Title: Cultural Influence on the Implementation of Lessons Learned in Safety and Risk Management Decisions
1Cultural Influence on the Implementation of
Lessons Learned inSafety and Risk Management
Decisions Isaac Maya, Najmedin Meshkati,
Mansour RahimiDeepak Madabushi, Kevin Pope,
Meredith SchulteCPMR Fellows MeetingJanuary
19-20, 2005
N a t i o n a l S c i e n c e F o u n d a t i o
n E n g i n e e r i n g R e s e a r c h C e n
t e r
2USC-NASA/CPMR PROJECT MANAGEMENT
- Project Team consists of PI and 2 Co-PIs with
complementary skills, 2 Graduate Students, 1 UG - Dr. Maya -- 26 years experience in engineering
RD and executive, program and project management - Dr. Meshkati -- experienced engineering
researcher in reliability, human factors, safety
culture, risk management of large-scale, complex
technological systems NASA Faculty Fellow
2003-04 - Dr. Rahimi -- experienced engineering researcher
in system safety, human computer interaction
(HCI) for advanced technology systems - Three Excellent Students -- Two Masters students
in Industrial Systems Engineering, undergrad in
anthropology and biology - Technical Advisory Board
- Industrial, academic, and NASA/JPL experience
3Integrated Media Systems Center
NSF Engineering Research Centera partnership in
pursuit of research and innovation in multimedia
and immersive Internet technologies and their
applications 28 Investigators and 260 students
in partnership with National Science
Foundation University of Southern
California Viterbi School of Engineering
Ranked 6th in US, 135M/yr in CG
funding Annenberg Center for Communication Commer
cial Partners Computer Hardware and Software
Aircraft, Aerospace, Defense
Petroleum, Oil, Gas Telecommunications Entertai
nment Other Government Agencies DARPA, NASA,
JPL, NIMA, ONR, U.S. Army
4IMSC Program Management Process
- Application requirements and relevance
- Collaboration and Integration
- Research
- Education and Outreach
5IMSC Program Management Process for USC-NASA/CPMR
Project
- NASA/CPMR project requirements and relevance
- JPL collaboration and integration
- Project Research
- Education and Outreach
6Research Highlights Applicable to NASA/CPMR
Project
IMSC has produced ground breaking results and
fundamental research applicable to NASA/CPMR
efforts
- immersive audio
- multichannel and HRTF approaches - holistic DSP
approach - information management and multimedia databases
- distributed and scalable data analysis and query
- computer vision
- computational framework for grouping based on
tensor voting, tracking for augmented realities
and SFX -
- graphics animation
- 3D DSP mesh processing, compression, mesh
operations, hair modeling and animation
7Technical Advisory Board for NASA CPMR Project
- ACADEMIC
- Dr. Randolph Hall, Professor, Sr. Associate Dean
of Research, Viterbi School of Engineering, and
Director of USCs Homeland Security Center (Risk
and Economic Analysis of Terrorism Events) - Dr. Stan Settles, Professor, USC, member of the
National Academy of Engineering - NASA/JPL
- Dr. Ken Atkins (JPL, Retired), development
project manager for the fourth mission in NASAs
cost-capped Discovery program Stardust - Dr. Steven Prusha (JPL)
- Dr. Payman Arabshahi, Senior Research Staff,
Section 331 (Communication Systems and Research),
JPL - INDUSTRY
- Mark George, Sr. Manager, RD, Lockheed Martin
Space Company - Eric Honour, President, Honourcode, Inc., past
President, International Council on System
Engineering, and Director, Systems Engineering
Center of Excellence - Dr. George Friedman, Retired, Northrop, and
Founder, past President and Fellow, International
Council on System Engineering - Dr. Milton F. Pope, Systems Engineering
Directorate, Evolved Expendable Launch Vehicle
Division, The Aerospace Corporation
8Collaboration with NASA Personnel and Technical
Advisory Board (TAB)
- TAB Telecons
- Dr. Ken Atkins visits at USC and JPL
- Stephen Prusha, Manager, Strategic Systems
Technology Program, JPL, information exchanges - Dudley Killam, Operations Manager, Office of
Safety and Mission Success, JPL, visits - Carol Dumain, JPL, David Oberhettinger, NG, and
JPL Lessons Learned Committee - Al Gallo, Goddard information exchange
- Jeanne Holm, Chief Knowledge Architect, and
Manson Yew, JPL visits - Manson Yew and staff visit at JPL
- Mark George and LM personnel
9Methodology and Sources
- Direct discussions with external collaborators
(NASA/JPL and industry) - Extensive literature review and analysis
