4106 risultati
1992rif. 260853PN. New. 1992. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2001rif. 1336383PN. New. 2001. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1994rif. 440732PN. New. 1994. Soft Cover. Date is original print. This is a reprint edition. . PN paperback
1917rif. 2111902158301013Accounting Division Interior Minister's Secretariat 1917. Soft Cover. Fine. Number of pages: 65 p Railway track map with errata Out of print Size: Size cm: 18.5 x 26.5 x 1 Number of copies: 1 Accounting Division, Interior Minister's Secretariat paperback
2001rif. 1331085PN. New. 2001. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1997rif. 294699PN. New. 1997. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1998rif. 91246Washington DC: United States General Accounting Office 1998. Presumed First Edition First Printing. Wraps. Very good. 23 1 pages. Footnotes. Illustrations. Tabular data. This is a "Report to Congressional Requesters". This report responds to a Congressional request that the GAO review the National Missile Defense NMD program funding requirements and schedule and technical risks. Specifically you asked us to determine 1 why the Department of Defense DOD significantly increased the program's near-term funding in its May 1997 Quadrennial Defense Review 2 how funding increases authorized and appropriated by Congress for the program in fiscal years 1996 through 1998 have been used or are planned to be used and 3 DOD's planned level of future funding for the NMD program and planned uses for those funds. You also asked for an assessment of the program's current schedule and technical risks. We provided an initial assessment of the schedule and technical risks in our December 12 1997 report to you. This report updates that assessment. The primary mission of NMD is to defend the United States against an intercontinental ballistic missile attack consisting of several missiles launched from a rogue nation. It would also have some capability against an accidental launch from nuclear powers such as Russia or China. The United States has been developing technologies for use in an NMD system for a number of years. In April 1996 DOD changed the purpose of the NMD program from a technology readiness program to a deployment readiness program and designated NMD as a major defense acquisition program. Under the technology readiness program the Ballistic Missile Defense Organization BMDO developed and matured technologies for possible use in an NMD system. Under the current deployment readiness program BMDO plans to integrate the technologies into a system that can be made operational. The deployment readiness program is commonly known as the "33" program. The goal of the NMD 33 program is to develop and demonstrate by fiscal year 2000 an initial limited capability that could be deployed by fiscal year 2003. The deployment decision is to be based on ongoing assessments of the threat and will not be made until fiscal year 2000 at the earliest. If DOD concludes at that time that the threat does not warrant deployment by fiscal year 2003 development will continue. While BMDO is still determining the specific design of the initial NMD system its features will include 1 space- and ground-based sensors to provide early warning of attacking missiles; 2 ground-based radars to identify and track the threatening warheads; 3 ground-based interceptors to collide with and destroy incoming warheads; and 4 a battle management command control and communications system. United States General Accounting Office paperback
1994rif. 273436PN. New. 1994. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1999rif. 1315039PN. New. 1999. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1999rif. 1314999PN. New. 1999. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2001rif. 1336337PN. New. 2001. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1991rif. 241823PN. New. 1991. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2001rif. 1329822PN. New. 2001. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1992rif. 254396PN. New. 1992. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1998rif. 1308655PN. New. 1998. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1993rif. 265421PN. New. 1993. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1992rif. 260150PN. New. 1992. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2000rif. 1324251PN. New. 2000. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1997rif. 1301066PN. New. 1997. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2001rif. 1338394PN. New. 2001. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1998rif. 1309745PN. New. 1998. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1997rif. 296758PN. New. 1997. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2001rif. 1335633PN. New. 2001. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2002rif. 91336Washington DC: United States General Accounting Office 2002. Presumed First Edition First Printing. Wraps. Very good. 50 4 pages. Footnotes. Figures. Tables. This is a "Report to the Subcommittee on Space and Aeronautics Committee on Science House of Representatives". In response to a Congressional request this report discusses the mechanisms that the National Aeronautics and Space Administration NASA has in place to capture disseminate and apply past lessons learned towards future mission success. We found that NASA's processes procedures and systems do not effectively capture and share lessons learned and therefore NASA has no assurance that lessons are being applied towards future missions. We include recommendations to the NASA administrator on ways to strengthen the agency's lessons learning processes and systems. NASA's procedures and guidelines require that program and project managers review and apply lessons learned from the past throughout a program's or project's life cycle and to document and submit any significant lessons to the agency's Lessons Learned Information System LLIS in a timely manner. NASA defines a lesson learned as knowledge or understanding gained by experience. The experience may be positive such as a successful test or mission or negative such as a mishap or failure. A lesson must be significant in that it has a real or assumed impact on operations; valid in that it is factually correct; and applicable in that it identifies a specific design process or decision that reduces or eliminates the potential for failures and mishaps or reinforces a positive result. NASA recognizes the importance of learning from the past to ensure future mission success and uses several mechanisms to capture and disseminate lessons learned. The principal source NASA has established for the agency-wide collection and sharing of lessons is the LLIS a Web-based lessons database that managers are required to review on an ongoing basis. In addition NASA uses training program reviews and periodic revisions to agency policies and guidelines to communicate lessons. Several NASA centers and key programs also maintain lessons learned systems that are geared toward their own staff. Recently NASA has taken steps to improve the way it captures and shares information by developing a business strategy called knowledge management. Knowledge management can be defined as the way that organizations create capture and reuse knowledge to achieve their objectives. According to NASA officials knowledge management has the potential to link agency staff with the knowledge and resources they need to complete tasks faster better and cheaper. In pursuit of knowledge management NASA has developed a strategic plan established a management team to coordinate knowledge management activities at NASA's centers and initiated several information technology pilot projects. Despite the processes and procedures in place to capture and share lessons learned there is no assurance that lessons are being applied toward future missions success. A GAO survey of NASA program and project managers revealed weaknesses in the collection and sharing of lessons learned agency-wide. While some lessons learning does take place our survey found that lessons are not routinely identified collected or shared by programs and project managers. Respondents reported that they are unfamiliar with lessons generated by other centers and programs. In addition many respondents indicated that they are dissatisfied with NASA's lessons learned processes and systems. Managers also identified challenges or cultural barriers to the sharing of lessons learned such as the lack of time to capture or submit lessons and a perception of intolerance for mistakes. They further offered suggestions for areas of improvement including enhancements to LLIS and implementing mentoring and "storytelling" or after-action reviews as additional mechanisms for lessons learning. While NASA's current knowledge management efforts should lead to some improvement in the sharing of agency lessons and knowledge they lack ingredients that have been shown to be critical to the success of knowledge management at leading organizations. Cultural resistance to sharing knowledge and the lack of strong support from agency leaders often make it difficult to implement an effective lessons learning and knowledge sharing environment. We found that successful industry and government organizations have overcome barriers by making a strong management commitment to knowledge sharing developing a well defined business plan for implementing knowledge management providing incentives to encourage knowledge sharing and building technology systems to facilitate easier access to information. The application of these principles could increase opportunities for NASA to perform its basic mission of exploring space faster better and cheaper more successfully. United States General Accounting Office paperback
2001rif. 1337922PN. New. 2001. Soft Cover. Date is original print. This is a reprint edition . PN paperback