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NASA NTRS2019

NASA & US Government Orbital Debris Mitigation Policies

NASA's Orbital Debris Program Office (ODPO) is a global center of expertise in all aspects of orbital debris and spacecraft entry. The U.S. Government's regulations in such matters are subject to government-wide coordinated guidelines, but enforced at the agency level. Government-to-Government coordination of regulations and global agreements is through the IADC and UN. The U.S. Government policy for orbital debris has undergone a major update within the last two weeks to respond to the evolving space environment.

Bacon, Jack↗

NASA NTRSDate not supplied

LunaNet Governance: Organizing and Planning for LunaNet Operations

LunaNet is proposed to be the lunar internet, providing services for communications, networking, position, navigation, and timing for missions in transit to and from the moon, in orbit around the moon, in transit to and from the surface, and on the surface. It is envisioned to be an open, international architecture with contributions from multiple organizations including international civil space agencies, commercial service providers, academic institutions, and other organizations. Using a combination of conventional and emerging technologies, LunaNet will create a lunar-centric network-of-networks that inherits some features of the terrestrial internet but has unique characteristics that will drive substantially different operations. Government acquisition efforts have already begun to procure commercial lunar communications and navigation services. A multi-stakeholder approach to developing the community-wide concepts of operation has been initiated by the Interagency Operations Advisory Group (IOAG), which is formed of international government space agencies, that includes other international organizations such as the Internet Society, Internet Engineering Task Force, International Committee on Global Navigation Satellite Systems, and Space Frequency Coordination Group as well as industry and academic participants. Products of the Interim Committee on LunaNet Governance will include the recommendation and definition of an initial international organizational governance structure; associated roles, responsibilities, and processes; and recommended steps to implement the governance approach. This paper will describe the progress made in developing these concepts and coordinating them among the participating organizations.

LunaNet↗

NASA NTRS1974

Government-Industry Data Exchange Program (GIDEP)

The Government-Industry Data Exchange Program (GIDEP) was originated in 1959 by the Army, Navy, and Air Force Ballistic Missile Agencies. Known at that time as IDEP--Interservice Data Exchange Program--its intent was to eliminate duplicate testing of parts and components by disseminating pertinent test data among Department of Defense contractors and various government agencies. In 1966 both the National Aeronautics and Space Administration and the Canadian Military Electronics Standards Agency (CAMESA) recognized the value of the data provided by the program and became participants. Today, GIDEP provides the interchange of specialized technical data to all the military services, participating government contractors and numerous government agencies such as the Atomic Energy Commission, Federal Aviation Administration, Defense Supply Agency, and the Small Business Administration.

Richards, E. T.↗

NASA NTRS1977

Who should conduct aeronautical R and D for the Federal Government?

It was found that Government laboratories, and especially NASA laboratories, should be the prime national producers of applied research in aeronautics. American aeronautic needs the new stimulus of markedly increased outputs of broad-based innovative research from NASA laboratories more than it needs most of the technology advancement and development-oriented programs currently underway in these laboratories. The Government should use manufacturing companies for the vast bulk of development and most technology advancement. However, the Government will have to implement programs to encourage the transfer of full information on technology and research advancements, from the companies that do this work for the Government, to competing companies. Universities should be the primary sources of basic research. Service R&D companies and non-profit R&D institutions provide valuable, specialized, supplementary technical capabilities and other unique attributes, which together span the entire spectrum of aeronautical R&D.

Album, H. H.↗

NASA NTRS1991

NASA/DOD Aerospace Knowledge Diffusion Research Project. Report 6: The relationship between the use of US government technical reports by US aerospace engineers and scientists and selected institutional and sociometric variables

The relationship between the use of U.S. government technical reports by U.S. aerospace engineers and scientists and selected institutional and sociometric variables was investigated. The methodology used for this study was survey research. Data were collected by means of a self-administered mail questionnaire. The approximately 34,000 members of the American Institute of Aeronautics and Astronauts (AIAA) served as the study population. The response rate for the survey was 70 percent. A dependent relationship was found to exist between the use of U.S. government technical reports and three of the institutional variables (academic preparation, years of professional aerospace work experience, and technical discipline). The use of U.S. government technical reports was found to be independent of all of the sociometric variables. The institutional variables best explain the use of U.S. government technical reports by U.S. aerospace engineers and scientists.

