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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 37 records · Page 2
All sourcesNASA NTRSDOE OSTI
NASA NTRS1999

Spacecraft Onboard Software Maintenance: An Effective Approach which Reduces Costs and Increases Science Return

Flight software (FSW) is a mission critical element of spacecraft functionality and performance. When ground operations personnel interface to a spacecraft, they are dealing almost entirely with onboard software. This software, even more than ground/flight communications systems, is expected to perform perfectly at all times during all phases of on-orbit mission life. Due to the fact that FSW can be reconfigured and reprogrammed to accommodate new spacecraft conditions, the on-orbit FSW maintenance team is usually significantly responsible for the long-term success of a science mission. Failure of FSW can result in very expensive operations work-around costs and lost science opportunities. There are three basic approaches to staffing on-orbit software maintenance, namely: (1) using the original developers, (2) using mission operations personnel, or (3) assembling a Center of Excellence for multi-spacecraft on-orbit FSW support. This paper explains a National Aeronautics and Space Administration, Goddard Space Flight Center (NASA/GSFC) experience related to the roles of on-orbit FSW maintenance personnel. It identifies the advantages and disadvantages of each of the three approaches to staffing the FSW roles, and demonstrates how a cost efficient on-orbit FSW Maintenance Center of Excellence can be established and maintained with significant return on the investment.

Shell, Elaine M.↗
NASA NTRS2001

Smoldering, Transition and Flaming in Microgravity

A research project is underway to study smolder and the transition to flaming in microgravity. The Microgravity Smoldering Combustion (MSC) flight project is an ongoing research project to provide a better understanding of the controlling mechanisms of smoldering combustion. The Smoldering Transition and Flaming (STAF) project is a recently established research program that will utilize the Fluids and Combustion Facility (FCF) of the ISS to examine the transition from smolder to flaming in microgravity. In forced flow smolder experiments ambient pressure in the MSC chamber rises, thus motivating the need to understand the effects of pressure on smoldering combustion. Further, the STAF experiment has constraints on experimental scale and testing at elevated pressure may be a mechanism to reduce the sample size by enhancing the smolder reaction. In the work we are reporting here, a series of ground-based tests determine the effects of pressure on smoldering combustion. These tests are compared with data obtained from experiments conducted aboard the Space Shuttle in flights STS-69 and STS-77. Measurements of one-dimensional smolder propagation velocity are made by thermocouple probing and a non-intrusive Ultrasound Imaging System (UIS)]. Thermocouples are also used to obtain reaction temperatures and the UIS is used to determine permeabilities of the fuel in real-time.

Fernandez-Pello, A. C.↗
NASA NTRS2001

Aerothermodynamics at NASA-Langley Research Center

The Aerothermodynamics Branch at NASA - Langley Research Center is tasked with developing, assessing and applying aerothermodynamic technologies to enable the development of hypersonic aircraft, launch vehicles, and planetary/earth entry systems. To accomplish this mission, the Branch capitalizes on the synergism between the experimental and computational facilities/tools which reside in the branch and a staff that can draw on five decades of experience in aerothermodynamics. The Aerothermodynamics Branch is staffed by 30 scientists/engineers. The staff, of which two-thirds are less than 40 years old, is split evenly between experimentalists and computationalists. Approximately 90 percent of the staff work on space transportation systems while the remainder work on planetary missions. The Branch manages 5 hypersonic wind tunnels which are staffed by 14 technicians, numerous high end work stations and a SGI Origin 2000 system. The Branch also utilizes other test facilities located at Langley as well as other national and international test sites. Large scale computational requirements are met by access to Agency resources.

Weilmuenster, K. James↗
NASA NTRS2010

Adaptive Planning: Understanding Organizational Workload to Capability/ Capacity through Modeling and Simulation

