“Sometimes, not knowing something and saying we don’t know something can be the most valuable statement we make, because it retains our uncertainty in front of us. There wasn’t much engineering involved in it, other than an engineer happened to say it,” Rogers said. This was called common engineering opinion. Rogers noted that humans have a natural tendency to let an expert opinion anchor their thinking, especially if that expert opinion validates a desired outcome. Then, when a debris assessment team comes in, requests imagery to deal with uncertainty that remained in the equation, there was no need seen for getting such imagery.” Our leaders relied on expert opinion that believed foam couldn’t hurt the orbiter. “Along the way, management concluded that nothing could be done. This left a great deal of uncertainty about what that impact might have done to the shuttle’s wing. This was the only evidence available of the strike. Rogers walked the overflow crowd in the KSC Training Auditorium through video of the Columbia launch, in which a large piece of foam comes off the external tank and strikes the orbiter’s wing. So, today, on the 38 th anniversary of the maiden voyage of Columbia, STS-1, as a NASA family, we are returning Columbia back to flight on a new mission to inspire, educate and powerfully share the valuable lessons learned from the past, to help bring us successfully into the future.”Įdward Rogers, Chief Knowledge Officer at Goddard Space Flight Center, gave a presentation about the hard lessons learned from the Columbia investigation and how they apply to all NASA programs and projects. When we lost Columbia and her crew, it was one of the lowest moments in my life. “I looked at him and said, ‘Sir, you don’t understand.’ I knew what it meant to be a member of the NASA family. Manning recalled a guest telling him to “get yourself together.” Returning to the runway where Columbia was to have landed, knowing that Columbia and her crew never made it back home was a traumatic experience. In opening remarks at the townhall, Kelvin Manning, Associate Director, Technical at KSC, recalled becoming emotional while escorting VIPs to the memorial service less than one week after the accident. The goal of the tour is to ensure that a new generation of NASA’s technical workforce understands the lessons learned from the Columbia. The tour included a display of artifacts from Columbia, a session of APPEL Knowledge Services’ Complex Decision Making and Project Management (CDMPM) Course, and a townhall meeting. The Space Shuttle Columbia National Tour, which eventually will stop at all of NASA’s centers, began at the Kennedy Space Center.
On April 12, 2019, the 38 th anniversary of its first launch, Space Shuttle Columbia began a new mission-one of education for NASA’s technical workforce. The agency moved quickly and resolutely to address cultural issues in the decision-making process identified in the Columbia Accident Investigation Board’s final report. The lessons learned from the investigation into the Columbia disaster transformed NASA. The Space Shuttle Columbia holds a unique place in NASA history, marking one of the highest achievements, as the first reusable spacecraft launched by NASA, and one of the darkest hours when it broke apart during reentry on February 1, 2003.
NPR 7120.5 Revision F Rollout Briefing (NASA Only)ĭisplay of artifacts, APPEL course, townhalls planned for NASA centers.Systems and Engineering Leadership Program (SELP).
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