- In-depth review of NASA Lessons Learned
Information System (LLIS) - Analysis of LLIS data entries
- Human Factors studies
10Summary Findings
- Mishap investigation boards have identified
- Technical lessons learned
- Need for NASA culture change to reap benefits
- Our preliminary LLIS data analysis shows
- Culture change to implement LL processes has been
evolutionary and Center-dependent - LLIS use is not measurably tracked
- Found evidence that system-level management
change can overcome LL culture change barriers - Currently, several processes and protocols in use
- No NASA-wide, standard, system-level LL template
- JPL has successfully implemented comprehensive LL
process addressing technical and culture change
challenges
11Summary Findings
- New NASA Engineering Network (NEN) is in final
stages of beta testing before release - Modernization of LLIS with current IT
- Addresses IT aspects of LL
- Limited address of system-level issues
- Human factors and systems perspectives and
advanced information management technologies
offer significant potential for - Addressing culture change barriers
- Enhancing usability of NEN
- Increasing effectiveness of overall LL process
12PRESENTATION OUTLINE
- Introduction
- Objective and Focus
- Literature Review Findings
- Cultural Issues Findings
- Lessons Learned Systems and NASA LLIS Findings
- NASA and JPL Management and System Processes for
Lessons Learned
- NASA Engineering Network (NEN)
- Human Factors Studies
- Education and Outreach
- Summary Findings
- Conclusions and Recommendations
13INTRODUCTION
- General impression that NASA Lessons Learned from
past mishaps not being applied effectively in
subsequent programs/projects - Contributing factor could be that NASA culture
features lead to this result - Examine NASAs Lessons Learned Information System
(LLIS) for data - Compare to Lockheed Martin culture, lessons
learned system and data
14Objective and Focus of Research
- Research influence of culture on use of LL system
- Focus on three of the most frequently cited
recurring causal factors for project failures - Poor team communication
- Inadequate management review process in all
life-cycle phases of the project - Inadequate use of systems engineering (project
management) principles for LL in complex/large
scale projects - Look for mishap, LL analysis and implementation
- Consult experts and examine LLIS for data
15Selected Literature Review Findings
- Report to the Subcommittee on Space and
Aeronautics, Committee on Science, House of
Representatives (GAO-02-195) named Better
Mechanisms needed for sharing Lessons learned,
January 2002. - http//www.gao.gov/new.items/d02195.pdf
- No assurance Lessons Learned being applied
- Unfamiliarity with lessons learned across
centers/programs - Cultural barriers inhibit sharing, capturing and
submitting lessons - Lack of support from agency leaders
- Success in industry comes from commitment to
knowledge sharing
16Selected Literature Review Findings (cont.)
- Earlier survey of NASAs Project/Program Managers
on issues of lessons learned and the process
(GAO-01-1015R) Survey of NASAs Lessons Learned
Process, September 2001. - http//www.gao.gov/new.items/d011015r.pdf
- Topics included collection and sharing of
lessons, strengths and weaknesses of lessons
learned processes and procedures, comments on
LLIS, etc.
Source GAO-01-1015R, Survey of NASAs Lessons
Learned Process, September 2001.
17Selected Literature Review Findings (cont.)
- Presentation at CPMR Workshop December 9-10, 2003
by the Best Practices and Lessons Learned Working
Group Report Panel - Examined integration of best business practices
and Lessons Learned - Discusses road blocks and challenges in achieving
such an effort - Aha, D.W., Weber, R. (2000). Intelligent
Lessons Learned Systems Papers from the AAAI
Workshop, Menlo Park, CA AAAI Press Weber, R.,
Aha, D.W., Becerra-Fernandez, I. (2001).
Intelligent lessons learned systems.
International Journal of Expert Systems Research
Applications, Vol. 20, No. 1,
17-34. http//www.kmlab.fiu.edu/Papers/Intelligent
20Lessons20Learned20Systems.pdf - Discussed implementation issues of lessons
learned in any general organization. - Comparisons can be made on aspects of current
NASA system - Could be used as a benchmark in the second phase.
- Characterizations
- Content, Role, Orientation, Duration,
Organization Type, Architecture, Attributes and
Formats, Confidentiality, Size
18Selected Literature Review Findings (cont.)
