Knowing More about Knowledge Management at ESA
Roberta Mugellesi Dow
1
, Damiano Guerrucci
1
, Raul Cano Argamasilla
2
, Diogo Bernardino
3
and Siegmar Pallaschke
2
1
European Space Agency, Robert Bosch Strasse 5, Darmstadt, Germany
2
Terma GmbH, Europaplatz 5, Darmstadt, Germany
3
Serco GmbH, Robert Bosch Strasse 7, Darmstadt, Germany
Keywords: ESA, Competency Management, Knowledge Capture.
Abstract: During the last years, ESA has gathered an extensive experience in Knowledge Management (KM). As a
knowledge intensive organization, ESA pursues the efficient management of its expertise and know-how. In
particular, it was decided to start a corporate KM project consisting of several pilot projects. The selected
approach was built on pillars summarized in these four keywords: “integrated” (interconnection of its parts),
“pragmatic” (concrete solutions compatible with the corporate culture), “business” (linked to the core
business) and “open” (input and best practices gathered inside and outside the Agency). This paper presents
the activities carried out within the set of pilots and the relations among them. These pilot projects are:
iKnow Portal, Competency Management Tool, Expertise Directory, Knowledge Capture and Handover, KM
Officer and Lessons Learned Harmonization. The future of KM in ESA is a challenge aiming at proposing
integrated solutions in an environment with different cultures and several existing individual solutions. The
achievement of it will certainly provide a better leverage for the institutional KM.
1 INTRODUCTION
Knowledge Management is a key pillar for the
efficient evolution of knowledge-intensive
organisations such as the European Space Agency
(ESA).
ESA is in charge of promoting, developing and
operating space missions (see www.esa.int). The
Agency has five establishments: HQ at Paris,
satellite development at Noordwijk (NL), Earth
observation programme at Frascati (I), operations at
Darmstadt (D) and astronomy at Villafranca (E). It
employs about 2000 permanent staff. The operations
are carried out at the European Space Operations
Centre (ESOC), Darmstadt. The coexistence of
research, development and operations programmes
makes ESA a knowledge intensive organization.
Since a few years ESA has recognised the crucial
role of Knowledge Management as a tool not only to
primarily preserve and share information and know-
how, but also to help guarantee its own cost-
effective and qualitative evolution. In order to
achieve this objective, a corporate strategic approach
to KM, in support to both the transversal and the
local nature of the Agency’s operations, has been
defined and implemented.
This paper introduces the knowledge processes
and tools which have been launched in different
areas and identifies key challenges and opportunities
to move ESA's knowledge agenda forward in a
phased manner.
2 BACKGROUND
The KM topic has gained momentum at ESA thanks
to a number of KM support initiatives undertaken by
– and localised in – different Directorates.
Since the debate on the matter started, major
steps have already been achieved in the area of
knowledge management in ESA:
At a general level managers and employees
are conscious of the importance of KM, not
only as a learning and development issue
but also as a strategic and business related;
A wide set of KM and communication
technologies have already been developed;
281
Mugellesi Dow R., Guerrucci D., Cano Argamasilla R., Bernardino D. and Pallaschke S..
Knowing More about Knowledge Management at ESA.
DOI: 10.5220/0004522802810289
In Proceedings of the International Conference on Knowledge Discovery and Information Retrieval and the International Conference on Knowledge
Management and Information Sharing (KMIS-2013), pages 281-289
ISBN: 978-989-8565-75-4
Copyright
c
2013 SCITEPRESS (Science and Technology Publications, Lda.)
Some important KM practices such as
lessons learned are to some extent applied
to space missions;
Operative knowledge is shared within some
individual Divisions.
However, some outstanding issues are still not
solved:
Even if the importance of KM is evident, a
culture of sharing and re-use it is not
completely adopted in people’s mind and in
business processes;
The institutional knowledge base may
shrink as individuals retire;
New staff are immersed into new programs
and expected to start working without a
substantial introduction to the ESA history
and processes;
Knowledge explicit categorisation is
missing and the evolution of competencies
reflecting the objectives is developed in the
heads of managers without adopting a
systematic process and appropriate tools;
Knowledge is often lost when staffs move
to different projects/programmes without a
proper knowledge handover process in
place.
