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NASA NTRS1993

Data management for support of the Oregon Transect Ecosystem Research (OTTER) project

Management of data collected during projects that involve large numbers of scientists is an often overlooked aspect of the experimental plan. Ecosystem science projects like the Oregon Transect Ecosystem Research (OTTER) Project that involve many investigators from many institutions and that run for multiple years, collect and archive large amounts of data. These data range in size from a few kilobytes of information for such measurements as canopy chemistry and meteorological variables, to hundreds of megabytes of information for such items as views from multi-band spectrometers flown on aircraft and scenes from imaging radiometers aboard satellites. Organizing and storing data from the OTTER Project, certifying those data, correcting errors in data sets, validating the data, and distributing those data to other OTTER investigators is a major undertaking. Using the National Aeronautics and Space Administration's (NASA) Pilot Land Data System (PLDS), a Support mechanism was established for the OTTER Project which accomplished all of the above. At the onset of the interaction between PLDS and OTTER, it was not certain that PLDS could accomplish these tasks in a manner that would aid researchers in the OTTER Project. This paper documents the data types that were collected under the auspices of the OTTER Project and the procedures implemented to store, catalog, validate, and certify those data. The issues of the compliance of investigators with data-management requirements, data use and certification, and the ease of retrieving data are discussed. We advance the hypothesis that formal data management is necessary in ecological investigations involving multiple investigators using many data gathering instruments and experimental procedures. The issues and experience gained in this exercise give an indication of the needs for data management systems that must be addressed in the coming decades when other large data-gathering endeavors are undertaken by the ecological science community.

Skiles, J. W.↗
NASA NTRS1994

NASA's Hypersonic Research Engine Project: A review

The goals of the NASA Hypersonic Research Engine (HRE) Project, which began in 1964, were to design, develop, and construct a high-performance hypersonic research ramjet/scramjet engine for flight tests of the developed concept over the speed range of Mach 4 to 8. The project was planned to be accomplished in three phases: project definition, research engine development, and flight test using the X-15A-2 research airplane, which was modified to carry hydrogen fuel for the research engine. The project goal of an engine flight test was eliminated when the X-15 program was canceled in 1968. Ground tests of full-scale engine models then became the focus of the project. Two axisymmetric full-scale engine models, having 18-inch-diameter cowls, were fabricated and tested: a structural model and combustion/propulsion model. A brief historical review of the project, with salient features, typical data results, and lessons learned, is presented. An extensive number of documents were generated during the HRE Project and are listed.

Andrews, Earl H.↗
NASA NTRS1999

The Ceres S'Cool Project: Operational but not Routine

The first Clouds and the Earth's Radiant Energy System (CERES) instrument has been returning useful data on Earth's radiation budget from the Tropical Rainfall Measuring Mission (TRMM) spacecraft since late 1997. Validation of the initial data is now intensively underway. As one component of this validation, the CERES Students' Cloud Observations On-Line (S'COOL) project has been operational since April 1998 - the 2nd CERES validation month. S'COOL involves school children in over 140 schools in 15 countries on 5 continents in making and reporting observations and measurements which they and CERES scientists can then compare to the satellite retrievals. The project is planned to continue through the life of the CERES Project (nominally 15 years), and new participants are invited to join on a continuous basis. This paper will report on the first year of the operational phase of the project, during which a number of exciting events occurred (a demonstration of the project to First Lady Hillary Rodham Clinton, and visits by CERES personnel to participating schools, among others). It will further report on some of the noteworthy observations and comparisons which have been made possible by this project. We have found that schools are often located in interesting places, in terms of the clouds found there and the satellite's ability to observe these clouds. The paper will also report on the learning opportunities delivered by this project, and on new questions about the planet and its climate which arise in the students' minds as a result of their active participation.

