Search NASA⌕ Search

Engineering topics

Scott, David W.

Publications and source records attributed to Scott, David W..

At least 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2018

Marrying Social Media Approaches and Space Flight Control: Eight Years at SpaceOps

Three previous SpaceOps papers [1-3] - published in 2010, 2012 (honored by the Conference as a "Best Paper"), and 2014 - have discussed paths to using social media concepts and techniques to enhance space flight controller effectiveness by a) reducing clutter of nonverbal communications (e.g., visual flow with minimal headers and shared content instead of multiple copies), b) moving some voice communication to non-verbal transmission (virtually eliminating "say again" requests because non-verbal comm can be re-read), thus making remaining voice comm easier to focus on, and c) reducing short-term and long-term flight stress on flight control personnel. This paper shows how Marshall Space Flight Center's (MSFC) ISS Payload Operations Integration Center (POIC) is realizing the above goals via the Communications Dashboard (CommDash) software suite deployed in 2017 (including enhancements to the Console Log Tool (CoLT) discussed in earlier papers). Two larger-scope benefits spawned by CommDash evolution are also chronicled: a) emergence of an Agile Software Development (ASD) process adapted to the not-always-nimble environment of government projects, and b) the sprouting of a Human Factors Engineering (HF or HFE) community of practice within MSFC's Payload and Mission Operations Division (PMOD).

Scott, David W.↗
NASA NTRS2015

Germinating the 2050 Cis-Lunar Econosphere

In early 2013, Marshall Space Flight Center's upper management chartered a diverse team for a six-week 'sprint' to speculate (in a disciplined manner) and paint (with broad brush strokes) a picture of how earth, space, and public/private entities might be operating and relating to each other... in the year 2100. Two 12-person groups of civil servants, one with members having 15 years or less of NASA experience and the other with more senior members, worked independently and then compared and integrated their conclusions. In 2014, the 'Space 2100' team, with some new team members and different group boundaries, ran a longer sprint to a) develop more detailed estimates of the operations and economics of space activities in the vicinity of the Earth and Moon in the 2050 time frame, b) identify evolutionary paths, barriers, and opportunities, and c) suggest actions and philosophies to enable and invigorate progress towards the vision. This paper explores Space 2100's first two sprints and their projections of NASA's role in what will likely be a highly networked, international space industry and cis-lunar infrastructure.

Scott, David W.↗
NASA NTRS2015

Germinating the 2050 Cis-Lunar Econosphere

In early 2013, the Marshall Space Flight Center (MSFC) Director and MSFC's Office of Strategic Analysis and Communications (OSAC) chartered a diverse team for a six-week "sprint" to speculate (in a disciplined manner) and paint (with broad brush strokes) a picture of how earth, space, and public/private entities might be operating and relating to each other...in the year 2100. Two 12-person groups of civil servants, one with members having 15 years or less of NASA experience and the other with more senior members, worked independently and then compared and integrated their conclusions. In 2014, the "Space 2100" team, with some new team members and different group boundaries, ran a longer sprint to a) develop more detailed estimates of the operations and economics of space activities in the vicinity of the Earth and Moon in the 2050 time frame, b) identify evolutionary steps and viable paths needed to make that a reality, and c) recommend actions to enable and invigorate those steps. This paper explores Space 2100's first two sprints and their projections of NASA's role in what will likely be a highly networked international space industry and cis-lunar infrastructure.

Scott, David W.↗
NASA NTRS2014

Intentional Collaboration & Innovation Spaces at NASA

Collaboration and Innovation (C&I) are extremely popular terms in corporate jargon, and institutions with reputations for creativity often have clever and fun spaces set aside for hatching ideas and developing products or services. In and of themselves, a room full of "collaboration furniture" and electronics can't make C&I happen, any more than oil makes a gas or diesel engine run. As with the engine, though, quality lubrication is a huge factor in the smooth operation, power, and longevity of C&I activity. This paper describes spaces deliberately set up at numerous NASA field centers to support collaborative and creative thinking and processes. (Sometimes support is not so much a matter of doing things to spark discussion as it is removing constraints imposed by traditional settings and making information sharing as easy as possible.) Some spaces are rooms or suites dedicated to C&I, with significant electronic support and/or intentional lack thereof (to emphasize the human element). Others are small, comfortable "roosting places" that invite conversations of opportunity. Descriptions include the sponsoring organization, underlying goals and philosophies, lessons learned, and opportunities to excel. There is discussion about how such areas might interconnect within centers, across NASA, and with external entities using current technology and what tools and approaches may be in our future.

