SEARCH · Search NASA
Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.
Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.
This presentation summarizes results of Small Business Innovation Research (SBIR) Phase I contract funded by NASA Marshall Space Flight Center and managed by Dr. H. Philip Stahl.
Flagship missions are highly complex with highly nested systems. This level of complexity poses unique management problems as complexity influences risk which, in turn, affects cost and schedule. Establishing a strong technical and programmatic leadership team is critical to mission success. Developing and using a mission architecture is critical to informing the management organization, product ownership, interface and integration relationships, schedule organization, and integration and test paths. In highly nested systems, the mission phasing can be significantly out of sync with product phasing. Targeted technology development prior to Phase A is critical to reducing risk. Early architecture, concept design, and requirements development is critical to reducing risk. Modular design; pathfinders; parallel manufacturing and integration and test paths; and properly handling institutional requirements across interfaces are all management techniques that can be applied to reduce risk. NASA’s large strategic missions, sometimes referred to as flagship missions, are designed to provide answers to some of the most compelling scientific questions being asked. These types of missions are a series of highly nested subsystems that pose unique management problems when compared to more traditional instrument and spacecraft designs. They typically have an overall architecture that is very complex and nested; they typically require a tremendous amount of technology development; they typically involve many contractors and subcontractors with many associated contracts; and they typically involve staff from all over the world. Successful management of a flagship requires the balance between science requirements, engineering and technology capabilities, and resource constraints. Mismanaging these flagship missions can and will lead to significant cost and schedule growth, both of which are detrimental to NASA’s overall reputation which, in turn, is detrimental to the development of future flagship missions. While many of the same management principles used on smaller instruments and spacecraft are relevant, managing flagship missions requires an evolution of those current best practices to better address the specific needs and additional complexity and vastness of these missions. This paper explores how to leverage lessons learned from previous flagship missions to better manage flagship missions in the future.
This paper contributes a description of an action-learning approach to building project management competence. This approach was designed, implemented, and evaluated for use with the Dynacs Engineering Development Contract at the Kennedy Space Center. The aim of the approach was to improve three levels of competence within the organization: individual project management skills, project team performance. and organizational capabilities such as the project management process and tools. The overall steps to the approach, evaluation results, and lessons learned are presented. Managers can use this paper to design a specific action-learning approach for their organization.
The U.S. Virtual Astronomical Observatory (VAO; http://www.us-vao.org/) has been in operation since May 2010. Its goal is to enable new science through efficient integration of distributed multi-wavelength data. This paper describes the management and organization of the VAO, and emphasizes the techniques used to ensure efficiency in a distributed organization. Management methods include using an annual program plan as the basis for establishing contracts with member organizations, regular communication, and monitoring of processes.
The proper management of energy becomes a complex task in fighter aircraft which have high angle of attack (AOA) capability. Maneuvers at high AOA are accompanied by high bleed rates (velocity decrease), a characteristic that is usually undesirable in a typical combat arena. Eidetics has developed under NASA SBIR Phase 1 and NAVAIR SBIR Phase 2 contracts a system which allows a pilot to more easily and effectively manage the trade-off of energy (airspeed or altitude) for turn rate while not imposing hard limits on the high AOA nose pointing capability that can be so important in certain air combat maneuver situations. This has been accomplished by incorporating a two-stage angle of attack limiter into the flight control laws. The first stage sets a limit on AOA to achieve a limit on the maximum bleed rate (selectable) by limiting AOA to values which are dependent on the aircraft attitude and dynamic pressure (or flight path, velocity, and altitude). The second stage sets an AOA limit near the AOA for C(sub l max). One of the principal benefits of such a system is that it enables a low-experience pilot to become much more proficient at managing his energy. The Phase 2 simulation work is complete, and an exploratory flight test on the F-18 HARV is planned for the Fall of 1994 to demonstrate/validate the concept.
This is the final summary report by Resource Management Associates, Inc., of the first year's work under Contract No. NASW-4011 to the National Aeronautics and Space Administration. The work under this initial phase of the contract relates to the preliminary development of a global, 3-D magnetohydrodynamic computational model to quantitatively describe the detailed continuum field and plasma interaction process of the solar wind with cometary and planetary bodies throughout the solar system. The work extends a highly-successful, observationally-verified computational model previously developed by the author, and is appropriate for the global determination of supersonic, super-Alfvenic solar wind flows past planetary obstacles. This report provides a concise description of the problems studied, a summary of all the important research results, and copies of the publications.
This is the configuration management Plan for the AdaNet Repository Based Software Engineering (RBSE) contract. This document establishes the requirements and activities needed to ensure that the products developed for the AdaNet RBSE contract are accurately identified, that proposed changes to the product are systematically evaluated and controlled, that the status of all change activity is known at all times, and that the product achieves its functional performance requirements and is accurately documented.
