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All sourcesNASA NTRSDOE OSTI
NASA NTRS1999

Continuous Risk Management at NASA

NPG 7120.5A, "NASA Program and Project Management Processes and Requirements" enacted in April, 1998, requires that "The program or project manager shall apply risk management principles..." The Software Assurance Technology Center (SATC) at NASA GSFC has been tasked with the responsibility for developing and teaching a systems level course for risk management that provides information on how to comply with this edict. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This presentation will briefly discuss the six functions for risk management: (1) Identify the risks in a specific format; (2) Analyze the risk probability, impact/severity, and timeframe; (3) Plan the approach; (4) Track the risk through data compilation and analysis; (5) Control and monitor the risk; (6) Communicate and document the process and decisions. This risk management structure of functions has been taught to projects at all NASA Centers and is being successfully implemented on many projects. This presentation will give project managers the information they need to understand if risk management is to be effectively implemented on their projects at a cost they can afford.

Hammer, Theodore F.↗
NASA NTRS2017

The 2015-2016 SEPMAP Program at NASA JSC: Science, Engineering, and Program Management Training

The Systems Engineering Project Management Advancement Program (SEPMAP) at NASA Johnson Space Center (JSC) is an employee development program designed to provide graduate level training in project management and systems engineering. The program includes an applied learning project with engineering and integrated science goals requirements. The teams were presented with a task: Collect a representative sample set from a field site using a hexacopter platform, as if performing a scientific reconnaissance to assess whether the site is of sufficient scientific interest to justify exploration by astronauts. Four teams worked through the eighteen-month course to design customized sampling payloads integrated with the hexacopter, and then operate the aircraft to meet sampling requirements of number (≥ 5) and mass (≥ 5g each). The "Mars Yard" at JSC was utilized for this purpose. This project activity closely parallels NASA plans for the future exploration of Mars, where remote sites will be reconnoitered ahead of crewed exploration.

Graham, L.↗
NASA NTRS2013

Civilian Agency Industry Working Group EVM World Update

Objectives include: Promote the use of standards ]based, objective, and quantitative systems for managing projects and programs in the federal government. Understand how civilian agencies in general, manage their projects and programs. Project management survey expected to go out soon to civilian agencies. Describe how EVM and other best practices can be applied by the government to better manage its project and programs irrespective of whether work is contracted out or the types of contracts employed. Develop model policies aimed at project and program managers that are transportable across the government.

Kerby, Jerald↗
NASA NTRS2009

Integrated Vehicle Health Management Project-Modeling and Simulation for Wireless Sensor Applications

This paper describes the efforts in modeling and simulating electromagnetic transmission and reception as in a wireless sensor network through a realistic wing model for the Integrated Vehicle Health Management project at the Glenn Research Center. A computer model in a standard format for an S-3 Viking aircraft was obtained, converted to a Microwave Studio software format, and scaled to proper dimensions in Microwave Studio. The left wing portion of the model was used with two antenna models, one transmitting and one receiving, to simulate radio frequency transmission through the wing. Transmission and reception results were inconclusive.

Wallett, Thomas M.↗
NASA NTRS2011

Reducing NPR 7120.5D to Practice: Transitioning from Design Reviews to the SIR Hardware Review

The Gravity Recovery And Interior Laboratory (GRAIL) mission was the first Jet Propulsion Laboratory (JPL) project initiated under NASA's revised rules for space flight project management, NPR 7120.5D, "NASA Space Flight Program and Project Management Requirements." NASA selected GRAIL through a competitive Announcement of Opportunity process and funded its Phase B Preliminary Design effort. The team's first major milestone was a JPL institutional milestone, the Project Mission System Review (PMSR), which proved an excellent tune-up for the end-of-Phase-B NASA life-cycle review, the Preliminary Design Review (PDR). Building on JPL experience on the Prometheus and Juno projects, the team successfully organized for and conducted these reviews on an aggressive schedule. For the Project Critical Design Review (CDR), lessons learned from the PDR and updated Standing Review Board (SRB) practices from the Agency were factored into the review preparation effort. Additionally, the review was held at the Principal Investigator's institution, the Massachusetts Institute of Technology, rather than at the project management center (JPL), which necessitated additional cross-country coordination steps. The PMSR, PDR, and CDR were design reviews and largely paper-oriented. For the System Integration Review (SIR), the project needed to transition to a hardware review and deal with paper in a very different manner. While many of the practices employed for the design reviews were modified and retained (e.g., review preparation team, gate products management, pre-reviews, SRB coordination), the review agenda, presentation style, and slide templates were significantly changed. A key success factor concerned the handling of project open paper, which was succinctly and effectively communicated to the SRB in presentations.This paper provides a brief overview of the GRAIL mission and its project management challenges, provides a detailed description of project SIR preparation and execution activities, including positive and negative lessons learned and identifies recommendations for future NASA (and non- NASA) project teams.