Pinelli, Thomas E.↗

NASA NTRS1993

NASA/DoD Aerospace Knowledge Diffusion Research Project. Paper 29: The US government technical report and the transfer of federally funded aerospace R and D

This article discusses the U.S. government technical report and the transfer of federally funded aerospace research and development in a conceptual framework of the federal government as a producer of scientific and technical information. The article summarizes current literature and research and discusses U.S. government technical report use and the importance of using data obtained from the NASA/DoD Aerospace Knowledge Diffusion Research Project. The authors make a case for changing existing U.S. technology policy and present a research agenda for the U.S. government technical report.

Pinelli, Thomas E.↗

NASA NTRS1993

The U.S. government technical report and the transfer of federally funded aerospace R & D

Pinelli, Thomas E.↗

NASA NTRS1996

Coordinated Fuel Cell System Programs for Government and Commercial Applications: Are We in a New Era?

Though the fuel cell was invented in 1839, it was not until the early 1960's that the fuel cell power system was developed and used for a real application, for the NASA Space Mission Gemini. Unfortunately, fuel cell power systems did not, as a result, become in widespread use. Nevertheless, a great deal of progress has been made by both government and industry, culminating in many successful fuel cell power system demonstrations. Initially, each government agency and each private organization went its own way. Later, it became evident that coordination among programs was essential. An overview is presented of the current coordinated efforts by government and industry in fuel cells, with a sufficient historical background. The primary barriers to coordination of programs were institutional and differing application requirements. Initially, in the institutional area, it was the energy crisis and the formation of DOE which fostered close working relationships among government, manufacturers, and users. The authors discuss the fuel cell power system programs (of NASA, DOE, DOT, DOC, EPRI, GRI, industry, and universities), including missions and applications, technology advances, and demonstrations. The discussion covers the new Solar Regenerative Fuel Cell (RFC) program which has space, defense, and commercial terrestrial applications, and which is an excellent example of both program coordination and the Clinton Administration's dual-use application policy.

Warshay, Marvin↗

NASA NTRS2006

Factors Influencing the Selection of the Systems Integration Organizational Model Type for Planning and Implementing Government High-Technology Programs

While there has been extensive research in defining project organizational structures for traditional projects, little research exists to support high technology government project s organizational structure definition. High-Technology Government projects differ from traditional projects in that they are non-profit, span across Government-Industry organizations, typically require significant integration effort, and are strongly susceptible to a volatile external environment. Systems Integration implementation has been identified as a major contributor to both project success and failure. The literature research bridges program management organizational planning, systems integration, organizational theory, and independent project reports, in order to assess Systems Integration (SI) organizational structure selection for improving the high-technology government project s probability of success. This paper will describe the methodology used to 1) Identify and assess SI organizational structures and their success rate, and 2) Identify key factors to be used in the selection of these SI organizational structures during the acquisition strategy process.

Thomas, Leann↗

NASA NTRS2012

U.S. Government Open Internet Access to Sub-meter Satellite Data

The National Geospatial-Intelligence Agency (NGA) has contracted United States commercial remote sensing companies GeoEye and Digital Globe to provide very high resolution commercial quality satellite imagery to federal/state government agencies and those projects/people who support government interests. Under NextView contract terms, those engaged in official government programs/projects can gain online access to NGA's vast global archive. Additionally, data from vendor's archives of IKONOS-2 (IK-2), OrbView-3 (OB-3), GeoEye-1 (GE-1), QuickBird-1 (QB-1), WorldView-1 (WV-1), and WorldView-2 (WV-2), sensors can also be requested under these agreements. We report here the current extent of this archive, how to gain access, and the applications of these data by Earth science investigators to improve discoverability and community use of these data. Satellite commercial quality imagery (CQI) at very high resolution (< 1 m) (here after referred to as CQI) over the past decade has become an important data source to U.S. federal, state, and local governments for many different purposes. The rapid growth of free global CQI data has been slow to disseminate to NASA Earth Science community and programs such as the Land-Cover Land-Use Change (LCLUC) program which sees potential benefit from unprecedented access. This article evolved from a workshop held on February 23rd, 2012 between representatives from NGA, NASA, and NASA LCLUC Scientists discussion on how to extend this resource to a broader license approved community. Many investigators are unaware of NGA's archive availability or find it difficult to access CQI data from NGA. Results of studies, both quality and breadth, could be improved with CQI data by combining them with other moderate to coarse resolution passive optical Earth observation remote sensing satellites, or with RADAR or LiDAR instruments to better understand Earth system dynamics at the scale of human activities. We provide the evolution of this effort, a guide for qualified user access, and describe current to potential use of these data in earth science.

