SEARCH · Search NASA

Results for “workforce”

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.

SourceResearch connectionFrom yearThrough year

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 271 records · Page 15

All sources NASA NTRS DOE OSTI

NASA NTRSDate not supplied

Putting Universities in Charge Yields Early Success for NASA Aeronautics

The process by which NASA’s Aeronautics Research Mission Directorate (ARMD) interacts with the university community has been augmented with the introduction of the University Leadership Initiative (ULI). ULI represents a new approach that asks universities to propose what they want to work on as long as it is in line with the ARMD’s vision for aviation. In ULI, NASA is seeing academia working with industry to solve important aviation problems. Multi-disciplinary, multi-university teams are researching diverse and relevant topics spanning the various ARMD strategic thrusts. Undergraduate and graduate student involvement in ULI research is already having a significant impact in student education and next generation workforce development. Through ULI, ARMD seeks to develop several novel technologies that will complement the NASA-internal portfolio.

Koushik Datta↗

NASA NTRSDate not supplied

Abrstract - OnePlace Redesign Spring 2020 Internship

The project I worked on was the OnePlace Redesign. In that, I converted the OnePlace home page to the Service Portal to match NASA OnePlace’s current application design standards, I was able to allow users to easily find applications in OnePlace and I was able to allow users to easily find and request OnePlace services (new app development, new knowledge base, etc.). It was a major accomplishment to be able to remodel a website that soon the entire Langley center that uses OnePlace will use. The website was made through ServiceNow’s Service Portal, and I organized the applications like never before, allowed a clear styling to applications a user does not have access to and/or are new applications, browsing of applications with clear button divisions, and allowing for different options depending if app is accessible or not, with proper error checking in place and very-well documented code. It was amazing to incorporate all this logic into one widget so that whoever wants to utilize this feature has no trouble at all to do so. The 3 most important things I learned were being able to do this work within ServiceNow, as it is such an important enterprise platform for CRM and boosting the connected workforce of NASA, incorporate built-in APIs from ServiceNow Glide Records to connect Server Scripts to Client Scripts and HTML, and be able to use agile to get another experience of managing work capacity with stories, and having proper communication with the team if every feature is done correctly and steps for continuing forward. The part that I enjoyed the most was the training I did for ServiceNow and I freedom I had to experiment to see how to structure the Service Portal. I was not tied down, and I believe this allowed for a better outcome of the product. As part of the internship, I created a very in-depth design document with the help of my team to document the project goals before it was started and technical documentation (including the design document) summarizing the final result of the product in terms of the new features added and the explanation of the logic thoroughly so that anyone can understand the project easily. The technical documentation will be published as a Knowledge Article within OnePlace Knowledge Base documentation.

Ariel Wald↗

NASA NTRS2020

Strategic Perspectives on the Future of Systems Engineering at NASA

NASA’s Model-Based Systems Engineering (MBSE) Infusion and Modernization Initiative (MIAMI) chartered a strategy group comprising early to mid-career NASA subject matter experts with diverse experiences to look into the future of systems engineering at NASA. The purpose of the group was to provide a vision for the future state of systems engineering practices and to develop a strategic plan to enable the evolution of the art up to 20 years in the future. The group used a design thinking approach to gather ideas and obtained insight into current engineering processes and domain outlook by interviewing engineers of varying expertise and experiences who had worked on teams of different sizes for missions large and small. The group built a roadmap to highlight future needs, projected capabilities, and technology and competency gaps and developed a strategic plan to ensure the expedient introduction of these capabilities. The resulting strategic plan recommends capability development and workforce strategies and provides guidance for Agency-wide SE policy. Artifacts, details, and raw data from the strategy team’s work are contained in NASA/TM-20205002911/SUPPL, Strategic Perspectives on the Future of Systems Engineering at NASA: Supplemental Information: Appendixes A to K.

