Category Archives: Spaceflight

A New View of Apollo 8, NASA’s Perfect Mission

December 28, 2016 Keith Haviland Leave a comment

Apollo 8 in 1968 was NASA’s perfect Christmas Mission that at the time awed and moved the whole world. Our forthcoming movie “Mission Control: the Unsung Heroes of Apollo” gives a new perspective on the flight from the consoles in Houston, and shows that Apollo 8 was also an extraordinary example of bold and strong leadership and remarkable teamwork.

A New Movie

In the last two years I have had the privilege to be a producer on the upcoming new Haviland Digital movie Mission Control: the Unsung Heroes of Apollo, working with director David Fairhead and producer Gareth Dodds. We were inspired by Rick Houston, an expert in space history and the author of “Go Flight: The Unsung Heroes of Mission Control”. The film should be released around the spring of 2017.

The film is about a remarkable decade of achievement by the people who worked at consoles in Mission Control in Houston. The team members were born against a backdrop of economic turmoil and global conflict. Some came from a rural lifestyle little changed from the 19th century. Others grew up in a gritty, blue-collar America of mines and smoke stacks. They ranged from kids straight out of college to those toughened by military service. But from such ordinary beginnings, an extraordinary team was born.

They were setting out on what JFK called:

“The most hazardous, dangerous, and greatest adventure upon which mankind has ever embarked”.

Through their testimony – and the supporting voices of Apollo astronauts and modern NASA flight directors – the film takes us from the faltering start of the program through the Mercury and Gemini missions, the tragedy of the Apollo 1 fire to the glories of the Moon landings.

In making the film, we had the immense privilege of spending time with these men, who had taken part in some of the greatest events of the twentieth century.

And for many, it will be a new viewpoint – a viewpoint of the space program from the ground, not the capsule.

Most of us, when thinking about that era, will come first to Apollo 11 – when Neil Armstrong and Buzz Aldrin were the first humans to walk on the lunar service. But almost universally, for those in Mission Control, their favourite mission was not the moon landing – extraordinary as that was – but the first journey to orbit the moon: Apollo 8.

1968 – A Year of Challenges

1968 was a difficult year. In the world at large, it had started with the North Vietnamese launching the Tet offensive. It was also to be the year of the My Lai massacre. In April, Martin Luther King Jr. was assassinated. There were riots in Paris and Chicago, and a sense of revolution hung coldly in the air. In June, Sirhan Sirhan shot Robert Kennedy, and in the autumn, the Soviet Union invaded Czechoslovakia.

It had also been a challenging period for NASA. In January of 1967, a fire had swept through the first Apollo capsule intended for space during a ground test. The fire was caused by a mix of bad wiring and a pure oxygen atmosphere. And because the escape hatch mechanism was clumsy, three astronauts lost their lives in horrible circumstances.

The pain of that event is still felt fifty years later. It was an avoidable and unexpected body blow for the Apollo program – one that could have easily proven fatal.

Flight Director Gene Kranz – famous for his core role in saving the Apollo 13 crew – had taken his team aside at that point and asked them to take and feel their own accountability, and then write on their blackboards the words tough and competent– a vow to do their best and strive for excellence, but also be willing to raise their hands when schedule and other pressures threatened a mission and its crew.

So, 1968 for NASA was a year of recovery and regrouping. And many – including Dr Chris Kraft, the creator of Mission Control – came to think that period of recovery proved to be necessary and essential. With the tragedy and without the cold and clear response from NASA in improving things, the moon landings may not have happened.

The main spacecraft was redesigned to a higher “Block II” standard. Flammable materials were eliminated from its interior. The hatch was made easy to open. The NASA leadership of the era passed the main test of real leadership: can you handle the bad times?

The first success of this new phase was Apollo 7, where a three-person crew tested the main spacecraft – the CSM or Command and Service Module. This flew without a real hitch in Earth orbit in October 1968.

It still wasn’t plain sailing. Apollo 6 – an uncrewed mission – had tested the mighty Saturn V rocket and it had turned out to be quite a ride. The launch was so violent that the rocket had “pogo-ed” , and any crew would have been injured or killed. The design was later changed so that helium gas was pumped into voids in the ducts leading to the F-1 engines to change the overall resonance characteristics of the vehicle. There were also issues that caused the premature shut-off of engines in the second stage, requiring another set of fixes.

And then the lunar module – the spidery and fragile craft that was meant to land on the Moon – was proving to be “a horrible piece of hardware.” It was not ready. There were too many defects to meet the schedule. It would take many weeks to fix.

And Apollo 8 was meant to test the lunar module in Earth orbit.

A Moment of Agility

The word agility is used a lot in modern business to describe approaches that can deliver results fast and handle change well. It’s a word that belongs to the 21st century.

But NASA in the 1960s remains an example of agility that still startles.

In the summer of 1968 and in a decision that would be remembered as an act of extraordinary vision and boldness, George Low, the Manager of the Apollo Spacecraft Program Office, proposed that Apollo 8 be instead sent to orbit the moon without its Lunar Module.

The risks were extraordinary.

This would be the first manned flight using the mighty Saturn V – a rocket that had just had its severe issues with “pogo-ing” fixed but not tested. It was a bold step indeed to use its first crewed flight to travel almost a quarter million miles to the Moon.
Any trip to the Moon also required intense planning and training , and the discussions had started just a few weeks before the earth orbit Apollo 7 was scheduled to fly. It was a tough schedule to meet. Would it be even possible?

Glynn Lunney, a Flight Director and one of the most important figures in NASA Mission Control during the Apollo years summarized the thought process that would typify the response of NASA senior management:

“I went in minutes from ‘crazy’ to ‘brilliant breakthrough’, and ‘why didn’t I think of that’?”

So, the mission imagined on almost the spur of the moment rapidly gained the support of almost all NASA’s senior managers. They understood the immense morale boost it would create, and they had confidence in their vehicles. Above all, the team that had formed out of Mercury, Gemini and the early days of the Apollo program had gained immense confidence in itself. This great challenge could be met. This mission was possible. It was a Go!

Training was started in September. No public announcement was made about the real intent of the mission until November 12, less than 40 days before launch. The news of the real goal of Apollo 8 stunned and exhilarated the public. American astronauts were going to the Moon … and at Christmas.

Even those in Mission Control were shocked. John Aaron – a key figure in many flights including Apollo 13 – would think:

“ You’re going to do what?”

Launch

On the morning of December 21, the Apollo 8 crew – Frank Borman, Jim Lovell and Bill Anders – was awakened in the small hours, and given a traditional breakfast of steak and eggs.

As for Mission Control, it would operate 24×7 in three shifts, led by Flight Directors Charles Charlesworth, Glynn Lunney and Milton Windler. The atmosphere in Mission Control was intense. As Jerry Bostick remarks in the film, every thing was checked and rechecked.

“This no simulation … was for real”.

The countdown proceeded smoothly and at 7:51 AM, the four hold-down arms were released and the Saturn V moved slowly into the air, driven by many millions of pounds of thrust. It did not shake as violently as Apollo 6 and the crew were safe.

Astronaut Michael Collins was the CAPCOM (Capsule Communications) on duty on the ground and at 2 hours, 27 minutes and 22 seconds in the mission radioed,

“Apollo 8. You are Go for TLI.”

TLI stands for “Trans-lunar Injection”. It gave permission to the spacecraft to leave low-Earth orbit. The engine on the third and final stage of the Saturn V fired again.

Apollo 8 was now the first manned interplanetary spacecraft. And the crew would find time to take the first pictures made by humans rather than robots of the whole planet Earth.

Reaching the Moon

As they approached the moon, the crew began to prepare for Lunar Orbit Insertion or LOI. This was a particularly tense moment. It depended on a burn of the service module engine on the far side of the Moon, when the spacecraft was alone and out of contact with Earth.

After the key members of Mission Control were polled for a “go” or “no go” decision, the crew was told that they were “go” and “riding the best bird we can find.”

Mission Control had set up two countdown clocks. If Apollo 8 regained contact at the first timing point, then no burn had happened and LOI had failed. If it regained contact at the second timing point, the burn had worked perfectly. Anything else was real trouble. The craft could be heading into solar orbit or towards impact on the lunar surface.

It was at this point that Lunney – who was the flight director on duty, said:

“Okay, all flight controllers, this is a good time to take a break.”

It amazed the members of Mission Control at first, but on reflection there was nothing to be done for around 20 minutes. Some of them took advantage. Eventually, the first countdown clock expired. There was no signal. Tension in Mission Control increased. Then the second clock expired. Apollo 8 radioed at that exact point

“Houston, this is Apollo 8. Burn complete.”

The engine had performed as it should. Apollo 8 was in orbit around the moon.

In Orbit

It was then that the crew could start observing another world – one of the prime purposes of the mission, and essential preparation for future landings. They would take many hundreds of photos. Jim Lovell would characterize the surface as:

“The Moon is essentially grey, no colour; looks like plaster of Paris or sort of a greyish beach sand. “

Bill Anders would add:

“Looks like a sand pile my kids have been playing in for a long time—it’s all beat up—no definition—just a lot of bumps and holes.”

These were the words of pilots and engineers. Plain, without romance. But poetry was coming.

The Genesis Reading

As Apollo 8, rounded Moon for the ninth time, they began another TV transmission. They first described the lunar surface for the people on Earth, Borman characterizing it as a “a vast, lonely, forbidding expanse of nothing.”

Then Anders said crew had a message for all on Earth. It was at that moment that each of the astronauts read a section from Genesis, about the creation of the Heaven and the Earth. It had been selected as a part of the bible with resonance across multiple religions.

