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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.

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All sourcesNASA NTRSDOE OSTI
NASA NTRS2003

Tipping the Balance

As an activist for the project community at NASA's Ames Research Center, I see my role as finding out what resource project managers need to help them run successful projects. I need to go out and advocate for those resources, if necessary, and I need to be supportive, not just for the projects, but also for the project managers and their teams. It's not something I can do sitting at my desk waiting for the phone to ring. To me, that's what an activist does. It's public service. In this case my public is the project-practitioner community.

Smith, Claire↗
NASA NTRS2002

Customer Responsiveness

If you know anyone who's been involved in building a spacecraft, I'm sure you've heard the mantra, 'Test what you fly, and fly what you test.' Listen to a project manager from my institution (The Johns Hopkins Applied Physics Laboratory, a.k.a. APL) talking in his or her sleep, and this is likely what you're going to hear. At APL, we do a lot of testing. We probably do more testing in the initial stages of a project than we could explain to review boards. Perhaps we are conservative in this respect, but our project managers and engineers believe in getting a good night's sleep before a launch, and testing is a good way of ensuring that. So you can imagine my reaction when the NASA project manager, Don Margolies, suggested that on the Advanced Composition Explorer (ACE) mission we pull all the instruments off the spacecraft after we had just completed the full range of environmental testing. This would allow the scientists to do a better job of calibrating their instruments.

Chiu, Mary↗
NASA NTRS2001

Institutionalizing Lessons Learned

The NASA Integrated Action Team (NIAT) was formed by the NASA Administrator in March 2000. The purpose of this team was to identify the actions that NASA must take to address systemic findings reported in 4 different anomaly investigations. Team membership represented senior managers from all the field centers and NASA Headquarters. NIAT report addressed 165 findings and developed 17 action plans that are described in five themes: people and teams, technology, risk, formulation rigor, and communications. The NIAT actions present a systems solution for strengthening formulation and implementation of programs and improving the environment for their support. NIAT results included: enhancing success by avoiding failures that could have been prevented through good planning and sound practice; ensuring that prudent risks do not compromise safety; and ensuring that mission risks are objectively assessed, appropriately mitigated and consciously accepted by the program team and customers. Definitions of Faster, Better, Cheaper and Success Criteria were also developed and included as part of the NIAT report. As a result of the NIAT report, program and project management process changes were incorporated into NASA's quality system documentation, including NPG 7120.513, "NASA Program and Project Management Processes and Requirements. This paper describes the NIAT results and the resulting updates to NPG 7120.5 that keep this program and project management description a living process.

McBrayer, Robert O.↗
NASA NTRS2002

When My Name Suddenly Was "Murphy"

The author recounts how he was named the Launch Vehicle Manager for the Mars Pathfinder mission, after his project manager suffered a heart attack shortly before launch. He explains that he was prepared for the sudden responsibilities, since his project manager required that he learn many new skills.

Mitchell, David↗
NASA NTRS2017

Extension of MBSE for Project Programmatics Management on the Asteroid Redirect Robotic Mission

Model-based Systems Engineering can be employed beyond management of the technical architecture development of a system to also manage the programmatics associated with Systems Engineering activities of a project. On NASA’s Asteroid Redirect Robotic Mission, MBSE has been successfully employed to manage, generate, and interact with the documentation-based deliverables associated with System Engineering activities. This has been involved in defining and tracking project document, milestone, and personnel metadata via the same modeling framework used for the technical architecture management. Additionally, it has focused on improving overall user experiences through linkage of documentation to technical content in the system model, automation of manually intensive tasks, and others stakeholderoriented features.

Mozafari, Tanaz↗
NASA NTRS2014

America's Next Great Ship: Space Launch System Core Stage Transitioning from Design to Manufacturing

The Space Launch System (SLS) Program is essential to achieving the Nation's and NASA's goal of human exploration and scientific investigation of the solar system. As a multi-element program with emphasis on safety, affordability, and sustainability, SLS is becoming America's next great ship of exploration. The SLS Core Stage includes avionics, main propulsion system, pressure vessels, thrust vector control, and structures. Boeing manufactures and assembles the SLS core stage at the Michoud Assembly Facility (MAF) in New Orleans, LA, a historical production center for Saturn V and Space Shuttle programs. As the transition from design to manufacturing progresses, the importance of a well-executed manufacturing, assembly, and operation (MA&O) plan is crucial to meeting performance objectives. Boeing employs classic techniques such as critical path analysis and facility requirements definition as well as innovative approaches such as Constraint Based Scheduling (CBS) and Cirtical Chain Project Management (CCPM) theory to provide a comprehensive suite of project management tools to manage the health of the baseline plan on both a macro (overall project) and micro level (factory areas). These tools coordinate data from multiple business systems and provide a robust network to support Material & Capacity Requirements Planning (MRP/CRP) and priorities. Coupled with these tools and a highly skilled workforce, Boeing is orchestrating the parallel buildup of five major sub assemblies throughout the factory. Boeing and NASA are transforming MAF to host state of the art processes, equipment and tooling, the most prominent of which is the Vertical Assembly Center (VAC), the largest weld tool in the world. In concert, a global supply chain is delivering a range of structural elements and component parts necessary to enable an on-time delivery of the integrated Core Stage. SLS is on plan to launch humanity into the next phase of space exploration.