Anupa R Bajwa↗

NASA NTRSDate not supplied

The Residuum-Those Who Technology Leaves Behind

The introduction of new technologies has direct and indirect advantages and disadvantages on societies. As the relentless pace of technology increases, societies have to adjust, accommodate, integrate or reject the latest invention or innovation. Many people even experience the unintended consequences associated with these technologies. Some technologies appear to have a stabilizing effect on society (where the technology lifts all of society) while other technologies appear disruptive with unsettling effects(benefits are shared by a few with previously established firms being displaced). In this latter case, companies with the most disruptive technologies provide benefits but also gain market share by decimating their competitors. Those in society who have the means or the opportunity to seize the benefits of advanced technologies undoubtedly gain efficiencies of time and effectiveness while those who cannot afford or those who chose not to adopt these same technologies unfortunately fall behind. During the present worldwide pandemic, schools have physically closed their doors causing the mto pursue virtual classrooms. How will the teachers and children without internet access in their homes compare to those who do? In the near future, increased automation will lead to some reduction in the full-time workforce. A co-worker recently improved her skills in a fortuitous technical discipline. Others did not. Who should be held responsible for reskilling? Stated another way, who should be held responsible for finding new employment opportunities?In the distant future, parents who incorporated genetically enhanced benefits during childbirth will have offspring who will probably advance beyond those who cannot afford the technology. In these various ways, who should be held responsible for those who technology leaves behind?Are those left behind simply those who suffer inequality or is there something more?Should the semi-transparent hand of technology be allowed to roam freely through society selecting the survival of the fittest as it chooses? Should the invisible hand of the financial market make the decisions? Or, should governments and companies bear some responsibility by crafting policies to mitigate the consequences to those cast aside by the technology? This paper will endeavor to address some of the underlying issues of this question while attempting to find a set of sensible solutions to this problem.

Residuum↗

NASA NTRS2020

Strategic Deconfliction Performance: Results and Analysis from the NASA UTM Technical Capability Level 4 Demonstration

Unmanned Aircraft System (UAS) Traffic Management (UTM) refers to the service-based, cooperative approach to the management of small UAS in the National Airspace System that is safe, scalable, and fair. UTM provides the means to manage the airspace in a complementary manner that does not burden the current air traffic control workforce or infrastructure but allows the Air Navigation Service Provider to maintain its regulatory and operational authority of the airspace. A key feature of UTM is the ability to provide operators the means to strategically deconflict operations from others in the airspace through the digital exchange of information via supporting services. Through this approach, the four-dimensional operation volumes that encompass the intent of operators in a given area are discoverable and can be used for airspace awareness as well as planning conflict free operations that account for and avoid other operations. In certain cases, it is also possible to negotiate volume intersections for shared airspace use without the need to re-plan. In the NASA UTM concept, strategic deconfliction is the first layer of three in the overall conflict management model. The three layers of the conflict management model, which follow the International Civil Aviation Organization’s scheme [ICAO 2005] are: strategic conflict management, separate provision, and collision avoidance. In UTM, the strategic layer mostly occurs prior to departure, but is applicable to en route operations with sufficient planning horizon. The initial requirements for a strategic deconfliction capability within UTM are defined in a NASA publication [Rios 2018]. Within the concept and implementation of service-provided strategic deconfliction is the notion of priority. It is understood that there are instances in which an operation requires a priority designation within the UTM system and special handling accordingly to provide situation awareness and facilitate appropriate responses from other airspace users. Examples of situations requiring priority designation include: when an operator declares an emergency due to problems with the vehicle or its immediate surroundings; operations that are in support of certain organizations (e.g., public safety and first responders); or special missions that also require priority use of airspace (e.g., emergency medical deliveries). UAS Volume Reservations (UVRs) also relate to the topic of priority in the sense that the airspace that the volume encompasses has a different status or classification in which unassociated operations must vacate if inside, or avoid if outside, through strategic deconfliction with the volume. Operations that are specially permitted to access the UVR area are typically assigned priority status given the nature of their mission and their associated credentials. The ability to perform strategic deconfliction, handle certain operations with a priority distinction, and establish UVRs that are communicated throughout the UTM system, is predicated on an architecture that has been established through an evolutionary process in response to close collaboration with stakeholders from government and industry. Another important and influential aspect of these capabilities and architecture is the live, distributed flight tests that have been conducted across the Technical Capability Levels (TCLs) that culminated with a set of complex tests performed as part of TCL4 [Rios 2020]. The TCL4 flight test involved two FAA-designated UAS test sites building teams to collaborate with NASA’s UTM Project on the execution of several detailed, small UAS scenarios in urban environments.

conflict management↗

NASA NTRS2020

NASA Capacity Building Program Intern Team Findings Final Report

NASA’s Capacity Building Program (CBP) provides individuals and institutions with workforce development, training activities, and collaborative projects to strengthen understanding of Earth observations and expand their use around the world. The team of eight interns set out this summer to work with CBP leadership to explore opportunities & innovations and identify process improvements within the program. For the 10-week summer term, the interns virtually assembled from Washington, Montana, Virginia, Maine, and Puerto Rico to collaborate on this project. The work was divided into four sub-projects: Data Analysis, Communications, Web Development and Strategy.

