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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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At least 253 records · Page 14
All sourcesNASA NTRSDOE OSTI
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↗
NASA NTRS2000

The Faster, Better, Cheaper Approach to Space Missions: An Engineering Management Assessment

This paper describes, in viewgraph form, the faster, better, cheaper approach to space missions. The topics include: 1) What drives "Faster, Better, Cheaper"? 2) Why Space Programs are Costly; 3) Background; 4) Aerospace Project Management (Old Culture); 5) Aerospace Project Management (New Culture); 6) Scope of Analysis Limited to Engineering Management Culture; 7) Qualitative Analysis; 8) Some Basic Principles of the New Culture; 9) Cause and Effect; 10) "New Ways of Doing Business" Survey Results; 11) Quantitative Analysis; 12) Recent Space System Cost Trends; 13) Spacecraft Dry Weight Trend; 14) Complexity Factor Trends; 15) Cost Normalization; 16) Cost Normalization Algorithm; 17) Unnormalized Cost vs. Normalized Cost; and 18) Concluding Observations.

Hamaker, Joe↗
NASA NTRS2018

Validation & Verification of Electrical Components B2 Test Facility

The research focus of this project is to assist in the closure of Measurement, Monitoring and Control System (MMCS) and other electrical requirements in support of the B2 Space Launch System (SLS) Core Stage Green Run Test Project. Alongside this goal I am to understand project management tools to analyze and control activities/tasks associated with those items. The project I am working on will assist electrical engineers in developing and or identifying closure rationale for the MMCS and electrical requirements. Also as serving the role of a training project manager, I am to develop and maintain a method for tracking progress with estimate completion dates specifically identifying those items during this performance window. The methods I used in order to perform the research consisted of worddocuments, excel sheets, and pdf documents needed for review. For example, documents consisted of: a SLS Core Stage Green Run Facility Requirement Document (FRD) identifying the SSC MMCS and electrical requirements, a Stage Controller to SSC Interface Control Document (ICD) identifying the SSC requirements, and the B2 SLS Core Stage Green Run Test project System Requirements Document (SRD) which identifies the MMCS and electrical requirements. The files were sent to me by both mentors, Mr. Barry Robinson and Ms. Dawn Davis. Overall, the review process for the word documents and excel spreadsheets proved to be successful. The data for the electrical components were accurate and were consistent with the original recorded data. However, the consistency with the pdf documents did not follow up all the way. Attention to this mistake was made and further revisions were done in order for the data to agree with each other. Furthermore, an itinerary was designed using Microsoft Outlook in order to track progress with estimated completion dates. This project contributes to NASA/Center Missions and Goals through the Waterfall Model. The Waterfall Model is a linear system used for engineering design. In the Waterfall Model, the fourth step is Verification and Validation. This involves installation, testing, and debugging of the B2 SLS Core Stage electrical components. For the SLS Core Stage Green Run Test Project, each requirement contained in this approved requirements set will have at least one Verification Item (VI) assigned to it. During the design phase, VIs will mostly consist of Analysis or Inspection types. Design phase VIs and closure information will be documented in Dynamics Data Management System (DDMS) in the form of analysis reports and design documentation.

Bastian, Tyler↗
NASA NTRS1994

Performance measurement: A tool for program control

Performance measurement is a management tool for planning, monitoring, and controlling as aspects of program and project management--cost, schedule, and technical requirements. It is a means (concept and approach) to a desired end (effective program planning and control). To reach the desired end, however, performance measurement must be applied and used appropriately, with full knowledge and recognition of its power and of its limitations--what it can and cannot do for the project manager. What is the potential of this management tool? What does performance measurement do that a traditional plan vs. actual technique cannot do? Performance measurement provides an improvement over the customary comparison of how much money was spent (actual cost) vs. how much was planned to be spent based on a schedule of activities (work planned). This commonly used plan vs. actual comparison does not allow one to know from the numerical data if the actual cost incurred was for work intended to be done.

Abell, Nancy↗
NASA NTRS1999

Continuous Risk Management: An Overview

Software risk management is important because it helps avoid disasters, rework, and overkill, but more importantly because it stimulates win-win situations. The objectives of software risk management are to identify, address, and eliminate software risk items before they become threats to success or major sources of rework. In general, good project managers are also good managers of risk. It makes good business sense for all software development projects to incorporate risk management as part of project management. 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 implement risk management. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This is an introductory tutorial to continuous risk management based on this course. The rational for continuous risk management and how it is incorporated into project management are discussed. The risk management structure of six functions is discussed in sufficient depth for managers to understand what is involved in risk management and how it is implemented. These functions include: (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.

Rosenberg, Linda↗
NASA NTRS1967

Technical facilities catalog, volume II

This Technical Facilities Catalog has been developed in response to an increasing demand for general and specific information on NASA technical facilities. The Catalog is intended to: a)provide NASA management, facilities managers, program and project managers, individual research engineers and scientists, and other agencies of the Government with knowledge of existing NASA research, development, test and evaluation facilities and b)provide the reader with a basic concept of the capabilities and functions of the wide variety of NASA technical facilities and the technological areas they support.

Wind tunnel↗
NASA NTRS1992

Materials And Processes Technical Information System (MAPTIS) LDEF materials database

The Materials and Processes Technical Information System (MAPTIS) is a collection of materials data which was computerized and is available to engineers in the aerospace community involved in the design and development of spacecraft and related hardware. Consisting of various database segments, MAPTIS provides the user with information such as material properties, test data derived from tests specifically conducted for qualification of materials for use in space, verification and control, project management, material information, and various administrative requirements. A recent addition to the project management segment consists of materials data derived from the LDEF flight. This tremendous quantity of data consists of both pre-flight and post-flight data in such diverse areas as optical/thermal, mechanical and electrical properties, atomic concentration surface analysis data, as well as general data such as sample placement on the satellite, A-O flux, equivalent sun hours, etc. Each data point is referenced to the primary investigator(s) and the published paper from which the data was taken. The MAPTIS system is envisioned to become the central location for all LDEF materials data. This paper consists of multiple parts, comprising a general overview of the MAPTIS System and the types of data contained within, and the specific LDEF data element and the data contained in that segment.

Davis, John M.↗
NASA NTRS2002

Conference Report: Masters Forum IV, February 2002

The purpose of the APPL Masters Forum is to bring together some of the best project managers at NASA, as well as those in industry and other government agencies, for 2 1/2 days of knowledge sharing. The project managers come eager to reflect on their project experiences, to learn new things from one another--and to unlearn a few things, too. This was the fourth Masters Forum, and the first one held outside Washington, DC. Fifty participants from across the country came to Dallas at the American Airlines Conference Center, a wonderful facility that was conveniently located by the airport and yet still seemed isolated from the rest of the world. Masters Forum IV was also the first one held during the winter. Previous Masters Forums have been during the summer. Hot, sticky Washington, D.C. in the summer may sound unpleasant, but frankly the popularity of earlier Forums is what led to this annual event becoming a semiannual one.

Post, Todd↗
NASA NTRS2002

Airspace Systems Program: Virtual Airspace Modeling and Simulation Project

The Airspace Systems Program (ASP) has identified a set of goals based on projections of annual passenger demands. The topics of discussion include: 1) Virtual Airspace Modeling and Simulation Project (VAMS) Project Description; 2) VAMS Project Management; 3) VAMS Project Schedule; and 4) Technical Interchange Meeting (TIM). This paper is in viewgraph form.

Jacobsen, Robert↗