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All sourcesNASA NTRSDOE OSTI
DOE OSTI2021

Soil Sampling Results for Closure of a Portion of Solid Waste Management Unit #16

The U.S. Department of Energy/National Nuclear Security Administration (DOE/ NNSA) and National Technology & Engineering Solutions of Sandia, LLC (NTESS), the management and operating contractor for Sandia National Laboratories/California (SNL/CA), has prepared this soil sampling results report for closure of a portion of Solid Waste Management Unit (SWMU) #16. The entire network of SNL/CA sanitary sewer lines, including building laterals, was identified as SWMU #16 under a Resource Conservation and Recovery Act (RCRA) Facility Assessment conducted for SNL/CA in April 1991 (DOE 1992). Along with the previous SWMU #16 investigation results (SNL/CA 2019), the results of this investigation are intended to support closure decisions by the San Francisco Bay Regional Water Quality Control Board (RWQCB), as discussed below. SNL/CA personnel completed upgrading its sanitary sewer discharge network in 2019. These upgrades included installing new sections of underground lines and decommissioning certain sections of the old piping system by capping in place. To date, several sections of the sewer line have been abandoned-in-place by capping as new sewer lines were installed or flow was rerouted to other existing lines. To formally close these abandoned sections of the sewer line, the RWQCB required that SNL/CA personnel collect soil samples to be analyzed for contaminants potentially released from the sewer lines. SNL/CA personnel hired Weiss Associates (Weiss) of Emeryville, California to prepare a sampling and analysis plan, implement the sampling plan and report the results of the investigation under Purchase Order #2166257. The Sampling and Analysis Plan for Partial Closure of Solid Waste Management Unit #16 (SAP) was submitted to the RWQCB on August 14, 2020 by Weiss on behalf of SNL/CA. The RWQCB approved the SAP on September 30, 2020 after Weiss updated the method detection limit and reporting limits for total polychlorinated biphenyls (PCBs) and individual aroclors. Soil sampling was conducted in accordance with the SAP except that fewer locations were sampled due to site constraints, as discussed below. This report presents the results of the sampling effort and documents all associated field activities including borehole clearing, soil sample collection, storage and transportation to the analytical laboratories, borehole backfilling and surface restoration, and storage of investigation-derived waste (IDW) for future profiling and disposal by SNL/CA waste management personnel.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS1990

The Johnson Space Center Management Information Systems (JSCMIS): An interface for organizational databases

The Management Information and Decision Support Environment (MIDSE) is a research activity to build and test a prototype of a generic human interface on the Johnson Space Center (JSC) Information Network (CIN). The existing interfaces were developed specifically to support operations rather than the type of data which management could use. The diversity of the many interfaces and their relative difficulty discouraged occasional users from attempting to use them for their purposes. The MIDSE activity approached this problem by designing and building an interface to one JSC data base - the personnel statistics tables of the NASA Personnel and Payroll System (NPPS). The interface was designed against the following requirements: generic (use with any relational NOMAD data base); easy to learn (intuitive operations for new users); easy to use (efficient operations for experienced users); self-documenting (help facility which informs users about the data base structure as well as the operation of the interface); and low maintenance (easy configuration to new applications). A prototype interface entitled the JSC Management Information Systems (JSCMIS) was produced. It resides on CIN/PROFS and is available to JSC management who request it. The interface has passed management review and is ready for early use. Three kinds of data are now available: personnel statistics, personnel register, and plan/actual cost.

Bishop, Peter C.↗
NASA NTRS1992

Crew station research and development facility training for the light helicopter demonstration/validation program

The U.S. Army Crew Station Research and Development Branch (CSRDB) of the Aircraft Simulation Division (AVSCOM) was tasked by the Light Helicopter Program Manager (LH-PM) to provide training to Army personnel in advanced aircraft simulation technology. The purpose of this training was to prepare different groups of pilots to support and evaluate two contractor simulation efforts during the Demonstration/Validation (DEM/VAL) phase of the LH program. The personnel in the CSRDB developed mission oriented training programs to accomplish the objectives, conduct the programs, and provide guidance to army personnel and support personnel throughout the DEM/VAL phase.

