‐more‐complex decisions.
Practical implications
All organizations make mistakes; an important factor for recovering from these errors and avoiding the repetition of these problems is the implementation of a knowledge management system (KMS).
Originality/value
Most general KM articles discuss KM from the technology thrusts; this article describes how the implementation in KMS within space organizations has grown beyond mere technology thrusts and now includes aspects of culture, people, and process.
Details
Keywords
J. Holm, Phillip Olla, Denis Moura and Manfred Warhaut
This article aims to provide an insight into the work carried out by a consortium of organizations that have an interest in space activities and to provide a focus on the…
Abstract
Purpose
This article aims to provide an insight into the work carried out by a consortium of organizations that have an interest in space activities and to provide a focus on the knowledge architecture that is needed to ensure a viable short‐ and long‐term plan for implementing a successful knowledge management program.
Design/methodology/approach
The data for the study were collected by analyzing documents, interviews, group discussions, reviewing technical specifications, and by participating in online group discussions via a dedicated knowledge management portal created for the group
Findings
Generating and maintaining organizational knowledge and identifying lessons learned from space project management activities is a crucial activity for planning future projects. One of the most important elements in transferring knowledge is creating a knowledge management system that supports the organizational processes and is based on a sound technical foundation.
Practical implications
This article has resulted from the sharing of knowledge, procedures, and details of technical systems between space organizations from around the world. This approach should be considered by other sectors.
Originality/value
The article describes an architectural approach to creating a knowledge management system.
Details
Keywords
Csaba Sándor Lipusz, Gábor Tróznai, János Bogdány and Sándor Szalai
The Hungarian Academy of Sciences is supported by the Hungarian Ministry of Informatics and Communications (RMKI). RMKI started a research and development project in 2003 with the…
Abstract
Purpose
The Hungarian Academy of Sciences is supported by the Hungarian Ministry of Informatics and Communications (RMKI). RMKI started a research and development project in 2003 with the aim of studying the knowledge management methods for long duration space research projects and to develop an information system providing a base for saving and using the knowledge gathered. The aim of this article is to investigate the RMKI research and development project.
Design/methodology/approach
This article first describes the environment of the project, details the questions identified by the project staff, and gives some characteristics of the solutions when found.
Findings
The article finds that the outcomes identified by a knowledge management project grow fast and have a tendency to become unmanageable very quickly, even if technical questions are taken into consideration when starting. The main question remains whether an acceptable solution exists in the area covered by the economical resources.
Originality/value
This article focuses on the technical aspects of knowledge management projects and identifies a mechanism for setting up an information system with the capacity to support knowledge preservation for at least a decade, which is considered to be a long period.
Details
Keywords
The purpose of this paper is to propose an approach for the management of “Space project management lessons learned” (SProMaLLs) as a powerful way to ensure better success both at…
Abstract
Purpose
The purpose of this paper is to propose an approach for the management of “Space project management lessons learned” (SProMaLLs) as a powerful way to ensure better success both at project and at corporate levels.
Design/methodology/approach
The success of a given space project, and ultimately of the organization supporting this project, is often jeopardized by problems that had happened before. This paper looks at the following questions: Where are the relevant lessons learned that we could have used? What lessons can we draw for future projects? How should we manage this important knowledge? It also examines developments which are under way at the Canadian Space Agency (CSA) regarding the management of SProMaLLs. These developments are based on literature surveys, consultation with space partners, reference to models used by other fields of knowledge and by the Canadian Government central agencies, review of actual lessons learned material (space and others), and the trial and errors of implementing such an approach. This paper, adapted from a presentation at the International Aerospace Congress 04, in Vancouver, BC, discusses how SProMaLLs can effectively and simply be identified, captured, documented, authorized, disseminated and used. It also provides examples of actual SProMaLLs and suggestions for further developments regarding generic SProMaLLs.