Birkenstock, Benjamin↗
NASA NTRS2015

Earned Value Management (EVM): Reference Guide for Project-Control Account Managers

The purpose of this guide is intended to be a quick reference for a Project-Control Account Manager (P CAM) or technical manager empowered with a project’s cost, schedule, and technical responsibilities of a control account(s) when Earned Value Management (EVM) is required. The overall objective is to support the P CAM in performing their responsibilities as they relate to EVM. In addition, the reference guide describes at a summary level how the scope, schedule, and budget of a project integrate for optimal planning and control of prime contracts and in-house projects.

Control Account Manager↗
NASA NTRS2010

Managing the Development of the Wide-Field Infrared Survey Explorer Mission

The Wide-field Infrared Survey Explorer (WISE), a NASA Medium-Class Explorer (MIDEX) mission, is surveying the entire sky in four bands from 3.4 to 22 microns with a sensitivity hundreds to hundreds of thousands times better than previous all-sky surveys at these wavelengths. The single WISE instrument consists of a 40 cm three-mirror anastigmatic telescope, a two-stage solid hydrogen cryostat, a scan mirror mechanism, and reimaging optics giving 6" resolution (full-width-half-maximum). WISE was placed into a Sun-synchronous polar orbit on a Delta II 7320 launch vehicle on December 14, 2009. NASA selected WISE as a MIDEX in 2002 following a rigorous competitive selection process. To gain further confidence in WISE, NASA extended the development period one year with an option to cancel the mission if certain criteria were not met. MIDEX missions are led by the principal investigator who in this case delegated day-to-day management to the project manager. With a cost cap and relatively short development schedule, it was essential for all WISE partners to work seamlessly together. This was accomplished with an integrated management team representing all key partners and disciplines. The project was developed on budget and on schedule in spite of the need to surmount significant technical challenges. This paper describes our management approach, key challenges and critical decisions made. Results are described from a programmatic, technical and scientific point of view. Lessons learned are offered for projects of this type.

cryogenic↗
NASA NTRS1996

Fast Track Study

The NASA Fast Track Study supports the efforts of a Special Study Group (SSG) made up of members of the Advanced Project Management Class number 23 (APM-23) that met at the Wallops Island Management Education Center from April 28 - May 8, 1996. Members of the Class expressed interest to Mr. Vem Weyers in having an input to the NASA Policy Document (NPD) 7120.4, that will replace NASA Management Institute (NMI) 7120.4, and the NASA Program/Project Management Guide. The APM-23 SSG was tasked with assisting in development of NASA policy on managing Fast Track Projects, defined as small projects under $150 million and completed within three years. 'Me approach of the APM-23 SSG was to gather data on successful projects working in a 'Better, Faster, Cheaper' environment, within and outside of NASA and develop the Fast Track Project section of the NASA Program/Project Management Guide. Fourteen interviews and four other data gathering efforts were conducted by the SSG, and 16 were conducted by Strategic Resources, Inc. (SRI), including five interviews at the Jet Propulsion Laboratory (JPL) and one at the Applied Physics Laboratory (APL). The interviews were compiled and analyzed for techniques and approaches commonly used to meet severe cost and schedule constraints.