Matsumoto, Joy Hamerman↗
NASA NTRS1991

Space Shuttle launch pad rescue plan

The final preparation of the Space Shuttle Orbiter for flight involves the loading of large quantities of hazardous propellants. Additionally, many pyrotechnially operated mechanical joints are armed and ready for flight. The personnel manning at the pad is minimized during these operations to reduce the risk. Upon completion of propellant loading, the flight crew must be boarded onto the vehicle which at this point has tremendous potential energy. Plans have been made to safely and quickly evacuate the crew should some unforeseen contigency occur. Both aided and unaided egress scenarios have been planned. Personnel protective equipment is an important consideration to assure the highest chance for survival. Rapid movement of personnel is enhanced by the use of the slidewire system and specially prepared armored personnel carriers. The end result is a system that provides a reasonable chance of survival should an emergency occur during late countdown at the pad.

Doerr, Donald F.↗
NASA NTRS1987

NASA Position Classification Handbook

The NASA Position Classification Handbook provides: a concise unitary reference document covering most aspects of position classification within NASA, information regarding the characteristics of NASA's own position classification program--the NASA Supplemental Classification System--and its origins, information concerning responsibilities of various levels of NASA management for position classification, and information concerning overall operation of a classification program. The provisions of this handbook pertain to the position classification function agency-wide. Although it will be particularly useful to personnel specialists, it also can serve as a convenient reference on position classification for line managers and supervisors and administrative personnel who deal with personnel management matters. Recommendations or questions concerning the content of this handbook should be directed to Director, Personnel Programs Division (Code NP), NASA Headquarters.

Source record↗
NASA NTRS1993

The application of automated operations at the Institutional Processing Center

The JPL Institutional and Mission Computing Division, Communications, Computing and Network Services Section, with its mission contractor, OAO Corporation, have for some time been applying automation to the operation of JPL's Information Processing Center (IPC). Automation does not come in one easy to use package. Automation for a data processing center is made up of many different software and hardware products supported by trained personnel. The IPC automation effort formally began with console automation, and has since spiraled out to include production scheduling, data entry, report distribution, online reporting, failure reporting and resolution, documentation, library storage, and operator and user education, while requiring the interaction of multi-vendor and locally developed software. To begin the process, automation goals are determined. Then a team including operations personnel is formed to research and evaluate available options. By acquiring knowledge of current products and those in development, taking an active role in industry organizations, and learning of other data center's experiences, a forecast can be developed as to what direction technology is moving. With IPC management's approval, an implementation plan is developed and resources identified to test or implement new systems. As an example, IPC's new automated data entry system was researched by Data Entry, Production Control, and Advance Planning personnel. A proposal was then submitted to management for review. A determination to implement the new system was made and elements/personnel involved with the initial planning performed the implementation. The final steps of the implementation were educating data entry personnel in the areas effected and procedural changes necessary to the successful operation of the new system.