Findings
The paper finds suggestions for future knowledge management initiatives such as SProMalls international discussion forums (in person and via the net), integration of SProMaLLs management with risk and portfolio management, and review of SProMaLLs banks prior to approving a given project. The conclusion is hopefully a motivator to foster international cooperation in the development, use and management of space project management lessons learned.
Research limitations/implications
This is a concept paper, based on actual implementation and comparison with the lessons learned management systems of partners. The system proposed is in place and being used, but is still evolving.
Practical implications
The paper provides a very useful source of information on lessons learned material and on a practical approach to lessons learned management, applicable to space projects, but also almost immediately adaptable to other fields.
Originality/value
This paper provides a practical and effective approach to lessons learned management, which fully supports integrated risk management.
Details
Keywords
Roberta Mugellesi Dow, Nicolas Bobrinsky, Siegmar Pallaschke, Mariella Spada and Manfred Warhaut
The purpose of this paper is to describe the initiative set up at the European Space Operations Centre (ESOC) to investigate how knowledge management principles could offer…
Abstract
Purpose
The purpose of this paper is to describe the initiative set up at the European Space Operations Centre (ESOC) to investigate how knowledge management principles could offer solutions, while adapting to a world where technology and innovative processes are rapidly changing.
Design/methodology/approach
The paper investigates the challenges of implementing a corporate knowledge management system in ESOC, where currently the knowledge is managed in several different ways. The driver of the knowledge management initiative has been the need for developing a system able to locate intellectual capital and technical expertise.
Findings
The paper has identified the following main items to be considered in support of the ESOC knowledge management initiative: need for a consistent set of documentation, maintained under configuration control and regularly updated to reflect actual status; formation of cross‐support functional teams; usage of a Centralized ESTRACK Status and Diagnostic System (CESADS) as a supervisory/diagnostic tool for the ground operations; and need for knowledge management evolution.
Originality/value
Although just at the starting‐point, the needs and the benefits of the above points have been acknowledged at ESOC to guarantee reliable and efficient execution of the responsibilities of the Centre. The points raised are expected to be of interest to space industry planners, executives and researchers.
Details
Keywords
J. Zender, G. Schwehm and M. Wilke
Besides the technological challenge of flying a space probe for ten years before arriving at the final mission destination, one is confronted with a potential loss of knowledge…
Abstract
Purpose
Besides the technological challenge of flying a space probe for ten years before arriving at the final mission destination, one is confronted with a potential loss of knowledge during this period. The purpose of this paper is to give an overview of the general knowledge management applied for such a mission. It aims to give details for a new approach, the video approach, to capture expertise knowledge of engineers and scientists.
Design/methodology/approach
The video approach included the visit of all instrument teams for several days, executing interviews with engineers, technicians and scientists. During the interviews a table of content (/toc/) with attached keywords was generated. The final video was transferred into a computer‐readable form and connected with the table of content. The methodology that was used to prepare and execute the interviews, the final video material and the storage and structure of the table of content and keywords is presented.
Findings
The experimenter interviews and the follow‐up work are finished. The paper finds that feedback received so far is positive and some experimenter teams use the approach for internal work.
Research limitations/implications
The existing videos are not integrated into the existing standard office environment. Another technology step needs to integrate video capture, search and play into the existing, e.g. document processing, environment. The quality of the approach is difficult to estimate as the captured information might only be used in the years to come.
Practical implications
Proof of concept is given and lessons‐learned listed.
Originality/value
An new approach is documented giving technical implementation, setup, execution and approach details. Suitable as a reference paper for any organization with similar knowledge management requirements.
Details
Keywords
Knowledge management for space exploration is part of a multi‐generational effort. Each mission builds on knowledge from prior missions, and learning is the first step in…
Abstract
Purpose
Knowledge management for space exploration is part of a multi‐generational effort. Each mission builds on knowledge from prior missions, and learning is the first step in knowledge production. This paper aims to use the Mars Exploration Rover mission as a site to explore this process.
Design/methodology/approach
This paper presents an observational study and analysis of the work of the MER science and engineering team during rover operations, to investigate how learning occurs, how it is recorded, and how these representations might be made available for subsequent missions.