Chambers, Lin H.↗
NASA NTRS2001

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine

How big is your project world? Is it big enough to contain other cultures, headquarters, hierarchies, and weird harpoon-like guns? Sure it is. The great American poet Walt Whitman said it best, 'I am large/I contain multitudes.' And so must you, Mr. and Ms. Project Manager. In this issue of ASK, we look outside the project box. See how several talented project managers have expanded their definition of project scope to include managing environments outside the systems and subsystems under their care. Here's a sampling of what we've put together for you this issue: In 'Three Screws Missing,' Mike Skidmore tells about his adventures at the Plesetek Cosmodrome in northern Russia. Ray Morgan in his story, 'Our Man in Kauai,' suggests we take a broader view of what's meant by 'the team.' Jenny Baer-Riedhart, the NASA program manager on the same Pathfinder solar-powered airplane, schools us in how to sell a program to Headquarters in 'Know Thyself--But Don't Forget to Learn About the Customer Too.' Scott Cameron of Proctor and Gamble talks about sharpening your hierarchical IQ in 'The Project Manager and the Hour Glass.' Mike Jansen in 'The Lawn Dart' describes how he and the 'voodoo crew' on the Space Shuttle Advanced Solid Rocket Motor program borrowed a harpoon-like gun from the Coast Guard to catch particles inside of a plume. These are just some of the stories you'll find in ASK this issue. We hope they cause you to stop and reflect on your own project's relationship to the world outside. We are also launching a new section this issue, 'There are No Mistakes, Only Lessons.' No stranger to ASK readers, Terry Little inaugurates this new section with his article 'The Don Quixote Complex.'

Post, Todd↗
NASA NTRS2003

X-43C Flight Demonstrator Project Overview

The X-43C Flight Demonstrator Project is a joint NASA-USAF hypersonic propulsion technology flight demonstration project that will expand the hypersonic flight envelope for air-breathing engines. The Project will demonstrate sustained accelerating flight through three flights of expendable X-43C Demonstrator Vehicles (DVs). The approximately 16-foot long X-43C DV will be boosted to the starting test conditions, separate from the booster, and accelerate from Mach 5 to Mach 7 under its own power and autonomous control. The DVs will be powered by a liquid hydrocarbon-fueled, fuel-cooled, dual-mode, airframe integrated scramjet engine system developed under the USAF HyTech Program. The Project is managed by NASA Langley Research Center as part of NASA's Next Generation Launch Technology Program. Flight tests will be conducted by NASA Dryden Flight Research Center off the coast of California over water in the Pacific Test Range. The NASA/USAF/industry project is a natural extension of the Hyper-X Program (X-43A), which will demonstrate short duration (approximately 10 seconds) gaseous hydrogen-fueled scramjet powered flight at Mach 7 and Mach 10 using a heavy-weight, largely heat sink construction, experimental engine. The X-43C Project will demonstrate sustained accelerating flight from Mach 5 to Mach 7 (approximately 4 minutes) using a flight-weight, fuel-cooled, scramjet engine powered by much denser liquid hydrocarbon fuel. The X-43C DV design flows from integrating USAF HyTech developed engine technologies with a NASA Air-Breathing Launch Vehicle accelerator-class configuration and Hyper-X heritage vehicle systems designs. This paper describes the X-43C Project and provides the background for NASA's current hypersonic flight demonstration efforts.

Moses, Paul L.↗
NASA NTRS2003

Retinal ganglion cell projections to the hamster suprachiasmatic nucleus, intergeniculate leaflet, and visual midbrain: bifurcation and melanopsin immunoreactivity

The circadian clock in the suprachiasmatic nucleus (SCN) receives direct retinal input via the retinohypothalamic tract (RHT), and the retinal ganglion cells contributing to this projection may be specialized with respect to direct regulation of the circadian clock. However, some ganglion cells forming the RHT bifurcate, sending axon collaterals to the intergeniculate leaflet (IGL) through which light has secondary access to the circadian clock. The present studies provide a more extensive examination of ganglion cell bifurcation and evaluate whether ganglion cells projecting to several subcortical visual nuclei contain melanopsin, a putative ganglion cell photopigment. The results showed that retinal ganglion cells projecting to the SCN send collaterals to the IGL, olivary pretectal nucleus, and superior colliculus, among other places. Melanopsin-immunoreactive (IR) ganglion cells are present in the hamster retina, and some of these cells project to the SCN, IGL, olivary pretectal nucleus, or superior colliculus. Triple-label analysis showed that melanopsin-IR cells bifurcate and project bilaterally to each SCN, but not to the other visual nuclei evaluated. The melanopsin-IR cells have photoreceptive characteristics optimal for circadian rhythm regulation. However, the presence of moderately widespread bifurcation among ganglion cells projecting to the SCN, and projection by melanopsin-IR cells to locations distinct from the SCN and without known rhythm function, suggest that this ganglion cell type is generalized, rather than specialized, with respect to the conveyance of photic information to the brain. Copyright 2003 Wiley-Liss, Inc.

