REG NASA-LLIS-1065--1999 Lessons Learned Space Shuttle Program Operations-Processing Workforce.pdf

1、Lessons Learned Entry: 1065Lesson Info:a71 Lesson Number: 1065a71 Lesson Date: 1999-02-01a71 Submitting Organization: HQa71 Submitted by: David M. LengyelSubject: Space Shuttle Program/Operations-Processing/Workforce Description of Driving Event: Effects of Lack of Knowledge and Experience on Operat

2、ionsLesson(s) Learned: The combined effect of workforce downsizing, the recent hiring freeze, and the Shuttle Processing contract (SPC) transition, especially at KSC, has raised the possibility that NASA senior managers in the future will lack the necessary hands-on technical knowledge and in-line e

3、xperience to provide effective insight of operations.Recommendation(s): NASA should develop and promulgate training and career paths, with a special focus on providing hands-on technical knowledge and experience, so that NASAs future senior managers will possess the range of skills and experience re

4、quired for effective insight of the SPC. Evidence of Recurrence Control Effectiveness: NASA concurs in the recommendation and is intensifying and refocusing its efforts in training and in support of career development at all levels. At the operating level, NASA managers are instructed to plan and to

5、 take advantage of all opportunities to obtain operational experience through audit, surveillance, and other interfaces to provide hands-on experience to NASA personnel. These include, in addition to the simulator training discussed in the response to Recommendation #2:a71 co-op assignments partnere

6、d with contractor systems engineersa71 direct observation or procedure review of critical tasksProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-a71 management of Shuttle launch countdown, launch, and landing/recoverya71 participation in flight and gro

7、und systems development and enhancementsa71 processing mid-decks, utilization payloads, and partial Shuttle payloadsa71 participation in contractor testing, and anomaly resolutiona71 ensuring adequately designed, tested, and assembled hardware Additionally, employees are provided cross training and

8、specialized training as needed and strongly encouraged to take advantage of program related training. The key to developing future generations of senior managers is to provide hands-on experience, with progressively more responsible assignments through ones career. Both NASA and the contractors cont

9、inually seek improvements in the succession planning and preparations for the next generation of supervisors and managers. Special consideration is given to assuring that broad training and hands-on operational/technical job assignments and opportunities are consciously addressed for promising candi

10、dates for future senior management positions. NASAs training philosophy also emphasizes on-the-job work experiences supplemented by classroom instruction, participation in outside academic programs and industry through assignments in such private sector organizations as contractors. At the agency pl

11、anning level, the training budget has provided for an increase of 20% for the Office of Space Flight from FY1997 through FY2000. Current agency Program Operating Plan (POP) guidelines call for funding training at 2-3.25% of salary levels, an extremely generous ratio for government and rivaling progr

12、essive private sector organizations. The NASA Academy of Program and Project Leadership (APPL) is building on ten years of educational and developmental activities and is striving to facilitate the flow of current knowledge and techniques to the full engineering and science workforce. APPL is making

13、 available information and automated tools on-line and seeking to develop expert systems. APPL is also working directly to support intact teams with information and techniques and attempting to better organize case studies and archives into a more effective knowledge base. The APPL program is also a

14、dding an Accelerated Leadership Option to the Project Management Development Process (PMDP) which will enable NASA engineers to obtain a Masters of Science in Engineering and Management degree from MIT. APPL is continuing and expanding a multifaceted program of classroom work, developmental work ass

15、ignments, and dissemination of information and guidance. Finally, NASA is well along in an update of its Leadership Development Model; documenting the technical, managerial, and executive competencies required to direct the work of the agency through the foreseeable future. This model will guide the

16、 scope and emphasis of training and development programs, including a new approach to succession planning, to ensure that NASAs leaders at all levels have the knowledge and skills to meet their responsibilities. Documents Related to Lesson: Provided by IHSNot for ResaleNo reproduction or networking

17、permitted without license from IHS-,-,-N/AMission Directorate(s): a71 Space Operationsa71 Exploration SystemsAdditional Key Phrase(s): a71 Administration/Organizationa71 Aerospace Safety Advisory Panela71 Ground Operationsa71 Human Resources & Educationa71 Policy & Planninga71 Safety & Mission AssuranceAdditional Info: Approval Info: a71 Approval Date: 2001-12-19a71 Approval Name: Bill Loewya71 Approval Organization: HQa71 Approval Phone Number: 202-358-0528Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-