STATUS OF THE NIMBUS INTEGRATION AND TEST PROGRAM
Nimbus project - integration and test program - management planning - contractor responsibility
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Nimbus project - integration and test program - management planning - contractor responsibility
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The activities of the Marshall Space Flight Center of the National Aeronautics and Space Administration in the technical evaluation of proposals, contracts definitions, and program management details are defined and discussed. The significant problems were summarized in both technical and management aspects of the program. It was concluded that the program has significantly stimulated additional solar effort by the program participants. It was also concluded that the use of conventional construction industry organization with design/competitive bid procedures and standards has maintained a cost effective program.
The AgRISTARS supporting research projects in the areas of data systems, scene radiation, and pattern recognition are reviewed. The objectives, activities, and accomplishments of FY-80 and the objectives and status of FY-81 programs are described.
The design process is one of the sources used to produce requirements for a computer system to integrate and manage product design data, program management information, and technical computation and engineering data management activities of the aerospace design process. Design activities were grouped chronologically and explored for activity type, activity interface, data quantity, and data flow. The work was based on analysis of the design process of several typical aerospace products, including both conventional and supersonic airplanes and a hydrofoil design. Activities examined included research, preliminary design, detail design, manufacturing interface, product verification, and product support. The design process was then described in an IPAD environment--the future.
The purpose of this NASA Software Management Guidebook is twofold. First, this document defines the core products and activities required of NASA software projects. It defines life-cycle models and activity-related methods but acknowledges that no single life-cycle model is appropriate for all NASA software projects. It also acknowledges that the appropriate method for accomplishing a required activity depends on characteristics of the software project. Second, this guidebook provides specific guidance to software project managers and team leaders in selecting appropriate life cycles and methods to develop a tailored plan for a software engineering project.
This volume is the proceedings of the first General Meeting of the International Very Long Base Interferometry (VLBI) Service for Geodesy and Astrometry (IVS), held in Koetzting, Germany, February 21-24, 2000. The content of this volume also appears on the IVS web site at: http://ivscc.gsfc.nasa.gov/publications/gm2000. The goal of the program committee for the General Meeting was to provide an interesting and informative program for a wide cross section of IVS members, including station operators, program managers, and analysts. The program included reports, tutorials, invited and contributed papers, and poster presentations. The tutorial papers should be particularly useful references because each one provides an overview and introduction to a topic relevant to VLBI.
The presentation will focus primarily on Marketing and Branding Forms organizations and groups who are interested in competing in the future. The seven slides that pertain to the Shuttle program briefly describe the Oribital Processing Facilities and other important facilities, how big the Shuttle is in comparison to a D-9, and engine information. I talk about my role in the program through the Forms Management program and then move into the Marketing and Branding portion.
NASA Ames is leading ATM R&D organization. NASA started working on UTM in 2012, it's come a long way primarily due to close relationship with FAA and industry. We have a research transition team between FAA and NASA for UTM. We have a few other RTTs as well. UTM is a great example of collaborative innovation, and now it's reaching very exciting stage of UTM Pilot Project (UPP). NASA is supporting FAA and industry to make the UPP most productive and successful.
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Wildfires in the western United States have caused immense infrastructure damage and loss of human life in recent years. Wildfire smoke, which travels far from its original source, is also harmful to human health. Mixing height, which acts as a lid and prevents smoke from rising above a certain altitude in the lower troposphere, is a critical input in smoke dispersion and air quality models used by agencies that monitor wildfires. These models, coupled with forecaster expertise, are also used to decide when it is safe to execute a prescribed burn. The DEVELOPID team partnered with the National Weather Service (NWS) Fire Weather Program, Bureau of Land Management (BLM), National Interagency Fire Center (NIFC), and National Park Service (NPS) Fire Management Program Center (FMPC) to help improve reliability and confidence in mixing height estimations, and therefore the burn prescription decision-making process. To that end, the team developed a toolbox for measuring smoke-related aerosol mixing heights using Cloud-Aerosol LiDAR and Infrared Pathfinder Satellite Observations (CALIPSO) Vertical Feature Mask granules. CALIPSO mixing heights and NWS estimations covaried significantly and positively. However, substantial disagreement between the methods stymied the team’s attempts to quantify systematic bias in a meaningful way. The relative error between the methods was especially large at low mixing heights, which suggests that this method of validation may only be suitable at higher altitudes.
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Design concepts, management philosophy and program highlights of research toward Voyager spacecraft development
The management and control of a representative, highly integrated high-technology project, in the X-29A aircraft flight test project is addressed. The X-29A research aircraft required the development and integration of eight distinct technologies in one aircraft. The project management system developed for the X-29A flight test program focuses on the dynamic interactions and the the intercommunication among components of the system. The insights gained from the new conceptual framework permitted subordination of departments to more functional units of decisionmaking, information processing, and communication networks. These processes were used to develop a project management system for the X-29A around the information flows that minimized the effects inherent in sampled-data systems and exploited the closed-loop multivariable nature of highly integrated projects.
Bill Parsons, Space Shuttle Program Manager, and Wayne Hill, Deputy Manager of the Space Shuttle Program, and Chair of the Mission Management Team talks about the flight day 2 of the Discovery. Bill noted that flight operations are extremely going on well. He also explained an unexpected debris event on a power ramp little ways down where LH2 ramp begins. Before flight and based from technical data, slight modifications were done on the power ramp to ensure safety of return to flight. Bill also noted that STS-114 is a test flight; all data collected and brought back by the crew will be analyzed to ensure that all information needed is sufficient to work on faults and defects and to make appropriate repairs. Wayne discussed on flight safety. He emphasized the need to thoroughly inspect the thermal protection system of the Orbiter to ensure safe entry. Inspection of still photographs from the ISS and the boom sensor system scan are the primary means to understand engineering data in terms of the immediate flight safety. He also reported accomplishments for the day such as survey of the Orbiter boom system, all the wing leading edge, RCC panels and the nose cap, to make sure these are in good shape and working well, and re-emphasized that these are primary methods to clear the thermal protection system of the Orbiter to prove that it is safe to come home on this flight.
The author presents a program management response to the following question: How can the traditional practice of systems engineering management, including requirements specification, be adapted, enhanced, or modified to build future planning and scheduling systems for effective operations? The systems engineering management process, as traditionally practiced, is examined. Extensible resource management systems are discussed. It is concluded that extensible systems are a partial solution to problems presented by requirements that are incomplete, partially immeasurable, and often dynamic. There are positive indications that resource management systems have been characterized and modeled sufficiently to allow their implementation as extensible systems.