NASA Discipline Neuroscience↗
NASA NTRS1999

The CERES S'COOL Project: Operational but not Routine

The first Clouds and the Earth's Radiant Energy System (CERES) instrument has been returning useful data on Earth's radiation budget from the Tropical Rainfall Measuring Mission (TRMM) spacecraft since late 1997. Validation of the initial data is now intensively underway. As one component of this validation, the CERES Students Cloud Observations On-Line (S'COOL) project has been operational since April 1998 - the 2nd CERES validation month. S'COOL involves school children in over 140 schools in 15 countries on 5 continents in making and reporting observations and measurements which they and CERES scientists can then compare to the satellite retrievals. The project is planned to continue through the life of the CERES Project (nominally 15 years), and new participants are invited to join on a continuous basis. This paper will report on the first year of the operational phase of the project, during which a number of exciting events occurred (a demonstration of the project to First Lady Hillary Rodham Clinton, and visits by CERES personnel to participating schools, among others). It will further report on some of the noteworthy observations and comparisons which have been made possible by this project. We have found that schools are often located in interesting places, in terms of the clouds found there and the satellite's ability to observe these clouds. The paper will also report on the learning opportunities delivered by this project, and on new questions about the planet and its climate which arise in the students minds as a result of their active participation.

Chambers, Lin H.↗
NASA NTRS2000

Software Released by LEWICE 2.0 Ice Accretion Software Development Project

Computational icing simulation methods are making the transition from the realm of research to commonplace use in design and certification. As such, standards of software management, design, validation, and documentation must be adjusted to accommodate the increased expectations of the user community with respect to accuracy, reliability, capability, and usability. With this in mind, in collaboration with Glenn's Engineering Design and Analysis Division, the Icing Branch of the NASA Glenn Research Center at Lewis Field began a software improvement project focused on the two-dimensional ice accretion simulation tool LEWICE. This project is serving as an introduction to the concepts of software management and is intended to serve as a pilot project for future icing simulation code development. The LEWICE 2.0 Software Development Project consisted of two major elements: software management and software validation. The software management element consisted of identifying features of well-designed and well-managed software that are appropriate for an analytical prediction tool such as LEWICE and applying them to a revised version of the code. This element included tasks such as identification of software requirements, development and implementation of coding standards, and implementation of software revision control practices. With the application of these techniques, the LEWICE ice accretion code became a more stable and reliable software product. In addition, the lessons learned about software development and maintenance can be factored into future software projects at the outset. The software validation activity was an integral part of our effort to make LEWICE a more accurate and reliable analysis tool. Because of the efforts taken to extensively validate this software, LEWICE 2.0 is more robust than previous releases and can reproduce results accurately across several computing platforms. It also differs from previous versions in the extensive quantitative comparisons of its results with a data base of ice shapes that were generated in Glenn's Icing Research Tunnel. The results of the shape comparisons were analyzed to determine the range of meteorological conditions under which LEWICE 2.0 is within the repeatability found for ice shapes obtained from experiments. These comparisons show that the average variation of LEWICE 2.0 from experimental data is 7.2 percent, whereas the overall variability of the experimental data is 2.5 percent. The LEWICE 2.0 Software Development Project resulted in the release, at the recent Icing Branch LEWICE Workshop, of a more useful and robust analysis tool than was previously available to the icing community. The lessons learned from this project will be applied to the Icing Branch s future software development efforts.