The Modular Autonomous Systems Technology (MAST) framework is a tool for building distributed, hierarchical autonomous systems. Originally intended for the autonomous monitoring and control of spacecraft, this framework concept provides support for variable autonomy, assume-guarantee contracts, and efficient communication between subsystems and a centralized systems manager. MAST was developed at NASA's Johnson Space Center (JSC) and has been applied to an integrated spacecraft example scenario.
Technical Challenges (TCs) are aligned to Program goals and Project objectives: - Provide research focus to solving aviation safety problems - Provide consistent framework to focus, direct, plan, execute, manage, and communicate Center-distributed research - Form basis for “contract” between Program and Project and Center
This report presents the findings and data products developed during the Phase IIIA Crew Interface Specification Study for Inflight Maintenance and Stowage Functions, performed by General Electric for the NASA, Johnson Space Center with a set of documentation that can be used as definitive guidelines to improve the present process of defining, controlling and managing flight crew interface requirements that are related to inflight maintenance (including assembly and servicing) and stowage functions. During the Phase IIIA contract period, the following data products were developed: 1) Projected NASA Crew Procedures/Flight Data File Development Process. 2) Inflight Maintenance Management Process Description. 3) Preliminary Draft, General Specification, Inflight Maintenance Management Requirements. 4) Inflight Maintenance Operational Process Description. 5) Preliminary Draft, General Specification, Inflight Maintenance Task and Support Requirements Analysis. 6) Suggested IFM Data Processing Reports for Logistics Management The above Inflight Maintenance data products have been developed during the Phase IIIA study after review of Space Shuttle Program Documentation, including the Level II Integrated Logistics Requirements and other DOD and NASA data relative to Payloads Accommodations and Satellite On-Orbit Servicing. These Inflight Maintenance data products were developed to be in consonance with Space Shuttle Program technical and management requirements.
This presentation presents an overview of the NASA's Advanced Air Transport Technology investments in electrified aircraft propulsion. The content focuses on machines, drives, fault, power and thermal management and provides a brief status update of in-house and contracted work in these areas. This content is part of a panel for the Electric Aircraft Technologies Symposium (EATS) at Aviation 2023 and will show how current technologies being worked on can be informed by the flight demonstrators and serve as a bridge to future flight work as well as eventual entry into service.
High Performance Spacecraft Computing (HPSC) is a joint project between the National Aeronautics and Space Administration (NASA) and Air Force Research Lab (AFRL) to develop a high-performance multi-core radiation hardened flight processor. HPSC offers a new flight computing architecture to meet the needs of NASA missions through 2030 and beyond. Providing on the order of 100X the computational capacity of current flight processors for the same amount of power, the multicore architecture of the HPSC processor, or "Chiplet" provides unprecedented flexibility in a flight computing system by enabling the operating point to be set dynamically, trading among needs for computational performance, energy management and fault tolerance. The HPSC Chiplet is being developed by Boeing under contract to NASA, and is expected to provide prototypes, an evaluation board, system emulators, comprehensive system software, and a software development kit. In addition to the vendor deliverables, the AFRL is funding the development of a flexible Middleware to be developed by NASA Jet Propulsion Laboratory and NASA Goddard Space Flight Center. The HPSC Middleware provides a suite of thirteen high level services to manage the compute, memory and I/O resources of this complex device.This presentation will provide an HPSC project update, an overview of the latest HPSC System Software release, an overview of HPSC Middleware Release 2, and a preview of the third HPSC Middleware release. The presentation will begin with a project update that will provide a look at the high-level changes since the project was introduced at the Flight Software Workshop last year. Next, the presentation will provide an overview of the current suite of HPSC System Software which includes the vendor provided bootloaders, operating systems, emulator, and development tools. Next, the HPSC Middleware progress will be presented, which includes an overview of the features and capabilities of HPSC Middleware Release 2, followed by a look at the reference flight software applications which utilize the Middleware. Finally, the presentation will give a preview of the HPSC Middleware Release 3.
Sections 10 to 13 of the Advanced Transportation System Studies final report are included in this volume. Section 10 contains a copy of an executive summary that was prepared by Lockheed Space Operations Company (LSOC) to document their support to the TA-2 contract during the first-year period of performance of the contract, May 1992 through May 1993. LSOC participated on the TA-2 contract as part of the concurrent engineering launch system definition team, and provided outstanding heavy lift launch vehicle (HLLV) ground operations requirements and concept assessments for Lockheed Missiles and Space Company (LMSC) through an intercompany work transfer as well as providing specific HLLV ground operations assessments at the direction of NASA KSC through KSC funding that was routed to the TA-2 contract. Section 11 contains a copy of a vehicle-independent, launch system health management requirements assessment. The purpose of the assessment was to define both health management requirements and the associated interfaces between a generic advanced transportation system launch vehicle and all related elements of the entire transportation system, including the ground segment. Section 12 presents the major TA-2 presentations provided to summarize the significant results and conclusions that were developed over the course of the contract. Finally, Section 13 presents the design and assessment report on the first lunar outpost heavy lift launch vehicle.