Grace Finstrom↗

NASA NTRSDate not supplied

Developing Inclusive, Supportive, and Safe Environments in Planetary Science for Members of the LGBTQ+ Community

To continue to develop a innovative and successful workforce for planetary scientists, it is critical to foster an interdisciplinary, diverse, equitable, inclusive, and accessible environment across the field, especially for members of the LGBTQ+ community. Note: Members of the community utilize various acronyms to describe a person’s sexual orientation or gender identity, but for the purposes of this paper, we will use the acronym LGBTQ+ to include any and all members of this marginalized group. LGBTQ+ stands for Lesbian, Gay, Bisexual, Transgender, Queer, and the “+” signifies the importance that one acronym cannot possibly capture everyone's experience of their gender identity, expression, and/or sexual orientation.

K. E. Vander Kaaden↗

NASA NTRS2021

NASA Strategy for Technology Development

The National Aeronautics and Space Administration (NASA) Office of the Chief Technologist (OCT) provides the strategy and leadership that integrates NASA’s technology development and open innovation activities to advance American aeronautic, science, and space exploration objectives. OCT performs an agency-level technology coordination role, coordinating with the NASA Mission Directorates, field centers, and other government agencies to align the agency’s technology investments to meet mission requirements while filling gaps, anticipating future needs, and minimizing duplication of effort. OCT provides the strategy and coordination that guide NASA's technology and innovation activities through Strategic Technology Integration, Digital Transformation, the Science and Technology Partnership Forum, and Innovation. The Strategic Technology Integration team informs policy, requirements, and strategy for NASA’s technology development activities in support of the Chief Technologist by coordinating with NASA mission directorates, other government agencies, and external organizations. As part of these efforts, OCT develops the NASA Technology Taxonomy and the NASA Strategic Space Technology Investment Plan. Digital Transformation will increasingly change the way NASA operates and will enable the agency’s missions to be completed more efficiently and effectively. It will allow current and future employees to use their talents in more innovative ways. The Science and Technology Partnership Forum is a strategic forum, with principal partners at the United States Space Force and the National Reconnaissance Office. It was established to identify synergistic efforts and technologies in order to leverage those synergies and influence portfolios across space agencies in areas deemed pervasive and ready for collaboration. NASA's Innovation efforts are designed to transform diverse ideas into value and are guided by a framework that is focused on the agency’s people, processes, partnerships and portfolio. The innovation framework is used to connect the workforce to tools, strategies and activities to increase the pace of innovation. OCT translates National space policies into NASA technology strategies and coordination across the agency and interagency communities to guide NASA's technology and innovation activities to achieve capabilities needed for future missions. This chapter provides insight into the value of analyzing future states to inform technology developments to plot the strategic direction of NASA’s space technology program.

Erica Rodgers↗

NASA NTRSDate not supplied

A Decade of NASA Strategic Astrophysics Technology Investments: Technology Maturation, Infusion, and Other Benefits

NASA’s Astrophysics Division (APD) funds development of cutting-edge technology to enable its missions to achieve ambitious and groundbreaking science goals. These technology development efforts are managed by the Physics of the Cosmos (PCOS), Cosmic Origins (COR), and Exoplanet Exploration (ExE) Programs. The NASA Strategic Astrophysics Technology (SAT) Program was established in 2009 as a new technology maturation program to fill the gap in the Technology Readiness Level (TRL) range from 3 to 6. Since program inception, 100 SAT grants have been openly competed and awarded, along with dozens of direct-funded projects, leading to a host of technologies advancing their TRLs and/or being infused into space and suborbital missions and ground-based projects. We present the portfolio distribution in terms of specific technology areas addressed, including optics, detectors, coatings, coronagraphs, starshades, lasers, electronics, cooling systems, and micro-thruster subsystems. We show an analysis of the rate of TRL advances, infusion success stories, and other benefits such as training the future astrophysics workforce, including students and postdoctoral fellows hired by projects. Finally, we present APD’s current strategic technology maturation priorities for investment, enabling a range of future strategic astrophysics missions