Potapczuk, Mark G.↗
NASA NTRS2005

Descending projections of the hamster intergeniculate leaflet: relationship to the sleep/arousal and visuomotor systems

The intergeniculate leaflet (IGL), homolog of the primate pregeniculate nucleus, modulates circadian rhythms. However, its extensive anatomical connections suggest that it may regulate other systems, particularly those for visuomotor function and sleep/arousal. Here, descending IGL-efferent pathways are identified with the anterograde tracer, Phaseolus vulgaris leucoagglutinin, with projections to over 50 brain stem nuclei. Projections of the ventral lateral geniculate are similar, but more limited. Many of the nuclei with IGL afferents contribute to circuitry governing visuomotor function. These include the oculomotor, trochlear, anterior pretectal, Edinger-Westphal, and the terminal nuclei; all layers of the superior colliculus, interstitial nucleus of the medial longitudinal fasciculus, supraoculomotor periaqueductal gray, nucleus of the optic tract, the inferior olive, and raphe interpositus. Other target nuclei are known to be involved in the regulation of sleep, including the lateral dorsal and pedunculopontine tegmentum. The dorsal raphe also receives projections from the IGL and may contribute to both sleep/arousal and visuomotor function. However, the locus coeruleus and medial vestibular nucleus, which contribute to sleep and eye movement regulation and which send projections to the IGL, do not receive reciprocal projections from it. The potential involvement of the IGL with the sleep/arousal system is further buttressed by existing evidence showing IGL-efferent projections to the ventrolateral preoptic area, dorsomedial, and medial tuberal hypothalamus. In addition, the great majority of all regions receiving IGL projections also receive input from the orexin/hypocretin system, suggesting that this system contributes not only to the regulation of sleep, but to eye movement control as well.

Non-NASA Center↗
NASA NTRS2004

The Advanced Integration Matrix Project and Analog Sites: Difference or Duplication?

Several project teams have conducted Mars and Lunar mission simulations at analog sites and facilities over the past decade. These projects have a range of scope, participants, and objectives. NASA has provided many of these projects with funding, equipment, and personnel. Despite their variety, a consistent aim of these sites is advancing our capability to return to the Moon or to go to Mars. The Advanced Integration Matrix (AIM) Project was begun in 2002 with a corollary aim: that of advancing the technology needed for long duration human exploration of space. As a new project, it is prudent to ask and answer the question: "What does AIM offer to NASA that is distinct from what current and past analog sites offer?" The price tag for human spaceflight is high enough without needless duplication of efforts. The AIM Project concept is distinct from currently operating terrestrial analogs in three important ways. First, AIM is not strictly an analog site or facility; second, AIM is primarily focused on systems and integration issues; and finally, AIM is organizationally related to NASA s advanced development groups and subject to the rigors of the JSC Engineering Directorate s development process. The successful development of destination-independent, cost-effective, safe, and reliable long duration human exploration systems requires that NASA use both the analog sites and ground-based systems integration efforts. The Advanced Integration Matrix Project will not simply duplicate the former, but will give the agency the capability for the latter.

Wells, Kevin M.↗
NASA NTRS2007

Ares I Crew Launch Vehicle Project: Forward Plan to Preliminary Design Review

The Exploration Launch Projects Office, located at NASA's Marshall Space Flight Center, conducted the Ares I Crew Launch Vehicle System Requirements Review (SRR) at the end of 2006, a mere year after the project team was assembled. In Ares' first year, extensive trade studies and evaluations were conducted to refine the design initially recommended by the Exploration Systems Architecture Study, conceptual designs were analyzed for fitness, and the contractual framework was assembled to enable a development effort unparalleled in American space flight since the Space Shuttle. Now, the project turns its focus to the Preliminary Design Review (PDR), scheduled for 2008. Taking into consideration the findings of the SRR, the design of the Ares I is being tightened and refined to meet the operability, reliability, and affordability goals outlined by the Constellation Program. As directed in NASA Procedure and Regulation (NPR) 7123, NASA Systems Engineering Procedural Requirements, the Ares I SRR examined "the functional and performance requirements defined for the system and the preliminary program or project plan and ensures that the requirements and the selected concept will satisfy the mission." The SRR was conducted to ensure the system- and element-level design and interface requirements are defined prior to proceeding into the project's design phase. The Exploration Launch Projects Control Board convened on December 19,2006, and accepted the findings of the SRR and the go-forward plan proceeding to PDR. Based upon these findings, the Ares project believes that operability must drive the vehicle's design, and that a number of design challenges, including system mass and reliability, must be addressed as part of the progress to PDR.

