Search NASA⌕ Search

SEARCH · Search NASA

Results for “Project Management”

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.

At least 217 records · Page 12
All sourcesNASA NTRSDOE OSTI
NASA NTRS2016

Resource Tracking Model Updates and Trade Studies

The Resource Tracking Model has been updated to capture system manager and project manager inputs. Both the Trick/General Use Nodal Network Solver Resource Tracking Model (RTM) simulator and the RTM mass balance spreadsheet have been revised to address inputs from system managers and to refine the way mass balance is illustrated. The revisions to the RTM included the addition of a Plasma Pyrolysis Assembly (PPA) to recover hydrogen from Sabatier Reactor methane, which was vented in the prior version of the RTM. The effect of the PPA on the overall balance of resources in an exploration vehicle is illustrated in the increased recycle of vehicle oxygen. Case studies have been run to show the relative effect of performance changes on vehicle resources.

Chambliss, Joe↗
NASA NTRS2014

Novel Problem Solving - The NASA Solution Mechanism Guide

Over the past five years, the Human Health and Performance (HH&P) Directorate at the NASA Johnson Space Center (JSC) has conducted a number of pilot and ongoing projects in collaboration and open innovation. These projects involved the use of novel open innovation competitions that sought solutions from "the crowd", non-traditional problem solvers. The projects expanded to include virtual collaboration centers such as the NASA Human Health and Performance Center (NHHPC) and more recently a collaborative research project between NASA and the National Science Foundation (NSF). These novel problem-solving tools produced effective results and the HH&P wanted to capture the knowledge from these new tools, to teach the results to the directorate, and to implement new project management tools and coursework. The need to capture and teach the results of these novel problem solving tools, the HH&P decided to create a web-based tool to capture best practices and case studies, to teach novice users how to use new problem solving tools and to change project management training/. This web-based tool was developed with a small, multi-disciplinary group and named the Solution Mechanism Guide (SMG). An alpha version was developed that was tested against several sessions of user groups to get feedback on the SMG and determine a future course for development. The feedback was very positive and the HH&P decided to move to the beta-phase of development. To develop the web-based tool, the HH&P utilized the NASA Tournament Lab (NTL) to develop the software with TopCoder under an existing contract. In this way, the HH&P is using one new tool (the NTL and TopCoder) to develop the next generation tool, the SMG. The beta-phase of the SMG is planed for release in the spring of 2014 and results of the beta-phase testing will be available for the IAC meeting in September. The SMG is intended to disrupt the way problem solvers and project managers approach problem solving and to increase the use of novel and more cost and time effective problem solving tools such as open innovation, collaborative research, and virtual collaborative project centers. The HH&P envisions changing project management coursework by including the SMG in the teaching of project management problem solving tools.

Keeton, Kathryn E.↗
NASA NTRS1988

Guidelines for the development of a Project Data Management Plan (PDMP)

The purpose of this document is to assist NASA Project personnel in the preparation of their Project Data Management Plans (PDMP) in accordance with NASA Management Instruction (NMI) 8030.3A. In addition, this report summarizes the scope of a PDMP and establishes important aspects that must be addressed for the long term management and archiving of the data from a NASA space flight investigation.

Green, James L.↗
NASA NTRS2012

Managing Small Spacecraft Projects: Less is Not Easier

Managing small, low cost missions (class C or D) is not necessarily easier than managing a full flagship mission. Yet, small missions are typically considered easier to manage and used as a training ground for developing the next generation of project managers. While limited resources can be a problem for small missions, in reality most of the issues inherent in managing small projects are not the direct result of limited resources. Instead, problems encountered by managers of small spacecraft missions often derive from 1) the perception that managing small projects is easier if something is easier it needs less rigor and formality in execution, 2) the perception that limited resources necessitate or validate omitting standard management practices, 3) less stringent or unclear guidelines or policies for small projects, and 4) stakeholder expectations that are not consistent with the size and nature of the project. For example, the size of a project is sometimes used to justify not building a full, detailed integrated master schedule. However, while a small schedule slip may not be a problem for a large mission, it can indicate a serious problem for a small mission with a short development phase, highlighting the importance of the schedule for early identification of potential issues. Likewise, stakeholders may accept a higher risk posture early in the definition of a low-cost mission, but as launch approaches this acceptance may change. This presentation discusses these common misconceptions about managing small, low cost missions, the problems that can result, and possible solutions.