The Deep Space Network (DSN) has been managed and operated by the Jet Propulsion Laboratory (JPL) under NASA contract ever since NASA was formed in late 1958. The Tracking and data acquisition tasks of the DSN are markedly different from those of the other NASA network, STDN. STDN, which is an amalgamation of the satellite tracking network (STADAN) and the Manned Space Flight Network (MSFN), is primarily concerned with supporting manned and unmanned earth satellites. In contrast, the DSN deals with spacecraft that are thousands to hundreds of millions of miles away. The radio signals from these distant craft are many orders of magnitude weaker than those from nearby satellites. Distance also makes precise radio location more difficult; and accurate trajectory data are vital to deep space navigation in the vicinities of the other planets of the solar system. In addition to tracking spacecraft and acquiring data from them, the DSN is required to transmit many thousands of commands to control the sophisticated planetary probes and interplanetary monitoring stations. To meet these demanding requirements, the DSN has been compelled to be in the forefront of technology.
The Software Engineering Guidebook describes SEPG (Software Engineering Process Group) supported processes and techniques for engineering quality software in NASA environments. Three process models are supported: structured, object-oriented, and evolutionary rapid-prototyping. The guidebook covers software life-cycles, engineering, assurance, and configuration management. The guidebook is written for managers and engineers who manage, develop, enhance, and/or maintain software under the Computer Software Services Contract.
Our final report for Phase 1 addressed the future space transportation needs and requirements based on the current assets, at the time, and their evolution through technology/advanced development using a path and schedule that supported the world leadership role of the United States in a responsible and realistic financial forecast. Always, and foremost, the recommendations placed high values on the safety and success of missions both manned and unmanned through a total quality management philosophy at Martin Marietta. The second phase of the STV contract involved the use of Technical Directives (TD) to provide short-term support for specialized tasks as required by the COTR. Three of these tasks were performed in parallel with Phase 1. These tasks were the Liquid Acquisition Experiment (LACE), Liquid Reorientation Experiment (LIRE), and Expert System for Design, Operation, and Technology Studies (ESDOTS). The results of these TD's were reported in conjunction with the Phase 1 Final Report. Cost analysis of existing launch systems has demonstrated a need for a new upper stage that will increase America's competitiveness in the global launch services market. To provide a growth path of future exploration class STV's, near-term low-cost upper stages featuring modularity, portability, scalability, and evolvability must be developed. These recommendations define a program that: leverages ongoing activities to establish a new development environment, develop technologies that benefit the entire life cycle of a system, and result in a scalable hardware platform that provides a growth path to future upper stages.
NASA senior management has identified the need to develop a strategy for increased contracting with the historically black colleges and universities (HBCUs) and other minority universities (OMUs). The benefits to the institutions, by partnering with NASA, include developing their industrial base via NASA-industry partnerships, strong competitive advantage in technology-based research opportunities, and improved research capabilities. NASA gains increased contributed value to the Agency missions and programs as well as potential future recruits from technology-trained students who also constitute a pool for the nation s workforce. This report documents synergistic links between Glenn Research Center research and technology programs and faculty expertise at HBCUs and OMUs. The links are derived, based on Glenn technologies in the various directorates, program offices, and project offices. Such links readily identify universities with faculty members who are knowledgeable or have backgrounds in the listed technologies for possible collaboration. Recommendations are made to use the links as opportunities for Glenn and NASA, as well as industry collaborators, to cultivate stronger partnerships with the universities. It is concluded that Glenn and its partners and collaborators can expect to mutually benefit from leveraging NASA s cutting-edge and challenging research and technologies; industry's high technology development, research and development facilities, system design capabilities and market awareness; and academia s expertise in basic research and relatively low overhead cost. Reduced cost, accelerated technology development, technology transfer, and infrastructure development constitute some of the derived benefits.
First featured in Spinoff 2001, Qualtech Systems Inc. (QSI), of Wethersfield, Connecticut, adapted its Testability, Engineering, and Maintenance System (TEAMS) toolset under Small Business Innovation Research (SBIR) contracts from Ames Research Center to strengthen NASA's systems health management approach for its large, complex, and interconnected systems. Today, six NASA field centers utilize the TEAMS toolset, including TEAMS-Designer, TEAMS-RT, TEAMATE, and TEAMS-RDS. TEAMS is also being used on industrial systems that generate power, carry data, refine chemicals, perform medical functions, and produce semiconductor wafers. QSI finds TEAMS can lower costs by decreasing problems requiring service by 30 to 50 percent.