3 ESA KM STRATEGY
The ESA Knowledge Management strategy focuses
on three major objectives:
Capture, preserve and help evolving
knowledge across missions and projects in
order to increase efficiency, minimize the
risks and avoid loss of expertise;
Facilitate knowledge sharing to increase
collaboration, synergies and, eventually,
innovation;
Set up methodologies and tools for people
to find, organize, and share knowledge.
The first objective focuses on securing the
gathered experience (i.e. Lessons Learned, Best
Practices) and make it available to the community so
that the proper knowledge is available at the
appropriate place and time within work processes.
Maintaining the existing knowledge provides the
foundations to evolve with less efforts towards the
new knowledge needed for future endeavours.
There is a large amount of knowledge generated
during the day-to-day work from formal documents,
reports, presentations to the less formal knowledge,
such as information exchange between colleagues
that represents a significant and valuable part of the
knowledge generated and accumulated. Actually, in
most cases this knowledge remains in a tacit form,
retained in the heads of the staff. When not
formalized or made explicit, this knowledge
naturally tends to be dispersed and eventually loses
its value for ESA and its stakeholders.
The second objective focuses on facilitating the
sharing of knowledge in order to increase the
collaboration between individuals and teams. This
heavily contributes to create a more fertile
environment for continuous learning and for the
search for innovative solutions. An effective
knowledge sharing depends on how efficiently and
effectively the knowledge is managed internally and
how quickly it capitalizes on the skills and
experiences gathered in the different functional areas
of the organization.
Findings from interviews and brainstorming
sessions with staff indicate that they need information
technology to act on:
· Search capability. Documents such as reports or
other types of information should be electronically
searchable. Staffs want to be able to find a particular
knowledge product with keywords and to be able to
trust that it is the current version.
. Ease of use. Staff want knowledge to be well
organized, to some extent summarized, easy to locate
and easy to retrieve.
. Access. Staffs want to be able to access the
information from the office or home.
. Sharing. Staff want to be able to exchange easily
with colleagues information and knowledge products
.
Box 1: Staff expectations.
The third objective focuses on helping people to
access the information and resources they need to
complete their tasks by providing the right KM
tools, resources and methodologies. The way to find
out which elements could build this objective was
mostly the direct input of the people and
brainstorming sometimes. Box 1 offers a insights on
this.
A localised initiative started in the ESA
Operation Center (ESOC), where a KM Core Team
faced initial activities for the local achievement of
the previous objectives. After some accomplishment,
this team realised soon the benefits of introducing
knowledge management ESA-wide. In view of
maximising its positive impact for the users, it was
important to minimise the effects of a too sudden
methodological change. A solution to it was a
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phased approach, taking into account the actual
needs of the users and having pilot projects before
any solution was proposed for application at
corporate level. Moreover, if a local solution was
already found available, the idea was to study its
possible integration into a larger system without
imposing structural changes to localised successful
processes.
4 KM PILOT PROJECTS
In order to face the problem addressed above, ESA
decided an approach based on two phases. The first
one consisted on the analysis of the ESA as-is
situation in terms of KM, in order to propose a set
of pilot projects that would build the corporate KM
system. The second phase was the effective
implementation of the selected pilots from the
previous phase.
The framework of KM selected projects and
activities which have undertaken and launched
consists of the projects listed in the next sections. A
short summary of the objectives and goal is provided
for each of them, whereas a more detailed
description is dedicated to the KM Portal and the
Competency Management.
In parallel to pilot projects, transversal activities
were carried out with the goal to be informed of the
state-of-the-art platforms and methodologies which
would enable ESA to have a modern KM, serving its
goals efficiently. To that purpose, it was strengthen
the participation in KM groups (e.g. KM for Space -
Google Group, Knowledge Managers from CNES
and NASA), the contribution to the investigation of
new methodologies (via collaborating in paper
studies or creating their own research) and
benchmarking new ideas for implementation with
companies working on KM tools and methodologies.
4.1 iKnow Portal
The focus of this pilot was to improve a Knowledge
Management portal (called iKnow) resulted from a
localised ESOC work in response to the feedback
from the user community. The areas identified for
improvements were: interface look & feel and ease
of use; performance; functionality extension by
adding video transcriptions, search engine
integration and mail to post mechanism.
