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Mobile Internet applications on ubiquitous mobile networks allows real‐time, anywhere, anytime connectivity to services. Owing to its scalability and potential cost savings, mobile communication is being increasingly applied in the business and consumer communities to create innovative data and voice application, which run over the Internet infrastructure. This paper reports on a case study at an organisation that created an innovative approach to developing mobile applications developed by third party independent developers. A conceptual wireless reference model is presented that was used to define the various system constituents required to create effective mobile applications.

This article aims to describe the importance of knowledge management (KM) to the space industry.

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.

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.

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).

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.

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.

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

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.

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.

The article describes an architectural approach to creating a knowledge management system.

Mobile Internet applications on ubiquitous mobile networks allows real‐time, anywhere, anytime connectivity to services. Owing to its scalability and potential cost savings, mobile communication is being increasingly applied in the business and consumer communities to create innovative data and voice application, which run over the Internet infrastructure. This paper describes the findings from a case study at an organisation that integrated mobile applications developed by third party developers. This paper presents a five dimensional reference model that provides a measure of project complexity for mobile systems development. This reference model aims to incorporate the unique context of mobile systems projects to: improve skills‐task allocation, allow more accurate development costing and improve project management performance on complex projects.

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.

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.

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.

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.

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.

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.

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.

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.

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.

This paper provides a practical and effective approach to lessons learned management, which fully supports integrated risk management.

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.

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.

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.

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.

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.

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.

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.

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.

Proof of concept is given and lessons‐learned listed.

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.

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.

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.

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.

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.

The paper shows that studying learning and knowledge creation suggests proactive ways to capture and use knowledge across multiple missions and generations.

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.

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.

The paper examines past performance of space missions and abstracts the lessons learned for the efficient development of cost‐effective space missions.

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.

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.

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.

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.