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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 271 records · Page 15
All sourcesNASA NTRSDOE OSTI
NASA NTRS1983

Projecting manpower to attain quality

The resulting model is useful as a projection tool but must be validated in order to be used as an on-going software cost engineering tool. A procedure is developed to facilitate the tracking of model projections and actual data to allow the model to be tuned. Finally, since the model must be used in an environment of overlapping development activities on a progression of software elements in development and maintenance, a manpower allocation model is developed for use in a steady state development/maintenance environment. In these days of soaring software costs it becomes increasingly important to properly manage a software development project. One element of the management task is the projection and tracking of manpower required to perform the task. In addition, since the total cost of the task is directly related to the initial quality built into the software, it becomes a necessity to project the development manpower in a way to attain that quality. An approach to projecting and tracking manpower with quality in mind is described.

Rone, K. Y.↗
NASA NTRS1984

Project resources planning and control

This report contains instructional guidelines for the resources planning and control of research and development (R&D) projects managed by NASA's Langley Research Center (LaRC). Although written to serve primarily as a practical guide and reference for those LaRC personnel who perform resources planning, analysis, control, and reporting functions, it should also be meaningful to other NASA personnel who are directly or indirectly involved in or affected by these functions, especially project technical managers whose responsibilities include resources management. Certain sections should help Contractor personnel to better understand what resources information must usually be submitted on LaRC projects and what use is made of such information. The Project Manager of a large R&D project typicaly receives support from an Analyst in the area of resources management. The Analyst provides assistance in four functional areas: Planning, Analysis/Control, Administration, and Reporting. Each of these functions are discussed in detail. Examples of techniques used effectively on LaRC projects have been included where applicable. A considerable amount of information has been included on the use of Performance Measurement (Earned Value) Systems for contract cost control and reporting as little information is currently available on this subject in NASA publications.

Sibbers, C. W.↗
NASA NTRS1986

Project analysis and integration area

The objective of the Project Analysis and Integration Area (PA&I) is to support the planning, analysis, integration, and decision making activities of the Flat-plate Solar Array FSA) Project. Accordingly, PA&I supports the Project by developing and documenting Project plans based, in part, on the technical and economic assessments performed by PA&I of the various technical options. Goals for module technical performance and costs, derived from National Photovoltaics Program goals, are established by PA&I for each of the major technical activities in the Project. Assessments of progress toward achievement of goals are made to guide decision making within the Project.

Source record↗
NASA NTRS1988

NASA newsletters for the Weber Student Shuttle Involvement Project

Biweekly reports generated for the Weber Student Shuttle Involvement Project (SSIP) are discussed. The reports document the evolution of science, hardware, and logistics for this Shuttle project aboard the eleventh flight of the Space Transportation System (STS-41B), launched from Kennedy Space Center on February 3, 1984, and returned to KSC 8 days later. The reports were intended to keep all members of the team aware of progress in the project and to avoid redundancy and misunderstanding. Since the Weber SSIP was NASA's first orbital rat project, documentation of all actions was essential to assure the success of this complex project. Eleven reports were generated: October 3, 17 and 31; November 14 and 28; and December 12 and 17, 1983; and January 3, 16, and 23; and May 1, 1984. A subject index of the reports is included. The final report of the project is included as an appendix.

Morey-Holton, E. R.↗
NASA NTRS1984

The USL NASA PC R and D project: Detailed specifications of objects

The specifications for a number of projects which are to be implemented within the University of Southwestern Louisiana NASA PC R and D Project are discussed. The goals and objectives of the PC development project and the interrelationships of the various components are discussed. Six projects are described. They are a NASA/RECON simulator, a user interface to multiple remote information systems, evaluation of various personal computer systems, statistical analysis software development, interactive presentation system development, and the development of a distributed processing environment. The relationships of these projects to one another and to the goals and objectives of the overall project are discussed.

Dominick, Wayne D.↗
NASA NTRS1989

The integrated scheduling system: A case study in project management

A prototype project management system was developed for the Level III Project Office for the Space Station Freedom. The main goal was to establish a framework for the Space Station Project Office whereby Project and Office Managers can jointly establish and review scheduled milestones and activities. The objective was to assist office managers in communicating their objectives, milestones, schedules, and other project information more effectively and efficiently. Consideration of sophisticated project management systems was included, but each of the systems had limitations in meeting the stated objectives.