Dumbacher, Daniel L.↗
NASA NTRS2009

How Configuration Management (CM) Can Help Project Teams To Innovate and Communicate

Traditionally, CM is relegated to a support role in project management activities. CM s traditional functions of identification, change control, status accounting, and audits/verification are still necessary and play a vital role. However, this presentation proposes CM s role in a new and innovative manner that will significantly improve communication throughout the organization and, in turn, augment the project s success. CM s new role is elevated to the project management level, above the engineering or sub-project level in the Work Breakdown Structure (WBS), where it can more effectively accommodate changes, reduce corrective actions, and ensure that requirements are clear, concise, and valid, and that results conform to the requirements. By elevating CM s role in project management and orchestrating new measures, a new communication will emerge that will improve information integrity, structured baselines, interchangeability/traceability, metrics, conformance to standards, and standardize the best practices in the organization. Overall project performance (schedule, quality, and cost) can be no better than the ability to communicate requirements which, in turn, is no better than the CM process to communicate project decisions and the correct requirements.

Cioletti, Louis↗
NASA NTRS2010

Airspace Systems Program: Next Generation Air Transportation System Concepts and Technology Development FY2010 Project Plan Version 3.0

This document describes the FY2010 plan for the management and execution of the Next Generation Air Transportation System (NextGen) Concepts and Technology Development (CTD) Project. The document was developed in response to guidance from the Airspace Systems Program (ASP), as approved by the Associate Administrator of the Aeronautics Research Mission Directorate (ARMD), and from guidelines in the Airspace Systems Program Plan. Congress established the multi-agency Joint Planning and Development Office (JPDO) in 2003 to develop a vision for the 2025 Next Generation Air Transportation System (NextGen) and to define the research required to enable it. NASA is one of seven agency partners contributing to the effort. Accordingly, NASA's ARMD realigned the Airspace Systems Program in 2007 to "directly address the fundamental research needs of the Next Generation Air Transportation System...in partnership with the member agencies of the JPDO." The Program subsequently established two new projects to meet this objective: the NextGen-Airspace Project and the NextGen-Airportal Project. Together, the projects will also focus NASA s technical expertise and world-class facilities to address the question of where, when, how and the extent to which automation can be applied to moving aircraft safely and efficiently through the NAS and technologies that address optimal allocation of ground and air technologies necessary for NextGen. Additionally, the roles and responsibilities of humans and automation influence in the NAS will be addressed by both projects. Foundational concept and technology research and development begun under the NextGen-Airspace and NextGen-Airportal projects will continue. There will be no change in NASA Research Announcement (NRA) strategy, nor will there be any change to NASA interfaces with the JPDO, Federal Aviation Administration (FAA), Research Transition Teams (RTTs), or other stakeholders

Kopardekar, Parimal H.↗
NASA NTRS2003

Radiation Risk Projections for Space Travel

Space travelers are exposed to solar and galactic cosmic rays comprised of protons and heavy ions moving with velocities close to the speed of light. Cosmic ray heavy ions are known to produce more severe types of biomolecular damage in comparison to terrestrial forms of radiation, however the relationship between such damage and disease has not been fully elucidated. On Earth, we are protected from cosmic rays by atmospheric and magnetic shielding, and only the remnants of cosmic rays in the form of ground level muons and other secondary radiations are present. Because human epidemiology data is lacking for cosmic rays, risk projection must rely on theoretical understanding and data from experimental models exposed to space radiation using charged particle accelerators to simulate space radiation. Although the risks of cancer and other late effects from cosmic rays are currently believed to present a severe challenge to space travel, this challenge is centered on our lack of confidence in risk projections methodologies. We review biophysics and radiobiology data on the effects of the cosmic ray heavy ions, and the current methods used to project radiation risks . Cancer risk projections are described as a product of many biological and physical factors, each of which has a differential range of uncertainty due to lack of data and knowledge. Risk projections for space travel are described using Monte-Carlo sampling from subjective error di stributions that represent the lack of knowledge in each factor that contributes to the projection model in order to quantify the overall uncertainty in risk projections. This analysis is applied to space mi ssion scenarios including lunar colony, deep space outpost, and a Mars mission. Results suggest that the number of days in space where cancer mortality risks can be assured at a 95% confidence level to be below the maximum acceptable risk for radi ation workers on Earth or the International Space Station is only on the order of 100-200 days. Approaches to reduce these unceI1ainties and mitigate risks are described.