“In the Beginning god created the Heaven and the Earth. And the Earth was without form and void. And darkness was upon the face of the Deep. . . . And God saw that it was Good. . . . “

Borman ended the broadcast with:

“And from the crew of Apollo 8, we close with good night, good luck, a Merry Christmas and God bless all of you – all of you on the good Earth.”

This was a hugely moving and unexpected experience for those in Mission Control. Flight controller Jerry Bostick later wrote:

“I was totally overwhelmed, and tears came to my eyes. [What could be] more appropriate than a Bible reading about creation, coming from the first people to ever leave the influence of Earth, on Christmas Eve?”

Returning Home

The next critical moment was Trans-Earth Injection, or TEI. The service module engine needed to be restarted a second time, and perform another perfect burn. Again, that would be done behind the moon.

It worked, and Lovell reported:

“Houston … please be informed, there is a Santa Claus.”

After the long coast back to Earth, the Apollo 8 Command module re-entered the atmosphere with the fire and dreadful violence that comes from interplanetary velocities. The deceleration peaked at around 6g, as the spacecraft met the resistance of Earth’s atmosphere.

Anders would say:

“You could see the flames and the outer skin of the spacecraft glowing; and burning, baseball-size chunks flying off behind us. It was an eerie feeling, like being a gnat inside a blowtorch flame.”

At around 10,000 feet the three main parachutes slowed the Command Module, and it splashed down south of Hawaii.

Apollo 8 – In Retrospect

In the end, Apollo 8 was a genuine and complete success. It was indeed a perfect mission. Jerry Bostick would say: “It was bold, it was exciting, and it was successful.”

Chris Kraft – who created the very notion of Mission Control – notes in his autobiography how many historic firsts it scored. It was the:

First manned flight of a Saturn V
First manned vehicle to leave earth’s gravitation field
First use of a computer to provide total “onboard autonomy” in navigation
First manned vehicle in lunar orbit
First close-up view of another planet
First exposure to solar radiation beyond the earth’s magnetic field
First vehicle to rocket out of lunar orbit
First manned vehicle to re-enter from another planet

Perhaps the impact of the Mission is best summarized by a telegram sent to Borman by an unknown citizen that stated:

“Thank you Apollo 8. You saved 1968.”

Apollo 8 as an Example of Leadership

Apollo 8 of course is also extraordinary example of bold and strong leadership and remarkable teamwork.

Coming less than two years after the Apollo 1 fire which could have halted the program, it represents true both organisational resilience and the genuine acceptance of accountability. NASA were truly “tough and competent”.

It demonstrates adaptability, creativity and agility. Apollo 8 was meant to be an Earth orbit mission. The bold and courageous mission that replaced that original intent probably shortened the path to the Moon. It was a decision made quickly and decisively.

It demonstrates the high performing team at the heart of NASA and Mission Control – who were able to create a new and complex mission plan for humanity’s first mission to another world in a matter of weeks.

Apollo 8 was also a remarkable moment in communications, in PR and marketing. At the end of a deeply troubled year, its success bound together humanity for a moment.

In summary, Apollo 8 is a perfect example of the power of vision and imagination, followed by perfect execution.

And it happened at Christmas.

Keith Haviland

This article is an extended version of an article first published in 2014. Many thanks for David Woods for insight into the Apollo 6 launch.

Keith Haviland is a Former Partner and Global Senior Managing Director at Accenture, and founder of Accenture’s Global Delivery Network. He is also a film producer and CEO of Haviland Digital – dedicated to intelligent film, TV and Digital Media.

Leadership, Spaceflight, Uncategorized

Last Man on the Moon is now released!

February 28, 2016 Keith Haviland 1 Comment

“I went to the Moon. What can’t you do?” – Gene Cernan

Our film “The Last Man on the Moon”, from Mark Stewart Productions, is now officially released. It is showing in selected cinemas in North America, is available on iTunes, and US Blu-rays and DVDs can be pre-ordered. Initial reviews have been excellent.

12027390_527051210789746_3263581701015699599_o — From left to right: Mark Craig Director; Keith Haviland Co-Executive Producer; Eugene Cernan; Gareth Dodds, Producer and Mark Stewart, Executive Producer.

The film is a feature-length biography of Eugene Cernan, astronaut, aviator, friend and family man. The core team consists of Mark Craig, Director; Gareth Dodds. Producer; Mark Stewart, Executive Producer and – of course – Commander Cernan himself. It has been a great personal pleasure and privilege to have supported this project.

Like all good films. it works at many levels. It looks and sounds beautiful. It is intensely human and at times very funny or intensely moving. The movie appeals to a wide audience, and people with little interest in spaceflight still become engrossed in its gripping story about a man, his family and his friends. The section about the Apollo 1 fire is deeply sad. Sections on Gemini 9 and Apollo 10 recreate the drama of manned spaceflight. The treatment of Apollo 17 (the last Apollo mission to the Moon) is celebratory, and sometimes approaches the spiritual.

12792272_527055430789324_1841839854561418748_o — Gene Cernan being interviewed at the Houston premiere of “The Last Man on the Moon”.

At the heart of the story is Captain Cernan’s remarkable personal journey. From humble beginnings, he became a skilled Navy aviator. He was next accepted as an astronaut, and the film allows you to share his raw joy at that moment. During his NASA career, he faced some difficult missions, dealt with genuine tragedy, and makes his own mistakes – including a poorly timed and avoidable helicopter trash. But he retained his passion, his ambition and an absolute focus on the program. He became remarkable leader, and to this day can still light a room and inspire people with his presence. The film expands to cover his family life, and his deepest friendships, and also manages to be one of the best histories of the golden age of the Apollo era.

The film will appear in other regions soon. To keep up with the film’s progress visit the film’s Facebook Page or its dedicated website.

Enjoy!

Keith Haviland is a business and technology leader, with a special focus on how to combine big vision and practical execution at the very largest scale, and how new technologies will reshape tech services.  He is a former Partner and Global Senior Managing Director at Accenture, and founder of Accenture’s Global Delivery Network.  Published author and active film producer, including being Co-Executive Producer on “The Last Man on the Moon”. Advisor/investor for web and cloud-based start-ups.

Leadership, Spaceflight, Technology, Uncategorized

Lost on Mars – Christmas 2003

December 24, 2015 Keith Haviland Leave a comment

Christmas Day 2003 was meant to be a special day for the exploration of Mars, and for a charismatic scientist named Colin Pillinger. In the end, it was the key moment of a story that involves loss and rediscovery, innovation, lessons around program management and flawed but inspirational leadership.

A probe called Beagle 2 – christened after the ship that supported Darwin’s famous voyage of exploration – was intended to land on the Martian surface in the small hours of Christmas morning, UK time.

Its destination was Isidis Planitia, a vast impact basin that sits across the border between the ancient highlands and the northern plains of the Red Planet.

Beagle 2 was a low-cost, small-scale and minimalist British spacecraft. It had, however, audacious goals to directly search for life. Colin Pillinger was its Principle Investigator.

After piggybacking across tens of millions of miles of empty space, the craft had detached from its mother ship, the European Space Agency’s (ESA) Mars Express, on 19th December 2003 where it would fall towards Mars on a relentless ballistic trajectory.

A Violent Landing

The plan was this. Beagle 2 would slam into the Martin atmosphere at 20,000 km/hour. After a violent deceleration in the Martian atmosphere, parachutes were to deploy. Then just two hundred meters above the Martian landscape, large airbags would inflate to cushion the final impact of the vehicle. The lander would bounce on the surface at about 02:45 UT on 25 December 2003, and come to a stop.

At that point the top of the lander would peal open, pushing out four solar panels. A signal would then be sent to Earth immediately after landing and another the next Martian day to confirm that Beagle 2 had survived both the landing and its first lonely and cold night on Mars.

That was a prelude to the real science. A panoramic image of the landing area would later be taken using the stereo camera. The lander arm was to dig up soil samples for analysis, and a probe nicknamed the mole would inch its way across the surface. Beagle 2 would begin to make its contribution to history.

No Signal

It didn’t happen that way of course. Instead on that Christmas Morning, there was a cold, distant silence.

A search begun. Throughout January and February, Mars Express, the American orbiter Mars Odyssey, even the great Lovell Telescope at Jodrell Bank would attempt to pick up a signal from Beagle 2. Throughout the Beagle team said they were “still hopeful” of finding a successful signal.

But every time there was no such signal, no sign of the little craft.

The Beagle 2 Management Board declared beagle 2 lost on 6th February 2004. On 11 February, ESA announced an inquiry would be held into the failure of the mission. The results of that enquiry would prove to be highly critical.

Origins

The voyage of Beagle 2 started within the Open University – a British distance learning institution created in the 1960s. Its scientists have been major contributors to the study of a group of meteorites blown off the surface of Mars and the suitability of the ancient Martian environment for life.

In 1997 ESA announced Mission Express with a 2003 launch date. It was then that Colin Pillinger of the Open University team, and a member of the ESA Exobiology Study Group, proposed a lander. The craft would be dedicated to looking for life and conducting chemical analysis of the Martian environment. The name Beagle 2 arose quickly, and Colin himself gave the rationale:

“HMS Beagle was the ship that took Darwin on his voyage around the world in the 1830s and led to our knowledge about life on Earth making a real quantum leap. We hope Beagle 2 will do the same thing for life on Mars.”

The journey had started.