4.2 Competency Management Tool
The scope of this pilot was to consolidate a
previously drafted competency management process
and design a tool to support it. The result of this
activity has been the presentation of a competency
management process (supported by a tool), which
covers the following objectives:
Guarantee the availability of the current and
future ESA competencies (knowledge,
skills, and abilities) in regards to the ESA
tasks that constitute ESA (critical) strategic
capabilities and services.
Provide a management support process and
tool for identifying competency gaps,
training opportunities and development
plans on both short and long terms.
Support the definition of the strategic
objectives of the directorate.
Allow an efficient maintenance and up-to-
date overview of the related competencies.
4.3 Expert Directory
The aim of this pilot was to create a network
between the ESA professionals, contractors and
industry. The way to achieve that was the
development of a platform that, interfacing with the
competency management database, would provide a
catalogue of people with their expertise.
4.4 Knowledge Capture and Handover
This pilot was selected to assess and propose
possible mechanisms to be used to guarantee an
effective capture of knowledge, tacit and explicit, in
case of staff leaving for retirement or other
assignment. The scope of the pilot is also to define a
Handover Procedure.
The steps that were done:
Analysis of KC events with respect to
methodology and visual aspects.
Proposal for capturing of experience.
Proposal of a new way to present the KC
events.
Proposal of a Handover sequence.
4.5 KM Officer
This pilot was born with the objective to define the
role, responsibilities and the functioning model of
the KM Officer that could become the pivot of the
knowledge management processes inside and
outside the projects.
The actions taken regarding that were:
Collection and assessment of the possible
KMO tasks.
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Summarize the aspects of integration into
the project.
4.6 KM Awareness
The scope of the KM Awareness Campaign was to
promote a Knowledge Management culture and to
communicate in a smart way the KM initiatives. The
deliverables have been:
Communication Plan to choose topics to
communicate, the media and the tone of
voice.
Video and Posters to promote KM.
4.7 Lessons Learned
The objectives of this pilot project were the analysis
of mechanisms and tools for the collection of
Lessons Learned (LL) and also the dissemination of
the Best Practices and Lessons Learned into the
project database (with respect to efficiency and
anomaly aspects) and across projects. To this
purpose, the following has been achieved:
Analysis of current ESA LL systems
together with a comparison.
Analysis concerning the collecting,
managing and archiving of LL (compliant
to the formal ESA process) with emphasis
on description, transferability and
sustenance.
5 MAJOR PROJECTS
This section describes on a deeper detail those
activities related to the pilots which have a larger
reach, that is to say, affecting the biggest possible
amount of users.
5.1 iKnow Portal
The iKnow was born to be the back bone of all the
information at ESOC, more or less like an enhanced
multimedia library, with forums, events, news and
all relevant materials. Moreover, as the user is the
one that creates most of the content, this portal is
inspired by a “Web 2.0” approach for the knowledge
management in ESOC.
The information that can be accessed from
iKnow can be of very different nature, like relevant
news, collaborative articles or any document and file
indexed by the search engine or a link to an existing
tool.
One of the main characteristics of this portal is
that every piece of content (article, forum post, etc.)
is assigned according to the group or community
that it belongs to and also, to the tags that the author
considered more descriptive (“free tagging”
principle). So both methods are set by the user. Due
to this, the content is categorized by the person that
uses it and really knows what it is about, which
guarantees that the knowledge is where it is
expected to be.
In the context of this corporate KM project, the
functionalities described in the next sub-sections
were added to the platform.
5.1.1 ESOC Search Engine
A commercial search engine has been running in a
testing phase for a few months and now is
implemented as an operational tool in ESOC
premises. It is able to index a wide range of
repositories without any customization of the tool.
In support to the idea of providing a single entry
point to information, the search engine functionality
has been integrated in the iKnow portal (Figure 1).
The user can now enter a search request directly on
the portal and get the results back from either the
portal or all the other repositories indexed by the
search engine.`
Figure 1: iKnow search engine functionality.
5.1.2 Video Transcriptions
The video functionality was enhanced in iKnow to
allow everyone to upload videos and optionally a
transcription of them, such that they will be
synchronized while the video is running.