Cucinotta, Francis↗
NASA NTRS2004

Results of a NASA Kennedy Space Center Earned Value Management Pilot Project

The Earn Value Management Pilot provided a tremendous amount of data on the strengths and weaknesses of the new financial system, the ability to support EVM from many viewpoints, the lack of tools for small to medium projects implementing EVM, and the training and environment necessary to successfully deploy EVM to all projects. This data along with other pilots will prove invaluable. Deploying EVM should not be taken lightly - a full assessment of capabilities and supporting infrastructure should be done prior to any deployment, and some very basic questions should be asked. For instance, will sufficient training be provided? Can the project managers readily and easily obtain all the necessary data? If EVM is to thrive in all projects regardless of cost, the transition should be as seamless as possible, minimizing cost and effort, and with the end user in mind. In setting up an EVM implementation, the question, "How does the project manager benefit from this process?" must remain at the forefront. Further research in this area is needed to answer the question,"Is EVM cost effective in small projects?" The authors welcome knowledge sharing with other organizations that are striving to gain the benefits of EVM on small projects.

Delgado, Hector N.↗
NASA NTRS2012

Dryden Flight Research Center Critical Chain Project Management Implementation

In Fiscal Year 2011 Dryden Flight Research Center (DFRC) implemented a new project management system called Critical Chain Project Management (CCPM). Recent NASA audits have found that the Dryden workforce is strained under increasing project demand and that multi-tasking has been carried to a whole new level at Dryden. It is very common to have an individual work on 10 different projects during a single pay period. Employee surveys taken at Dryden have identified work/life balance as the number one issue concerning employees. Further feedback from the employees indicated that project planning is the area needing the most improvement. In addition, employees have been encouraged to become more innovative, improve job skills, and seek ways to improve overall job efficiency. In order to deal with these challenges, DFRC management decided to adopt the CCPM system that is specifically designed to operate in a resource constrained multi-project environment. This paper will discuss in detail the rationale behind the selection of CCPM and the goals that will be achieved through this implementation. The paper will show how DFRC is tailoring the CCPM system to the flight research environment as well as laying out the implementation strategy. Results of the ongoing implementation will be discussed as well as change management challenges and organizational cultural changes. Finally this paper will present some recommendations on how this system could be used by selected NASA projects or centers.

Hines, Dennis O.↗
NASA NTRS2012

The Advanced Exploration Systems Water Recovery Project: Innovation on 2 Fronts

As NASA looks forward to sending humans farther away from Earth, we will have to develop a transportation architecture that is highly reliable and that can sustain life for long durations without the benefit of Earth s proximity for continuous resupply or even operational guidance. NASA has consistently been challenged with performing great feats of innovation, but particularly in this time of economic stress, we are challenged to go farther with less. The Advanced Exploration Systems (AES) projects were implemented to address both of these needs by not only developing innovative technologies, but by incorporating innovative management styles and processes that foster the needed technical innovation given a small amount of resources. This presentation explains how the AES Water Recovery Project is exhibiting innovation on both fronts; technical and process. The AES Water Recovery Project (WRP) is actively engineering innovative technologies in order to maximize the efficiency of water recovery. The development of reliable, energy-efficient, and low-mass spacecraft systems to provide environmental control and life support (ECLS) is critical to enable long-duration human missions outside of low-Earth orbit. Recycling of life support consumables is necessary to reduce resupply mass and provide for vehicle autonomy. To address this, the WRP is working on a rotary distiller that has shown enhanced performance over the state-of-the-art (SOA). Additionally, the WRP is looking at innovative ways to address issues present in the state-of-the-art (SOA) systems pertaining to toxicity and calcium scale buildup. As an AES project, the WRP has a more streamlined Skunk Works like approach to technology development intended to reduce overhead but achieve a more refined end product. The project has incorporated key partnerships between NASA centers as well as between NASA and industry. A minimal project management style has been implemented such that risks are managed and milestones tracked without overburdening the team with reporting demands that take them away from their work. A lean Systems Engineering (SE) approach has been implemented where project objectives are defined and vetted early without overprescribing the process or limiting the ability to innovate. Finally, we are working with existing flight hardware support organizations like operations, safety, materials and others to impact the system design at the breadboard level. This type of early input is a key to ensuring that the technologies are developed on the right track to becoming space flight worthy.