A Very British Eccentric

Colin Pillinger was a larger-than-life figure, and had cast himself from the mould of the archetypal British eccentric scientist. He lived on a farm and possessed “mutton-chop” whiskers that always made him instantly recognizable. Personally, he could be challenging. Professor David Southwood of Imperial College would say:

“My own relationship with him in the Beagle years was stormy … Fitting the much bigger Mars Express project, as I had to, around Colin’s far from standard approach was not easy and he could be very exasperating. Nonetheless, he had genius, a very British genius”.

He could also be inspiring and inspirational. Professor Monica Grady was once one of Pillinger’s PhD student. She would say:

“He was a determined and controversial figure. I crossed swords with him more than once in the 35 years I have known him. But he was enthusiastic, inspirational and never failing in his drive to promote planetary sciences and the science that would come from missions to the moon and Mars. He was one of the most influential people in my life.”

He and his team certainly had a flair for grabbing attention. To put the Beagle 2 project on the map and get financial support, they got the band blur to record mission’s call-sign was composed by the band Blur. The calibration target plate intended for testing Beagle 2’s cameras and spectrometers after landing was painted by Damien Hirst.

Pillinger raised sufficient funds to attempt the mission – although funding was always very light by international standards. A consortium was created to build the probe across the Open University, the Universities of Leicester and Wales, Astrium, Martin-Baker, Logica and SCISYS.

Mars Express launched from Baikonur on 2 June 2003, and on it sat its little disk-shaped companion: Beagle 2.

Analysis of the Failure

In May 2004 the findings of the ESA report were published in the form of 19 recommendations, many of which speak about issues that will be familiar to any student of program management.

It could – and certainly was – read as an indictment of Colin Pillinger’s leadership and management style. The Telegraph newspaper would say the report:

“is believed to criticize the management of the project and blame a lack of testing, time and money for its failure. While he is not named directly, the report is likely to be seen as critical of Professor Colin Pillinger … even before the probe left for Mars … critics of Prof Pillinger warned that Beagle 2 had not been adequately tested”

There were recommendations that covered accountability, and adequate resourcing. Others mentioned the need for appropriate systems level documentation and robust margins to cope with the inherent uncertainties of space flight.

There was also an underlying assumption that Beagle 2 had failed catastrophically. So many of the recommendations covered testing of all kinds, and especially the shocks and processes around entry and landing.

But the truth was that Beagle 2’s fate was a mystery. The probe – without landing telemetry – had simply vanished.

Aftermath

Colin Pillinger continued to display his usual spirit after the report. He said shortly after publication “It isn’t over with Beagle by any means.” He continued to push for another landing attempt, but unsuccessfully.

Then tragically, after a period of ill health, he died unexpectedly of a brain hemorrhage, just two days before his 71st birthday at Addenbrooke’s Hospital in Cambridge on 7 May 2014.

The obituaries were respectful. Just getting Beagle 2 started was seen as an achievement, and many gave him the credit for rekindling British interest in space and space flight.

But he died not knowing what had happened to the spacecraft he had conceived and build.

History is Rewritten

But then history was rewritten.

On 16 January 2015, it was announced that the lander had been located intact on the surface of Mars by NASA’s Mars Reconnaissance Orbiter, in the expected landing area within Isidis Planitia. The images had been taken in 2013, but not analyzed until after Pillinger’s death.

The images demonstrated the probed had properly landed and partially deployed, with its parachute and back cover nearby. Some of the solar panel petals had deployed, but not all, preventing deployment of its radio antenna. Beagle 2 appeared to have just a few mechanical movements and one faulty motor from success.

One newspaper claimed:

The history books must be re-written to show that the Beagle 2 mission was a success after the first pictures of the probe proved that it did land safely on Mars, vindicating lead scientist Colin Pillinger.

Dr David Parker, then CEO of the UK Space Agency would comment:

“Beagle 2 was much more of a success than we previously knew. The history books need to be slightly rewritten to say that Beagle 2 did land on Christmas Day 2003.”

Conclusion

In the final analysis, Beagle 2 was a most peculiar space mission – created by a British eccentric and funded poorly. It was also perhaps poorly program managed.

However it was genuinely inspirational, becoming a project that touched people’s hearts and minds. There is no doubt it failed, but we now know it also came within moments of absolute, joyous triumph. This little, underfunded craft almost worked. As Colin Pillinger himself once said

A little set back like a lost lander should not discourage visionaries.

Images used in this article are from ESA and NASA.

Keith Haviland is a business and digital technology leader, with a special focus on how to combine big vision and practical execution at the very largest scale, and how new technologies will reshape tech services. He is a Former Partner and Global Senior Managing Director at Accenture, and founder of Accenture’s Global Delivery Network. Published author and active film producer, including Last Man on the Moon. Advisor/investor for web and cloud-based start-ups.

Spaceflight

New Horizons and the Human Journey to the Surface of Pluto

July 19, 2015 Keith Haviland Leave a comment

“I thought I’d better check this third plate, which is another date, see if there’s an image there in the right place that would be consistent with the images on the other plates. That was the final proof.” – Clyde Tombaugh

Pluto was discovered on 18 February 1930 by young astronomer Clyde Tombaugh. His technique was humble, switching mechanically between photographic plates to see if one of the faint points of light appeared to move. On that day, he noticed a moving object on photographic plates taken on 23 and 29 January of that year. After the Lowell observatory had taken confirmatory photographs, news of the discovery was announced on 13 March 1930.

The naming process would prove complex, and human. Candidate names include Zeus, Percival and Chronos. The final choice of Pluto was proposed by Venetia Burney, an eleven-year-old schoolgirl from England, who was interested in mythology. She would earn £5 for her idea. The name would inspire Walt Disney in naming his cartoon dog, and the discoverer of the radioactive element plutonium.

Within months of discovery, Pluto was appearing in fiction, including the Cthulhu Mythos stories by HP Lovecraft. But the main role of Pluto in popular culture was to be a symbol of vast distance, cold loneliness and the unknowable. Even the mighty Hubble telescope would find only the barest hints of what lay on its surface, a surface that would sometimes reach temperatures as low as 33 Kelvin, within touching distance of absolute zero.

Eventually that would change.

Indeed, a Pluto flyby was a possibility for the “Grand Tour” undertaken by Voyager 1, and would have happened in the late 1980s. However, a close approach to Saturn’s moon Titan was selected instead, since it was seen as of much greater significance than tiny, remote Pluto. As a consequence of that, when Voyager 2 encountered Uranus and Neptune, Pluto became the only traditional planet whose face was unmapped and unknown.

So, in 1989, a group of scientists formed the “Pluto Underground” to promote the idea of a mission. At the heart of this alliance was a scientist called Alan Stern, who would pursue the concept of a Pluto mission with intense passion and would eventually become the Principle Investigator for New Horizons.

It wasn’t an easy process. Initial ideas were rejected, sometimes with great controversy. Then a competition was held, in which NASA would select a mission concept to fund as part of the first mission of the mid-cost New Frontiers program. New Horizons won, was rejected but then re-selected, for a mission cost of around $700m.

The probe finally lifted off from Pad 41 at Cape Canaveral at 14:00 on January 19, 2006.

The triangular New Horizons spacecraft has been compared in size and shaped to a grand piano. Unlike a piano, it is powered by a plutonium battery – more formally called a radioisotope thermoelectric generator or RTG. There’s irony here. The first probe to Pluto is powered by an element named after it.

New Horizons was the fastest spacecraft ever to leave Earth, it was accelerated even further after a scientifically valuable flyby of the Jovian system.

Jupiter and Io as seen from New Horizons

Almost a full decade after lift off, New Horizons reached its destination – the distant ice world of Pluto, almost exactly on the day that marked the 50^th anniversary of interplanetary exploration. Because New Horizons is 4 ½ light hours away, the extraordinarily fast encounter was dark to the ground, powered by software and supported by immense pre-planning.

But shortly afterwards, and for first time in many years, we had the raw pleasure of seeing – as a connected human community – the faces of strange new worlds. We saw the cratered surface of Charon, the major moon of Pluto, cracked by a mighty canyon and marked by a mountain seemingly buried in the heart of a crater, like a giant Norman castle. On Pluto we saw a landscape of the Norgay Montes ice-mountains adjacent to a vast young plain (Sputnik Planum) fractured into polygon shapes – a landscape that is somehow active and renews itself at those temperatures of 33 kelvin.

Norgay Montes - Ice Mountains on Pluto — Norgay Montes – Ice Mountains on Pluto

The triumph of New Horizons completes a story that combines the initial discovery of a very distant world, the vision of those that pursued a Pluto Mission for decades, and the gigantic contribution NASA and the US have made to this period of exploration. That story also includes the remarkable efforts of the New Horizon team, across complex planning, the spacecraft design, the construction of the science instruments and the management of mission operators.

It is of course a human story, not just a tale of achievement in technology and engineering. The probe itself carries a number of artifacts that tie it back to the beginnings of the Pluto story. Two stand out for me.

The Venetia Burney Student Dust Counter or VBSDC was built and is operated by students at University of Colorado. It measures the dust peppering New Horizons during its voyage. It is named after the little girl who named the distant world in the early 1930s.

And most moving of all is the fact that the craft contains one ounce of the ashes of Clyde Tombaugh himself, the young man who discovered Pluto and who would never know that his remains would pass close to 10,000 kilometers about the surface of the planet he was the first to glimpse.

Full disk Pluto as seen from New Horizons

As principal investigator and life-long Pluto advocate Alan Stern has said: “We have completed the initial reconnaissance of the solar system.” And like all such missions, for a moment it connected us all, as an example of the best we can do.