NASA, astrophysics, technology development, optics↗

NASA NTRSDate not supplied

Leading University Students to the Edge of Space

For over 16 years, the Louisiana Space Grant Consortium (LaSPACE), the NASA Balloon Program Office (BPO), and the NASA Columbia Scientific Balloon Facility (CSBF) have collaborated in a series of high altitude balloon-based programs involving hands-on authentic learning experiences that expose university students and other participants to technical skills, teamwork dynamics, and effective communication methods. Such programs go beyond what is possible to achieve in a normal classroom and help prepare future engineers and scientists for a successful aerospace workforce career. In our collaborative effort, LaSPACE has focused on the program content and student mentoring while NASA BPO and CSBF provide balloon flight support and operations. The entry-level Louisiana Aerospace Catalyst Experiences for Students (LaACES) builds students’ skills in basic electronics, sensor interfacing, real-time programming, mechanical development, and project management. These skills are then applied to the design, development, fabrication, and flight of a small (∼500 gram) balloon payload. Finally, the payloads are flight-tested to an altitude of ∼30 km using a 2 kg latex sounding balloon. The LaACES program includes a set of lectures, activities, and Arduino Mega based electronic kits that are used for skill building and as a core control system for the student payload. The more advanced High Altitude Student Platform (HASP) is designed to carry ∼twelve 3 to 20 kg student payloads to an altitude of about 36 kilometers with flight durations of 10 to 20 hours using a ∼311,500 cubic meter, zero pressure balloon. HASP provides all student payloads with power, downlink telemetry, uplink commanding, and real-time HD video for instrument control and assessment during the flight. While originally developed for university students, these programs have been adapted to projects focused on high school teachers as well as affecting minorities underrepresented in aerospace related science and engineering fields. We are now in the process of adapting the LaACES materials to a pre-engineering curriculum for high school students as well as for widespread access over the internet. During this presentation, we will provide details of both the LaACES and HASP programs, how these programs have engaged participants from all demographic groups, and our current plans for continuing and expanding upon our success.

University↗

NASA NTRSDate not supplied

Establishing and Maintaining Healthy Sleep

The purpose of this presentation is to provide information on healthy sleep to the entire NASA workforce. This presentation is part of the Office of the Chief Health and Medical Officer Journey to Wellness series. I will describe how sleep works, what constitutes normal sleep, sleep hygiene, tips for shiftworkers, and how to recognize sleep disorders.

health↗

NASA NTRS2020

The InSight APSS Data Return Anomaly: Development of an Automated Detection and Response Method

The Auxiliary Payload Sensor Suite (APSS), a collection of environmental sensors carried by the Interior exploration using Seismic Investigations, Geodesy, and Heat Transport (InSight) lander, is capable of measuring Martian air temperature, wind speed, atmospheric pressure, and local magnetic fields. After beginning Mars surface operations, the instrument experienced an anomaly that prevented it from returning science data. The anomaly affected not only the instrument, but also had impacts at the system level. APSS returned to normal operations, however the anomaly occurred again just several weeks later. This proved the need for a streamlined recovery response that would be adaptable to the operations planning cycle and workforce, that would limit the system-level impacts of the anomaly, and that would minimize the instrument downtime. The recovery response evolved from a ground-in-the-loop response to an onboard method for detecting occurrences of the anomaly and automatically recovering the instrument. Ultimately, the automated detection and response method reduced instrument downtime from days to hours and significantly minimized science data loss.

Mittal, Nimisha↗

NASA NTRSDate not supplied

DEVELOP’s Approach to Experiential Learning

The NASA DEVELOP Program addresses environmental decision making needs and geoscience workforce development through 10-week feasibility studies that apply Earth observations to environmental issues at hand. The program builds capacity to use geospatial information in both its participants (students, recent graduates, early career professionals, and transitioning career professionals) and partner organizations (federal agencies, state & local governments, non-profits, and private industry). This is accomplished through a structured project execution model that provides opportunities for participants to have autonomy, learn “on the job,” and gain new skillsets for working with remote sensing data. A pipeline of leadership positions enhances opportunities for individuals engaged in the program to get hands-on experience conducting data analyses, communicating their work, leading technical projects, and building their knowledge bank of Earth-observing satellite capabilities. These skillsets and knowledge are then transferred to partners through the projects. This panel contribution will introduce the DEVELOP model, highlight experiences of participants, and share the program’s insights into good practices for effective experiential learning.

Capacity Building↗

NASA NTRSDate not supplied

NASA DEVELOP’s Communication Strategy for Sharing Applied Science Outcomes

NASA’s DEVELOP Program conducts rapid feasibility projects that enable the future workforce and current decision makers to collaborate and build capacity to use Earth science data to enhance environmental management. The program communicates its results and applications to a broad audience through multiple methods: social media, website blog posts, print materials, short project videos, an “Ambassador Corps,” scientific and policy conference presentations, community engagement activities, end-of-project presentations, project “hand-offs,” traditional publications (both gray literature and peer-reviewed), and a project archive gallery. This presentation will describe the various methods employed by DEVELOP to communicate the program’s scientific outputs, target audiences, general statistics, community response, and lessons learned.

