NASA Knowledge Management(美国宇航局知识管理系统).pdfVIP

9-603-062 R E V . O C T O B E R 2 9 , 2 0 0 2 y D O R O T H Y L E O N A R D D A V I D K I R O N p Managing Knowledge and Learning at NASA and the Jet Propulsion Laboratory (JPL) o Downsizing at NASA over the last decade through attrition and buyouts has resulted in an imbalance in NASA’s skill mix.1 — The President’s Management Agenda, Fiscal Year 2002 By the end of this decade, many of the most experienced scientists and engineers at NASA and JPL are C going to retire. If we don’t have systems in place to retain more of what they know, our institution is going to suffer. — Jeanne Holm, Chief Knowledge Architect for NASA In the spring of 2002, Jeanne Holm, Chief Knowledge Architect for the National Aeronautics and t Space Administration (NASA) and its Jet Propulsion Laboratory (JPL), was giving a tour of JPL. Stopping at a viewing stage above JPL’s mission control center, Holm explained the growing need for knowledge management at NASA: Almost 40% of JPL’s science and engineering workforce is currently eligible for retirement.