Scott, David W.↗
NASA NTRS2014

SpaceOps 2012 Plus 2: Social Tools to Simplify ISS Flight Control Communications and Log Keeping

A paper written for the SpaceOps 2012 Conference (Simplify ISS Flight Control Communications and Log Keeping via Social Tools and Techniques) identified three innovative concepts for real time flight control communications tools based on social mechanisms: a) Console Log Tool (CoLT) - A log keeping application at Marshall Space Flight Center's (MSFC) Payload Operations Integration Center (POIC) that provides "anywhere" access, comment and notifications features similar to those found in Social Networking Systems (SNS), b) Cross-Log Communication via Social Techniques - A concept from Johnsson Space Center's (JSC) Mission Control Center Houston (MCC-H) that would use microblogging's @tag and #tag protocols to make information/requests visible and/or discoverable in logs owned by @Destination addressees, and c) Communications Dashboard (CommDash) - A MSFC concept for a Facebook-like interface to visually integrate and manage basic console log content, text chat streams analogous to voice loops, text chat streams dedicated to particular conversations, generic and position-specific status displays/streams, and a graphically based hailing display. CoLT was deployed operationally at nearly the same time as SpaceOps 2012, the Cross- Log Communications idea is currently waiting for a champion to carry it forward, and CommDash was approved as a NASA Iinformation Technoloby (IT) Labs project. This paper discusses lessons learned from two years of actual CoLT operations, updates CommDash prototype development status, and discusses potential for using Cross-Log Communications in both MCC-H and/or POIC environments, and considers other ways for synergizing console applcations.

Cowart, Hugh S.↗
NASA NTRS2013

Internal Social Media at Marshall Space Flight Center - An Engineer's Snapshot

In the brief span of about six years (2004-2010), social media radically enhanced people's ways of maintaining recreational friendships. Social media's impact on public affairs (PAO) and community engagement is equally striking: NASA has involved millions of non-NASA viewers in its activities via outward-facing social media, often in a very two-way street fashion. Use of social media as an internal working tool by NASA's tens of thousands of civil servants, onsite contractor employees, and external stakeholders is evolving more slowly. This paper examines, from an engineer's perspective, Marshall Space Flight Center s (MSFC) efforts to bring the power of social media to the daily working environment. Primary emphasis is on an internal Social Networking Service called Explornet that could be scaled Agency-wide. Other topics include MSFC use of other social media day-to-day for non-PAO purposes, some specialized uses of social techniques in space flight control operations, and how to help a community open up so it can discover and adopt what works well.

Scott, David W.↗
NASA NTRS2013

Parts Quality Management: Direct Part Marking of Data Matrix Symbol for Mission Assurance

A United States Government Accountability Office (GAO) review of twelve NASA programs found widespread parts quality problems contributing to significant cost overruns, schedule delays, and reduced system reliability. Direct part marking with Data Matrix symbols could significantly improve the quality of inventory control and parts lifecycle management. This paper examines the feasibility of using direct part marking technologies for use in future NASA programs. A structural analysis is based on marked material type, operational environment (e.g., ground, suborbital, Low Earth Orbit), durability of marks, ease of operation, reliability, and affordability. A cost-benefits analysis considers marking technology (label printing, data plates, and direct part marking) and marking types (two-dimensional machine-readable, human-readable). Previous NASA parts marking efforts and historical cost data are accounted for, including inhouse vs. outsourced marking. Some marking methods are still under development. While this paper focuses on NASA programs, results may be applicable to a variety of industrial environments.

Moss, Chantrice↗
NASA NTRS2012

Simpler ISS Flight Control Communications and Log Keeping via Social Tools and Techniques

The heart of flight operations control involves a) communicating effectively in real time with other controllers in the room and/or in remote locations and b) tracking significant events, decisions, and rationale to support the next set of decisions, provide a thorough shift handover, and troubleshoot/improve operations. International Space Station (ISS) flight controllers speak with each other via multiple voice circuits or loops, each with a particular purpose and constituency. Controllers monitor and/or respond to several loops concurrently. The primary tracking tools are console logs, typically kept by a single operator and not visible to others in real-time. Information from telemetry, commanding, and planning systems also plays into decision-making. Email is very secondary/tertiary due to timing and archival considerations. Voice communications and log entries supporting ISS operations have increased by orders of magnitude because the number of control centers, flight crew, and payload operations have grown. This paper explores three developmental ground system concepts under development at Johnson Space Center s (JSC) Mission Control Center Houston (MCC-H) and Marshall Space Flight Center s (MSFC) Payload Operations Integration Center (POIC). These concepts could reduce ISS control center voice traffic and console logging yet increase the efficiency and effectiveness of both. The goal of this paper is to kindle further discussion, exploration, and tool development.

Scott, David W.↗
NASA NTRS2010

Suggestions for Layout and Functional Behavior of Software-Based Voice Switch Keysets

Marshall Space Flight Center (MSFC) provides communication services for a number of real time environments, including Space Shuttle Propulsion support and International Space Station (ISS) payload operations. In such settings, control team members speak with each other via multiple voice circuits or loops. Each loop has a particular purpose and constituency, and users are assigned listen and/or talk capabilities for a given loop based on their role in fulfilling the purpose. A voice switch is a given facility's hardware and software that supports such communication, and may be interconnected with other facilities switches to create a large network that, from an end user perspective, acts like a single system. Since users typically monitor and/or respond to several voice loops concurrently for hours on end and real time operations can be very dynamic and intense, it s vital that a control panel or keyset for interfacing with the voice switch be a servant that reduces stress, not a master that adds it. Implementing the visual interface on a computer screen provides tremendous flexibility and configurability, but there s a very real risk of overcomplication. (Remember how office automation made life easier, which led to a deluge of documents that made life harder?) This paper a) discusses some basic human factors considerations related to keysets implemented as application software windows, b) suggests what to standardize at the facility level and what to leave to the user's preference, and c) provides screen shot mockups for a robust but reasonably simple user experience. Concepts apply to keyset needs in almost any type of operations control or support center.

