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210 points scapecast | 1 comments | | HN request time: 0.202s | source
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mintplant ◴[] No.45058689[source]
My dad headed up the redesign effort on the Lockheed Martin side to remove the foam PAL ramps (where the chunk of foam that broke off and hit the orbiter came from) from the external tank, as part of return-to-flight after the Columbia disaster. At the time he was the last one left at the company from when they had previously investigated removing those ramps from the design. He told me how he went from basically working on this project off in a corner on his own, to suddenly having millions of dollars in funding and flying all over for wind tunnel tests when it became clear to NASA that return-to-flight couldn't happen without removing the ramps.

I don't think his name has ever come up in all the histories of this—some Lockheed policy about not letting their employees be publicly credited in papers—but he's got an array of internal awards from this time around his desk at home (he's now retired). I've always been proud of him for this.

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dclowd9901 ◴[] No.45061022[source]
It's funny how the thankless jobs of quality assurance become so critical so quickly. And I mean that ironically of course.

To folks out there: do the important work, not the glamorous work, and you'll not only sleep well, but you might actually matter as well.

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jacquesm ◴[] No.45061762[source]
Yes, but first it has to go horribly wrong. Same for security. After the breach there is plenty of budget.
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arethuza ◴[] No.45062020[source]
Many years ago I had a fascination with security and fancied becoming the CISO for the multinational I was working for at the time - my boss at the time, the CIO, said the role would really have no power and would be there as a sacrificial lamb should there actually be a serious security breach. This rather put me off the idea.
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1. hyperman1 ◴[] No.45076243[source]
I've seen this go from bad to worse. A company had a bad project manager they couldn't get rid of, and required a security person by law, so they promoted him. The idea was he would get kicked out of the company the next time a security boo boo happened.

It went a lot worse. The guy had no idea about security and no common sense, and did genius things like forbidding encryption in the name of security (so the network people would be able to do packet inspection for monitoring security). But he created a morass of paperwork, and made it impossible for any project to make any kind of progress without involving security. End user computers slowed to unusable speed as he threw in more and more snake oil security software. As his rules were vague, dumb, self-conflicting and very very time consuming, nobody followed them, so he could always point to someone not following the rules when a security boo boo happened. He grew his department like a mushroom, wasted huge amounts of money, and entrenched himself completely, all based on sweet talk and complete nonsense. I've learned a lot about office politics watching him.