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The traditional centralized planning and scheduling of complex fast moving projects are value-added activites. However, centralized scheduling has some severe deficiencies that have plagued managers since the Polaris project when PERT analysis was invented.
One of the goals for the Space Station is to achieve greater autonomy, and have less reliance on ground commanding than previous space missions. This means that the crew will have to take an active role in scheduling and rescheduling their activities onboard, perhaps working from preliminary schedules generated on the ground. Scheduling is a time intensive task, whether performed manually or automatically, so the best approach to solving onboard scheduling problems may involve crew members working with an interactive software scheduling package. A project is described which investigates a system that uses knowledge based techniques for the rescheduling of experiments within the Materials Technology Laboratory of the Space Station. Particular attention is paid to: (1) methods for rapid response rescheduling to accommodate unplanned changes in resource availability, (2) the nature of the interface to the crew, (3) the representation of the many types of data within the knowledge base, and (4) the possibility of applying rule-based and constraint-based reasoning methods to onboard activity scheduling.
It is often the case in software projects that when schedule and budget resources are limited, the Verification and Validation (V&V) activities suffer. Fewer V&V activities can be afforded and moreover, short-term challenges can result in V&V activities being scaled back or dropped altogether. As a result, too often the default solution is to save activities for improving software quality until too late in the life-cycle, relying on late-term code inspections followed by thorough testing activities to reduce defect counts to acceptable levels. As many project managers realize, however, this is a resource-intensive way of achieving the required quality for software. The Full Life-cycle Defect Management Assessment Initiative, funded by NASA s Office of Safety and Mission Assurance under the Software Assurance Research Program, aims to address these problems by: Improving the effectiveness of early life-cycle V&V activities to make their benefits more attractive to team leads. Specifically, we focus on software inspection, a proven method that can be applied to any software work product, long before executable code has been developed; Better communicating this effectiveness to software development teams, along with suggestions for parameters to improve in the future to increase effectiveness; Analyzing the impact of early life-cycle V&V on the effectiveness and cost required for late life-cycle V&V activities, such as testing, in order to make the tradeoffs more apparent. This white paper reports on an initial milestone in this work, the development of a preliminary model of inspection effectiveness across multiple NASA Centers. This model contributes toward reaching our project goals by: Allowing an examination of inspection parameters, across different types of projects and different work products, for an analysis of factors that impact defect detection effectiveness. Allowing a comparison of this NASA-specific model to existing recommendations in the literature regarding how to plan effective inspections. Forming a baseline model which can be extended to incorporate factors describing: the numbers and types of defects that are missed by inspections; how such defects flow downstream through software development phases; how effectively they can be caught by testing activities in the late stages of development. The model has been implemented in a prototype web-enabled decision-support tool which allows developers to enter their inspection data and receive feedback based on a comparison against the model. The tool also allows users to access reusable materials (such as checklists) from projects included in the baseline. Both the tool itself and the model underlying it will continue to be extended throughout the remainder of this initiative. As results of analyzing inspection effectiveness for defect containment are determined, they can be shared via the tool and also via updates to existing training courses on metrics and software inspections. Moreover, the tool will help satisfy key CMMI requirements for the NASA Centers, as it will enable NASA to take a global view across peer review results for various types of projects to identify systemic problems. This analysis can result in continuous improvements to the approach to verification.
For five decades, the semiconductor industry has distinguished itself by the rapid pace of improvement in miniaturization of electronics products-Moore's Law. Now, scaling hits a brick wall, a paradigm shift. The industry roadmaps recognized the scaling limitation and project that packaging technologies will meet further miniaturization needs or ak.a "More than Moore". This paper presents packaging technology trends and accelerated reliability testing methods currently being practiced. Then, it presents industry status on key advanced electronic packages, factors affecting accelerated solder joint reliability of area array packages, and IPC/JEDEC/Mil specifications for characterizations of assemblies under accelerated thermal and mechanical loading. Finally, it presents an examples demonstrating how Accelerated Testing and Analysis have been effectively employed in the development of complex spacecraft thereby reducing risk. Quantitative assessments necessarily involve the mathematics of probability and statistics. In addition, accelerated tests need to be designed which consider the desired risk posture and schedule for particular project. Such assessments relieve risks without imposing additional costs. and constraints that are not value added for a particular mission. Furthermore, in the course of development of complex systems, variances and defects will inevitably present themselves and require a decision concerning their disposition, necessitating quantitative assessments. In summary, this paper presents a comprehensive view point, from technology to systems, including the benefits and impact of accelerated testing in offsetting risk.
