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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 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↗
NASA NTRS1982

A system safety model for developmental aircraft programs

Basic tenets of safety as applied to developmental aircraft programs are presented. The integration of safety into the project management aspects of planning, organizing, directing and controlling is illustrated by examples. The basis for project management use of safety and the relationship of these management functions to 'real-world' situations is presented. The rationale which led to the safety-related project decision and the lessons learned as they may apply to future projects are presented.

Amberboy, E. J.↗
NASA NTRS2002

ASK Magazine

What makes a successful team? In this issue our contributors look closely at the subject and come up with several answers. Working on team chemistry is the "Activation Energy" Dr. Owen Gadeken's story is about. Scott Cameron thinks it's getting to know people one to one. Tony Maturo says it's getting the most out of your support staff. Dr. Michael Hecht finds the best people he can and build the team around their talents. Teamwork is a theme we explore often in Academy Sharing Knowledge (ASK), but never so directly as in this issue. You'll not only find formulas for building successful teams, you'll see examples of ones in action, strategies for how project managers can motivate their teams, and expert advice on how to choose who to work with and who not to work with. It seems like all the stories make one common point: everyone on a team counts. Few project managers can pull off a project alone, and when the whole team is performing to everyone's potential, the chances of pulling off a successful project goes up exponentially. If that doesn't seem like enough by itself, listen to this... Discerning fans of ASK will note the last two issues our Special Feature was "There are no Mistakes, Only Lessons." We have not abandoned this feature, but for now we want to broaden our repertoire. In this issue we add a new Special Feature, "My Metaphor," starting with Paul Espinosa's article "My Big Wall" about his rock climbing adventures on El Capitan in Yosemite National Park. If you think getting to Mars is work, read what it's like to scale a 3,000-foot rock face. This issue we're also welcoming two new members to our Review Board, Hugh Woodward and Jody Kusek. Hugh and Jody are our first reviewers from outside NASA, and we are delighted to have them on our team. Read their bios on the ASK Review Board page and see why we feel privileged to have them on our team.

Post, Todd↗
NASA NTRS2005

Return to Flight Resource Reel 2 of 2

A continuation of the tests performed on the Space Shuttle Discovery in preparation for its return to flight is presented. The tests include: 1) Shuttle Robot Arm Recertification; 2) Michael Hiltz Systems Group Leader; 3) Orbiter Boom Fabrication; 4) Orbiter Boom Final Development; 5) Gary Searle Manager of Orbiter Boom Sensor System (OBSS) Manufacturing and Assembly; 6) Orbiter Boom Qualification Unit; 7) STS-114 Crew Inspects Orbiter Boom at Kennedy Space Center; 8) Orbiter Boom Inspection of Thermal Protection System Animation; 9) External Tank Bipod Redesign; 10) External Tank Flange Redesign; 11) External Tank Bellows Redesign; 12) Shuttle Main Engine Testing and Delivery to Kennedy Space Center; 13) Ronnie Rigney Project Manager Space Shuttle Main Engine Program Office; 14) Gene Goldmman NASA Project Manager Space Shuttle Main Engine Project; 15) Mike Cosgrove Boeing-Rocketdyne Flow Manager; 16) Shuttle Rocket Booster Build-Up; 17) Ascent Imagery Improvements; and 18) STS-114 Flight Control Team and Mission Management Team.

Source record↗
NASA NTRS2011

How to Grow Project Scientists: A Systematic Approach to Developing Project Scientists

The Project Manager is one of the key individuals that can determine the success or failure of a project. NASA is fully committed to the training and development of Project Managers across the agency to ensure that highly capable individuals are equipped with the competencies and experience to successfully lead a project. An equally critical position is that of the Project Scientist. The Project Scientist provides the scientific leadership necessary for the scientific success of a project by insuring that the mission meets or exceeds the scientific requirements. Traditionally, NASA Goddard project scientists were appointed and approved by the Center Science Director based on their knowledge, experience, and other qualifications. However the process to obtain the necessary knowledge, skills and abilities was not documented or done in a systematic way. NASA Goddard's current Science Director, Nicholas White saw the need to create a pipeline for developing new projects scientists, and appointed a team to develop a process for training potential project scientists. The team members were Dr. Harley Thronson, Chair, Dr. Howard Kea, Mr. Mark Goldman, DACUM facilitator and the late Dr. Michael VanSteenberg. The DACUM process, an occupational analysis and evaluation system, was used to produce a picture of the project scientist's duties, tasks, knowledge, and skills. The output resulted in a 3-Day introductory course detailing all the required knowledge, skills and abilities a scientist must develop over time to be qualified for selections as a Project Scientist.

