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NASA Knowledge Management Strategic Plan

By Don Carroll,2014-06-17 17:59
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NASA Knowledge Management Strategic Plan ...

STRATEGIC PLAN FOR

    KNOWLEDGE MANAGEMENT

NASA Knowledge Management Team

April 2, 2002

    National Aeronautics and Space Administration

    NASA Publication XX

STRATEGIC PLAN FOR

    KNOWLEDGE MANAGEMENT

NASA Knowledge Management Team

Concurrence:

Lee Holcomb, NASA CIO Brian Keegan, Chief Engineer

Vicky Novak, AA, Code F

    Strategic Plan for Knowledge Management ? i

    Many people at NASA and within the knowledge management community

    contributed the ideas set forth in this document. We are grateful for their comments

    and support. Specifically, the NASA Agency-Wide Knowledge Management Team, the

    members of which are noted below, did much of the work reflected here. Special

    thanks are given to Diana Meyers and Whitney Harris for their help in preparing the

    material for this document.

     CENTER NAME CENTER NAME

    ARC Rich Keller HQ Len Japngie

    ARC Charlotte Linde HQ Elmer Padgett

    DRC Maria Chacon HQ Roland Ridgeway

    GRC Bob Stauffer HQ Sharron Sample

    GRC Rhonda Arterberrie HQ Richard Weinstein

    GRC Steve Eubanks HQ Steve Golis

    GRC Steve Prahst JPL Jeanne Holm, Chairperson

    GSFC Steve Naus JPL Michael Hooks

    GSFC Jay Liebowitz JPL Douglas Hughes

    HQ Ali Montasser JSC Larry Sweet

    HQ Brian Dunbar JSC Lloyd Erickson

    HQ Gary Minarich KSC Michael Bell

    HQ Ken Stepka LaRC George Roncaglia

    HQ Marcia Nickols LaRC Manjula Ambur

    HQ Nancy Kaplan LaRC Mike Little

    HQ Patrick Kelly LaRC Ronnie Gillian

    HQ Joe Elliott MSFC Daniel O'Neil

    HQ Raymond Kacmar MSFC Jeanette Johnson

    HQ Jane Odom SSC Dana Matherly

    Strategic Plan for Knowledge Management ? ii

    Table of Contents

    Foreword ..................................................................................................................................... 1 Executive Summary .................................................................................................................... 3 Vision ........................................................................................................................................... 5 Mission ......................................................................................................................................... 8 Goals .......................................................................................................................................... 10 Background Information .......................................................................................................144

    People ............................................................................................................................ 14

    Process .........................................................................................................................166

    Technology ..................................................................................................................188 Summary .................................................................................................................................... 20 Appendix A. Charter................................................................................................................. 22 Appendix B. Guiding Documents ........................................................................................... 24 Appendix C. Examples of Knowledge Management As An Enabler .................................. 25

    Strategic Plan for Knowledge Management ? iii

    FOREWORD

    In the days when the vast array of NASA’s resources was focused on a few long-

    duration programs (Apollo, Viking, Shuttle), we had the luxury of people sharing

    knowledge throughout the program. Engineers and scientists spent years, sometimes

    decades, working on a project, learning from the senior members and eventually

    mentoring junior team members. As an Agency, our knowledge base and abilities

    continued to grow. As we moved to a philosophy of applying the principles of faster-

    better-cheaper as appropriate, that era of apprenticeship and nurturing of the flow of

    experiential and tacit knowledge has become more fractured. In today’s environment,

    engineers and scientists may work one to three years on a project and then move on.

    Individually they may gain a lot of knowledge, but that knowledge remains with them

    and is not captured or passed on broadly for future missions. New employees are

    tossed into a maelstrom of project implementation and expected to perform without

    any substantial introduction to NASA’s processes, history, culture, and lessons

    learned. Rather than advocating a return to days of large projects, knowledge

    management principles offers a solution for moving ahead, acknowledging today’s

    constraints and adapting to a world where technology and innovative processes must

    partially replace the mentoring and measured approaches of the past.

    NASA’s knowledge, its intellectual capital, is the Agency’s primary, sustainable source of competitive advantage. Physical assets age, today’s workforce is mobile, and

    technology is quickly bypassed. Our knowledge as an Agency, however, can endure.

    This knowledge is a fluid mix of experience and know-how that allows NASA

    employees to strive for and achieve the improbable day after day.

    Those companies whose cultures promote knowledge sharing and individual learning have high employee retention, attract high-quality employees, and have a

    workforce that focuses on fixing the problem rather than fixing the blame.

    Knowledge management is the spark that will ignite our ability to get the most from the investments we have made in our workforce and information technology, and

    to harness the considerable intellectual capital within the Agency and its partners.

    Implementations in KM are more than technology thrusts, but will build upon

    technology and information to help guide NASA through the intricacies of working

    with international teams and making ever-more-complex decisions. We have many of

    the key ingredients to making knowledge management succeeda highly intelligent

    workforce, a need to learn in order to succeed, and some solid, technical

    infrastructure.

    The three key areas upon which we need to move forward to more effectively manage our knowledge are

    ? Capturing more of the critical knowledge NASA needs to safely conduct

    missions

    ? Enabling virtual teams to work collaboratively at peak efficiency

    Strategic Plan for Knowledge Management ? 1

    ? Managing more effectively the information we have already captured

    If we do not begin to manage our knowledge as an Agency, we will repeat our

    mistakes. Worse, we will be destined to never learn from our successes. The gauntlet

    thrown down before us is to either deliver our missions from silo’ed organizations…or

    to invest the time and money to fly safely and successfully today while leaving a

    unique and irreplaceable legacy for the future of NASA and the Nation.

    Jeanne Holm, Chair

    NASA Knowledge Management Team

    Strategic Plan for Knowledge Management ? 2

    EXECUTIVE SUMMARY

    NASA’s need to capture the key knowledge of its workforce and learn from its

    lessons is evident. The