Barley, Bryan↗
NASA NTRSDate not supplied

NASA's Earthdata Forum: Bringing the Science Community Together

The Earthdata Forum is an actively maintained and operational user forum for all participating NASA EOSDIS Distributed Active Archive Centers (DAACs) and GCMD. The Forum serves as a cross-DAAC platform from which user communities can obtain authoritative information relating to NASA Earth Science. The Atmospheric Science Data Center (ASDC) DAAC takes on the role of both Project Manager and Hosting Organization. As Project Manager, the ASDC leads and facilitates the project's efforts. The Forum launched February 2020 with five participating DAACs: Atmospheric Science Data Center (ASDC), Crustal Dynamics Data Information System (CDDIS), Goddard Earth Science Data and Information Services Center (GES DISC), Global Hydrology Resource Center (GHRC), and Land Processes DAAC (LP DAAC). Since February 2020, the of Level 1 and Atmosphere Archive and Distribution System DAAC (LAADS), the Ocean Biology DAAC (OBDAAC) and Global Change Master Directory (GCMD) have also joined the Forum. The Forum assumes both a proactive and reactive approach to NASA products scientific queries, allowing the scientific community to ask questions about NASA's products, tools, and services and receive announcements and news regarding products, new data releases, and such. In this presentation, we will describe the Earthdata Forum approach to support the scientific community in detail and discuss the successes and challenges of this approach.

Ingrid Garcia-Solera↗
NASA NTRS2002

Less of Me

The author warns that micromanagement of projects can provoke defensive attitudes among employees, and inhibits their professional development. Nevertheless, project managers should still demand some accountability from their subordinates. The article draws upon his own experiences as a NASA project manager and under NASA project managers for these lessons.

Owen, Tim↗
NASA NTRS2018

Unmanned Aircraft System Traffic Management (UTM) Project

This presentation is intended to explain the background and status of the UAS Traffic Management (UTM) project and the efforts underway in integrating public safety operations into the ecosystem. The core priniciples of the concept are explained and the architectural framework is presented as a means of providing the intended audience with an overall understanding of UTM and how the future management of low altitude airspace is envisioned for small UAS use. Within the overall UTM context, the work done in developing the concept to account for public safety UAS applications is presented with examples of work done in the area to date.

UAS↗
NASA NTRS1976

Applications of remote sensing to estuarine management

Projects for sewage outfall siting for pollution control in the lower Chesapeake Bay wetlands are reported. A dye-buoy/photogrammetry and remote sensing technique was employed to gather circulation data used in outfall siting. This technique is greatly favored over alternate methods because it is inexpensive, produces results quickly, and reveals Lagrangian current paths which are preferred in making siting decisions. Wetlands data were obtained by interpretation of color and color infrared photographic imagery from several altitudes. Historical sequences of photographs are shown that were used to document wetlands changes. Sequential infrared photography of inlet basins was employed to determine tidal prisms, which were input to mathematical models to be used by state agencies in pollution control. A direct and crucial link between remote sensing and management decisions was demonstrated in the various projects.

Munday, J. C., Jr.↗
NASA NTRSDate not supplied

Unmanned Aircraft System Traffic Management (UTM) Project

This is a slide set for use in presenting an overview of NASA's UAS Traffic Management (UTM) Project and most recent activites. The contents of the slides describe the background and need that led to the development of the UTM concept as well as a high level explanation of what UTM is and how it addresses the identified needs. The architecture that was developed to support the UTM environment and its interface with the National Airspace System is also included. The approach that the Project undertook in framing the environments and Technical Capability Levels of its research is also presented with further detail given with respect to the final, large-scale event conducted in 2019. Finally, the broad impact and influence that the project and its activites had across many areas is presented as a concluding statement.