Barr, Thomas H.↗
NASA NTRS1997

Analyses of Technology for Solid State Coherent Lidar

Over past few years, considerable advances have been made in the areas of the diode-pumped, eye-safe, solid state lasers and room temperature, wide bandwidth, semiconductor detectors operating in the near-infrared region. These advances have created new possibilities for the development of reliable and compact coherent lidar systems for a wide range of applications. This research effort is aimed at further developing solid state coherent lidar technology for remote sensing of atmospheric processes such as wind, turbulence and aerosol concentration. The work performed by the UAH personnel under this Delivery Order concentrated on design and analyses of laboratory experiments and measurements, and development of advanced lidar optical subsystems in support of solid state laser radar remote sensing systems which are to be designed, deployed, and used to measure atmospheric processes and constituents. Under this delivery order, a lidar breadboard system was designed and analyzed by considering the major aircraft and space operational requirements. The lidar optical system was analyzed in detail using SYNOPSIS and Code V optical design packages. The lidar optical system include a wedge scanner and the compact telescope designed by the UAH personnel. The other major optical components included in the design and analyses were: polarizing beam splitter, routing mirrors, wave plates, signal beam derotator, and lag angle compensator. This lidar system is to be used for demonstrating all the critical technologies for the development of a reliable and low-cost space-based instrument capable of measuring global wind fields. A number of laboratory experiments and measurements were performed at the NASA/MSFC Detector Characterization Facility, previously developed by the UAH personnel. These laboratory measurements include the characterization of a 2-micron InGaAs detectors suitable for use in coherent lidars and characterization of Holographic Optical Element Scanners. UAH personnel actively participated in the development of performance and operational requirements for the development of the high pulse energy transmitter laser and frequency-agile local oscillator laser, that are in-progress at NASA Langley Research Center and Jet Propulsion Laboratory.

Amzajerdian, Farzin↗
NASA NTRS1999

Spacecraft Software Maintenance: An Effective Approach to Reducing Costs and Increasing Science Return

Flight software is a mission critical element of spacecraft functionality and performance. When ground operations personnel interface to a spacecraft, they are typically dealing almost entirely with the capabilities of onboard software. This software, even more than critical ground/flight communications systems, is expected to perform perfectly during all phases of spacecraft life. Due to the fact that it can be reprogrammed on-orbit to accommodate degradations or failures in flight hardware, new insights into spacecraft characteristics, new control options which permit enhanced science options, etc., the on- orbit flight software maintenance team is usually significantly responsible for the long term success of a science mission. Failure of flight software to perform as needed can result in very expensive operations work-around costs and lost science opportunities. There are three basic approaches to maintaining spacecraft software--namely using the original developers, using the mission operations personnel, or assembling a center of excellence for multi-spacecraft software maintenance. Not planning properly for flight software maintenance can lead to unnecessarily high on-orbit costs and/or unacceptably long delays, or errors, in patch installations. A common approach for flight software maintenance is to access the original development staff. The argument for utilizing the development staff is that the people who developed the software will be the best people to modify the software on-orbit. However, it can quickly becomes a challenge to obtain the services of these key people. They may no longer be available to the organization. They may have a more urgent job to perform, quite likely on another project under different project management. If they havn't worked on the software for a long time, they may need precious time for refamiliarization to the software, testbeds and tools. Further, a lack of insight into issues related to flight software in its on-orbit environment, may find the developer unprepared for the challenges. The second approach is to train a member of the flight operations team to maintain the spacecraft software. This can prove to be a costly and inflexible solution. The person assigned to this duty may not have enough work to do during a problem free period and may have too much to do when a problem arises. If the person is a talented software engineer, he/she may not enjoy the limited software opportunities available in this position; and may eventually leave for newer technology computer science opportunities. Training replacement flight software personnel can be a difficult and lengthy process. The third approach is to assemble a center of excellence for on-orbit spacecraft software maintenance. Personnel in this specialty center can be managed to support flight software of multiple missions at once. The variety of challenges among a set of on-orbit missions, can result in a dedicated, talented staff which is fully trained and available to support each mission's needs. Such staff are not software developers but are rather spacecraft software systems engineers. The cost to any one mission is extremely low because the software staff works and charges, minimally on missions with no current operations issues; and their professional insight into on-orbit software troubleshooting and maintenance methods ensures low risk, effective and minimal-cost solutions to on-orbit issues.