- NASA Culture Survey, Assessment and Plan for
Organizational Culture Change at NASA, March 15,
2004. - Three key themes emerge from the survey data
- Overall NASA has strong work-group level teamwork
and communications. - Overall NASA has improvement opportunities in
upward communications about safety and in
employee perceptions about the extent to which
the organization cares about employees. - Overall there is little variation among NASA
locations, among offices within NASA locations,
or between programs. - Executive Summary of Survey
- NASA personnel are committed to safety, but NASA
culture not fully supportive of safety Open
communication not the norm, people not fully
comfortable raising safety concerns to management - People do not feel respected by organization
Technical commitment does not translate into
organizational commitment - Excellence is treasured for technical but not for
management, support, communications - Integrity understood, but mixed signals from
management about raising issues.
19Initial (General) Application to Current Effort
- Communication Between Centers
- General inability to effectively collect and
disseminate lessons learned - PMs lack of awareness of lessons being learned in
other centers - Lessons learned mainly through group meetings,
project reviews - Project Review and Management Processes
- Importance and priority of collecting, sharing
and use of the lessons as a key component of NASA
management goals and objectives not clear - Incentives, resources and appreciation associated
with adding to/referring to lessons learned not
present - Perception that discussion of problems not
welcome, or problems too easily dismissed,
reduces LL contributions - Implementation of Systems Engineering Concepts
- Redundant/exclusive/varied systems for sharing
lessons within NASA despite existence of LLIS - Different methods/processes/systems exist for
review and approval of lessons learned for LLIS - LL systems engineering design lacks incentives
and feedback
20Findings from Literature Review and Collaborative
Discussions
- Cultural
- Notion that lessons not apt, relevant or useful,
lack of time for LL (input/use) - Communication of LL among Centers and HQ is
incomplete, leading to inconsistent sharing,
learning and application of lessons - Tools and System Processes
- Need better LL IT tools and project management
review processes and check points - Organizational
- Management-driven initiative and systems-based
process are needed for effectively collecting and
sharing lessons - Value and importance of LL to organizational
goals needs to be emphasized and put in practice
at all centers
21Overview Of Lessons Learned Systems
- Many organizations use LL systems
- Elaborate list of LLS worldwide at
http//home.earthlink.net/dwaha/research/lessons.
html - Many examples
- FAA
- NASA Aviation Safety Report System
- Licensee Event Report (NRC)
- DoD (Army, Navy, etc.), DoE
- Contractors (LM, NG, etc.)
22NASA LLIS Research Plan
- Familiarize ourselves with current LLIS database
and historical evolution - Early development in Code Q, limited capabilities
- Assignment to HQ/Chief Engineer, expanded use
- Goddard maintenance, full deployment (current)
- Knowledge management (future)
- Evaluate the timeline of lessons based on impact
of mishaps, incident review boards and GAO
reports - Graphically review data for each Center to
determine trends, and study variations in the
approval process
23Some Results
24Some Encouraging Results
Progress in Reducing Approval Time
25A Lessons Learned Success Story at JPL From Mars
Climate Orbiter and Mars Polar Lander
Mishaps/Failures in 1999 to Mars Explorer Rovers
Successes in 2003
- Major Noteworthy Actions/Outcomes
- Creation of the Mars Climate Orbiter (MCO) Mishap
Investigation Board (MIB) - MCO Phase I Report Released November 10, 1999
(identified root causes and factors contributing
to MCO failure) - Report on Project Management in NASA by the MIB
March 13, 2000 (Recommendations for a culture
shift by focusing on four categories of themes,
which, in addition to the Mars Program at JPL,
were also applicable to other programs
throughout NASA (p. 36). - People, Process, Execution, and Technology
26A Lessons Learned Success Story at JPL From Mars
Climate Orbiter and Mars Polar Lander
Mishaps/Failures in 1999 to Mars Explorer Rovers
Successes in 2003 (cont.)
- Major Noteworthy Actions/Outcomes (cont.)
- Culture change based on lessons learned via
development of systematic new project and process
management tools and practices - Clarification of major responsibilities of
project managers concerning project quality,
schedule and budget and understanding their
interactions and trade-offs
27A Lessons Learned Success Story at JPL From Mars
Climate Orbiter and Mars Polar Lander
Mishaps/Failures in 1999 to Mars Explorer Rovers
Successes in 2003 (cont.)
- Major Noteworthy Actions/Outcomes (cont.)