Scott, David W.↗
NASA NTRS2010

Using Web 2.0 (and Beyond?) in Space Flight Operations Control Centers

Word processing was one of the earliest uses for small workstations, but we quickly learned that desktop computers were far more than e-typewriters. Similarly, "Web 2.0" capabilities, particularly advanced search engines, chats, wikis, blogs, social networking, and the like, offer tools that could significantly improve our efficiency at managing the avalanche of information and decisions needed to operate space vehicles in realtime. However, could does not necessarily equal should. We must wield two-edged swords carefully to avoid stabbing ourselves. This paper examines some Web 2.0 tools, with an emphasis on social media, and suggests which ones might be useful or harmful in real-time space operations co rnotl environments, based on the author s experience as a Payload Crew Communicator (PAYCOM) at Marshall Space Flight Center s (MSFC) Payload Operations Integration Center (POIC) for the International Space Station (ISS) and on discussions with other space flight operations control organizations and centers. There is also some discussion of an offering or two that may come from beyond the current cyber-horizon.

Scott, David W.↗
NASA NTRS2010

Using Web 2.0 Techniques in NASA's Ares Engineering Operations Network (AEON) Environment - First Impressions

The Mission Operations Laboratory (MOL) at Marshall Space Flight Center (MSFC) is responsible for Engineering Support capability for NASA s Ares rocket development and operations. In pursuit of this, MOL is building the Ares Engineering and Operations Network (AEON), a web-based portal to support and simplify two critical activities: Access and analyze Ares manufacturing, test, and flight performance data, with access to Shuttle data for comparison Establish and maintain collaborative communities within the Ares teams/subteams and with other projects, e.g., Space Shuttle, International Space Station (ISS). AEON seeks to provide a seamless interface to a) locally developed engineering applications and b) a Commercial-Off-The-Shelf (COTS) collaborative environment that includes Web 2.0 capabilities, e.g., blogging, wikis, and social networking. This paper discusses how Web 2.0 might be applied to the typically conservative engineering support arena, based on feedback from Integration, Verification, and Validation (IV&V) testing and on searching for their use in similar environments.

Scott, David W.↗
NASA NTRS2010

How to Boost Engineering Support Via Web 2.0 - Seeds for the Ares Project...and/or Yours?

The Mission Operations Laboratory (MOL) at Marshall Space Flight Center (MSFC) is responsible for Engineering Support capability for NASA s Ares launch system development. In pursuit of this, MOL is building the Ares Engineering and Operations Network (AEON), a web-based portal intended to provide a seamless interface to support and simplify two critical activities: a) Access and analyze Ares manufacturing, test, and flight performance data, with access to Shuttle data for comparison. b) Provide archive storage for engineering instrumentation data to support engineering design, development, and test. A mix of NASA-written and COTS software provides engineering analysis tools. A by-product of using a data portal to access and display data is access to collaborative tools inherent in a Web 2.0 environment. This paper discusses how Web 2.0 techniques, particularly social media, might be applied to the traditionally conservative and formal engineering support arena. A related paper by the author [1] considers use

Scott, David W.↗
NASA NTRS2009

Infusing Training into the Documentation and Culture of Ares I Upper Stage Design and Manufacturing

In roughly two years time, Marshall Space Flight Center's (MSFC) Mission Operations Laboratory (MOL) has incubated a personnel training and certification program for about 1000 learners and multiple phases of the Ares I Upper Stage (US) project. Previous MOL-developed training programs focused on about 100 learners with a focus on operations, and had enough full-time training staff to develop courseware and provide training administration. This paper discusses 1) how creation of a broad, structured training program unfolded as feedback from more narrowly defined tasks, 2) how training philosophy, development methods, and administration are being simplified and tailored so that many Upper Stage organizations can grow their own training yet maintain consistency, accountability, and traceability across the project, and 3) possibilities for interfacing with the production contractor's training system and staff.

Scott, David W.↗
NASA NTRS2009

Growing a Training System and Culture for the Ares I Upper Stage Project

In roughly two years time, Marshall Space Flight Center s (MSFC) Mission Operations Laboratory (MOL) has incubated a personnel training and certification program for about 1000 learners and multiple phases of the Ares I Upper Stage (US) project. Previous MOL-developed training programs focused on about 100 learners with a focus on operations, and had enough full-time training staff to develop courseware and provide training administration. This paper discusses 1) the basics of MOL's training philosophy, 2) how creation of a broad, structured training program unfolded as feedback from more narrowly defined tasks, 3) how training philosophy, development methods, and administration are being simplified and tailored so that many Upper Stage organizations can "grow their own" training yet maintain consistency, accountability, and traceability across the project, 4) interfacing with the production contractor's training system and staff, and 5) reaping training value from existing materials and events.

Scott, David W.↗