Bishop, Peter C.↗
NASA NTRS1993

Review of NASA's Hypersonic Research Engine Project

The goals of the NASA Hypersonic Research Engine (HRE) Project, which began in 1964, were to design, develop, and construct a hypersonic research ramjet/scramjet engine for high performance and to flight-test the developed concept over the speed range from Mach 3 to 8. The project was planned to be accomplished in three phases: project definition, research engine development, and flight test using the X-15A-2 research aircraft, which was modified to carry hydrogen fuel for the research engine. The project goal of an engine flight test was eliminated when the X-15 program was canceled in 1968. Ground tests of engine models then became the focus of the project. Two axisymmetric full-scale engine models having 18-inch-diameter cowls were fabricated and tested: a structural model and a combustion/propulsion model. A brief historical review of the project with salient features, typical data results, and lessons learned is presented.

Andrews, Earl H.↗
NASA NTRS1993

Software metrics: The key to quality software on the NCC project

Network Control Center (NCC) Project metrics are captured during the implementation and testing phases of the NCCDS software development lifecycle. The metrics data collection and reporting function has interfaces with all elements of the NCC project. Close collaboration with all project elements has resulted in the development of a defined and repeatable set of metrics processes. The resulting data are used to plan and monitor release activities on a weekly basis. The use of graphical outputs facilitates the interpretation of progress and status. The successful application of metrics throughout the NCC project has been instrumental in the delivery of quality software. The use of metrics on the NCC Project supports the needs of the technical and managerial staff. This paper describes the project, the functions supported by metrics, the data that are collected and reported, how the data are used, and the improvements in the quality of deliverable software since the metrics processes and products have been in use.

Burns, Patricia J.↗
NASA NTRS1994

Automated Procurement System (APS): Project management plan (DS-03), version 1.2

The National Aeronautics and Space Administration (NASA) Marshall Space Flight Center (MSFC) is implementing an Automated Procurement System (APS) to streamline its business activities that are used to procure goods and services. This Project Management Plan (PMP) is the governing document throughout the implementation process and is identified as the APS Project Management Plan (DS-03). At this point in time, the project plan includes the schedules and tasks necessary to proceed through implementation. Since the basis of APS is an existing COTS system, the implementation process is revised from the standard SDLC. The purpose of the PMP is to provide the framework for the implementation process. It discusses the roles and responsibilities of the NASA project staff, the functions to be performed by the APS Development Contractor (PAI), and the support required of the NASA computer support contractor (CSC). To be successful, these three organizations must work together as a team, working towards the goals established in this Project Plan. The Project Plan includes a description of the proposed system, describes the work to be done, establishes a schedule of deliverables, and discusses the major standards and procedures to be followed.

Murphy, Diane R.↗
NASA NTRS1997

Risk Management of NASA Projects

Various NASA Langley Research Center and other center projects were attempted for analysis to obtain historical data comparing pre-phase A study and the final outcome for each project. This attempt, however, was abandoned once it became clear that very little documentation was available. Next, extensive literature search was conducted on the role of risk and reliability concepts in project management. Probabilistic risk assessment (PRA) techniques are being used with increasing regularity both in and outside of NASA. The value and the usage of PRA techniques were reviewed for large projects. It was found that both civilian and military branches of the space industry have traditionally refrained from using PRA, which was developed and expanded by nuclear industry. Although much has changed with the end of the cold war and the Challenger disaster, it was found that ingrained anti-PRA culture is hard to stop. Examples of skepticism against the use of risk management and assessment techniques were found both in the literature and in conversations with some technical staff. Program and project managers need to be convinced that the applicability and use of risk management and risk assessment techniques is much broader than just in the traditional safety-related areas of application. The time has come to begin to uniformly apply these techniques. The whole idea of risk-based system can maximize the 'return on investment' that the public demands. Also, it would be very useful if all project documents of NASA Langley Research Center, pre-phase A through final report, are carefully stored in a central repository preferably in electronic format.