Source record↗
NASA NTRS2012

Summer Final Report

The summer of 2012 has been filled with many memorable events and activities. As an intern, I had responsibilities that had to be fulfilled. My tour of duty was completed as an administrative student trainee in the Information Technology and Communications Services Business Office (IT-A). In accordance with the Business Objectives and Agreement of the Business Office and my performance plan, I was to provide business office support, improve business, project management, and technical work processes. With this being stated, I supported a project called "The Big Move Project" (TBMP), which will take course over the next several years. The Big Move Project is the planning of the Information Technology (IT) Directorate's relocation to various buildings in the course of upcoming years, when designs and the building of Central Campus have been completed. Working directly with my supervisor and the project manager, I was responsible for gathering both administrative and operational area requirements for the Information Technology (IT) Directorate, along with its outsourced support and contractors, such as IMCS, NICS, and ACES. My first action was to create rubrics that will serve as a guideline for the information that should be given by each branch of IT. After receiving that information via a few KAITS actions, I was able to start the consolidation process, and begin working on a presentation. A SharePoint was created shortly after for others to view the progression of the project, which I managed. During the consolidation ofthis information, I would occasionally present to the IT Deputy Director and IT Chiefs. The draft of this presentation was shown to employees of Center Operations (T A) and stakeholders-IT Chief Officers and contractor managers-in the relocation of IT to make them aware of what requirements must be met that will enable IT to be accommodated appropriately in the design of Central Campus Phase 11-the time in which IT and its contractors are scheduled to be relocated. Besides supporting TBMP, I also supported the Section 508 Policy Compliance Coordinator, R. Liang. Section 508 is a policy that requires employers to implement accessibility assurance of information and technology to disabled communities. On Thursday, July 19, 2012, I was able to go to Camp Boggy Creek-a camp for disabled children-for an education outreach, in collaboration with the Education Office. We shared with them information about how astronauts live and work in space, they were able to ride hovercrafts, build paper rockets, and then launch them outside. Although this outreach was quite fun with the kids at the camp, this was a learning opportunity to gain some insight to those with cognitive and physical disabilities, the problems they typically face, and in tum, how to accommodate those with disabilities in the work environment. In the process of implementing accessibility and Section 508 compliance, I attended various teleconferences, did field runs to supply closed-caption call phones to employees with limited hearing, and helped with the development of the charter ofthe Section 508 Compliance Working Group.

Makidi, Nitou↗
NASA NTRS2008

Choosing and Developing the Right Leadership Styles for Projects

Analyzing extensive questionnaires completed by 400 project management professionals, Professor Rodney Turner of the Lille Graduate School of Management and I have identified competencies that contribute significantly to project management success. Our research helps define the managerial and emotional competencies needed to make projects work. We also found that different kinds of projects call for different combinations of competencies.

Mueller, Ralf↗
NASA NTRS1988

STS-26 Preflight Press Briefing: Shuttle Systems Changes (2)

This NASA KSC video release presents part of a press conference held prior to Discovery flight STS-26, the first shuttle mission flown following the 51-L Challenger accident. The video includes presentations by Gerald Smith (Solid Rocket Booster (SRB) Project Manager) and Joe Lombardo (Space Shuttle Main Engine (SSME) Project Manager) discussing the major changes that were made to the SRB and SSME between 51-L and STS-26. Mr. Smith's talk centered on the changes and redesigns made to the solid rocket motor field joint, the case to nozzle joint, the SRB aft skirt, and the ET aft attach ring. Mr. Lombardo discusses test data evaluation, SSME inspections and the SSME heat exchanger in particular.

Source record↗
NASA NTRS1997

Galileo Science Update

Live footage shows Jane Platt, JPL Public Information Office, introducing the moderator of the panel discussion. The moderator introduces the panel members include Bill O'Neil, Project Manager Galileo Primary Mission, Dr. Torrence V. Johnson Galileo Project Scientist, Prof. Ronald Greeley from Arizona State University Galileo Imaging Team, Bob Mitchell Project Manager Galileo Europa Mission, and Dr. Karen Buxbaum Galileo Science Planning Manager. The panelists give the audience information about the Galileo Mission and answers questions from the audience and from Kennedy Space Center. An animation of the Galileo Spacecraft approaching and passing Europa is presented. The panelists mentions High Resolution Images, Detail Gravity studies, Spectral Maps of non-ice materials, Jupiter studies, Callisto studies, Europa studies, and Io studies.

Source record↗
NASA NTRS2010

The WISE Satellite Development: Managing the Risks and the Opportunities

NASA's Wide-field Infrared Survey Explorer (WISE) MIDEX mission is surveying the entire sky in four infrared bands from 3.4 to 22 micrometers. The WISE instrument consists of a 40 cm telescope, a solid hydrogen cryostat, a scan mirror mechanism, and four 1K x1K infrared detectors. The WISE spacecraft bus provides communication, data handling, and avionics including instrument pointing. A Delta 7920 successfully launched WISE into a Sun-synchronous polar orbit on December 14, 2009. WISE was competitively selected by NASA as a Medium cost Explorer mission (MIDEX) in 2002. MIDEX missions are led by the Principal Investigator who delegates day-to-day management to the Project Manager. Given the tight cost cap and relatively short development schedule, NASA chose to extend the development period one year with an option to cancel the mission if certain criteria were not met. To meet this and other challenges, the WISE management team had to learn to work seamlessly across institutional lines and to recognize risks and opportunities in order to develop the flight hardware within the project resources. In spite of significant technical issues, the WISE satellite was delivered on budget and on schedule. This paper describes our management approach and risk posture, technical issues, and critical decisions made.

