The National Academies Press

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From page 1... ... This is not surprising in view of the enormous management challenges the program faces, including the following: � Unlike in most of its space-related activities, NASA has no institutional responsibility, resources, or ability to directly implement technologies developed by the aeronautics program. Rather, implementation is dependent on external customers such as airframe, engine, and other aircraft component manufacturers and assemblers and the regulatory and operational arms of the Federal Aviation Administration (FAA) Read the entire page →
From page 2... ... For these reasons, ARMD asked the National Academies' Board on Science, Technology, and Economic Policy to recommend tools, techniques, and practices that might facilitate and accelerate aeronautics innovation involving the results of NASA's R&D activities. Interpreting the charge to focus on the deployment of NASA-developed technologies by users outside the agency, the National Academies appointed an ad hoc study committee composed of academic experts in technology management and public administration and people experienced in the development of a variety of technologies directly and indirectly related to aeronautics. Read the entire page →
From page 3... ... Modern innovation management in a resource-constrained environment has as a first principle identifying and adequately supporting the highest priority projects and winnowing out less important ones. Within ARMD this process has only recently begun. Read the entire page →
From page 4... ... Obviously, the advice would not be the same for projects designed to yield fundamental knowledge and projects undertaken for clearly identified customers leading to prototype technologies, for example for fuel-efficient engines or air traffic control modernization. A decision to confine NASA's R&D program to fundamental research would shift the focus of attention away from the management of the R&D process and the hand-off of resulting technologies and toward the dissemination of fundamental knowledge, for example, via peer-reviewed publica Read the entire page →
From page 5... ... Refocusing the NASA aeronautics program exclusively on fundamental research may appear to be a reasonable strategy given the current outlook for funding, but it risks losing the support of industry stakeholders, without which the program cannot compete effectively for resources in a constrained budget environment. Moreover, the areas of public good in which the argument for government involvement is strongest -- safe, efficient air traffic management and environmentally benign aviation operations -- are arguably the areas in which users are more dependent on outside suppliers to deliver fairly well-proven technologies and in which NASA's technical capabilities are in some respects superior. Read the entire page →
From page 6... ... � The variety of technologies and the diversity of stakeholder capabilities require increased ARMD flexibility and variability with regard to project time horizons and stage of technology development. PERSONNEL MANAGEMENT PRACTICES ARMD should implement more flexible personnel practices, increase incentives for creativity, and actively manage existing constraints on staffing decision making to minimize their innovation-inhibiting effects. Read the entire page →
From page 7... ... � NASA should expand its Centennial Challenges program to offer high-profile aeronautics prizes of a magnitude sufficient to generate considerable participation and public attention. FINANCIAL MANAGEMENT ARMD should structure financial management to minimize the disruptive effects of externally imposed demands on resources and one-sizefits-all accounting rules. Read the entire page →

From page 1...

... This is not surprising in view of the enormous management challenges the program faces, including the following: � Unlike in most of its space-related activities, NASA has no institutional responsibility, resources, or ability to directly implement technologies developed by the aeronautics program. Rather, implementation is dependent on external customers such as airframe, engine, and other aircraft component manufacturers and assemblers and the regulatory and operational arms of the Federal Aviation Administration (FAA)

Read the entire page →

From page 2...

... For these reasons, ARMD asked the National Academies' Board on Science, Technology, and Economic Policy to recommend tools, techniques, and practices that might facilitate and accelerate aeronautics innovation involving the results of NASA's R&D activities. Interpreting the charge to focus on the deployment of NASA-developed technologies by users outside the agency, the National Academies appointed an ad hoc study committee composed of academic experts in technology management and public administration and people experienced in the development of a variety of technologies directly and indirectly related to aeronautics.

Read the entire page →

From page 3...

... Modern innovation management in a resource-constrained environment has as a first principle identifying and adequately supporting the highest priority projects and winnowing out less important ones. Within ARMD this process has only recently begun.

Read the entire page →

From page 4...

... Obviously, the advice would not be the same for projects designed to yield fundamental knowledge and projects undertaken for clearly identified customers leading to prototype technologies, for example for fuel-efficient engines or air traffic control modernization. A decision to confine NASA's R&D program to fundamental research would shift the focus of attention away from the management of the R&D process and the hand-off of resulting technologies and toward the dissemination of fundamental knowledge, for example, via peer-reviewed publica

Read the entire page →

From page 5...

... Refocusing the NASA aeronautics program exclusively on fundamental research may appear to be a reasonable strategy given the current outlook for funding, but it risks losing the support of industry stakeholders, without which the program cannot compete effectively for resources in a constrained budget environment. Moreover, the areas of public good in which the argument for government involvement is strongest -- safe, efficient air traffic management and environmentally benign aviation operations -- are arguably the areas in which users are more dependent on outside suppliers to deliver fairly well-proven technologies and in which NASA's technical capabilities are in some respects superior.

Read the entire page →

From page 6...

... � The variety of technologies and the diversity of stakeholder capabilities require increased ARMD flexibility and variability with regard to project time horizons and stage of technology development. PERSONNEL MANAGEMENT PRACTICES ARMD should implement more flexible personnel practices, increase incentives for creativity, and actively manage existing constraints on staffing decision making to minimize their innovation-inhibiting effects.

Read the entire page →

From page 7...

... � NASA should expand its Centennial Challenges program to offer high-profile aeronautics prizes of a magnitude sufficient to generate considerable participation and public attention. FINANCIAL MANAGEMENT ARMD should structure financial management to minimize the disruptive effects of externally imposed demands on resources and one-sizefits-all accounting rules.

Read the entire page →

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Summary Pages 1-8

Summary
Pages 1-8