Kea, Howard↗
NASA NTRS2005

STS-114: Discovery Propulsion System Modification Briefing

A briefing on the propulsion system modification of the STS-114 Discovery is presented. June Malone, NASA Public Affairs, introduces the panel who consists of: Sandy Coleman, External Tank Project Manager, Neil Otte, External Tank Chief Engineer, and Tom Williams, Solid Rocket Booster, Deputy Project Manager. Neil Otte presents charts on new requirements for foam debris reduction on the external tank. He also presents charts describing the Forward Bipod Redesign, LO2 Feedline Bellows Location, LH2 Intertank Flange Location, and In-Flight Imagery. Tom Williams presents charts describing Solid Rocket Booster Activities and Return to Flight efforts.

Source record↗
DOE OSTI2026

Georgetown University – SYSM 5630 Systems Integration Verification and Validation : Todd Noste

At Lawrence Livermore National Laboratory in the National Ignition Facility Optics Group, we use the systems engineering approach for project management and as a design tool. Systems engineering is used in a graded approach to design and project management that is based on risk, informing how much rigor to apply. The tools and techniques from systems engineering offer a framework to organize projects with everyone speaking the same language to provide consistent and repeatable project success that satisfies the stakeholders’ needs and meets the mission. The classes have provided a framework with tools for communicating system design, requirements, verification and validation, and an operational context.

42 ENGINEERING↗
NASA NTRS2017

Funding and Strategic Alignment Guidance for Infusing Small Business Innovation Research Technology into Aeronautics Research Mission Directorate Projects for 2016

This report is intended to help NASA program and project managers incorporate Small Business Innovation Research (SBIR) technologies into NASA Aeronautics Research Mission Directorate (ARMD) projects. Other Government and commercial project managers interested in ARMD funding opportunities through NASA's SBIR program will find this report useful as well.

Structural Efficiency; Aeroelasticity; Low Emissio↗
NASA NTRS2018

An Investigation of Risk Management Approaches for NASA Piloted X-Plane Projects

NASA is resuming X-plane research. It plans to build a low-boom supersonic flight demonstrator (LBFD), an all-electric general aviation aircraft (X-57), and possibly an ultra-efficient subsonic transport (UEST) demonstrator. In an attempt to define what levels of risk are appropriate in piloted X-plane research, the NASA Office of the Chief Engineer (OCE) evaluated numerous NASA, Department of Defense (DoD), and industry project management and risk assessment tools. Provided are the results of the evaluations of NASA Procedural Requirements (NPR) 7120.5, 7120.8, and 8705.4; Langley Research Center (LaRC) Procedural Requirement (LPR) 7120.5; Dryden (Armstrong) Center Procedures S-002 and X-009; and Military Handbook 516C. Some of these were applied to the LBFD and X-57 aircraft. The impacts on risk of budgeting decisions and specialized flight conditions were also considered. None of the evaluated processes were found to be fully appropriate for governing experimental aircraft projects, but many useful elements were found in some of them.

X-59↗
NASA NTRS2016

Case Study: Managing Undergraduate Interns in the Context of Multidisciplinary Projects

Internship opportunities can be immensely beneficial to both the students who pursue them and the labs that employ them. However, optimal results for all stakeholders can be uncertain. Several factors compound this issue. In this case study, the highly multidisciplinary nature of the BioEngineering Instrumentation Group at NASA Ames Research Center has made productively integrating short-term summer interns challenging. In general, taking on more undergraduate interns during a given time period can lead to diminishing returns, particularly if those interns are primarily short-time interns with few long-term senior students present.Introducing a level of industry-style project management processes can help. On the one hand, extreme formality can reduce the enthusiasm that students can bring; also, time constraints on internships make extensive training in formal process an investment with comparatively little return. On the other hand, lack of process can result in many forms of wastage. A moderate, lightweight level of process i.e., simple processes with high payoff to time invested ratios, including processes to effectively handle multidisciplinary issues can yield both a far more efficient lab, and a richer educational experience for the interns. In this case study, we implemented simple processes such as brief weekly stand-up meetings, a standard action item bug tracking process, and deadline-based scheduling with prudent reserves and critical path tracking.To evaluate these steps, several parameters were considered: the number of projects the lab could successfully pursue, the number of interns that could be successfully integrated onto each project, diversity of student intern educational backgrounds, student satisfaction, student understanding of expectations, and student preparation for industry-standard work. Generally, outcomes were enhanced across the board, even with imperfectly implemented processes. Lightweight process implementation is shown to be tremendously effective in a multidisciplinary internship context.

Case Study↗