Business, Delivery, Leadership, Spaceflight, Technology, Technology Services

Failure is an Option

January 14, 2015 Keith Haviland Leave a comment

Things will always go wrong, but excellent preparation and strong leadership can turn failure into a kind of success.

The story of Apollo13 is a parable of gritty resolve, technology excellence, calm heroism and teamwork. For anyone focused on leadership, operations and program management it is absolutely the purest of inspirations.

The film of Apollo 13 centres around the phrase “Failure is Not an Option,” invented post the original drama in a conversation between Jerry Bostick – one of the great Apollo flight controllers – and the filmmakers. It summarises a key part of the culture of Apollo era NASA, and it has found its way onto the walls or desks of many a leader’s office. It is part of the DNA of modern business culture, and of any sizeable delivery project.

Lessons from the Space Program

But one of the reasons that the crew was recovered was this: throughout its history, NASA and mission control knew that failure was precisely an option, and they designed, built and tested to deal with that simple truth. The spacecraft systems had – where physically possible – redundancy. The use of a Lunar Module as a lifeboat had already been examined and analyzed before Apollo 13. In the end, a old manufacturing defect caused an electrical failure with almost catastrophic consequences. It was precisely because Mission Control was used to dealing with issues that Apollo 13 became what has been called a “successful failure” and “NASA’s finest hour.”

The ability to respond like this was hard earned. The Gemini program – sandwiched between the first tentative manned flights of Mercury, and the Apollo program that got to the moon – was designed to test the technologies and control mechanisms needed for deep space. It was a very deliberate series of steps. Almost everything that could go wrong did: fuel cells broke, an errant thruster meant that Gemini 8 was almost lost, rendezvous and docking took many attempts to get right and space walks (EVAs in NASA speak) proved much harder than anybody was expecting. And then the Apollo 1 fire – where three astronauts were actually lost on the launch pad – created a period of deep introspection, followed by much redesign and learning. In 18 months, the spacecraft was fundamentally re-engineered. The final step towards Apollo was the hardest.

But, after less than a decade of hard, hard work – NASA systems worked at a standard almost unique in human achievement.

So, with near infinite planning and rehearsal, NASA could handle issues and error with a speed and a confidence that is still remarkable. Through preparation, failure could be turned into success.

Challenges of a Life More Ordinary

All of us have faced challenges of a lesser kind in our careers. I was once responsible for a major software platform that showed real, but occasional and obscure issues the moment it went into production, expensively tested. We put together an extraordinary SWAT team. The problem seemed to be data driven, and software related and simply embarrassing. I nick-named it Freddie, after the Nightmare on Elm Street movies. It turned out to be a physical issue in wiring – which was hugely surprising and easily fixed. The software platform worked perfectly once that was resolved.

Another example: In the early days of Accenture’s India delivery centres, we had planned for redundancy and were using two major cables for data to and from the US and Europe. But although they were many kilometres apart, both went through the Mediterranean. A mighty Algerian earthquake brought great sadness to North Africa, and broke both cables. We scrambled, improvised, maintained client services, and then bought additional capacity in the Pacific. We now had a network on which the sun never set. It was a lesson in what resilience and risk management really means.

Soon enough, and much more often than not, we learnt to handle most failures and problems with fluency. In the Accenture Global Delivery network we developed tiered recovery plans that could handle challenges with individual projects, buildings, and cities. So we were able to handle problems that – at scale – happen frequently. These included transport issues, point technology failures, political actions and much more – all without missing a single beat. Our two priorities were firstly people’s safety and well being, and secondly client service, always in that order.

Technology – New Tools and New Risks

As technology develops, there are new tools but also new risks. On the benefit side, the Cloud brings tremendous, generally reliable compute power at increasingly low cost. Someone else has thought through service levels and availability, and invested in gigantic industrialized data centres. The cloud’s elasticity also allows smart users to side step common capacity issues during peak usage. These are huge benefits we have only just started to understand.

But even the most reliable of cloud services will suffer rare failures, and at some point a major front-page incident is inevitable. The world of hybrid clouds also brings new points of integration, and interfaces are where things often break. And agile, continuous delivery approaches means that the work of different teams must often come together quickly and – hopefully – reliably.

The recent Sony incident shows – in hugely dramatic ways – the particular risks around security and data. Our technology model has moved from programs on computers to services running in a hybrid and open world of Web and data centre. The Web reflects the overall personality of the human race – light and dark – and we have only just begun to see the long-term consequences of that in digital commerce.

Turning Failures into Success

What follows is my own summary view of those key steps required to handle the inevitably of challenges and problems. It is necessarily short.

1. Develop a Delivery Culture – Based on accountability, competence and a desire for peerless delivery and client service. Above all, there needs to be an acknowledgement that leadership and management are about both vision and managing and avoiding issues. Create plans, and then be prepared to manage the issues.

2. Understand Your Responsibilities – They will always be greater in number that you think. Some of them are general, often obvious and enshrined in law – if you employ people, handle data about humans, work in the US, work in Europe, work in India and work across borders you are surrounded by regulations. Equally importantly, the expectations with your business users or clients need to be set and mutually understood – there are many problems caused by costing one service level, and selling another. Solving a service problem might take hours or days. Solving a problem with expectations and contracts may be the work of months and years.

3. Architect and Design – Business processes and use cases (and indeed users!) need to account for failure modes. The design for technical architectures must acknowledge and deal with component and service failures – and they must be able to recover. As discussed above, cloud services can solve resilience issues by offering the benefits of large-scale, industrialised supply, but they also bring new risks around integration between old and new. Cloud brings new management challenges.

4. Automate – Automation (properly designed, properly tested) can be your friend. Automated recovery and security scripts are much less error prone than those done by people under stress. There are many automated tools and services that can help test and assess your security environment. Automated configuration management brings formal traceability – essential for the highest levels of reliability. Automated regression testing is a great tool to reduce the costs of testing in the longer term.

5. Test – Test for failure modes in both software and business process. Test at points of integration. Test around service and service failures. Test at, and beyond, a system’s capacity limits. Test security. Test recovery. Test testing.

6. Plan for Problems – Introduce a relevant level of risk management. Create plans for business continuity across technology systems and business processes. Understand what happens if a system fails, but also what happens if your team can’t get to the office, or a client declares a security issue.

7. Rehearse Invest in regular rehearsals of problem handling and recovery. Include a robust process for debriefing.

8. Anticipate and Gather Intelligence – For any undertaking of significance, understand potential issues and risks. Larger organisations will need to understand emerging security issues – from the small, technical and specific to more abstract global threats. Truly global organisations will need to sometimes understand patterns of weather – for example: to determine if transport systems are at threat. (I even once developed personal expertise in seismic science and volcanism.)

9. Respond – But finally acknowledge that there will be major issues that will happen, and such issues will often be unexpected. So, a team must focus on:

Simply accepting accountability, focusing on resolution and accepting the short-term personal consequences. It is what you are paid for.
Setting-up a management structure for the crisis, and trigger relevant business continuity plans
Setting up an expert SWAT team, including what is needed from suppliers.
How to report diagnosis and resolution – be accurate, be simple, avoid false optimism and be frequent
How to communicate with stakeholders in a way that balances information flow and the need for a core team to focus on resolution
How to handle media, if you are providing a public service
And after the problem is solved and the coffee machine is temporarily retired, how does the team learn

And finally a Toast …

In previous articles, I have acknowledged the Masters of Delivery I have come across in my varied career.

In this domain covered by this article, I have worked with people in roles such as“Global Asset Protection”, “Chief Information Security Officer” and teams across the world responsible for business continuity, security and engineering reliable cloud services. They work on the kind of activity that often goes unacknowledged when things go well – but in the emerging distributed and open future technology world, they are all essential. To me, these are unsung “Masters of Delivery.” Given this is the start of 2015, let’s raise a virtual glass in celebration of their work. We all benefit by it.

Keith Haviland

This is a longer version of an article originally posted on linkedin. Keith Haviland is a business and technology leader, with a special focus on how to combine big vision and practical execution at the very largest scale, and how new technologies will reshape tech services. He is a Former Partner and Global Senior Managing Director at Accenture, and founder of Accenture’s Global Delivery Network. Published author and active film producer, including Last Man on the Moon. Advisor/investor for web and cloud-based start-ups.

Leadership, Spaceflight

Christmas and NASA’s Perfect Mission

December 16, 2014 Keith Haviland Leave a comment

Apollo 8 was NASA’s perfect Christmas Mission, which moved the human spirit. It was also an extraordinary example of bold and strong leadership, remarkable teamwork and commitment, agile and rapid program management, and brilliant, authentic communications and marketing. Apollo 8 represents leadership at its best.

I’ve always been fascinated by the great cycles of humanity’s festivals – and their links to the patterns of our solar and lunar years, and to each other. I’ve often sent greetings that search for the meanings of such festivals.

We are now a few days away from Christmas and its secular cousin of the New Year. For Christians, Christmas is of course a very direct celebration of the religion and its origins. But its date was set by Roman clergy from the 350s, and maybe earlier, to connect it to the ancient festivals of the Winter Solstice – which are in the end also about renewal and rebirth. For some Romans, the date of December 25st was the birthday of the sun god Sol Invitictus. In the north of Europe, people celebrated the pagan festival of Yule, which became synonymous with Christmas from the tenth century onwards. Many traditions linked with the non-spiritual side of Christmas – from greenery and trees from the North forest, through gift giving and feasting, to the miraculous powers of a bearded, benevolent godlike figure – have their ancient origins in these pagan festivals.

But this year I wanted to celebrate Christmas with a modern twist, and look for a story that underpins some of the themes of Christmas, and resonates with my own interests and future plans – a story that would also be an inspiration.