Neigh, Christopher S. R>↗

NASA NTRS2016

Systems Engineering and Management Applications of ISO 9001:2015 for Government

The manufacturing segment of the business world is busy assessing the impact of ISO 9001:2015, and updating their management systems to meet the required compliance date. What does the new revision mean for government agencies that deliver large engineering projects rather than mass production? In fact, the standard, especially the new revision, can be used quite readily for government agencies, or applied to specific projects, once it is understood in terms of the similarities with systems engineering and project management. From there it can be extrapolated to "mission realization" systems, and a Quality Management System (QMS) is a logical result that can bring order to processes and systems that likely already exist in some fashion. ISO 9001:2015 is less product-oriented than previous versions. It can be more broadly applied to public organizations as well as private; and to services (missions) as well as products. The emphasis on risk management in the revised standard provides the needed balance for weighing decisions with respect to cost, schedule, technical, safety, and regulatory compliance; so if this is not part of agency governance already, this is a good place to start, especially for large engineering projects. The Systems Engineering standard used for this analysis is from NASA's NPR 7123.1 NASA Systems Engineering Processes and Requirements; however, those who are more familiar with ISO/IEC 26702 Systems Engineering-application and management of the systems engineering process, or SAE/EIA 632 Processes for Engineering a System will also recognize the similarities. In reality, the QMS outlined by ISO 9001 reinforces the systems engineering processes, and serves to ensure that they are adequately implemented, although most of the ISO 9001 literature emphasizes the production and process aspects of the standard. Rather than beginning with ISO 9001and getting lost in the vocabulary, it is useful to begin with the systems engineering lifecycle. Identification of stakeholder expectations, identifying solutions, creating specific product or service designs, production of the product or service, delivery to the public, and the associated management, planning, and control processes, are a familiar place to begin thinking of the overall system of identifying, designing, and competing a project or mission. Lining up this lifecycle with the ISO requirements (see Figure 1) illustrates how a quality management system is concerned with the same processes, and provides a governance and assurance function. If implemented properly, there are cost savings resulting from less rework, repair, reprocessing, failures, misplaced documents, and similar types of deficiencies1. Starting with an organization's systems engineering processes allows the organization to use their own terminology for a QMS plan, and tailor the plan to their own project or organization, so that it is more easily developed, understood, and implemented.

Shepherd, Christena C.↗

NASA NTRS2020

Is Structured Agile an Oxymoron? Tales from Implementing and Executing Agile in a US Government Environment

To paraphrase a famous quote, "No plan survives contact with the reality." Software (SW) development is often a classic example of this: whatever the plan was for a particular development, it often does not survive contact with technical realities, budget realities, program realities and schedule realities. Traditionally, SW development has followed a waterfall methodology with requirements being rigorously specified before the design, which was completed before the coding and unit testing started, which were in turn finished before validation and verification started. This model of SW engineering derives much from the HW engineering of large systems, and has been the standard methodology used in US government software acquisitions and systems for decades, with highly variable results. US Government SW requirements are built around Waterfall concepts, which assume that the plan will survive contact with reality, or at least that modifications to the plan are relatively small, and relatively few.Because of the inefficiencies and difficulties inherent in Waterfall, the commercial SW world started using a different SW development methodology called Agile more than 20 years ago. Agile believes that a plan should evolve and learn rapidly in response to the realities encountered. At its core, there are a few key elements of Agile:- A small team of people which is highly flexible and adaptive. The team collaborates and interoperates through sophisticated development architectures and release environments- An iterative, incremental development and release approach which is based upon the concept that knowledge comes from experience within the team, and that the team makes decisions based upon what it knows- A team culture which prizes transparency, inspection and adaptation. These values are necessary so that the team experience and decision making is transparent and responsive to the realities encountered during development and testingSo, how to use Agile in a US Government environment? GMSEC (Goddard Mission Services Evolution Center) develops satellite ground system software for NASA and other US Government agencies. The SW developed by the team contains a large code base of many applications used within satellite mission operations centers. It spans the full gamut of SW development types: from SW which is in a classic maintenance and sustainment mode, to new developments with a fairly well understood scope and approach, to new developments whose scope and approach are quite unclear and which require significant research and prototyping. Team members move between all of these different types of SW development. Waterfall was inadequate to the programmatic and technical needs of the team, as well as the various types of SW development being done. The software plan was not surviving contact with the technical and programmatic realities experienced by the team. To address this, the team started a small pilot project in 2016 to test the use of Agile within a small subset of the team for a new web services application. In early 2018, the use of Agile was expanded to the whole team and all the software, but we had to fulfill the NASA SW development requirements. And we needed to do this while still remaining true to the key Agile elements of transparency, inspection and adaption. In order to do this, the team worked very closely with the Software Process Improvement (SPI) team at NASA Goddard, as well as NASA engineering manageme