UAS Traffic Management↗
NASA NTRS1979

Photovoltaic system criteria documents. Volume 1: Guidelines for evaluating the management and operations planning of photovoltaic applications

Guidelines are provided to the Field Centers for organization, scheduling, project and cost control, and performance in the areas of project management and operations planning for Photovoltaics Test and Applications. These guidelines may be used in organizing a T and A Project Team for system design/test, site construction and operation, and as the basis for evaluating T and A proposals. The attributes are described for project management and operations planning to be used by the Field Centers. Specifically, all project management and operational issues affecting costs, schedules and performance of photovoltaic systems are addressed. Photovoltaic tests and applications include residential, intermediate load center, central station, and stand-alone systems. The sub-categories of system maturity considered are: Initial System Evaluation Experiments (ISEE); System Readiness Experiments (SRE); and Commercial Readiness Demonstration Projects (CRDP).

Koenig, John C.↗
NASA NTRS2017

Ames Engineering Directorate

The Ames Engineering Directorate is the principal engineering organization supporting aerospace systems and spaceflight projects at NASA's Ames Research Center in California's Silicon Valley. The Directorate supports all phases of engineering and project management for flight and mission projects-from R&D to Close-out-by leveraging the capabilities of multiple divisions and facilities.The Mission Design Center (MDC) has full end-to-end mission design capability with sophisticated analysis and simulation tools in a collaborative concurrent design environment. Services include concept maturity level (CML) maturation, spacecraft design and trades, scientific instruments selection, feasibility assessments, and proposal support and partnerships. The Engineering Systems Division provides robust project management support as well as systems engineering, mechanical and electrical analysis and design, technical authority and project integration support to a variety of programs and projects across NASA centers. The Applied Manufacturing Division turns abstract ideas into tangible hardware for aeronautics, spaceflight and science applications, specializing in fabrication methods and management of complex fabrication projects. The Engineering Evaluation Lab (EEL) provides full satellite or payload environmental testing services including vibration, temperature, humidity, immersion, pressure/altitude, vacuum, high G centrifuge, shock impact testing and the Flight Processing Center (FPC), which includes cleanrooms, bonded stores and flight preparation resources. The Multi-Mission Operations Center (MMOC) is composed of the facilities, networks, IT equipment, software and support services needed by flight projects to effectively and efficiently perform all mission functions, including planning, scheduling, command, telemetry processing and science analysis.

Small Satellites↗
NASA NTRS1988

Developing integrated parametric planning models for budgeting and managing complex projects

The applicability of integrated parametric models for the budgeting and management of complex projects is investigated. Methods for building a very flexible, interactive prototype for a project planning system, and software resources available for this purpose, are discussed and evaluated. The prototype is required to be sensitive to changing objectives, changing target dates, changing costs relationships, and changing budget constraints. To achieve the integration of costs and project and task durations, parametric cost functions are defined by a process of trapezoidal segmentation, where the total cost for the project is the sum of the various project cost segments, and each project cost segment is the integral of a linearly segmented cost loading function over a specific interval. The cost can thus be expressed algebraically. The prototype was designed using Lotus-123 as the primary software tool. This prototype implements a methodology for interactive project scheduling that provides a model of a system that meets most of the goals for the first phase of the study and some of the goals for the second phase.

Etnyre, Vance A.↗
NASA NTRS1998

The Impact of NPG 7120.5A Upon Training and Development

NASA Procedures and Guidance 7120.5A for Program and Project Management Processes and Requirements should have minimal effect upon current Agency training and development programs - mainly because the new directive simply formalizes what we have been teaching and learning in the NASA Program/Project Management Initiative all along. A frequent complaint we get from the 8,000 or so graduates of our PPMI courses over the years, however, deals with resistance to what they may have learned in the classroom or training site. Brimming with new ideas, these young men and women often run up against an entrenched program or project manager who insists that things be done "the old way," too often perceived as "the NASA way" or even "the Goddard way." Management was all too often in the eyes of the manager; now we're all reading from the same book, 7120.5A, Still, there is no single method or "one size fits all" approach to project management in NASA. While each Center is responsible for developing policies, processes and procedures to comply with the new NPG, individual program and project managers will still need to tailor their requirements to the specific needs of the project, consistent with the size, complexity, risk and criticality of the project. Under NPG 7120.5A, the results of such tailoring are to be documented in agreements among managers, directors, Enterprise Associate Administrators and the Administrator.