NPR 7120.5D↗
NASA NTRS2000

Antennas Designed for Advanced Communications for Air Traffic Management (AC/ATM) Project

The goal of the Advanced Communications for Air Traffic Management (AC/ATM) Project at the NASA Glenn Research Center at Lewis Field is to enable a communications infrastructure that provides the capacity, efficiency, and flexibility necessary to realize a mature free-flight environment. The technical thrust of the AC/ATM Project is targeted at the design, development, integration, test, and demonstration of enabling technologies for global broadband aeronautical communications. Since Ku-band facilities and equipment are readily available, one of the near-term demonstrations involves a link through a Kuband communications satellite. Two conformally mounted antennas will support the initial AC/ATM communications links. Both of these are steered electronically through monolithic microwave integrated circuit (MMIC) amplifiers and phase shifters. This link will be asymmetrical with the downlink to the aircraft (mobile vehicle) at a throughput rate of greater than 1.5 megabits per second (Mbps), whereas the throughput rate of the uplink from the aircraft will be greater than 100 kilobits per second (kbps). The data on the downlink can be narrow-band, wide-band, or a combination of both, depending on the requirements of the experiment. The AC/ATM project is purchasing a phased-array Ku-band transmitting antenna for the uplink from the test vehicle. Many Ku-band receiving antennas have been built, and one will be borrowed for a short time to perform the initial experiments at the NASA Glenn Research Center at Lewis Field. The Ku-band transmitting antenna is a 254-element MMIC phased-array antenna being built by Boeing Phantom Works. Each element can radiate 100 mW. The antenna is approximately 43-cm high by 24-cm wide by 3.3-cm thick. It can be steered beyond 60 from broadside. The beamwidth varies from 6 at broadside to 12 degrees at 60 degrees, which is typical of phased-array antennas. When the antenna is steered to 60 degrees, the beamwidth will illuminate approximately five satellites on the orbital arc. Spread spectrum techniques will be employed to keep the power impinging on the adjacent satellites below their noise floor so that no interference results. This antenna is power limited. If the antenna elements (currently 254) are increased by a factor of 4 (1024) or 16 (4096), the gain will increase and the beamwidth will decrease in proportion. For the latter two antenna sizes, the power must be "backed off" to prevent interference with the neighboring satellites. The receiving antenna, which is approximately 90-cm high, 60-cm wide, and 3.5-cm thick, is composed of 1500 phased-array elements. The system phased-array controller can control both a 1500-element receiving antenna and a 500-element transmitting antenna. For ground testing, this controller will allow manual beam pointing and polarization alignment. For normal operation, the system can be connected to the receiving antenna and the navigation system for real-time autonomous track operation. This will be accomplished by first pointing both antennas at the satellite using information from the aircraft data bus. Then, the system phased-array controller will electronically adjust the antenna pointing of the receiving antenna to find the peak signal. After the peak signal has been found, the beam of the transmitting antenna will be pointed to the same steering angles as the receiving antenna. For initial ground testing without an aircraft, the ARINC 429 data bus (ARINC Inc., Annapolis, Maryland) will be simulated by a gyro system purchased for the follow-on to the Monolithic Microwave Integrated Circuit (MMIC) Arrays for Satellite Communication on the Move (MASCOM) Project. MASCOM utilized the Advanced Communications Technology Satellite (ACTS) with a pair of Ka-band experimental phased-array antennas.