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In combination with the search engine, this is a
powerful way of extracting the knowledge from
videos. Once the transcriptions are indexed, the
information will also appear in the search results.
5.1.3 Mail2post
This is a new feature in iKnow, made to facilitate the
knowledge sharing by allowing the user to publish
contents just by sending an email to a particular
address.
With this functionality, users can easily share all
the valuable information that otherwise would
remain buried in the email box.
5.1.4 Expert Directory
In order to build a network of professionals closer to
each other and to facilitate the identification of the
necessary competencies, it was decided to create a
directory of experts that would be validated by a
formal authority inside ESA.
Therefore, it was agreed that the Expert
Directory should use the Competency Appraisal
database as its primary source of data. This database
can be considered as a verified resource by Human
Resources. The tool should only be able to explore
the database or search through it for a member that
has enough competences and present its data. No
editing features were needed or had to be developed.
Though this started as an independent pilot, a
module was developed and integrated in iKnow.
After a successful development, any user could
perform searches per competencies or knowledge
areas. This module also provides with a view of the
employee profile which would help, among other
things, to design a training plan.
5.2 Competency Management
The Competency Management (CM) pilot project
aims to develop a comprehensive and validated
process that provides ESA a view as well as insight
into the current and future required competencies.
The process is expected to benefit different
stakeholders such as Workforce Management and
Training and Development programs.
The major objectives of CM have been reflected
in activities included in the process and supported by
the tool:
Provide visibility of current and future
competencies with respect to the roles that
constitute ESA’s strategic capabilities and
services in general, and in particular.
Make individual expertise better accessible
within the organization. For this purpose,
the focus is on staff specific competencies,
i.e. competencies acquired by a person and
not necessarily relevant for their current
role(s).
Allow the identification of competency
gaps. For example, managers can get an
accurate picture of the competency
strengths and weaknesses of the staff under
their responsibility and therefore assess
potential competency gaps, criticality and
competency coverage.
Provide a way for an efficient competency
maintenance and up-to-date overview, i.e.
the workforce needs to be shaped and
modelled to cope with desired future
directions of the Agency, changes in
technology, etc.
The process needs to be supported by a CM Tool
structured such as to guide the different actors in the
fulfilment of their relevant CM activities. Figure 2
illustrates this process.
Figure 2: CM process.
At each cycle of the process, an iteration with the
KM team will be also considered for addressing
future management needs and process
improvements.
The tool will support sequentially the different
steps allowing the different actors to interact through
the tool at the common goal of providing the current
picture of the organisation and at the same time
highlighting the area where improvements or actions
are necessary. The same tool will provide high
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management with summary report for an overall
analysis of matching between objectives and current
assets identifying possible gaps.
Once the process was consolidated, the main
requirements for the tool were clear:
Maintain a central repository of the CM
related data, including both the definition
and management of competencies and
roles, and the information from the
assessment. The repository will store
historical information in order to keep track
of the evolution over time.
Support efficient introduction of data by
users, manually using forms, and
automatically from batch files or other
formats.
Offer a web based interface for multiple
access with customized dashboard per user
role.
Automate the generation of the reports
required as output of the different steps of
the process.
Implement the logic for the analysis of
competence gaps, and proposal of
mitigation actions.
Offer a training plan specifying who needs
training, what are the competences to be
trained and the urgency of training.
Responding to the mentioned requirements, a
market analysis has been conducted before starting
any development. Since the CM process was still not
stable and very likely to change as effect of this
same pilot, the analysis suggested to take the
approach allowing the highest flexibility and lower
cost in performing modifications. In house
implementation was selected, also facilitated by the
existence in the Agency of a previous suitable tool
already developed, though for other purposes (BIRF
- Business Intelligence and Reporting Framework -
built over Java Enterprise Edition platform). The
existing tool based on a multi layered design could
be strongly reused in the following generic
components:
The Extraction, transformation and loading
(ETL) process responsible for the batch
loading of the input data files (e.g. Excel)
in the Data Warehouse, performing
necessary adaptations.
The Data Warehouse as a central data
storage based on a relational database
management system.