Over-optimistic project advocacy often causes exaggerated performance claims and underestimated costs and schedules. This can distort project management and damage systems engineering. NASA projects such as the space shuttle and Hubble are extreme examples. NASA's spectacular success in the Apollo moon landings seems to have produced overconfidence and carelessness, but also to have gained tolerance for unrealistic claims and forgiveness when they were proven wrong. Apollo risk analysis predicted many astronaut fatalities. This was believed but was potentially damaging to the Apollo program, so risk analysis was discontinued. The moon landings beat bad odds because Apollo obsessively reduced risk. Its success seemed to confirm that risk analysis was unreasonably pessimistic and that risk could be overcome by good engineering. This understanding caused risk to be increased during space shuttle engineering and led to an unnecessarily dangerous approach. The shuttle design placed a fragile spacecraft next to the fuel tanks and failed to provide crew escape or launch abort. These design decisions directly caused the Challenger and Columbia tragedies. After Challenger, risk analysis was re-established. The current rocket and capsule design does consider risk and the result strongly resembles Apollo. Apollo advocacy led NASA to abandon risk analysis and this was ultimate cause of the Shuttle tragedies. Excessive advocacy that distorts risk, cost, and schedule could be prevented in an ideal organization that used systems engineering to make rational and fair decisions. However, most real organizations accommodate human and group needs using informal methods often described as "the system." Humans have biases, use innate decision making heuristics, instinctively rely on "gut feel," and establish deviant groups through groupthink. Expecting organizations to become totally rational is impractical, but specific problems such as neglecting risk and underestimating cost and schedule can be directly challenged with some hope of success.
The purpose of this handbook is to provide EVM guidance for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts, and subcontracts in a consolidated reference document. EVM is a project management process that effectively integrates a project’s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical, cost and schedule problems as well as the intended course and success of corrective actions.
Project Planning Analysis and Reporting System (PPARS) is automated aid in monitoring and scheduling of activities within project. PPARS system consists of PPARS Batch Program, five preprocessor programs, and two post-processor programs. PPARS Batch program is full CPM (Critical Path Method) scheduling program with resource capabilities. Can process networks with up to 10,000 activities.
The Autonomous Power System (APS) project at NASA Lewis Research Center is designed to demonstrate the abilities of integrated intelligent diagnosis, control and scheduling techniques to space power distribution hardware. The project consists of three elements: the Autonomous Power Expert System (APEX) for fault diagnosis, isolation, and recovery (FDIR), the Autonomous Intelligent Power Scheduler (AIPS) to determine system configuration, and power hardware (Brassboard) to simulate a space-based power system. Faults can be introduced into the Brassboard and in turn, be diagnosed and corrected by APEX and AIPS. The Autonomous Intelligent Power Scheduler controls the execution of loads attached to the Brassboard. Each load must be executed in a manner that efficiently utilizes available power and satisfies all load, resource, and temporal constraints. In the case of a fault situation on the Brassboard, AIPS dynamically modifies the existing schedule in order to resume efficient operation conditions. A database is kept of the power demand, temporal modifiers, priority of each load, and the power level of each source. AIPS uses a set of heuristic rules to assign start times and resources to each load based on load and resource constraints. A simple improvement engine based upon these heuristics is also available to improve the schedule efficiency. This paper describes the operation of the Autonomous Intelligent Power Scheduler as a single entity, as well as its integration with APEX and the Brassboard. Future plans are discussed for the growth of the Autonomous Intelligent Power Scheduler.
The use of sounding rockets for the conduct of, and verification of, processing experiments and techniques under conditions of weightlessness are summarized. The experimental payloads, project management, mission schedules are also discussed.
A complete description is given of the IVE physical and performance design requirements as evolved in this study. The data are presented in a format to facilitate the development of an item specification. Data were used to support the development of the project plan data (schedules, cost, etc.) contained in Volume 4 of this report.