Zakrajsek, Robert J.↗
NASA NTRSDate not supplied

Students Solving Problems for ISS and Beyond: Inspiring the Next-Generation

Students Solving Problems for ISS and Beyond: Inspiring the Next-Generation Session Title: Students Solving Problems for ISS and Beyond: Inspiring the Next-Generation Session Description: NASA High school students United with NASA to Create Hardware (HUNCH) mission is to empower and inspire students through a Project-Based Learning program where 7-12 grade students learn 21st century skills and can launch their careers through participation in the design and fabrication of real-world valued products for NASA. With six different tracks consisting of Design & Prototype, Culinary Challenge, Softgoods, Precision Machining, Software, and Video Challenge, students are given the opportunity to create solutions for the International Space Station (ISS), the Moon, and beyond. Many projects are requested by the Crew to help ease living conditions, giving students the opportunity to make an impact on the lives of Astronauts. Other projects come directly from NASA and its partners. Join our session to learn how NASA is working with teachers across the country to mentor the next generation of scientists and engineers to solve some of NASA’s greatest challenges. Learning Outcomes: 1. Describe the NASA HUNCH Program, including the program objectives, goals, and strategic partnerships for middle school and high school outreach and advocacy efforts. 2. Identify the innovative strategies NASA is using to work with middle and high school students to solve real-world problems 3. Use the knowledge gained to inspire the next generation of scientists and engineers Session Track: Advocacy & Outreach Specialized Focus Area: Women in Government and Military Learning Level: Foundational Session Format: Listen & Learn Speaker Qualifications: 1. Deboshri Sadhukhan • Current Job Title: Deputy Project Manager • Topic Experience (years of experience related to proposed topic): 1-5 years • Biography: Deboshri Sadhukhan is an engineer for NASA Glenn Research Center (GRC). She has worked on numerous projects — from International Space Station (ISS) fluid technologies, to Orion European Service Module propulsion, to planetary science missions and other game-changing technologies. Her roles have ranged from Project Manager to System Safety Lead. She currently serves as a GRC Regional Mentor for the High school students United with NASA to Create Hardware (HUNCH) program. She also serves as Deputy Project Manager for an ISS payload and Safety & Mission Assurance Lead for a Radioisotope Power Systems project. In these roles, she oversees each phase of a project from beginning to end and provides leadership to increase the reliability, maintainability and system safety of hardware and personnel throughout the system life cycle. She holds a Bachelor of Science in Electrical Engineering from The University of Akron. 2. Nancy Hall • Current Job Title: Project Manager • Topic Experience: 20+ years • Biography: Nancy Rabel Hall earned a B.S. degree in Space Sciences from Florida Institute of Technology and a M.S. degree in Mechanical Engineering from the University of Toledo. She has been at NASA Glenn for over 30 years. She has led several International Space Station experiments that studied how the behavior of fluids and fluid systems behave differently in microgravity as compared to here on Earth. She is also the High school students United with NASA to Create Hardware (HUNCH) project manager, a program that allows students to design and fabricate hardware and softgoods for NASA as well as participate in a culinary and video challenge. She enjoys talking to the public and students about the work being done at NASA as well as showing students how math and science can be fun. She is an amateur radio operator, enjoys playing golf, and reading science fiction and fantasy books.

HUNCH↗
NASA NTRS2009

JPL Project Information Management: A Continuum Back to the Future

This slide presentation reviews the practices and architecture that support information management at JPL. This practice has allowed concurrent use and reuse of information by primary and secondary users. The use of this practice is illustrated in the evolution of the Mars Rovers from the Mars Pathfinder to the development of the Mars Science Laboratory. The recognition of the importance of information management during all phases of a project life cycle has resulted in the design of an information system that includes metadata, has reduced the risk of information loss through the use of an in-process appraisal, shaping of project's appreciation for capturing and managing the information on one project for re-use by future projects as a natural outgrowth of the process. This process has also assisted in connection of geographically disbursed partners into a team through sharing information, common tools and collaboration.

Information Management↗
NASA NTRS2016

Information Management Platform for Data Analytics and Aggregation (IMPALA) System Design Document

The System Design document tracks the design activities that are performed to guide the integration, installation, verification, and acceptance testing of the IMPALA Platform. The inputs to the design document are derived from the activities recorded in Tasks 1 through 6 of the Statement of Work (SOW), with the proposed technical solution being the completion of Phase 1-A. With the documentation of the architecture of the IMPALA Platform and the installation steps taken, the SDD will be a living document, capturing the details about capability enhancements and system improvements to the IMPALA Platform to provide users in development of accurate and precise analytical models. The IMPALA Platform infrastructure team, data architecture team, system integration team, security management team, project manager, NASA data scientists and users are the intended audience of this document. The IMPALA Platform is an assembly of commercial-off-the-shelf (COTS) products installed on an Apache-Hadoop platform. User interface details for the COTS products will be sourced from the COTS tools vendor documentation. The SDD is a focused explanation of the inputs, design steps, and projected outcomes of every design activity for the IMPALA Platform through installation and validation.