Web browser based clients, which allow
users to access the application from any
location and device through the network
The web interface for providing the user
level functionality, and divided itself into
three layers:
Third party components, providing
general purpose functionality by
integration of open source libraries (e.g.
web framework, chart libraries,
reporting library, etc).
Data analysis and reporting framework,
providing generic application level
components supporting all the required
functionality (e.g. dashboards, report
generator, security, data querying, etc.).
CM customization, implementing the
adaptation of the reporting framework
to the CM process (e.g. adaptors, data
model, user interface layout, etc.).
The design of the tool is taking into account
future integration with other ESA platforms, in order
not to duplicate information and realise better
synergies. In this case, examples are: Workforce
Management software, eLearning platforms, or
Expert Directory.
Figure 3: CMT Validation Units.
A validation of this pilot is being carried through
one department of the organization. In ESA a
department is divided in divisions and each division
in sections (see Figure 3). A bottom-up approach has
been chosen to validate the tool, starting from
sections and aggregating the information until
reaching a department level. For the time being one
division composed by three section has been
completed where few interesting conclusions were
taken, as an example, what are the most
predominant skills inside each unit. In the meantime
the validation in other divisions started but still not
completed.
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5.3 Knowledge Capture
Knowledge Capture is not a new activity; it was
already followed up during the past three years with
about a dozen of events. Two methods were
considered, the expert debriefing and the interview.
They are not oriented to factual results of project
phases but to personal experience gained by a staff
within a long duration (either at the termination of a
task or at the end of a position).
In brief words, the knowledge capture procedure
consists of four parts: the review of the status
(knowledge, expertise), the planning and the conduct
of the expert debriefing / interview and the
documentation. The expert debriefing is a kind of
forum / workshop in order to allow the expert to
explain the specialized knowledge for a selected
range of topics to a larger group of participants. The
goal of the expert debriefing is twofold, the
expression of the underlying expertise in a verbal
interaction with the audience and the recognition of
the expert’s merit. The participation in the
interviews would be very limited, i.e. the expert, the
moderator and a few members.
5.3.1 Knowledge Capture Procedure
In some more details, the knowledge capture
procedure consists of (Mugellesi Dow, 2010):
Step 1: Review of status with an inquiry. The
objective is to assess the important knowledge
subjects of the leaving staff as well as the knowledge
demand required by the group and the successor. For
the identification of the essential knowledge items to
be captured different viewpoints (e.g. different role)
should be adopted in addition to the chronological
review of the supported projects. The quality aspects
could be another perspective such as best and worst
practices, contribution of the success and mistakes
leading to a possible failure.
Step 2: Plan for debriefing and interview. This
includes the sequence of knowledge subjects for the
debriefing / interviews and its structure.
Step 3: Conduction of the Debriefing /
Interviews with the goal of capturing the tacit
knowledge and to facilitating its documentation. The
various viewpoints mentioned for the first step
above has to be adopted for the conduct of the expert
debriefing and the interviews as well.
Step 4: Documentation (including the
transcription) of tacit knowledge.
5.3.2 Knowledge Capture Events
Knowledge capture events are video-recorded, last
about 90-120 min. and comprise several sub-topics
followed directly by a question and answer session.
The sub-topics should not explain explicit
knowledge (easily found in text books) but should
go more into the direction of experience or
knowledge not easily found in literature.
Some more explanations should be added for the
better understanding of the capture events at ESOC.
The duration for the expert debriefing is
limited to two hours. This seems to be
adequate as the expert debriefing is
additional to the standard handover
procedure. Furthermore about four to five
subjects are selected. Another reason for
the short duration lies in the assumption
that with increasing duration the interest in
participation will decrease.
The choice of the four subjects depends on
the relevance of the gained experience for
the department / organisation. Normally
two topics concerning specialized
knowledge and two concerning experienced
knowledge are selected.
The group of the participants is decided
from case to case depending on the topics
and the envisaged subsequent discussions.
In case of detailed discussions the group of
participants should be limited as the
intensity of the discussion will decrease
with increasing participation.