Sarper, Hueseyin↗
NASA NTRS1996

Distant Operational Care Centre: Design Project Report

The goal of this project is to outline the design of the Distant Operational Care Centre (DOCC), a modular medical facility to maintain human health and performance in space, that is adaptable to a range of remote human habitats. The purpose of this project is to outline a design, not to go into a complete technical specification of a medical facility for space. This project involves a process to produce a concise set of requirements, addressing the fundamental problems and issues regarding all aspects of a space medical facility for the future. The ideas presented here are at a high level, based on existing, researched, and hypothetical technologies. Given the long development times for space exploration, the outlined concepts from this project embodies a collection of identified problems, and corresponding proposed solutions and ideas, ready to contribute to future space exploration efforts. In order to provide a solid extrapolation and speculation in the context of the future of space medicine, the extent of this project's vision is roughly within the next two decades. The Distant Operational Care Centre (DOCC) is a modular medical facility for space. That is, its function is to maintain human health and performance in space environments, through prevention, diagnosis, and treatment. Furthermore, the DOCC must be adaptable to meet the environmental requirements of different remote human habitats, and support a high quality of human performance. To meet a diverse range of remote human habitats, the DOCC concentrates on a core medical capability that can then be adapted. Adaptation would make use of the DOCC's functional modularity, providing the ability to replace, add, and modify core functions of the DOCC by updating hardware, operations, and procedures. Some of the challenges to be addressed by this project include what constitutes the core medical capability in terms of hardware, operations, and procedures, and how DOCC can be adapted to different remote habitats.

Source record↗
NASA NTRS1998

Issues in NASA Program and Project Management. Special Edition: A Collection of Papers on NASA Procedures and Guidance 7120.5A

A key aspect of NASA's new Strategic Management System is improving the way we plan, approve, execute and evaluate our programs and projects. To this end, NASA has developed the NASA Program and Project Management processes and Requirements-NASA Procedures and Guidelines (NPG) 7120.5A, which formally documents the "Provide Aerospace Products and Capabilities" crosscutting process, and defines the processes and requirements that are responsive to the Program/Project Management-NPD 7120.4A. The Program/Project Management-NPD 7120.4A, issued November 14, 1996, provides the policy for managing programs and projects in a new way that is aligned with the new NASA environment. An Agencywide team has spent thousands of hours developing the NASA Program and Project Management Processes and Requirements-NPG 7120.5A. We have created significant flexibility, authority and discretion for the program and project managers to exercise and carry out their duties, and have delegated the responsibility and the accountability for their programs and projects.

Edward J. Hoffman↗
NASA NTRS2000

Understanding the Manager of the Project Front-End

Historical data and new findings from interviews with managers of major National Aeronautics and Space Administration (NASA) projects confirm literature reports about the criticality of the front-end phase of project development, where systems engineering plays such a key role. Recent research into the management of ten contemporary NASA projects, combined with personal experience of the author in NASA, provide some insight into the relevance and importance of the project manager in this initial part of the project life cycle. The research findings provide evidence of similar approaches taken by the NASA project manager.

Mulenburg, Gerald M.↗
NASA NTRS2002

AVST Morphing Project Research Summaries in Fiscal Year 2001

The Morphing project at the National Aeronautics and Space Agency's Langley Research Center is part of the Aerospace Vehicle Systems Program Office that conducts fundamental research on advanced technologies for future flight vehicles. The objectives of the Morphing project are to develop and assess advanced technologies and integrated component concepts to enable efficient, multi-point adaptability in air and space vehicles. In the context of the project, the word "morphing" is defined as "efficient, multi-point adaptability" and may include micro or macro, structural or fluidic approaches. The current document on the Morphing project is a compilation of research summaries and other information on the project from fiscal year 2001. The focus of this document is to provide a brief overview of the project content, technical results and lessons learned from fiscal year 2001.

McGowan, Anna-Maria R.↗
NASA NTRS2004

An Approach to Tailoring Major Technical Reviews Based on Project Characteristics and Stakeholder Interests

There are numerous technical reviews that occur throughout the systems engineering process life cycle. Many are well known by project managers and stakeholders such as developers and end users, an example of much is the critical design review (CDR). This major milestone for a large, complex new project may last two or more days, include an extensive agenda of topics, and entail hundreds of hours of developer time to prepare presentation materials and associated documents. Additionally, the weeks of schedule spent on review preparation is at least partly at the expense of other work. This paper suggests an approach for tailoring technical reviews, based on the project characteristics and the project manager s identification of the key stakeholders and understanding of their most important issues and considerations. With this insight the project manager can communicate to, manage expectations oc and establish formal agreement with the stakeholders as to which reviews, and at what depth, are most appropriate to achieve project success. The authors, coming from diverse organizations and backgrounds, have drawn on their personal experiences and summarized the best practices of their own organizations to create a common framework to provide guidance on the adaptation of design reviews to other system engineers.