Beech, Theresa W.↗

NASA NTRS1979

Diffusion and utilization of scientific and technological knowledge within state and local governments

The state-of-the-art is reviewed concerning current knowledge of processes by which technological innovation and scientific information are disseminated among state and local governments. The effectiveness of various mechanisms, strategies, and approaches by which federal agencies have sought to transfer technology to state, regional, and city governments are assessed. It is concluded that the existing relationships between the state and local governments, and the scientific communities are not adequate.

Feller, I.↗

NASA NTRS1982

Private financing and operation of a space station: Investment requirements, risk, government support and other primary business management considerations

Private investment in a manned space station is considered as an alternative to complete government sponsorship of such a program. The implications of manned space operations are discussed from a business perspective. The most significant problems and risks which would be faced by a private company involved in a space station enterprise are outlined and possible government roles in helping to overcome these difficulties suggested. Economic factors such as inflation and the rate of interest are of primary concern, but less obvious conditions such as antitrust and appropriate regulatory laws, government appropriations for space activities, and national security are also considered.

Simon, M.↗

NASA NTRS1983

Government - contractor interaction

The development of the Administrative Contracting Officer represents an advance in the Government system of contract management because it provides an individual with knowledge, time, and a specialized function to insure performance of Government contracts. However, the development has created a dichotomy between the award and the post-award function which increases the adversary relationship with Government contractors. This paper advocates that this adversary relationship can be decreased if PCOs and ACOs are provided with opportunities to serve in the assignments of the other.

Thomas, D. M.↗

NASA NTRS1986

Influences on corporate executive decision behavior in government acquisitions

This paper presents extensive exploratory research which had as its primary objective, the discovery and determination of major areas of concern exhibited by U.S. corporate executives in the preparation and submittal of proposals and bids to the Federal government. The existence of numerous unique concerns inherent in corporate strategies within the government market environment was established. A determination of the relationship of these concerns to each other was accomplished utilizing statistical factor analysis techniques resulting in the identification of major groupings of management concerns. Finally, using analysis of variance, an analysis and discovery of the interrelationship of the factors to corporate demographics was accomplished. The existence of separate and distinct concerns exhibited by corporate executives when contemplating sales and operations in the government marketplace was established. It was also demonstrated that quantifiable relationships exist between such variables and that the decision behavior exhibited by the responsible executives has an interrelationship to their company's demographics.

Wetherington, J. R.↗

NASA NTRS1988

Annotated directory of US Government information system projects of potential interest to NASA/SSPO

The purpose of this research activity was to develop a list for NASA of major U.S. government information systems contacts who are able to cooperate with NASA on technical interchange. The list contains the names of appropriate managers involved in major information system projects, U.S. government office officials, and their hierarchy up to the highest officials whose major responsibilities include government information systems development.

Legrand, Sue↗

NASA NTRS1991

NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 17: The relationship between seven variables and the use of US government technical reports by US aerospace engineers and scientists

A study was undertaken to investigate the relationship between the use of U.S. government technical reports by U.S. aerospace engineers and scientists and seven selected sociometric variables. Data were collected by means of a self-administered mail survey which was distributed to a randomly drawn sample of American Institute of Aeronautics and Astronautics (AIAA) members. Two research questions concerning the use of conference meeting papers, journal articles, in-house technical reports, and U.S. government technical reports were investigated. Relevance, technical quality, and accessibility were found to be more important determinants of the overall extent to which U.S. government technical reports and three other information products were used by U.S. aerospace engineers and scientists.

Pinelli, Thomas E.↗