Mark K. Craig is a distinguished figure in the field of space exploration and development, with a career spanning over four decades. He holds a B.S. in Aeronautical & Astronautical Engineering from Purdue University (1971) and pursued Engineering Graduate Study at Rice University (1974-1983). He also completed the Program for Senior Executives at MIT Sloan School in 1992. Craig's career at NASA is marked by significant roles and contributions. He served as the Associate Center Director, Space Development and Commerce at the Johnson Space Center from 2002 to 2005. In this role, he was responsible for identifying and enabling strategic investments in space development and commerce [2]. Prior to this, he held the position of Deputy Director at the Stennis Space Center from 1995 to 2002, where he managed the Center’s rocket propulsion test, Earth science, and commercial remote sensing programs. Craig's earlier roles at NASA include serving as the Architect of the NASA Strategic Plan (1993-1995), Manager for Space Station Technical Projects (1991-1993), and Director for Space Exploration (Acting) (1990-1991). He also held various positions as an Aerospace Engineer at the Johnson Space Center and NASA Headquarters from 1973 to 1984. Craig's contributions to the field have been recognized with numerous awards, including the Rotary National Award for Space Achievement Stellar Award (2016), the American Astronautical Society President’s Recognition Award (2015), and the NASA Distinguished Service Medal (2005). He has also authored several publications on space exploration and development.

Scope and Content Note
March 24, 2006: This interview with Mark K. Craig, conducted as part of the Johnson Space Center Oral History Project, provides a comprehensive insight into his views on the value and sustainability of NASA's human spaceflight program, the challenges faced during the Space Station project, and the impact of the Space Shuttle Challenger accident on the Station project. Craig emphasizes the importance of NASA delivering value to the nation, not just as claimed by NASA but as experienced by the nation's citizens. He identifies several sources of value, including the creation of emotions and experiences, the provision of educational resources, the development of technology, the provision of services such as access to space, the enablement of space commerce, and the creation of high-paying jobs. He also discusses the need for effective value management, requiring state-of-the-art tools and innovation. The interview also delves into Craig's experiences during the Space Station project. He describes the project as contentious and unfocused, with work packages created for different Centers leading to disputes over the assignment of tasks and requirements. He also mentions the impact of the Space Shuttle Challenger accident on the Station project, leading to a reassessment of all management. Craig further discusses the internal conflicts within the Johnson Space Center (JSC), where the Level 2 office and Level 3 office viewed each other as enemies due to disagreements over work allocation. He also criticizes the lack of a clear objective to produce a Space Station, with most people prioritizing getting the most work possible. Overall, this interview provides a critical perspective on the challenges faced by NASA during the Space Station project and the importance of delivering value to the nation through its programs.

April 11, 2006: This interview provides an in-depth look at the development and implementation of the Space Exploration Initiative (SEI) and the creation of the Synthesis Group. Craig discusses the process of gathering and synthesizing ideas from various groups, including scientists, industry leaders, and Congressional staffers, to shape the SEI. He also mentions the creation of a national announcement of opportunity and the establishment of the Synthesis Group to review the ideas collected. Craig reflects on the initial stages of the SEI, including the President's speech and the subsequent lack of funding. He also discusses his role in the Space Exploration Directorate in Code R, where he was responsible for coordinating with other federal agencies, negotiating their involvement in SEI, and writing the first national policy on SEI. In addition, Craig talks about his efforts to make the SEI sustainable and the rationale behind it [5]. He also discusses the creation of Strategic Enterprises and the strategic importance of renaming the Office of Space Flight to the Human Exploration and Development of Space.

May 2, 2006: This interview covers a wide range of topics related to his work at NASA and his views on the organization's strategic direction and value proposition. Craig discusses the importance of storytelling in shaping and communicating NASA's strategy. He uses the example of the "Follow the Water" Mars mission to illustrate how a compelling narrative can engage people and shape the direction of projects. However, he expresses concern that NASA is not fully embracing this approach despite the Vision for Space Exploration providing a more robust strategic framework. The interview also delves into the early commercial activities of space, particularly communication and remote sensing. Craig highlights the role of NASA in enabling these commercial activities, providing support and resources to start-ups and larger aerospace firms. He emphasizes the importance of NASA's role in fostering commercial growth rather than directly engaging in commercial activities. Craig also discusses the concept of value in relation to NASA's work. He argues that management should create a context that ensures the work done delivers value. He criticizes instances where resources and energy are expended without contributing to a larger goal. He also discusses the importance of delivering value in the context of the sacrifices made by astronauts, arguing that not fully realizing NASA's potential value demeans these sacrifices. Finally, Craig reflects on the announcement of the President's Vision for Space Exploration and his presentation on creating sustainability for this vision. He emphasizes the need for a value-driven approach and the use of storytelling as a strategic tool.