NASA’s Systems Analysis Integrated Discipline Team (SAIDT) was developing a new organization design capable of performing complex modeling and analysis tasks, using team members at various NASA centers.
The focus was on: design as a process, the effect of design tools on the process as well as alternative designs, the fit between the tools and their fit with the organization, the effect of an ongoing agency-wide transformation, and implications for organizational contingency theory.
In order to complete these goals, the SAIDT was using the organizational design tool OrgCon. The use of OrgCon is described in Carroll, Gormley, Bilardo, Burton and Woodman “Designing a New Organization at NASA: An Organization Design Process Using Simulation” Organization Science Vol. 17, No. 2, March–April 2006
- Designing a New Organization at NASA: An Organization Design Process Using Simulation (Abstract and Article)
- Seven Key Principles of Program and Project Success – A Best Practices Survey
The National Aeronautics and Space Administration (NASA), which was established on July 29, 1958 by the National Aeronautics and Space Act, is the agency responsible for the public space program of the United States of America, funding annually amounting to $16 Billion. It is also responsible for long-term civilian and military aerospace research. NASA is regarded arguably as the forefront leader of space agencies worldwide.