Hoffman, Edward J.↗
NASA NTRS1990

Ulysses - An ESA/NASA cooperative programme

Cooperation between ESA and NASA is discussed, noting that the Memorandum of Understanding lays the framework for this relationship, defining the responsibilities of ESA and NASA and providing for appointment of leadership and managers for the project. Members of NASA's Jet Propulsion Laboratory and ESA's ESTEC staff have been appointed to leadership positions within the project and ultimate control of the project rests with the Joint Working Group consisting of two project managers and two project scientists, equally representing both organizations. Coordination of time scales and overall mission design is discussed, including launch cooperation, public relations, and funding of scientific investigations such as Ulysses. Practical difficulties of managing an international project are discussed such as differing documentation requirements and communication techniques, and assurance of equality on projects.

Meeks, W.↗
NASA NTRS2019

Integrated Demand Management (IDM) Project Overview

Overview of NASA Integrated Demand Management (IDM) research into synchronized use of strategic and tactical air traffic management systems describes the initial motivation for the research, summary description of key experiments conducted between 2016 and the present, collaboration with outside partners and stakeholders, and the current status of the research.

Integrated Demand Management↗
NASA NTRS2003

Static Frequency Converter System Installed and Tested

A new Static Frequency Converter (SFC) system has been installed and tested at the NASA Glenn Research Center s Central Air Equipment Building to provide consistent, reduced motor start times and improved reliability for the building s 14 large exhausters and compressors. The operational start times have been consistent around 2 min, 20 s per machine. This is at least a 3-min improvement (per machine) over the old variable-frequency motor generator sets. The SFC was designed and built by Asea Brown Boveri (ABB) and installed by Encompass Design Group (EDG) as part of a Construction of Facilities project managed by Glenn (Robert Scheidegger, project manager). The authors designed the Central Process Distributed Control Systems interface and control between the programmable logic controller, solid-state exciter, and switchgear, which was constructed by Gilcrest Electric.

Brown, Donald P.↗
NASA NTRS2001

Improving System Engineering Excellence at NASA's Marshall Space Flight Center

NASA's Marshall Space Flight Center (MSFC) management feels that sound system engineering practices are essential for successful project management, NASA studies have concluded that recent project failures could be attributed in part to inadequate systems engineering. A recent survey of MSFC project managers and system engineers' resulted in the recognition of a need for training in Systems Engineering Practices, particularly as they relate to MSFC projects. In response to this survey, an internal pilot short-course was developed to reinforce accepted practices for system engineering at MSFC. The desire of the MSFC management is to begin with in-house training and offer additional educational opportunities to reinforce sound system engineering principles to the more than 800 professionals who are involved with system engineering and project management. A Systems Engineering Development Plan (SEDP) has been developed to address the longer-term systems engineering development needs of MSFC. This paper describes the survey conducted and the training course that was developed in response to that survey.

Takada, Pamela Wallace↗
NASA NTRS2005

Keeping Promises

Commitments are between people, not schedules. Project management as practiced today creates a "commitment-free zone," because it assumes that people will commit to centrally managed schedules without providing a mechanism to ensure their work can be done. So they give it their best, but something always seems to come up ..."I tried, but you know how it is." This form of project management does not provide a mechanism to ensure that what should be done, can in fact be done at the required moment. Too often, promises reliable promise. made in coordination meetings are conditional and unreliable. It has been my experience that at times trust can be low and hard to build in this environment. The absence of reliable promises explains why on well-run projects, people are often only completing 30-50 percent of the deliverables they d promised for the week. We all know what a promise is; we have plenty of experience making them and receiving them from others. So what s the problem? The sad fact is that the project environment-like many other work environments- is often so filled with systemic dishonesty, that we don t expect promises that are reliable. Project managers excel when they manage their projects as networks of commitments and help their people learn to elicit and make reliable promises.

Howell, Gregory A.↗