Plane Propulsion Laboratory (JPL) confronts a genuine loss of learning - both as a result of the speedier, better, less expensive command for Mars missions and from the retirement of key faculty. A broad information administration framework for NASA/JPL incorporates formal learning catch systems, for example, Web pages and digitized manuals and such casual ones as narrating. The previous are much less demanding to get financed and to actualize than the recent, yet boss information draftsman Jeanne Holm is worried that innovation can't understand probably the most troublesome issues she confronts. This case concentrates more on dealing with the implied learning held in the heads of researchers and experienced task administrators than on the data innovation that Holm has put set up. The change from extravagant however occasional Mars missions to 2 missions at regular intervals impelled various junior administrators into positions of obligation and choice making for which they had deficient experience. Despite progressively tight spending plans, Holm must choose what sorts of learning administration activities to back- - and how to empower the social change that is required in the association.
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