Findings
The paper finds that learning occurred in many areas: planning science strategy, using instruments within the constraints of the Martian environment, the Deep Space Network, and the mission requirements; using software tools effectively; and running two teams on Mars time for three months. This learning is preserved in many ways. Primarily it resides in individuals' memories. It is also encoded in stories, procedures, programming sequences, published reports, and lessons learned databases.
Research limitations/implications
This paper shows the earliest stages of knowledge creation in a scientific mission, and demonstrates that knowledge management must begin with an understanding of knowledge creation.
Practical implications
The paper shows that studying learning and knowledge creation suggests proactive ways to capture and use knowledge across multiple missions and generations.
Originality/value
This paper provides a unique analysis of the learning process of a scientific space mission, relevant for knowledge management researchers and designers, as well as demonstrating in detail how new learning occurs in a learning organization.
Details
Keywords
The purpose of this paper is to provide a review of past experience in managing risk and technical innovation in NASA space programs with lessons learned for new unmanned space…
Abstract
Purpose
The purpose of this paper is to provide a review of past experience in managing risk and technical innovation in NASA space programs with lessons learned for new unmanned space missions.
Design/methodology/approach
The paper examines past performance of space missions and abstracts the lessons learned for the efficient development of cost‐effective space missions.
Findings
The paper finds that large organizations build and internalize a culture at odds with risk taking and the rapid deployment of innovative solutions. Actualized management goals are often at odds with the issues that determine or insure the long‐term survival of an organization. A key issue is the management of knowledge within that system: the extrinsic knowledge of the technologies as well as the intrinsic knowledge associated with the perception and acceptance of risk.
Research limitations/implications
Innovation can be seen as being dangerous to the organization. That perception must be managed. The NASA culture that is applicable to human spaceflight may not serve the community or the organization as well when applied to unmanned missions.
Practical implications
The paper provides a simplified and brief perspective on the issues inherent in managing a change in culture in an organization that has a highly public mission.
Originality/value
While the NASA “faster, better, cheaper” program has been considered elsewhere, this paper focuses on the lessons that are applicable to the management of space missions and the development of new, cost‐effective programs. These lessons retain their value, as the new administrator Michael D. Griffin attempts to manage the transition of NASA from an organization that has been in maintenance mode to one that must embrace innovation and stay within a highly constrained funding profile.
Details
Keywords
Bernard Rothenburger and Daniel Galarreta
The aim of this paper is to provide a conceptual and methodological framework in order to prevent knowledge loss in a long duration space project.
Abstract
Purpose
The aim of this paper is to provide a conceptual and methodological framework in order to prevent knowledge loss in a long duration space project.
Design/methodology/approach
Starting from risk management, the paper considers existing factors that contribute to the success of the mission, such as dependability and safety, and then argues, using a multi‐viewpoint approach, that risk analysis produces knowledge (not simply information or data). Then, the paper describes how the filtering of risky components of a technical documentation is performed. It is based on the confrontation of the vocabulary of the different documents to an ontology of “criticality” built by the authors. The paper also describes how the knowledge evolutions are detected and how the interpretation of these evolutions is carried out.
Findings
On a conceptual side, a general model of the design process is presented based on a multi‐viewpoints approach and characterised by a value system. On the practical side, an ontology of risk, used as a reference system in order to compare knowledge at different stages of a project, is described.
Research limitations/implications
Some difficulty arises when a very huge documentation is addressed. Among all evolution clues a lot of them could be well‐known by everybody or could be of little importance.
Practical implications
The paper intends to have a preventive strategy for knowledge loss in a long duration project. Reaching the ultimate stage of a mission, project management should be able to identify the main knowledge differences between technical culture of new incomers and the one of the early designer that can be found in the project documents.
Originality/value
The paper carries a multi‐discipline approach, putting together different domains: space activity, statistic specialist, knowledge managements, and linguistics.
Details