Carnell, Andrew↗
NASA NTRS2008

Reducing NPR 7120.5D to Practice: Preparing for a Life-Cycle Review

In March 2007, NASA issued revised rules for space flight project management, NPR 7120.5D, 'NASA Space Flight Program and Project Management Requirements.' Central to the new rules was the construct of Key Decision Points, maturity gates that the project team must pass in order to continue development. In order that the KDP decision be fully informed, the NPR required, as entrance criteria for the gate, the generation and delivery of specified planning, technical, and cost/schedule documents (gate products) and a life-cycle review, the Preliminary Design Review. Building on JPL experience on the Prometheus and Juno projects, the team successfully organized for and conducted these reviews on an aggressive schedule. Key actions were taken to proactively interact with the SRB, produce high-quality gate products with stakeholder review, generate review presentation materials, and handle a myriad of supporting logistical functions. A review preparation team was established, including a Review Captain and leads for documentation, information systems, and logistics, and their roles, responsibilities and task assignments were identified. Aids were produced, including a detailed review preparation schedule and a comprehensive gate products production table. Institutional support was leveraged early and often. Implementation strategy reflected the needs of a nationally-distributed team, as well as applicable export control and IT security requirements. This paper gives a brief overview of the GRAIL mission and its project management challenges, provides a detailed description of project PMSR and PDR preparation and execution activities, including positive and negative lessons learned, and identifies recommendations for future NASA (and non-NASA) project teams.

NPR 7120.5D↗
DOE OSTI2020

The Dark Energy Spectrographic Instrument (DESI) Corrector Assembly

The specific research of the DESI project is to study in detail the expansion history of the Universe over the past 10 billion years. In order to do this, the project designed, fabricated, tested and commissioned the DESI instrument which has been deployed at the Mayall Telescope at the Kitt Peak National Observatory near Tucson, Arizona. The DESI project was conducted by approximately 30 US and foreign national laboratories. Our CRADA with University College London (UCL) involved both research planning for eventual observing on the DESI telescope; and in the build of the optical corrector, a major part of the instrument. The key major goals of this CRADA were achieved. For survey planning, Drs. Lahav, Abdalla, Peiris, Pontzen and Dr. Farihi were all important contributors to the working groups to which they were assigned. Their modelling efforts, cosmological simulations, target selection and analyses of imaging surveys have been vital in the early planning for targets during commissioning. The major role UCL played in the development of the instrument was performed by Drs. Doel and Brooks. The optical corrector components were developed by scientists and engineers at Lawrence Berkeley National Laboratory and at Fermi National Accelerator Laboratory. UCL was assigned the arduous responsibility for creating the instrumentation necessary to take all the separate components (lenses, cells, rings) and incorporate them, while precisely aligning the optics. Following that, they installed the corrector inside the barrel and shipped everything to the Mayall. It was a great success that the optical barrel arrived safely in good condition. Drs. Doel and Brooks were involved in every step of the fabrication and kept in constant contact with the LBNL DESI Project Manager and Project Director. They were extremely successful in their alignment, which was proved by early observations. First light on the telescope was achieved on October 22, 2020. The first spectrum was taken of a random star at zenith. Shortly thereafter, the telescope slewed to M33 and several spectra were taken there and later in the Persus nebula. It was a major accomplishment for the project.

79 ASTRONOMY AND ASTROPHYSICS↗
NASA NTRS1998

Software Smarts

Under an SBIR (Small Business Innovative Research) contract with Johnson Space Center, Knowledge Based Systems Inc. (KBSI) developed an intelligent software environment for modeling and analyzing mission planning activities, simulating behavior, and, using a unique constraint propagation mechanism, updating plans with each change in mission planning activities. KBSI developed this technology into a commercial product, PROJECTLINK, a two-way bridge between PROSIm, KBSI's process modeling and simulation software and leading project management software like Microsoft Project and Primavera's SureTrak Project Manager.

Source record↗
NASA NTRS2002

ASK Talks with W. Scott Cameron

This paper presents an interview with Scott Cameron who is the Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble. He has been managing capital projects and mentoring other project managers for the past 20 years at Procter and Gamble within its Beauty Care, Health Care, Food and Beverage, and Fabric and Home Care Businesses. Scott also has been an Academy Sharing Knowledge (ASK) feature writer since Volume One.

Cameron, W. Scott↗
NASA NTRS2003

ASK Magazine

Many of the stories in this magazine for NASA project managers are written by project managers, who use anecdotes from their experience to illustrate managerial lessons. This issue also includes features, an interview, and book reviews.

Post, Todd↗
NASA NTRS2004

Cleaning Out the Closet

I have noted during my career that there is a never ending amount of rules and restrictions forced upon project managers under the guise of helping them "be succesful" in managing their projects. It appears to be a one-way street, but few (if any) are removed.

Cameron, W. Scott↗
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/GUNNS 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 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. Additionally simulation of EVAs conducted from the exploration module was added. Since the focus of the exploration module is to provide a habitat during deep space operations the EVA simulation approach to EVA is based on ISS EVA protocol and processes. Case studies have been run to show the relative effect of performance changes on vehicle resources.

Chambliss, Joe↗
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.↗