- Codifying and standardizing practices, and
development of procedures - Corrective Action Notices
- Design, Verification/Validation and Operations
Principles for Flight Systems (D-17868) - Development of the Flight Project Life Cycle
concept and its enforcement of its multiple
reviews - Concept Review, Preliminary Mission System
Review Project/System Preliminary Design Review
Project/System Critical Design Review, Assembly,
Test, and Launch Operations Readiness Review
Mission Readiness Review Post Launch Assessment
Review and Critical Events Readiness Review - Flight Project Practices (Revision 5, 2/27/03)
28A Lessons Learned Success Story at JPL From Mars
Climate Orbiter and Mars Polar Lander
Mishaps/Failures in 1999 to Mars Explorer Rovers
Successes in 2003 (cont.)
- Major Noteworthy Actions/Outcomes (cont.)
- Over 100 Return-to-Flight criteria and
lessons-learned developed as a result of review
boards were implemented in Rover program
29JPL Lessons Learned Committee Manages Process and
Input to LLIS
30JSC and Ames LL Process Flow Charts
31NASA MANAGEMENT AND SYSTEMS PROCESSES FOR LESSONS
LEARNED
32NASA ENGINEERING NETWORK PROTOTYPE STUDY
Learning Process Occurs Behind All
Components Embed lessons into tools and
communities
- New capability
- New portal
- Push vs. pull
- Improved search
- Metadata/mining
- Collaborative tool
- Query experts
Interagency/Aerospace Lessons Learned
Center Lessons Learned
NASA Lessons Learned
Collaborative Tools (NX, Jabber, WebEx)
Exploration Systems Project Environment
Metasearch
Training APPL SOLAR NET
Policies and Procedures
Feedback
Advanced Engineering Tools
Feedback
Responsibility Areas Chief EningeerGreen
Agency ResourcesBlue
Document and Data Repositories
33HUMAN FACTORS (HF) IN LESSONS LEARNED SYSTEM
DESIGN
- HF-based design of HCI systems such as LLIS/NEN
can significantly improve user interaction and
efficiency - Our preliminary usability testing results of
HF-based redesign of LLIS interface indicate
tasks such as - Conducting searches
- Browsing search results
- Refining a search
- Can
- Be carried out in significantly less time
- Reduce potential for confusion
34HUMAN FACTORS (HF) IN LESSONS LEARNED SYSTEM
DESIGN (cont.)
- HF methods can apply to future NEN design
iterations, and can yield significant benefits - Interface design
- Navigation efficiency
- Searching effectiveness
- Usability testing-based design of NEN
- Cognitive compatibility of NEN user with system
design
35EDUCATION PUBLIC OUTREACH
- Lessons learned and results of this effort
integrated in - Graduate-level PM class (ISE 515, taught by Dr.
Maya) - Two courses in engineering work design and human
factors engineering (ISE 370 and ISE 570, taught
by Dr. Meshkati and Dr. Rahimi) - Educational lessons learned, case studies and
classroom experience will be distributed via
APPL, PMI, NASA, INCOSE and other industry and
university channels - Short courses integrating LL for PMs in NASA and
aerospace industry, such as those offered by the
USC Aviation Safety (and Security) Program, will
be developed
36Summary Findings
- Mishap investigation boards have identified
- Technical lessons learned
- Need for NASA culture change to reap benefits
- Our preliminary LLIS data analysis shows
- Culture change to implement LL processes has been
evolutionary and Center-dependent - LLIS use is not measurably tracked
- Found evidence that system-level management
change can overcome LL culture change barriers - Currently, several processes and protocols in use
- No NASA-wide, standard, system-level LL template
- JPL has successfully implemented comprehensive LL
process addressing technical and culture change
challenges
37Summary Findings
- New NASA knowledge management system, NEN, is in
final stages of beta testing before release - Modernization of LLIS with current IT
- Addresses IT aspects of LL
- Limited address of system-level issues
- Human factors perspectives and advanced
information management technologies offer
significant potential for - Addressing culture change barriers
- Enhancing usability of NEN
- Increasing effectiveness of overall LL process
38Conclusions and Recommendations
- NASA LL culture change is possible and underway
- Executive level systems-based LL guidance and
support critical for NASA-wide implementation - Systems-based incentives, check points,
consistency - Successful JPL process can be adapted to address
needs of other Centers - NEN will provide much needed upgrade of LLIS
- Can effect culture change as part of
systems-based approach - HF-based HCI design can significantly enhance
usability, acceptance effectiveness - Advanced IT features can address major challenges