The X-15 program sought to learn more about the problems and possibilities of hypersonic flight and human spaceflight, and provided a knowledge base that informed the development of the space shuttle.
Routine reviews of Columbia’s launch videos from January 16, 2003, revealed a foam strike and triggered discussions within NASA about what, if anything should be done next.
The events leading up to the Deepwater Horizon accident offers several cautionary lessons for NASA.
Surviving the third costliest hurricane to hit the United States reaffirmed a common lesson for NASA: in the event of an emergency, you’d better have a plan.
An unexpected opportunity enabled LCROSS to hitch a ride to the moon, but it came with significant cost and schedule constraints. This unique challenge required effective partnerships.
An elusive technical problem demanded rigorous investigation and open communication before NASA's technical community said "go" for launch on STS-119.
As the Cassini-Huygens spacecraft hurtled through space on its 1.5-billion km voyage to Saturn, engineers discovered a technical error that jeopardized the success of the Huygens probe.
The Ares I-X management team reflects on lessons learned in the development process.
Can you identify, analyze, and develop mitigation plans for the risks faced by the Super Lightweight Tank team?
A case on Process 2.0 – integrating risk and knowledge management to improve your work.
How did changes in risk posture and management expectations create unique challenges for the Demonstration of Autonomous Rendezvous Technology (DART) mission?
Future of the Mars program.
Supplements Double-Edged Sword.› View This Video
Lightning strike on the launch pad.
Faster, better, cheaper.
Tiny budget, spiraling requirements.