For me the choice is an obvious one: the Christmas flight of Apollo 8 in 1968 – the first time that humans would orbit and return from the Moon, and NASA’s perfect flight.

It is a flight seen by many who took part in Apollo as the golden moment of America’s journey to the Moon – and perhaps its greatest mission. It is a story that covers vision, teamwork, renewal and a moment of spiritual reflection, looking down upon the Moon and the Earth.

1968 – A Year of Turmoil

1968 overall was an extraordinarily challenging and difficult year for the US and the West. It started with the North Vietnamese launching the Tet offensive at Nha Trang. It was also the year of My Lai. In April, Martin Luther King Jr. was assassinated. There were riots in Paris, and a sense of revolution hung coldly in the air. Later, there were riots in Chicago. In June, Sirhan Sirhan shot Robert Kennedy, and in the autumn, the Soviet Union invaded Czechoslovakia with a vast army, strangling the Prague Spring. It seemed an inauspicious year.

Delays in Apollo

The Apollo program also faced its own complex challenges as the deadline set by President Kennedy closed in. First had come the tragedy of the Apollo 1 fire in 1967, which had killed astronauts Gus Grissom, Ed White and Roger Chaffee.

The defects in the Command and Service Module (CSM) spacecraft had been fixed remarkably quickly, and Apollo 8 was intended to test the Lunar Module or LM in low Earth orbit in December 1968.

But the first lunar module turned out to be broken. When it arrived at Cape Canaveral, there were too many defects to meet the schedule. It would take many weeks to fix.

A Flight to the Moon is Born

In a decision that would be remembered as an act of extraordinary vision and boldness, George Low, the Manager of the Apollo Spacecraft Program Office, proposed that Apollo 8 be instead sent to orbit the moon without its Lunar Module.

This would be the first manned flight using the mighty Saturn V – a rocket that had just had severe issues with “pogo-ing” fixed. It was a bold step indeed to use its first manned flight to travel almost a quarter million miles to the Moon.

Any trip to the Moon also required intense planning and training flight, and the discussions had started just a few weeks before the earth orbit Apollo 7 was scheduled to fly. It was a tough schedule to meet. Would it be possible?

Glynn Lunney, one of the most important figures in NASA Mission Control during the Apollo years summarized the thought process that would typify the response of NASA senior management “I went in minutes from ‘crazy’ to ‘brilliant breakthrough’, and ‘why didn’t I think of that’?”

Crew

The crew consisted of Frank Borman, Jim Lovell and Bill Anders. For Borman and Anders, this was to be their last spaceflight. Lovell would be the commander of Apollo 13. They were a good crew admired by those who supported them, and became well prepared at short notice for a mission of an entirely new kind.

Mission Control would operate 24×7 in three shifts, led by Flight Directors Charles Charlesworth, Glynn Lunney and Milton Windler.

Launch

On the morning of December 21, the Apollo 8 crew was awakened in the small hours, and given a traditional breakfast of steak and eggs. The countdown proceeded smoothly and at 7:51 AM, the four hold-down arms were released and the mighty Saturn V moved slowly into the air, driven by many millions of pounds of thrust.

Astronaut Michael Collins was the CAPCOM (Capsule Communications) on duty and at 2 hours, 27 minutes and 22 seconds in the mission radioed, “Apollo 8. You are Go for TLI.” The engine on the third and final stage of the Saturn V fired, and pushed out of Earth orbit.

Apollo 8 was now the first manned interplanetary spacecraft.

Reaching the Moon

After the key members of Mission Control were polled for a “go” or “no go” decision, the crew was told that they were “go” and “riding the best bird we can find.”

It was at this point that Lunney – who was the flight director on duty, said: “Okay, all flight controllers, this is a good time to take a break.”. It amazed the members of Mission Control at first, but on reflection there was nothing to be done for around 20 minutes. Some of them took advantage.

Eventually, the first countdown clock expired. There was no signal. Tension in Mission Control increased.

Then the second clock expired. Apollo 8 radioed at that point “Houston, this is Apollo 8. Burn complete.”

The engine had worked as it should. Apollo 8 was in orbit around the moon.

In Orbit

It was then that the crew could start observing another world – one of the prime purposes of the mission, and essential preparation for future landings. They would take many hundreds of photos.

Jim Lovell would characterize the surface as follows:

“The Moon is essentially grey, no color; looks like plaster of Paris or sort of a grayish beach sand. “

Bill Anders would add:

“Looks like a sand pile my kids have been playing in for a long time—it’s all beat up—no definition—just a lot of bumps and holes.”

But it was not the Moon that was to get the most attention.

The First Human Earthrise

One of the key moments of the flight, and indeed all of history, came as the craft emerged from behind the Moon for the fourth time. The crew witnessed “Earthrise” for the first time – the crescent of our plant rising above the limb of the moon’s broken surface. Borman noticed first, and called in excitement to the others, taking a black and white photo as he did so. Anders took another, now famous color photo, later selected by Life as one of its 100 photos of the century.

The sense of wonder, and unity, at seeing all of Earth and all of humanity from the vastness of space was a common experience shared by many of the Apollo astronauts. Anders would go on to say:

“We came all this way to explore the Moon, and the most important thing is that we discovered the Earth”

The Christmas Eve Reading of Genesis

Then Anders said crew had a message for all on Earth. It was at that moment that each of the astronauts read a section from Genesis, about the creation of the Heaven and the Earth.

“In the Beginning god created the Heaven and the Earth. And the Earth was without form and void. And darkness was upon the face of the Deep. . . . And God saw that it was Good. . . . “

They had chosen Genesis since it was from that part of the Bible that had meaning across several major religions. Borman ended the broadcast with:

“And from the crew of Apollo 8, we close with good night, good luck, a Merry Christmas and God bless all of you – all of you on the good Earth.”

This was a hugely moving and unexpected experience for those in Mission Control. Flight controller Jerry Bostick later wrote:

“I was totally overwhelmed, and tears came to my eyes. [What could be] more appropriate than a Bible reading about creation, coming from the first people to ever leave the influence of Earth, on Christmas Eve?”

Returning Home

It worked, and Lovell reported “Houston … Please be informed, there is a Santa Claus.”

After the long coast back to Earth, the Apollo 8 Command module re-entered the atmosphere with the dreadful violence that comes from interplanetary velocities. The deceleration peaked at 6g, and – as planned – the spacecraft bounced like a skipping stone before falling to the Pacific Ocean.

Anders would say:

“You could see the flames and the outer skin of the spacecraft glowing; and burning, baseball-size chunks flying off behind us. It was an eerie feeling, like being a gnat inside a blowtorch flame.”

At around 10,000 feet the three main parachutes slowed the Command Module, and it splashed down south of Hawaii.

Apollo 8 Command Module being recovered after splashdown.

Apollo 8 – In Retrospect

In the end, Apollo 8 was a genuine and complete success. It was indeed a perfect mission.

Jerry Bostick would say: “It was bold, it was exciting, and it was successful.”

Chris Kraft – who created the very notion of Mission Control – notes in his autobiography how many historic firsts it scored. It was the:

First manned flight of a Saturn V
First manned vehicle to leave earth’s gravitation field
First use of a computer to provide total “onboard autonomy” in navigation
First manned vehicle in lunar orbit
First close-up view of another planet
First exposure to solar radiation beyond the earth’s magnetic field
First vehicle to rocket out of lunar orbit
First manned vehicle to reenter from another planet

Perhaps the impact of the Mission is best summarized by a telegram sent to Borman by an unknown citizen that stated: “Thank you Apollo 8. You saved 1968.”

Apollo 8 as an Example of Leadership

Beyond the magnificence of the technical achievements, there are many leadership lessons.

Apollo 8 is a perfect example of the power of vision and imagination, creating a new mission of historic importance out of issues.

It would not have been possible with the preparation already undertaken, and the intense commitment and teamwork of the extraordinary team that had formed around mission operations.

Apollo 8 was also a remarkable moment in communications, in PR and marketing. At the end of a deeply troubled year, its success bound together humanity for a moment as would Apollo 11 and Apollo 13 in coming months.

And perhaps most importantly, each of those who witnessed Apollo 8 through the media of the day got to see our fragile home from afar.

The Final Word

Apollo 8 was NASA’s perfect mission. It shows the value of imagination and bold vision. It was founded on teamwork. It enabled all of us to look at ourselves in a different way.

And it happened at Christmas.

Merry Christmas and a Happy, Bold and Successful New Year to all of you.

Or as Borman said: ”Good night, good luck, a Merry Christmas and God bless all of you – all of you on the good Earth.”

Keith

Keith Haviland is a business and technology leader, with a special focus on how to combine big vision and practical execution at the very largest scale, and how new technologies will reshape tech services. He is a Former Partner and Global Senior Managing Director at Accenture, and founder of Accenture’s Global Delivery Network. Published author and active film producer, including Last Man on the Moon. Advisor/investor for web and cloud-based start-ups.

Film, Science Fiction, Spaceflight

Interstellar Review: A Brave, Imperfect, Beautiful and Exciting Movie

November 8, 2014 Keith Haviland Leave a comment

**Warning: mild-spoilers ahead **

What to make of Christopher Nolan’s new Science Fiction epic Interstellar?

This is a film that has been eagerly anticipated, and whose trailers have been filled with strong space imagery, and a sense of mythic grandeur and aspiration. There is, in my view, an intense and general desire for intelligent science fiction beyond the superhero format, and many hoped that Interstellar would provide just that. It has both an A-list director, and an A-list cast of Matthew McConaughey, Anne Hathaway, Jessica Chastain, Michael Caine, John Lithglow and Matt Damon. (The idea of Michael Caine running NASA is almost worth the price of an entry ticket in itself.)