Richstein, Alan B.↗
NASA NTRS2002

Supporting the Future Air Traffic Control Projection Process

In air traffic control, projecting what the air traffic situation will be over the next 30 seconds to 30 minutes is a key process in identifying conflicts that may arise so that evasive action can be taken upon discovery of these conflicts. A series of field visits in the Boston and New York terminal radar approach control (TRACON) facilities and in the oceanic air traffic control facilities in New York and Reykjavik, Iceland were conducted to investigate the projection process in two different ATC domains. The results from the site visits suggest that two types of projection are currently used in ATC tasks, depending on the type of separation minima and/or traffic restriction and information display used by the controller. As technologies improve and procedures change, care should be taken by designers to support projection through displays, automation, and procedures. It is critical to prevent time/space mismatches between interfaces and restrictions. Existing structure in traffic dynamics could be utilized to provide controllers with useful behavioral models on which to build projections. Subtle structure that the controllers are unable to internalize could be incorporated into an ATC projection aid.

Davison, Hayley J.↗
NASA NTRS2003

Organization of projections from the raphe nuclei to the vestibular nuclei in rats

Previous anatomic and electrophysiological evidence suggests that serotonin modulates processing in the vestibular nuclei. This study examined the organization of projections from serotonergic raphe nuclei to the vestibular nuclei in rats. The distribution of serotonergic axons in the vestibular nuclei was visualized immunohistochemically in rat brain slices using antisera directed against the serotonin transporter. The density of serotonin transporter-immunopositive fibers is greatest in the superior vestibular nucleus and the medial vestibular nucleus, especially along the border of the fourth ventricle; it declines in more lateral and caudal regions of the vestibular nuclear complex. After unilateral iontophoretic injections of Fluoro-Gold into the vestibular nuclei, retrogradely labeled neurons were found in the dorsal raphe nucleus (including the dorsomedial, ventromedial and lateral subdivisions) and nucleus raphe obscurus, and to a minor extent in nucleus raphe pallidus and nucleus raphe magnus. The combination of retrograde tracing with serotonin immunohistofluorescence in additional experiments revealed that the vestibular nuclei receive both serotonergic and non-serotonergic projections from raphe nuclei. Tracer injections in densely innervated regions (especially the medial and superior vestibular nuclei) were associated with the largest numbers of Fluoro-Gold-labeled cells. Differences were observed in the termination patterns of projections from the individual raphe nuclei. Thus, the dorsal raphe nucleus sends projections that terminate predominantly in the rostral and medial aspects of the vestibular nuclear complex, while nucleus raphe obscurus projects relatively uniformly throughout the vestibular nuclei. Based on the topographical organization of raphe input to the vestibular nuclei, it appears that dense projections from raphe nuclei are colocalized with terminal fields of flocculo-nodular lobe and uvula Purkinje cells. It is hypothesized that raphe-vestibular connections are organized to selectively modulate processing in regions of the vestibular nuclear complex that receive input from specific cerebellar zones. This represents a potential mechanism whereby motor activity and behavioral arousal could influence the activity of cerebellovestibular circuits.

NASA Discipline Neuroscience↗
NASA NTRS1998

Project S'COOL

The Students Clouds Observations On-Line or S'COOL project was piloted in 1997. It was created with the idea of using students to serve as one component of the validation for the Clouds and the Earth's Radiant Energy System (CERES) instrument which was launched with the Tropical Rainfall Measuring Mission (TRMM) in November, 1997. As part of NASA's Earth Science Enterprise CERES is interested in the role clouds play in regulating our climate. Over thirty schools became involved in the initial thrust of the project. The CERES instrument detects the location of clouds and identifies their physical properties. S'COOL students coordinate their ground truth observations with the exact overpass of the satellite at their location. Their findings regarding cloud type, height, fraction and opacity as well as surface conditions are then reported to the NASA Langley Distributed Active Archive Center (DAAC). The data is then accessible to both the CERES team for validation and to schools for educational application via the Internet. By March of 1998 ninety-three schools, in nine countries had enrolled in the S'COOL project. Joining the United States participants were from schools in Australia, Canada, France, Germany, Norway, Spain, Sweden, and Switzerland. The project is gradually becoming the global project envisioned by the project s creators. As students obtain the requested data useful for the scientists, it was hoped that students with guidance from their instructors would have opportunity and motivation to learn more about clouds and atmospheric science as well.

Green, Carolyn J.↗