5.3.3 Capturing Experience (Erlach, 2008;
Katenkamp, 2010; Pallaschke, 2011)
Recently, the handling of the experience was further
investigated. Since more than a decade the value of
storytelling for the transfer of knowledge by
experience has gained in importance. Stories can
better describe the complexity of reality then any
theoretical explanations. Stories are important as
humans think in narrative structures and often better
remember facts in story form. The application of
storytelling in knowledge management gains more
and more in importance. Several companies have
tested this method and use it. Knowledge by
experience is considered as a central resource for the
conduction of organizational processes. The four
steps (as mentioned above for the capture procedure)
will also remain for the case of storytelling.
Knowledge by experience cannot easily be
discovered with the help of the appraisal results.
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Knowledge by experience requires in addition
interviews with the leaving staff, the superior and
the group. The aim of the narrative interviews is to
explore how the experience was developed and how
it was applied. Of course, the outcome of the
interviews needs to be analysed with the help of
associations for identifying the underlying
experience. Structured interviews could follow for
the better understanding of the experience. Whereas
the planning (step 2) will remain unchanged, the
actual conduct of the event (step 3) will include
narrative methods. Narration cannot be compared
with explanations (rational descriptions), they are
feedback-oriented dialogues, the audience needs to
conduct its own reflection for drawing the
conclusions.
6 PROJECTS PILLARS
The individual pilots provide powerful solutions on
the scope they have been designed for. Moreover,
there is a more holistic view to regard the project as
the integration of its parts. One of the principles on
which the corporate KM project was built was the
“Integrated” approach, that is the whole project has a
meaning when observed as a unity instead of as
many subsystems.
Each of the pilots is connected in some form or
another to the rest in a way that if this connection
would not be available, the functionality of each of
them will be significantly decreased.
Figure 4: Integration among pilot projects.
Just to quote some examples extracted from
Figure 4: the Competence Management tool
provides the input to the Expert Directory. At the
same time, the Knowledge Management Officer can
use this information to either request help for a
project or to propose a Knowledge Capture event
based on the available experts. The KM team would
take care of this event and once this is performed
and processed, the videos and materials would be
uploaded to the KM Portal. Finally, through the
awareness campaign the people would know that the
portal includes such information and would be
inspired to share more.
The “Pragmatic” approach is currently the main
way at reaching goals in the KM at ESA. The
resources available are very limited and only by
implementing concrete and simple solutions the end
of a pilot is reached. The adoption of this approach
is often characterised by the need of simplifying or
tailoring the solution, in parts that shall not limit the
scope of the pilot. The simplification taken are
tracked so to be later considered in case of a future
corporate complete solution.
Every time a pilot is started, the “Business”
approach has driven the activities at identifying first
a concrete local interest without forgetting the need
of a scalable design to make it suitable for future
extension at corporate level. The local interest
ensures the reaching of a good level of maturity
since derived by a real case study with a clear and
short time need. Later on the collected real data,
facilitate the leverage at making it corporate.
The last, but not the least, pillar is to be “Open”.
The KM team shall always work in collaboration
with users and must minimise impact to processes,
especially to the successful ones. Input and best
practises are the input to any KM activities, since
those are the key for addressing real and practical
need and later on to be well received when
presenting solutions and support.
7 CONCLUSIONS
Achieving the knowledge management objectives is
pivotal to the Agency's efforts to reach its goal of
cost effectiveness and risk minimization. Knowledge
management is an ESA-wide initiative that requires
strong leadership and commitment at every level,
effective incentive mechanisms, ownership by all
departments, offices, units, and active participation
by all staff. Moreover, it requires a change in how
ESA knowledge is perceived and supported.
The benefit of implementing the KM framework
of projects presented in this paper will be the overall
improvement of processes and mechanisms for
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capturing, sharing and storing information, leading
to an increased operational efficiency and
facilitating innovation.
The project here presented sets a milestone on
the history of KM for ESA since it comprises the
first Knowledge Management system developed at
corporate level. There are two remarkable facts: the
first one is that the pilots comprising the system are
covering areas of very different nature,
demonstrating the big spread of KM in an
organization; the second one, is the fact that the
integration of the different parts into a single
framework is perceived more efficient by managers
and easier to be used by the individuals.
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International Conference on
KM, Toulouse SpaceShow 2012, Toulouse.
KnowingMoreaboutKnowledgeManagementatESA
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