Shell, Elaine M.↗
NASA NTRS2001

Human interactions during Shuttle/Mir space missions

To improve the interpersonal climate of crewmembers involved with long-duration space missions, it is important to understand the factors affecting their interactions with each other and with members of mission control. This paper will present findings from a recently completed NASA-funded study during the Shuttle/Mir program which evaluated in-group/out-group displacement of negative emotions; changes in tension, cohesion, and leader support over time; and cultural differences. In-flight data were collected from 5 astronauts, 8 cosmonauts, and 42 American and 16 Russian mission control personnel who signed informed consent. Subjects completed a weekly questionnaire that assessed their mood and perception of their work group's interpersonal climate using questions from well-known, standardized measures (Profile of Mood States, Group and Work Environment Scales) and a critical incident log. There was strong evidence for the displacement of tension and dysphoric emotions from crewmembers to mission control personnel and from mission control personnel to management. There was a perceived decrease in commander support during the 2nd half of the missions, and for American crewmembers a novelty effect was found on several subscales during the first few months on-orbit. There were a number of differences between American and Russian responses which suggested that the former were less happy with their interpersonal environment than the latter. Mission control personnel reported more tension and dysphoria than crewmembers, although both groups scored better than other work groups on Earth. Nearly all reported critical incidents came from ground subjects, with Americans and Russians showing important differences in response frequencies.

Non-NASA Center↗
NASA NTRS2004

Combustion Branch Website Development

The NASA combustion branch is a leader in developing and applying combustion science to focused aerospace propulsion systems concepts. It is widely recognized for unique facilities, analytical tools, and personnel. In order to better communicate the outstanding research being done in this Branch to the public and other research organization, a more substantial website was desired. The objective of this project was to build an up-to-date site that reflects current research in a usable and attractive manner. In order to accomplish this, information was requested from all researchers in the Combustion branch, on their professional skills and on the current projects. This information was used to fill in the Personnel and Research sections of the website. A digital camera was used to photograph all personnel and these photographs were included in the personnel section as well. The design of the site was implemented using the latest web standards: xhtml and external css stylesheets. This implementation conforms to the guidelines recommended by the w3c. It also helps to ensure that the web site is accessible by disabled users, and complies with Section 508 Federal legislation (which mandates that all Federal websites be accessible). Graphics for the new site were generated using the gimp (www.gimp.org) an open-source graphics program similar to Adobe Photoshop. Also, all graphics on the site were of a reasonable size (less than 20k, most less than 2k) so that the page would load quickly. Technologies such as Macromedia Flash and Javascript were avoided, as these only function on some clients which have the proper software installed or enabled. The website was tested on different platforms with many different browsers to ensure there were no compatibility issues. The website was tested on windows with MS IE 6, MSIE 5 , Netscape 7, Mozilla and Opera. On a Mac, the site was tested with MS IE 5 , Netscape 7 and Safari.

Bishop, Eric↗
NASA NTRS2004

Evaluating the Emergency Notification Systems of the NASA White Sands Test

The problem was that the NASA Fire and Emergency Services did not know if the current emergency notification systems on the NASA White Sands Test Facility were appropriate for alerting the employees of an emergency. The purpose of this Applied Research Project was to determine if the current emergency notification systems of the White Sands Test Facility are appropriate for alerting the employees of an emergency. This was a descriptive research project. The research questions were: 1) What are similar facilities using to alert the employees of an emergency?; 2) Are the current emergency notification systems suitable for the community hazards on the NASA White Sands Test Facility?; 3) What is the NASA Fire and Emergency Services currently using to measure the effectiveness of the emergency notification systems?; and 4) What are the current training methods used to train personnel to the emergency notification systems at the NASA White Sands Test Facility? The procedures involved were to research other established facilities, research published material from credible sources, survey the facility to determine the facility perception of the emergency notification systems, and evaluate the operating elements of the established emergency notification systems for the facility. The results were that the current systems are suitable for the type of hazards the facility may endure. The emergency notification systems are tested frequently to ensure effectiveness in the event of an emergency. Personnel are trained and participate in a yearly drill to make certain personnel are educated on the established systems. The recommendations based on the results were to operationally improve the existing systems by developing and implementing one system that can overall notify the facility of a hazard. Existing procedures and training should also be improved to ensure that all personnel are educated on what to do when the emergency notification systems are activated.