The possible large scale use of extraterrestrial resources was addressed, either to construct structures in space or to return to Earth as supplements for terrestrial resources. To that end, various specific recommendations were made by the participants in the summer study on near-Earth resources, held at La Jolla, California, 6 to 13 August, 1977. The Moon and Earth-approaching asteroids were considered. Summaries are included of what is known about their compositions and what needs to be learned, along with recommendations for missions designed to provide the needed data. Tentative schedules for these projects are also offered.
The Space Telescope design concept is described in the context of the basic mission objectives. The orbiting telescope is designed to have 10 times better resolution, to see 50 times fainter stars and to have a much broader spectral range than the best existing ground observatories. The project is on schedule for launch in early 1985. Hardware assembly and test has started on the optical system, and the primary and secondary mirrors have been polished and coated. The five scientific instruments are beginning hardware assembly. The last major design review for the spacecraft has been completed, and good progress has been accomplished with the implementation of the pointing control system. The mission operations ground system has been defined and is under development. Control center design is complete and the science institute is under construction. The Space Telescope is designed to be serviceable in orbit and will be capable of return to the ground for refurbishment.
The 1984 NASA-ASEE Faculty Fellowship Program (SFFP) is reported. The report includes: (1) a list of participants; (2) abstracts of research projects; (3) seminar schedule; (4) evaluation questionnaire; and (5) agenda of visitation by faculty programs committee. Topics discussed include: effects of multiple scattering on laser beam propagation; information management; computer techniques; guidelines for writing user documentation; 30 graphics software; high energy electron and antiproton cosmic rays; high resolution Fourier transform infrared spectrum; average monthly annual zonal and global albedos; laser backscattering from ocean surface; image processing systems; geomorphological mapping; low redshift quasars; application of artificial intelligence to command management systems.
The 3rd Quarter Status Report on DFVLR's ROSAT project confirms that with regard to technical performance and costs the project is on schedule. The valid schedule for engineering model and flight model completion on May 7, 1985 leads to a launch date on October 30, 1987. Progress in each department is compared to and explained with regard to the milestone plan. Continued problems with the gold damping of the FM-mirror system and contamination of the sterile rooms where the mirrors are stored have led to postponement of milestone 7. It is not yet completely clear to what extent all successive milestones will be affected by this factor.
Artificial Intelligence (AI) is currently being used for business-oriented, money-making applications, such as medical diagnosis, computer system configuration, and geological exploration. The present paper has the objective to assess new AI tools and techniques which will be available to assist aerospace managers in the accomplishment of their tasks. A study conducted by Brown and Cheeseman (1983) indicates that AI will be employed in all traditional management areas, taking into account goal setting, decision making, policy formulation, evaluation, planning, budgeting, auditing, personnel management, training, legal affairs, and procurement. Artificial intelligence/expert systems are discussed, giving attention to the three primary areas concerned with intelligent robots, natural language interfaces, and expert systems. Aspects of information retrieval are also considered along with the decision support system, and expert systems for project planning and scheduling.
The Gravity Probe-B (GP-B) experiment is one of the most sophisticated and challenging developments to be undertaken by NASA. Its objective is to measure the relativistic drift of gyroscopes in orbit about the earth. In this paper, the experiment is described, and the strategy of phased procurements for accomplishing the engineering development of the hardware is discussed. The microcomputer is a very convenient and powerful tool in the management of GP-B. It is used in creating and monitoring such project data as schedules, budgets, hardware procurements and technical and interface requirements. Commercially available software in word processing, database management, communications, spreadsheet, graphics and program management are used. Examples are described of the efficacy of the application of the computer by the management team.
Results of research and development efforts are presented for Task 1, Phase 2 of a general project entitled, The Development of a Program Analysis Environment for Ada. A prototype of the QUEST/Ada system was developed to collect data to determine the effectiveness of the rule-based testing paradigm. The prototype consists of five parts: the test data generator, the parser/scanner, the test coverage analyzer, a symbolic evaluator, and a data management facility, known as the Librarian. These components are discussed at length. Also presented is an experimental design for the evaluations, an overview of the project, and a schedule for its completion.
A development status evaluation is presented for practical software performance measurement, or 'metrics', in which major innovations have recently occurred. Metrics address such aspects of software performance as whether a software project is on schedule, how many errors can be expected from it, whether the methodology being used is effective and the relative quality of the software employed. Metrics may be characterized as explicit, analytical, and subjective. Attention is given to the bases for standards and the conduct of metrics research.