Engineering topics
Publications and source records attributed to Boyles, Carole.
This paper will discuss approaches to address the need for software maintenance, avoiding the pitfalls of obsolescence, and the use of industry standards by applying institutional maintenance to mission systems.
No abstract available
Fourth extension of Odyssey mission continues, with orbital science investigations and relay services for landed assets. Mitigation of aging IMU and UHF transceiver. ODY has responded to Program Office/board recommendations. All Stellar mode has been certified for flight operations and is now standard for nadir point operations on the A-side. Investigating options to mitigate aging Battery. Gradual transfer to a later LMST orbit node to shorten eclipse durations. Reduce spacecraft loads during the longer eclipses. Optimize battery performance. ODY is preparing for E5 Proposal and Planetary Science Division FY12 Senior Review activities. ODY is on track to support MSL EDL and surface operations. ODY is managing consumables in order to remain in operations until 2020.
The Cassini mission to Saturn is complex with 12 science teams conducting distributed operations across the United States and Europe. Each Team includes scientists from around the world who actively participate in operations, including observation design, instrument commanding, downlink processing, and archiving. This represents a change in how JPL complex deep-space missions have been operated. Since Saturn Orbit Insertion (SOI), the Cassini Project has spent 17 months conducting science operations and has gained realworld experience that has tested the assumptions and rationale for this approach. We have learned that many of the expected benefits have been realized, but there were numerous unexpected challenges as well. This paper will discuss the lessons learned from the Cassini Tour experience to date. It will revisit the assumptions and rationale behind the distributed instrument operations design and will describe the results, good and bad, of implementing this method of operations. We will describe how Instrument Teams are structured, their roles and responsibilities, what challenges they faced going into orbital operations (the “tour”) and what creative solutions were proposed when funding limitations and schedule milestones prevented optimum solutions. We will also discuss the problems that have been encountered both on the ground and with the instruments, how these problems and anomalies were overcome, and what was learned along the way about the characteristics of distributed instrument operations.
The Spitzer Space Telescope is an 85-cm telescope with three cryogenically cooled instruments. Following launch, the observatory was initialized and commissioned for science operations during the in-orbit checkout (IOC) and science verification (SV) phases, carried out over a total of 98.3 days. The execution of the IOC/SV mission plan progressively established Spitzer capabilities taking into consideration thermal, cryogenic, optical, pointing, communications, and operational designs and constraints. The plan was carried out with high efficiency, making effective use of cryogen-limited flight time. One key component to the success of the plan was the pre-launch allocation of schedule reserve in the timeline of IOC/SV activities, and how it was used in flight both to cover activity redesign and growth due to continually improving spacecraft and instrument knowledge, and to recover from anomalies. This paper describes the adaptive system design and evolution, implementation, and lessons learned from IOC/SV operations. It is hoped that this information will provide guidance to future missions with similar engineering challenges