Chavez, Alfred Paul↗
NASA NTRS2008

Human Rating Requirements for NASA's Constellation Program

NASA s Constellation Program (CxP) will conduct a series of human space expeditions of increasing scope, starting with missions supporting the International Space Station and expanding to encompass the Moon and Mars. Although human-rating is an integral part of all CxP activities throughout their life cycle, NASA Procedural Requirements document NPR 8705.2B, Human-Rating Requirements (HRR) for Space Flight Systems, defines the additional processes, procedures, and requirements necessary to produce human-rated space systems that protect the safety of crew members and passengers on these NASA missions. In order to be in compliance with 8705.2B the CxP must show appropriate implementation or progression toward the HRR, or justification for an exception. Compliance includes an explanation of how the CxP intends to meet the HRR, analyses to be performed to determine implementation; and a matrix to trace the HRR to CxP requirements. The HRR requires the CxP to establish a human system integration team (HSIT), consisting of astronauts, mission operations personnel, training personnel, ground processing personnel, human factors personnel, and human engineering experts, with clearly defined authority, responsibility, and accountability to lead the human-system integration. For example, per the HRR the HSIT is involved in the evaluation of crew workload, human-in-the-loop usability evaluations, determining associated criteria, and in assessment of how these activities influenced system design. In essence, the HSIT is invaluable in CxP s ability to meet the three fundamental tenets of human rating: the process of designing, evaluating, and assuring that the total system can safely conduct the required human missions; the incorporation of design features and capabilities that accommodate human interaction with the system to enhance overall safety and mission success; and the incorporation of design features and capabilities to enable safe recovery of the crew from hazardous situations.

Berdich, Debbie↗
NASA NTRS2014

Exploration Medical System Demonstration

BACKGROUND: Exploration class missions will present significant new challenges and hazards to the health of the astronauts. Regardless of the intended destination, beyond low Earth orbit a greater degree of crew autonomy will be required to diagnose medical conditions, develop treatment plans, and implement procedures due to limited communications with ground-based personnel. SCOPE: The Exploration Medical System Demonstration (EMSD) project will act as a test bed on the International Space Station (ISS) to demonstrate to crew and ground personnel that an end-to-end medical system can assist clinician and non-clinician crew members in optimizing medical care delivery and data management during an exploration mission. Challenges facing exploration mission medical care include limited resources, inability to evacuate to Earth during many mission phases, and potential rendering of medical care by non-clinicians. This system demonstrates the integration of medical devices and informatics tools for managing evidence and decision making and can be designed to assist crewmembers in nominal, non-emergent situations and in emergent situations when they may be suffering from performance decrements due to environmental, physiological or other factors. PROJECT OBJECTIVES: The objectives of the EMSD project are to: a. Reduce or eliminate the time required of an on-orbit crew and ground personnel to access, transfer, and manipulate medical data. b. Demonstrate that the on-orbit crew has the ability to access medical data/information via an intuitive and crew-friendly solution to aid in the treatment of a medical condition. c. Develop a common data management framework that can be ubiquitously used to automate repetitive data collection, management, and communications tasks for all activities pertaining to crew health and life sciences. d. Ensure crew access to medical data during periods of restricted ground communication. e. Develop a common data management framework that allows for scalability, extensibility, and interoperability of data sources and data users. f. Lower total cost of ownership for development and sustainment of peripheral hardware and software that use EMSD for data management. g. Provide a better standard of healthcare for crew members through reductions in the time required by crew and ground personnel to provide medical treatment and the number of crew errors experienced during treatment.