Sarguisingh, Miriam M.↗
NASA NTRS2012

Fast Paced, Low Cost Projects at MSFC

What does an orbiting microsatellite, a robotic lander and a ruggedized camera and telescope have in common? They are all fast paced, low cost projects managed by Marshall Space Flight Center (MSFC) teamed with successful industry partners. MSFC has long been synonymous with human space flight large propulsion programs, engineering acumen and risk intolerance. However, there is a growing portfolio/product line within MSFC that focuses on these smaller, fast paced projects. While launching anything into space is expensive, using a managed risk posture, holding to schedule and keeping costs low by stopping at egood enough f were key elements to their success. Risk is defined as the possibility of loss or failure per Merriam Webster. The National Aeronautics and Space Administration (NASA) defines risk using procedural requirement 8705.4 and establishes eclasses f to discern the acceptable risk per a project. It states a Class D risk has a medium to significant risk of not achieving mission success. MSFC, along with industry partners, has created a niche in Class D efforts. How did the big, cautious MSFC succeed on these projects that embodied the antithesis of its heritage in human space flight? A key factor toward these successful projects was innovative industry partners such as Dynetics Corporation, University of Alabama in Huntsville (UAHuntsville), Johns Hopkins Applied Physics Laboratory (JHU APL), Teledyne Brown Engineering (TBE), Von Braun Center for Science and Innovation (VCSI), SAIC, and Jacobs. Fast Affordable Satellite Technology (FastSat HSV01) is a low earth orbit microsatellite that houses six instruments with the primary scientific objective of earth observation and technology demonstration. The team was comprised of Dynetics, UAHuntsvile, SAIC, Goddard Space Flight Center (GSFC) and VCSI with the United States Air Force Space Test Program as the customer. The team completed design, development, manufacturing, environmental test and integration in one year. FastSat HSV01 also deployed a Poly Picosatellite Orbital Deployer (PPOD) for a separate nano ]satellite class spacecraft (Cubesat: Nano Sail Demonstration) in partnership with Ames Research Center. The Robotic lunar lander is a MSFC JHU APL partnership that led to the development of a flexible architecture for landers to support robotic missions to a wide range of lunar and asteroid destinations. The team started with the goal of meeting NASA agency directives that led to the creation of a test bed focusing on GN&C and software to demonstrate the descent and landing on any airless body for the final 30 to 60 meters. The team created a complex technology demonstration as well as Guidance Control and Navigation (GN&C) algorithms providing autonomous control of the lander. The team uses a green propellant of 90% hydrogen peroxide and has completed 18 successful test flights. The International Space Station (ISS) SERVIR Environmental Research and Visualization System (ISERV) is a technology demonstration payload to assist the SERVIR project with environmental monitoring for disaster relief and humanitarian efforts. The ISERV project was a partnership with TBE. The ISERV payload consists of a commercial off the shelf camera, telescope, and MSFC developed power distribution box and interfaces on ISS with the Window Observational Research Facility in the US Lab. MSFC has identified three key areas that enabled the low cost mission success to include culture, partnering, and cost/schedule control. This paper will briefly discuss these three Class D efforts, FastSat HSV-01, the Robotic Lunar Lander and the ISERV camera system, the lessons learned, their successes and challenges.

Watson-Morgan, Lisa↗