However, some of the science reaction has already been negative, and the science indeed creaks at times. At a few moments in the film, there is too much artificial technical explanation, rather like some episodes of Star Trek. As Kubrick showed in the film 2001: A Space Odyssey, much admired by Nolan, less is more – especially when events are caused by the gift of advanced alien technology.

There are some moments that are simply inexplicable – such as when the wall of a board style meeting room lifts and reveals a rocket launch pad feet away, and shouts film-set. It also takes a two-stage rocket launcher to get one of the film’s shuttlecraft into Earth orbit, but the same type of craft is able to lift off by itself from a planet of 1.3g. The distant solar system that they reach through a wormhole is clearly exotic, but unclear – I suspect there was a design for the system that was not explained in the final version of the script. There is a black hole there, a neutron star is mentioned in passing, and the presumably stellar source of light and heat for the planets is not mentioned. The real gravitational and tidal effects of a black hole are understated. The renowned scientist and science writer Phil Plait wrote a very good review (see here) that reveals this class of defect in fine detail, although as we shall see I reach very different conclusions about the movie.

And the plot and characterization sometimes creak as well. The film tries to be grand and laden with meaning at many levels – which negative reviewers find pompous. There is a section with Matt Damon as a rogue and cowardly astronaut that for me doesn’t sufficiently suspend disbelief at the human level, even before we think about the science, to really work. Would a man alone for a decade turn on his rescuers so quickly? This is ultimately an issue with this part of the script, rather than the actors who generally do well.

But, although the film is flawed enough that I came close to losing my hope and belief at one point, at the closing credits I felt that I had seen an imaginative, rich and ultimately terrific movie – especially since the last third is a strong spectacle, and a good piece of story telling. The film moves through new ideas at a blistering pace, and ideas that range across a very broad spectrum of cinematic technical excellence, visual appeal, science and story telling. It finishes dramatically, grandly and – it must be said – sentimentally. It bravely plays with concepts related to black holes, relativity and gravity – event horizons, time dilation, singularities, and accretion disks are not common features in big movies. Although it does this in a ramshackle manner, Chris Nolan and team deserve a loud round of applause for trying such ideas in a large-scale film project.

Visually the film is superb and creates a vocabulary for representing space and space flight that both convinces and pays homage to past glories of spaceflight and Science Fiction film. There are scenes that are based on the Apollo era Saturn V launch footage, and the staging footage recovered from film canisters held inside those great rockets of the Moon Age. There are flight sequences reminiscent of real film of the Virgin Galactic spacecraft. There is an excellent, somewhat theatrical representation of time travel that echoes the weightless scene in 2001 A Space Odyssey where HAL is turned off. 2001 is also directly quoted in scenes where an interior and noisy point of view shifts to a silent exterior view of the film’s space hardware, echoing the quite grace and balletic pace of Kubrick’s masterpiece. And it is visually quoted again in the journey through the wormhole – very like the last “Beyond the Infinite” section of 2001 – and the recreation of a black hole that is lit by the brilliance of its accretion disk.

Before that, however, the film starts on Terra Firma with the conjuring of a troubled future world, and a troubled America, through the recreation of an idealized Eisenhower era – like the worlds glimpsed in Astronaut Farmer or Field of Dreams. This is a place of strange dust storms and dying plants. It is also a place of infinite cornfields, a wooden family farmhouse and baseball.

It is where we learn about the character of the hero Cooper (played well by Matthew McConaughey) – a feisty, tough, independent ex-astronaut now turned corn-farmer who “was born 40 years too late, or 40 years too early” in a community that sees itself as “the caretaker generation.” This part of the film establishes his relationship with his daughter Murphy, a relationship that will span more than a century of Earth time and links the various elements of the film. This primary arc reminded me – since it is in the end redemptive, strongly sentimental, and plays with love, time and outcomes – of a riff on It’s a Wonderful Life. That’s a film I adore, so I have to admit I enjoyed the main Interstellar arc, and its inevitable uplifting ending, immensely.

The centre of the film consists of a tour of wonderfully imagined – and often scientifically dubious – strange worlds that is similar to the kind of planetary treks found in 1950s pulp science fiction. I was reminded of early works by Robert Heinlein, and James Blish. There is even a robot with a human-like personality, and a strong, tunable sense of irony. The special effects create a strong feeling of reality, and these alien worlds are very believable, even when you find yourself questioning the science.

Interstellar ends with a long and genuinely gripping sequence that is fast paced and intensely dramatic as astronaut Cooper first docks with a damaged and rapidly spinning spacecraft, and stabilizes it – a sequence possibly influenced by Neil Armstrong’s success in stopping a rotating capsule on Gemini 8. Cooper’s craft then falls into a black hole, and Cooper is placed in a kind of time tunnel by unseen and distant descendents of humanity, which becomes the device that facilitates the dénouement of the movie. Strangely enough, although this is one of the most fantastical parts of the film, it works well. The ability to influence the past is presented as a that momentary gift, a mystery created by superior intelligences, rather the alien monoliths in 2001.

In summary, Interstellar is a brave, not always successful, attempt to create a thrilling science fiction epic with greater intelligence than most. It is a beautiful movie. It brims full with images culled from fifty years of actual space flight and other Science Fiction movies that are integrated into a convincing and inspiring vision. It also bubbles over with ideas and concepts that sometimes work well, and sometimes stumble. It is an inspiring, exciting, beautiful and imperfect film that I would strongly recommend seeing, with something of an open heart.

Interstellar also represents something of the current zeitgeist – where science and technology are more valued, and some people are rediscovering the wonder of space flight. There is unsatisfied demand for intelligent science fiction, and films that genuinely take us to new places in the grandest sense. Hopefully, Interstellar will encourage others to raise their eyes to the skies above.

Keith Haviland is a business and technology leader, with a special focus on how to combine big vision and practical execution at the very largest scale, and how new technologies will reshape tech services. He is a Former Partner and Global Senior Managing Director at Accenture, and founder of Accenture’s Global Delivery Network.  Published author and active film producer, including Last Man on the Moon. Advisor/investor for web and cloud-based start-ups.

Delivery, India, Masters of Delivery, Spaceflight

When Speed and Agility Matter: Moving with the Lightning

October 14, 2014 Keith Haviland Leave a comment

Episode 3 of the Masters of Delivery

The Problem of Time

I’ve spent much of my career focused on how to plan and manage one of the most precious and complex resources: time – and especially how time relates to project scale and complexity.

In software development and technology-driven business projects, one of the clearest and most dramatic trade-offs is between speed and cost. There is a simple rule: the shorter the schedule, the bigger the total effort, and associated cost. The dynamics of organizing and connecting people around common processes will become increasingly stressed when time is tight. The scope for error and rework increases significantly.

Indeed, there are schedule and scale combinations that are simply impossible to achieve, for which – to coin a phrase from the great Fred Brooks – there is no silver, magic bullet. Rome, an Olympic stadium, and even average size software projects cannot be built in a day.

When faced with demands for impossible schedules, where the balance of scope and schedule simply do not fit, I normally take people through the complex dynamics of time and teams. I stress the need for a proper amount of time to understand a business and develop a design, and the option of delivering function in iterations so that some benefit can be gained earlier.

One Year Vs. Five Years

Conversely, as Peter Drucker once said: “We greatly overestimate what we can accomplish in one year. But we greatly underestimate what we can accomplish in five years.”

Five years or more gives enough time for big change, enough time to create a business or even a market.

One personal example of that is when I was part of the team that founded Accenture’s India Delivery Centres in 2001. We had a short-term plan focused on 200 people, but I also drew out a longer-term plan on a whiteboard that spanned three to four years and would get us to 10,000 people in multiple cities. It captured our strategic intent. We would meet both plans.

Moving with the Lightning

However, there are times when magic will work, when external events demand a schedule that is improbably short and – even more remarkably – the right team with the right motivation and the right support achieves that timescale. Such moments can create real belief in a program or team, leading to greater success at ever larger scales. The insights learned from these experiences can also help people think through agility, an increasing demand from many senior leaders in our hyperactive era.

So, it is those moments when teams move with the lightning, when great things are done fast, that I want to explore in what follows. Let’s start with the inspiration for this article – a spaceship.

America’s First Spaceship

I was researching the history of NASA Mission Control. This was for a potential film project, and also out of simple curiosity about how the great and mighty NASA machine of the 1960s and early 70s was created.

One of the key sources is the book Flight: My Life in Mission Control by Christopher Kraft who conceived and built the first versions of NASA mission control. It is a book that tells the human and organizational story of the space program, and one I would recommend to any student of delivery.

The following sequence jumped out at me, around the Request for Proposal or RFP process for America’s first manned spacecraft – the Mercury capsule.

It was this:

1^st October 1958, NASA created
7^th November 1958, RFP Published and RFP conference
12^th January 1959, contract awarded to McDonnell Aircraft Corporation
Early February 1959, McDonnell sign contracts

By today’s standards, this is extraordinarily fast. It is genuinely astounding. This is not the RFP for an IT system, or office supplies. It is an RFP for a spaceship.

In a matter of weeks, the direction for America’s first manned space program had been set and a partner selected. The Mercury program had initial challenges – such as an infamous unmanned flight that reached a height of 4 inches – but overall it succeeded completely, and with the knowledge and expertise created America would reach the moon less than 11 years after NASA was created.

Kraft himself summarizes the spirit of the times with “That can-do, will-do attitude preceded us everywhere we went.”