Rubin, D. A.↗
NASA NTRS2015

Carbon Structure Hazard Control

Carbon composite structures are widely used in virtually all advanced technology industries for a multitude of applications. The high strength-to-weight ratio and resistance to aggressive service environments make them highly desirable. Automotive, aerospace, and petroleum industries extensively use, and will continue to use, this enabling technology. As a result of this broad range of use, field and test personnel are increasingly exposed to hazards associated with these structures. No single published document exists to address the hazards and make recommendations for the hazard controls required for the different exposure possibilities from damaged structures including airborne fibers, fly, and dust. The potential for personnel exposure varies depending on the application or manipulation of the structure. The effect of exposure to carbon hazards is not limited to personnel, protection of electronics and mechanical equipment must be considered as well. The various exposure opportunities defined in this document include pre-manufacturing fly and dust, the cured structure, manufacturing/machining, post-event cleanup, and post-event test and/or evaluation. Hazard control is defined as it is applicable or applied for the specific exposure opportunity. The carbon exposure hazard includes fly, dust, fiber (cured/uncured), and matrix vapor/thermal decomposition products. By using the recommendations in this document, a high level of confidence can be assured for the protection of personnel and equipment.

Yoder, Tommy↗
NASA NTRS2008

Preparing Cassini Uplink Operations for Extended Mission

The Cassini-Huygens Mission to Saturn and Titan, a joint venture between the National Aeronautics and Space Administration, the European Space Agency, and the Italian Space Agency, is conducting a four-year, prime mission exploring the Saturnian system, including its atmosphere, rings, magnetosphere, moons and icy satellites. Launched in 1997, Cassini began its prime mission in 2004. Cassini is now preparing for a new era, a two-year extended mission to revisit many of the highlights and new discoveries made during the prime mission. Because of the light time delay from Earth to Saturn, and the time needed to coordinate the complicated science and engineering activities that take place on the spacecraft, commanding on Cassini is done in approximately 40-day intervals known as sequences. The Cassini Uplink Operations team is responsible for the final development and validation of the pointing profile and instrument and spacecraft commands that are contained in a sequence. During this final analysis prior to uplink to the spacecraft, thorough and exact evaluation is necessary to ensure there are no mistakes during commanding. In order to perform this evaluation, complete and refined processes and procedures are fundamental. The Uplink Operations team is also responsible for anomaly response during sequence execution, a process in which critical decisions often are made in real-time. Recent anomalies on other spacecraft missions have highlighted two major risks in the operations process: (1) personnel turnover and the retirement of critical knowledge and (2) aging, outdated operations procedures. If other missions are a good barometer, the Cassini extended mission will be presented with a high personnel turnover of the Cassini flight team, which could lead to a loss of expertise that has been essential to the success of the prime mission. In order to prepare the Cassini Uplink Operations Team for this possibility and to continue to develop and operate safe science and engineering sequences, a review and major update of the current documentation and operations procedures was needed. This paper will address the changes made to extended mission sequence generation processes primarily due to new restrictions in spacecraft operating capability and lessons learned from prime mission. In addition, it will address the state of the prime mission operations procedures, the philosophy changes and updates that were made to those procedures in response to process improvement, and the validation of those new procedures through the training of current and new personnel. And lastly, it will address the lessons learned throughout prime mission and how the Uplink Operations team chose to incorporate those lessons into the working documentation and team knowledge. This incorporation was necessary to facilitate the success of the extended mission with potentially all new personnel at some point prior to the end of the mission.