Capacity Building↗

NASA NTRSDate not supplied

Braving Diversity

Organizations benefit when the workplace climate is inclusive and supportive of diverse staff. A healthy workforce climate benefits from increased staff awareness of potential issues, examining cultural norms and traditions, and an active willingness to discuss uncomfortable topics with care and respect.

C Shupla↗

NASA NTRS2021

Remote Concurrent Engineering: A-Team Studies in the Virtual World

NASA Jet Propulsion Laboratory’s (JPL’s)Architecture Team (A-Team) has nearly a decade of experiencein maturing early formulation mission and technology conceptsby combining innovative collaborative engineering methodswith cutting-edge subject matter expertise and advancedanalysis tools in an in-person environment. When COVID-19forced JPL’s workforce to work remotely in March 2020, ATeamhad to quickly pivot from an in-person collaborativeenvironment to a remote working environment.Through introspection, careful planning, and considerablepractice, A-Team was able to develop new operating proceduresto effectively continue early formulation studies in a virtualenvironment. A-Team has held over 57 remote studies in the 10months since the start of mandatory telework at JPL in March2020. In the remote setting, A-Team conducts studies in half-daysessions with clients and subject matter experts (SMEs) viavideoconferencing, shared computer screens, and digitalcollaborative tools.The key lesson is that increased staffing and planning is neededto prepare and successfully run remote A-Team studies. RemoteA-Team studies require careful selection of the appropriatetools for security, accessibility, and usability within theNASA/JPL environment. Knowledge capture methods andtemplates need to be thought out and agreed upon in advance asthere is less room for improvising in a remote format. Variouscommunication channels have to be monitored to allow for teamcoordination while maintaining fruitful participant engagementduring a session. In addition, technical backup for all roleswithin the A-Team have to be identified to allow the study tocontinue even if a team member’s connectivity is temporarilyinterrupted. Finally, careful thought has to be put into methodsand processes to create a collaborative environment in a virtualspace such that a group of experts who are only connected viathe internet can experience the creative spark and flow of a greatcollaborative and innovative study.

Zusack, Steven↗

NASA NTRSDate not supplied

Using Degradation Modeling to Identify Fragile Operational Conditions in Human- and Component-driven Resilience Assessment

Studying failure events shows that many high-impact events result from the complex interactions between precipitating failure events and degraded operational conditions. Often, when a system is put in operations, unforeseen practical realities (e.g., maintenance and/or workforce availability) lead the system to be operated in configurations outside its envisioned nominal range. However, design-time failure models often assume that the failure events are initiated in an idealized, nominal state of system operation, resulting in an incomplete assessment of future risk. To solve this, this paper develops a framework to consider degraded operational performance in scenario-based resilience models which uses a corresponding model of performance degradation to determine the values of deteriorated model parameters in the resilience model. This framework is demonstrated on a remotely-piloted rover to determine the (individual and combined) effect of drive-train wear and operator fatigue on the resilience of the rover to drive-train faults. This demonstration showed the substantial impact that degradation has on resilience, highlighting the need to account for degradation in resilience models–specifically, unconsidered degradation can lead to overestimates of resilience (and thus underestimates of safety margin) and because resilience can degrade prior to visible unreliability, which can lead to an operational environment with a high propensity for high-impact unforeseen failure events.

resilience↗

NASA NTRSDate not supplied

Using Degradation Modeling to Identify Fragile Operational Conditions in Human- and Component-driven Resilience Assessment

Studying failure events shows that many high-impact events result from the complex interactions between precipitating failure events and degraded operational conditions. Often, when a system is put in operations, unforeseen practical realities (e.g., maintenance and/or workforce availability) lead the system to be operated in configurations outside its envisioned nominal range. However, design-time failure models often assume that the failure events are initiated in an idealized, nominal state of system operation, resulting in an incomplete assessment of future risk. To solve this, this paper develops a framework to consider degraded operational performance in scenario-based resilience models which uses a corresponding model of performance degradation to determine the values of deteriorated model parameters in the resilience model. This framework is demonstrated on a remotely-piloted rover to determine the (individual and combined) effect of drive-train wear and operator fatigue on the resilience of the rover to drive-train faults. This demonstration showed the substantial impact that degradation has on resilience, highlighting the need to account for degradation in resilience models--specifically, unconsidered degradation can lead to overestimates of resilience (and thus underestimates of safety margin) and because resilience can degrade prior to visible unreliability, which can lead to an operational environment with a high propensity for high-impact unforeseen failure events.

Daniel Hulse↗