This incredible example demonstrates some of the themes we will explore later in the article: strong mission, strong leadership, great skills and motivation.

Above all it shows that there are times when great things can indeed be done quickly.

The Move: 3 Weeks and 300 Very Busy People

This example is not nearly so grand. It didn’t change broad history, but it did help create a major technology delivery centre, and a new business. It was, by normal corporate standards, a magnificent achievement.

We had started our new business in a charming, worn art-deco style building beside the Thames. We were in the midst of a major software development, with 300 people designing, developing and testing releases of a major software product. The work in total was tens of thousands of days. Testing in particular is very sensitive to environment – the software configurations, networks, workstation and server technology need to be absolutely correct, and the physical space needs to support intense teamwork on the grand scale.

Although the building faced the river, it was cheap to rent. And the reason it was cheap – which I didn’t know at the time – was that there was a one-month notice period in the lease.

Our facilities people had deemed it unlikely to happen. Their judgement was usually faultless, but this time they were wrong. The owner wanted to rebuild, and start demolition soon.

So, one day we faced just over 3 weeks for a move – with no target future building and no plan, and 300 people working hard on a tough schedule for multiple clients. As we expanded, we would develop true business continuity and would be able to handle loss of a facility with ease, but this was early in our history.

We had an immense problem.

The first task was not to panic, or analyse quite why we were where we were. As we have seen in previous articles, status is to be understood with blunt honesty, and issues are there to be managed.

As for the next task, I asked a true Master of Delivery – “RK” – to plan and execute the move. RK had an exceptional grasp of the full technology stack – from the wires to the complex distributed software environment. He also understood what an objective meant, and would work with enormous passion towards that.

I asked him to target just one day – the move day – of down time for the team. RK smiled.

Key Strands

So, we created a plan around a number of parallel strands that RK would operate with complete authority.

Strand 1 was creating the mission, and instilling a sense of belief about the date. We wanted people to feel that their efforts would help make a little corporate history.

Strand 2 was about people. We staffed key roles immediately with some of our best, taking a short term hit on other activities. We chose those who had general management skills, and precision, since we needed delegation to be effective. We would expect everyone to be hands-on – acting much like people do in start-ups.

Strand 3 was a search for a suitable empty space. We looked in what in London is called mid-town, between the West End and the City. It was less fashionable then than it is these days, and we found three spaces of the right scale and cost. Two were dreadful – cramped spaces in out-dated concrete buildings, that would require much work. One, however, was acceptable. This was the key piece of luck we needed. We had found our future home – an Edwardian building near London’s legal district.

Strand 4 was design. We established the minimum design around building layout, furniture, a LAN, working servers and wide area communications. That was placed under firm control. Any change would be reviewed carefully.

Strand 5 was to focus on logistics with true military precision. We analysed lead times, placed orders – leased and borrowed equipment that wouldn’t arrive on time – and asked our suppliers to make the extra effort to support us.

And then, came the daily grind of execution. We met the deadline, and had people working effectively on the first day of operation of the new building. We lost only a few hours of productive work.

And it turned out that the technology design was not only effective … it was near perfect. RK had poured all his knowledge into the design, and we had no time for the usual compromises.

“500 in 5”

This is an example that I come back to repeatedly in my thinking, a key moment in my experiences in creating large delivery centres in India, and a lesson in how to get teams to do incredible things.

We had been in operation for around 18 months, reaching 500 people. This had required sustained effort since our business was then not widely known among our target talent pool. We had worked hard with candidates, even explained ourselves to their families, and organized dedicated training and conference days to attract people to apply. Overall, with a little difficultly, we had balanced demand and supply effectively. Our HR team had made a brilliant start.

Now things were changing and demand was increasing. We were beginning to see supply challenges.

I wanted to understand trends – I always want to understand trends since part of any leadership role is looking ahead – and went through the data in detail.

The reason for the new demand for people was a large, recent increase in active and potential clients. We had established a successful business. We were seeing the early days of a much larger future increase – the work at each new client would likely grow, and need more people.

Exponential Change

We had reached a tipping point. Roughly speaking, we were seeing the beginnings of an exponential, non-linear trend. Most people will naturally plan around linear and steady change, but with positive feedback, human enterprises can go through remarkable and fast changes – creating echoes of the growth of the Internet, the progress of a hit single, or viral video. The topic of exponential, human change is a topic I will be returning to in later articles.

The good news was that we had what seemed to be the start of a tremendous opportunity. The bad news was that we needed a non-linear response.

Setting the Goal

We had a talented local leader who was strong, charismatic and a true business builder. Our local HR lead was one of the most positive and dedicated professionals I have ever had the privilege to work with. They had been carefully chosen, and in their different ways they were both Masters of Delivery. They would go on to make very major contributions.

I asked them this. Although, it has taken eighteen months to grow to 500 people, we need to hire 500 people in the next five weeks. Can you do it?

Those who have built and worked in start-ups know how hard an ask this was. Talent is the key resource and often the key constraint.

And the mood of that meeting? When a world of pain and hard work was opening up before us. It was tremendous – full of energy and laughter. They had that “can-do, will-do attitude” Chris Kraft had seen at NASA.

They went for it. We briefed the team … making it their moment of making history. We hired good contractors to support the core professionals. We arranged for virtual interviews from people across the globe. We created a large war room, dotted with white boards to record real-time status.

And then we filtered CVs and held interviews, thousands and thousands and thousands of times.

By the end of the period they had made 526 offers to good candidates. They had beaten the target. They had made their own piece of history. And after that, the team knew what they were capable of, and created one of the best large-scale recruiting engines in India, eventually capable of hiring many thousands a month.

General Principles

So, what general threads can we pull out of my three very different examples? When can a leader or business ask for remarkable efforts in a remarkable short time frame?

My conclusions are as follows (although I would also be delighted to hear your thoughts). They are similar to the Ten Commandments we saw in Episode 2 of Masters of Delivery, but tuned completely to very rapid execution.

This cannot be business as usual. Remarkable effort should be reserved for times of remarkable need. The examples we have looked it where against the background of the space race, or clear, urgent, business challenges.
But in such times, it will sometimes pay-off enormously to have ambition and the courage to ask for that remarkable effort.
Judgement is essential to make sure the undertaking has the right characteristics to succeed. Suitable examples include:

The work can be undertaken by a small number of experts. For example, it was possible to create a high-level spacecraft design in weeks. Building the spacecraft would take another two years (superb in itself).
Or the work can be scaled and duplicated across people and teams – as in our recruiting example.
It is self-contained, with few external dependencies.

There must be a clear mission, a worthwhile purpose. This must be communicated to everybody. And people enjoy doing great things; enjoy making their own pieces of history – so communicate to inspire.
The mission must be understood, valued and supported by the team. It’s hard to ask people to work long hours. It is much easier and much more effective to ask them to work for a goal.
Assign the best team. It is remarkable how many projects fail, even mission critical ones, because hard choices about resources are not made. When timescales are fundamental, staff your best people and clear their decks. Less urgent issues will wait.
And “best team” means people with experience – in every one of our three examples,the teams were led and staffed by people who had prior experience of great relevance.
Above assign a qualified leader – a leader and subject matter expert – and concentrate authority in that person.
Create a simple plan, simple reporting – whiteboards can be the most powerful tool for management – and a simple decision making process for issues and changes.
Look after the team – get the key stakeholders or senior executives to spend time with them, deal with food and transport issues generously, give them support staff without hesitation.

Delivery, Leadership, Spaceflight

The Last Man on the Moon, True Leadership and Bold Programs

September 20, 2014 Keith Haviland Leave a comment

“I went to the Moon. What can’t you do?” – Gene Cernan

I have had the privilege of being part of the production team for the forthcoming and extraordinary film Last Man on the Moon, which is about the remarkable life of Apollo astronaut Eugene Cernan. The Executive Producer is Mark Stewart, the Director is Mark Craig, and the Producer is Gareth Dodds. You can find the film’s impressive trailer here.

The film has been previewed at SpaceFest in Pasadena, and at Sheffield Docfest. It received standing ovations, and good initial reviews from the Hollywood Reporter (see here) and the Guardian (see here). It combines modern footage, well-judged and well-executed special effect sequences, and excellent archive (including much footage that is rarely seen, and personal archive film of Cernan’s early years).

Like all great films. it works at many levels.

It looks beautiful. It is intensely human and at times funny or moving. It appeals to a wide audience, and people with little interest in spaceflight still become engrossed in its gripping story about a man, his family and his friends. The section about the Apollo 1 fire is deeply sad. The treatment of Apollo 17 is celebratory, and sometimes approaches the spiritual.

For me, as a student of how men and women become leaders and how teams of people, and teams of teams, can work together to achieve extraordinary things, the film has two inspirational stories to tell.

A Personal Journey of Real Achievement

The first is Captain Cernan’s remarkable personal journey. From humble beginnings, he became a skilled Navy aviator. He was next accepted as an astronaut, and the film allows you to share his raw joy at that moment. During his NASA career, he faced some difficult missions, dealt with genuine tragedy, and makes his own mistakes – including a poorly timed and avoidable helicopter trash. But he retained his passion, his ambition and an absolute focus on the program. He put in his 10,000 hours of learning, working and more. As a result, he was selected to be the commander of an Apollo mission to the moon – an achievement he shares with only eight other humans. He had become a remarkable leader, and to this day can still light a room and inspire people with his presence.

Insights into an Extraordinary Program

The second story is that – although the film is first and foremost a brilliant insight into a life- it is also simply the best summary I have seen of the golden age of the US space program as a program.