Maxwell, Jennifer L.↗
NASA NTRS1972

Apollo 16 Press Kit

The Apollo 16 spacecraft is scheduled for launch on Apr. 16, 1972 from Complex 39A at the Kennedy Space Center, Florida by the Saturn V launch vehicle. Crewmen are mission commander John W. Young, command module pilot Thomas K. Mattingly II and lunar module pilot Charles M. Duke Jr. Objectives of the mission, to last up to 12 days, as outlined by NASA: to perform selenological inspection, survey and sampling of materials in a preselected region of Descartes using a lunar roving' vehicle; deploy and activate Apollo surface experiments; develop man's capability to work in the lunar environment; obtain photographs of candidate exploration sites; and toconduct inflight experiments and photographic tasks in lunar orbit. Following launch, the spacecraft will reach Earth Parking Orbit and remain in orbit for about two and one-half revolutions prior to Translunar Injection. Next, the Command and Service Module docks with the Lunar Module and the spacecraft "coasts" to the moon. In orbit around the moon, the Command and Service Module/Lunar Module combination will descend to within 50,000 feet of the lunar surface before undocking. The Lunar Module will continue to descend while the Command and Service Module returns to an orbit approximately 60 miles high. Stay time on the lunar surface is scheduled for approximately 73 hours. The ascent stage of the Lunar Module then lifts the astronauts back into lunar orbit where they will dock with the Command/Service Module. The Lunar Module is jettisoned and Transearth Injection follows. Just prior to reentry into the earth's atmosphere, the Service Module is jettisoned, and the astronauts in the Command Module splashdown in the Pacific Ocean. The target point for end-of-mission splashdown is at 05 degrees 0 minutes north latitude and 158 degrees 40 minutes west longitude or approximately 985 nautical miles south of Honolulu, Hawaii. Splashdown is scheduled for Apr. 28, 1972 at 10:30 a.m. Hawaiian Standard Time (2:30 p.m. CST). Recovery forces for Apollo 16, stationed in both the Atlantic and Pacific Oceans, will consist of three ships, nine aircraft and nearly 1,700 personnel. CTF-130 (Manned Spacecraft Recovery Force, Pacific) forces will be stationed south of Hawaii. Three ships, eight helicopters and three Air Force HC-130H aircraft, and nearly 1,100 personnel, will take part. Task Force 140 (Manned Spacecraft Recovery Force, Atlantic), comprising one ship, six HC-130H aircraft, three helicopters and approximately 300 personnel, will be positioned for possible launch abort operations. Two ships in the Atlantic will also be used for acoustical testing. Other forces, primarily aircraft and personnel of the Air Force Aerospace Rescue and Recovery Service will be on alert around the world for contingency recovery support.

Source record↗
NASA NTRS2018

History and Archives Contribute to the Success of Space Flight Programs

Final Paper, not the Abstract, is attached: This report discusses how history can be used by management, engineering, and operations personnel within space flight programs. Works by professional historians and sociologists inform key decision makers and policy specialists on lessons learned from space flight program management successes and failures, as well as from legislative affairs, policy making, and commercial space efforts. Vehicle engineering history written by engineers for an engineering or operations audience informs project management and technical personnel on lessons learned, best practices, and the rationale behind the design and operation of flight vehicles and supporting ground systems. Archives play a critical role in supporting the efforts of both professional historians and flight program personnel. Suggestions are made concerning how professional historians could leverage the interests and knowledge of flight program personnel to obtain more insight that is needed to support historical research efforts.

Archive↗
NASA NTRS2021

NASA Human Systems Integration Handbook

This handbook is intended to provide general guidance and information on Human Systems Integration (HSI) for the NASA community and the applicability of HSI to NASA programs and projects. The primary goals are to increase awareness and consistency across the Agency, advance the practice and implementation of HSI principles, and provide invaluable information and guidance to HSI practitioners in the performance of their duties. Specific aims of this handbook are to define HSI, illustrate the value of HSI in programmatic decisions, demonstrate how HSI fits into the NASA project life cycle process, describe how HSI applies across all three NASA Technical Authorities, provide guidance on HSI processes and products, and provide helpful information on HSI resources within the NASA community. Largely within the engineering community, a system is thought of as the integration or assemblance of hardware and software that together perform a function. HSI considers a system to be the integration of hardware, software, humans, data, and processes, where the human in HSI refers to all personnel involved with a given system, including system owners, users/customers, operators, maintainers, assemblers, support personnel, logistics suppliers, training personnel, test personnel, and others. This handbook should be used as a companion for implementing NPR 7123.1, Systems Engineering Processes and Requirements, the NASA Systems Engineering Handbook, NASA directives, and any Center-specific handbooks and directives developed for implementing programs and projects. As of 2021, both NPR 7123.1 and NPR 7120.5 require HSI to be implemented within NASA technical efforts.

Lisa O Rippy↗