Risk Management↗
NASA NTRS2010

Life Cycle Cost Growth Study for the Discovery and New Frontiers Program Office

The D&NF Program Office LCC Management Study provides a detailed look at the drivers underlying cost overruns and schedule delays for five D&NF missions. While none of the findings are new, the study underlines the importance of continued emphasis on sound project management techniques: a clean project management structure with a clear definition of roles and responsibilities across the various partners in a project, an understanding of institutional standards and procedures and any differences among the partners, and the critical need for a comprehensive IMS that can be used easily and routinely to identify potential threats to the critical path. The study also highlights the continuing need for realistic estimates of the total LCC. Sufficient time and resources must be allocated early in a project to ensure that the appropriate trade studies and analyses are performed across all aspects of a mission: spacecraft, ground system, operations concept, and fault management, to ensure that proposed and confirmed costs truly reflect the resource requirements over the entire mission life cycle. These studies need to include a realistic review of the assumptions underlying the use of new technologies, the integration of heritage and new hardware and software into the total mission environment, and any development and test savings based on heritage technology and lessons learned. Finally, the LCC Management Study stresses the need to listen to, carefully consider, and take positive action regarding the issues raised during reviews by the expert review teams.

Barley, Bryan↗
NASA NTRS2008

The Realities of Managing Complex Space Missions like the James Webb Space Telescope

An overview of the James Webb Space Telescope (JWST) project and its status are presented. The JWST is a deployable infrared telescope with a 6.5 meter diameter segmented, adjustable primary mirror. It has a cryogenic temperature telescope and instruments suited for infrared performance. It will be launched in 2013 on an European Space Agency-supplied Ariane 5 rocket 20 Sun-Earth L2 for a 5-year mission. Compared to other telescopes the JWST: has a 2.7 time longer diameter and 2.7 time longer wavelength capability than the Hubble Space Telescope (HST), 38 times increased sensitivity at K band and 8 times increased sensitivity at H band than the HST NICMOS; and, 8-24 times better angular resolution than the Spitzer. An instrument overview and integration and test flow overview are provided. The JWST project management approach, including organizational chart, program phases, technology status, and project critical path summary, are included. Additionally, project management tools and guidelines are are outlined.

Sabelhaus, Phil↗
NASA NTRS2016

Hypergol Maintenance Facility Hazardous Waste South Staging Areas, SWMU 070 Corrective Measures Implementation

This document presents the Corrective Measures Implementation (CMI) Year 10 Annual Report for implementation of corrective measures at the Hypergol Maintenance Facility (HMF) Hazardous Waste South Staging Areas at Kennedy Space Center, Florida. The work is being performed by Tetra Tech, Inc., for the National Aeronautics and Space Administration (NASA) under Indefinite Delivery Indefinite Quantity (IDIQ) NNK12CA15B, Task Order (TO) 07. Mr. Harry Plaza, P.E., of NASA's Environmental Assurance Branch is the Remediation Project Manager for John F. Kennedy Space Center. The Tetra Tech Program Manager is Mr. Mark Speranza, P.E., and the Tetra Tech Project Manager is Robert Simcik, P.E.

CMI↗
NASA NTRS2003

Thanksgiving Hocus Pocus

I was managing the construction project, and I thought my biggest challenge was simply finishing the work in time for start of the holiday shopping season. The store opened three weeks before Thanksgiving. Everything looked great. Business picked up steadily as the serious spending season approached. Then, two days before Thanksgiving, disaster struck. The fire protection system was designed to prevent smoke and fire from reaching the merchandise. If a fire alarm went off anywhere in the building, the system went into a massive pressurization mode. Dampers would open and the system would pump in hundreds of cubic feet of air from outside into the store, pressurizing every square foot, preventing fire or smoke from spreading into the store. That night an unknown event tripped the alarm-and it sounded for six hours. The air conditioning system was still operational as the outside air temperatures had been warm all month. That night, however, temperatures plummeted to 20 degrees. With an alarm sounding in a building complex that covers many millions of square feet, no one paid attention to the cold air flowing into the space. Pipes froze and burst. Hundreds of gallons of water came down through the drywall, soaking merchandise, the carpet and the hardwood racks. This state of the art system, which had been designed to protect, was now responsible for unthinkable damage. You could be the among greatest project managers in world, but if you have an attitude and you give the client heartburn, unnecessary heartburn, you're not going to do more work with him. If you have a disaster like this one, and you manage to make everybody feel good and believe that you are going to take care of them, then everybody looks back on it and says, "You know what, this is a good project team; we work well together, so let's do another one."

Zazzali, Christian↗