There is a scene early in the film where Captain Cernan watches a recording of Jack Kennedy’s famous speech that launched the moon program, delivered at Rice University in Houston on September 12, 1962.

The speech is redolent with history. It sets a simple, but gigantic purpose and even defines a schedule. It is a perfect example of initiating a program with scalpel-like precision.

“”We choose to go to the moon. We choose to go to the moon… (interrupted by applause) we choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win, and the others, too”.

The film then cuts to Gene Kranz, who reminds us that at this point the US had just minutes of manned spaceflight experience. A goal of enormous scale had been set.

A Difficult Beginning

The birth of the US space program was not easy. The film only touches on this with brief archive clips, but like any new complex program, and any new technology there were multiple failures.

One was the “four inch flight” where a thankfully unmanned Mercury-Redstone rose four inches before the engine shut down, and the rocket returned to its pad. The small escape rocket lifted off by itself, and the parachutes spilled out over the still-fueled main rocket, threatening to drag it over.

The first six flights of the Lunar Ranger program – America’s first unmanned missions to the moon – failed. There were more launch failures. The target (i.e. the moon) was missed, and cameras failed.

But all good programs are built to deal with issues, and to learn. The Mercury program did put the first US astronauts into orbit, safely. And the last three Lunar Ranger missions were completely successful, returning the first close-up images of the Lunar surface.

Gemini 9

Cernan’s first mission was Gemini 9. It wasn’t meant to be. He and Tom Stafford (the commander) were the back-up crew, but the main crew of Elliot See and Charlie Bassett were killed in a plane crash in bad weather – captured in a melancholic use of archive and voice over in the film.

Gemini was a sequence of two-man craft, designed to test in Earth orbit basic techniques of spacecraft rendezvous, docking and space walking. From a program viewpoint, it was an essential period of developing, prototyping and testing elements needed for later missions. It was a stepping-stone to Apollo and the moon.

Gemini 9 proved to be hard.

Angry Alligator

One part of the mission was to simulate docking with an unmanned Augmented Target Docking Adapter or ATDA. When Cernan and Stafford arrived they found the other craft slowly rotating, with the two sections of the cone-shaped nose shroud still attached. Stafford famously said at this point: “It looks like an angry alligator out here rotating around”.

Cernan and Stafford saw that, although the shroud’s explosive bolts had fired, two lanyards were still keeping the shroud pieces together. It would turn out that boundaries between teams, and process problems, had led to an incorrect launch configuration.

Gemini 9's Angry Alligator -NASA Image — Gemini 9’s Angry Alligator -NASA Image

A Dangerous Spacewalk

Another part of the mission, and this is a major and dramatic segment of the film, involved a spacewalk, or EVA in NASA jargon.

The truth was that at this point in the space program, nobody understood space walks properly.

The objective of the EVA was for Cernan to use a prototype Astronaut Maneuvering Unit or AMU, a science-fiction-like rocket pack. The first problem was that, after pumping up his suit it “became so stiff that it didn’t want to bend at all.” Then as he left the hatch, he began tumbling wildly, twisted around by his umbilical.

He eventually got to the rear of the spacecraft, where the AMU has been stowed.

His suit had “all the flexibility of a rusty suit of armor” and the work around the AMU proved to be much harder than expected. A lack of hand and footholds meant he could not get easy leverage to help him turn valves and enable other movements. His pulse reached 180 beats per minute. Eventually the EVA was abandoned, and the AMU left where it was.

Gene Cernan during the problematic Gemini 9 space walk

NASA would learn a lot from this failed spacewalk, showing the power of a focus on improvement that is an necessary part of any large program. They would add hand and footholds for easy leverage – which Buzz Aldrin would demonstrate successfully on a later Gemini mission. They would redesign their space suits to avoid overheating, and they would balance workloads more effectively for future Gemini and Apollo EVAs.

Apollo 10

Cernan’s next mission was Apollo 10, again working with Tom Stafford as commander.

This was a full dress rehearsal for Apollo 11, the moon landing. Such rehearsals are essential parts of any large program but especially important in something as dangerous as a spaceflight.

The Apollo 10 lunar module would get within 8 miles of the lunar surface. The mission would provide data to calibrate the powered descent guidance system for future missions, test the mission control procedures and communications systems needed for landing, and provide many other insights.

The film elegantly captures the beauty of the flight, and its arrival above the alien landscape of the film.

But, as with many other types of dress rehearsals, there was a moment of real crisis. As the Lunar dropped its first, descent stage, it began to roll and twist very violently. This had been caused by a small error in setting the controls. As Cernan remembers in the film, he observed the horizon spinning through the window many times. It was a moment of high danger, eventually resolved.

But overall, Apollo 10 was a tremendous success. It would pave the way for Apollo 11, and Neil Armstrong’s great leap for mankind.

Apollo 17

Apollo 17 was Cernan’s last mission and for him an immense personal achievement. He had proved himself capable of leadership, and he was selected to be the Apollo 17commander. As a side effect of that, he would become the Last Man on the Moon, for at least a while.

Apollo 17 would be one of the great Apollo missions, the culmination of a decade of work from a team numbering in the hundreds of thousands. It has a strong science element, and carried the only Apollo scientist-astronaut, geologist Harrison Schmidtt. They would spend three days exploring a large area with their Lunar Roving Vehicle or LRV.

In many important ways, the mission was built around the learning from Cernan’s previous flights – in the design of the spacesuits for the lunar surface, and the structuring of the EVAs, and in the data collected from the Apollo 10 rehearsal.

Apollo 17 was just not a single mission, involving a brave crew of three – it was part of a sequence, of a well-organized and well-managed series of missions that formed part of the boldest program ever undertaken, by a team of extraordinary scale. It shows what we are capable of.

Achievement, Aspiration and Opportunity

And the film ends with a voice-over from Commander Cernan that captures that sense of achievement, aspiration and opportunity.

“I went to the Moon. What can’t you do?”

The trailer of the film Last Man on the Moon is available here.

Keith Haviland is a business and technology leader, with a special focus on how to combine big vision and practical execution at the very largest scale, and how new technologies will reshape tech services.  He is a former Partner and Global Senior Managing Director at Accenture, and founder of Accenture’s Global Delivery Network. Published author and active film producer, including Last Man on the Moon. Advisor/investor for web and cloud-based start-ups.

Delivery, Leadership, Spaceflight

Achieving the Incredible – General Principles from NASA Mission Control

September 2, 2014 Keith Haviland Leave a comment

Throughout my career, I have often thought about those qualities required of people and teams when delivering large-scale and complex undertakings.

It takes a special kind of leader and a special kind of group to aim at incredible things with success, and especially deal with the inevitable problems that come from very large teams, businesses and highly-complex programs. There’s much to say around culture, how to organise, how to plan and how to operate and communicate. Handling deep issues and major change is also part of the art. It is a subject that fascinates me, because in the end we are a social, teaming species that achieves its potential through working together.

To get started, below is one of the best set of principles I have seen for running scale and complexity, and for when management, team work and leadership really matter.These were developed by NASA mission operations over the years – primarily learning from Mercury, Gemini and Apollo. They have been popularised by the great Gene Kranz among others – he led operations for the Apollo 11 landing, the Apollo 13 rescue and much more.

These Apollo-era technical triumphs were also the triumphs of large, interconnected teams, linked by a strong simple vision, sophisticated management systems and the principles below. As Gene Kranz himself said: “We had risen to probably one of the greatest challenges in history, put a man on the moon in the decade. We’d created incredible technologies. But what was most important, we’d created the teams, what I call the human factor. People who were energized by a mission.”

It is also interesting to note that in the shuttle era, there were times when the principles weren’t fully applied – and the resulting cultural comprises had tragic consequences with Challenger and Columbia. The flawed and complacent decision to launch Challenger to maintain schedule was very different from the bold move to launch Apollo 8 – essentially a Saturn V rocket test flight – to go around the moon, where the risks were understood and managed. The principle of vigilance has been added as a result. No individual or team can can take its performance for granted, and risk and change are eternal.

The core principles are not tied to spaceflight and are strong principles for any team trying to achieve the large scale, complex and incredible. They are rules for making any kind of history, open to all of us. Enjoy.

Foundations of Mission Operations

1.To instil within ourselves these qualities essential to professional excellence

Discipline…Being able to follow as well as to lead, knowing that we must master ourselves before we can master our task.

Competence…There being no substitute for total preparation and complete dedication, for space will not tolerate the careless or indifferent.

Confidence…Believing in ourselves as well as others, knowing that we must master fear and hesitation before we can succeed.

Responsibility…Realizing that it cannot be shifted to others, for it belongs to each of us; we must answer for what we do, or fail to do.

Toughness…Taking a stand when we must; to try again, and again, even if it means following a more difficult path.

Teamwork…Respecting and utilizing the abilities of others, realizing that we work toward a common goal, for success depends upon the efforts of all.

Vigilance… Always attentive to the dangers of spaceflight; Never accepting success as a substitute for rigor in everything we do.

2.To always be aware that suddenly and unexpectedly we may find ourselves in a role where our performance has ultimate consequences.

3.To recognize that the greatest error is not to have tried and failed, but that in the trying we do not give it our best effort.

Keith Haviland is a business and technology leader, with a special focus on how to combine big vision and practical execution at the very largest scale, and how new technologies will reshape tech services.   Former Partner and Global Senior Managing Director at Accenture, and founder of Accenture’s Global Delivery Network.   Published author and active film producer, including Last Man on the Moon. Advisor/investor for web and cloud-based start-ups.

Technology, Delivery and Digital Culture