In August 2003, the Secretary of Defense (SECDEF) established the Adaptive Planning (AP) initiative [1] with an objective of reducing the time necessary to develop and revise Combatant Commander (COCOM) contingency plans and increase SECDEF plan visibility. In addition to reducing the traditional plan development timeline from twenty-four months to less than twelve months (with a goal of six months)[2], AP increased plan visibility to Department of Defense (DoD) leadership through In-Progress Reviews (IPRs). The IPR process, as well as the increased number of campaign and contingency plans COCOMs had to develop, increased the workload while the number of planners remained fixed. Several efforts from collaborative planning tools to streamlined processes were initiated to compensate for the increased workload enabling COCOMS to better meet shorter planning timelines. This paper examines the Joint Strategic Capabilities Plan (JSCP) directed contingency planning and staffing requirements assigned to a combatant commander staff through the lens of modeling and simulation. The dynamics of developing a COCOM plan are captured with an ExtendSim [3] simulation. The resulting analysis provides a quantifiable means by which to measure a combatant commander staffs workload associated with development and staffing JSCP [4] directed contingency plans with COCOM capability/capacity. Modeling and simulation bring significant opportunities in measuring the sensitivity of key variables in the assessment of workload to capability/capacity analysis. Gaining an understanding of the relationship between plan complexity, number of plans, planning processes, and number of planners with time required for plan development provides valuable information to DoD leadership. Through modeling and simulation AP leadership can gain greater insight in making key decisions on knowing where to best allocate scarce resources in an effort to meet DoD planning objectives.

Hase, Chris↗
NASA NTRS2010

Use of Dynamic Models and Operational Architecture to Solve Complex Navy Challenges

The United States Navy established 8 Maritime Operations Centers (MOC) to enhance the command and control of forces at the operational level of warfare. Each MOC is a headquarters manned by qualified joint operational-level staffs, and enabled by globally interoperable C41 systems. To assess and refine MOC staffing, equipment, and schedules, a dynamic software model was developed. The model leverages pre-existing operational process architecture, joint military task lists that define activities and their precedence relations, as well as Navy documents that specify manning and roles per activity. The software model serves as a "computational wind-tunnel" in which to test a MOC on a mission, and to refine its structure, staffing, processes, and schedules. More generally, the model supports resource allocation decisions concerning Doctrine, Organization, Training, Material, Leadership, Personnel and Facilities (DOTMLPF) at MOCs around the world. A rapid prototype effort efficiently produced this software in less than five months, using an integrated process team consisting of MOC military and civilian staff, modeling experts, and software developers. The work reported here was conducted for Commander, United States Fleet Forces Command in Norfolk, Virginia, code N5-0LW (Operational Level of War) that facilitates the identification, consolidation, and prioritization of MOC capabilities requirements, and implementation and delivery of MOC solutions.

Grande, Darby↗
NASA NTRS2011

ISS Operations Cost Reductions Through Automation of Real-Time Planning Tasks

In 2008 the Johnson Space Center s Mission Operations Directorate (MOD) management team challenged their organization to find ways to reduce the costs of International Space station (ISS) console operations in the Mission Control Center (MCC). Each MOD organization was asked to identify projects that would help them attain a goal of a 30% reduction in operating costs by 2012. The MOD Operations and Planning organization responded to this challenge by launching several software automation projects that would allow them to greatly improve ISS console operations and reduce staffing and operating costs. These projects to date have allowed the MOD Operations organization to remove one full time (7 x 24 x 365) ISS console position in 2010; with the plan of eliminating two full time ISS console support positions by 2012. This will account for an overall 10 EP reduction in staffing for the Operations and Planning organization. These automation projects focused on utilizing software to automate many administrative and often repetitive tasks involved with processing ISS planning and daily operations information. This information was exchanged between the ground flight control teams in Houston and around the globe, as well as with the ISS astronaut crew. These tasks ranged from managing mission plan changes from around the globe, to uploading and downloading information to and from the ISS crew, to even more complex tasks that required multiple decision points to process the data, track approvals and deliver it to the correct recipient across network and security boundaries. The software solutions leveraged several different technologies including customized web applications and implementation of industry standard web services architecture between several planning tools; as well as a engaging a previously research level technology (TRL 2-3) developed by Ames Research Center (ARC) that utilized an intelligent agent based system to manage and automate file traffic flow, archiving f data, and generating console logs. This technology called OCAMS (OCA (Orbital Communication System) Management System), is now considered TRL level 9 and is in daily use in the Mission Control Center in support of ISS operations. These solutions have not only allowed for improved efficiency on console; but since many of the previously manual data transfers are now automated, many of the human error prone steps have been removed, and the quality of the planning products has improved tremendously. This has also allowed our Planning Flight Controllers more time to focus on the abstract areas of the job, (like the complexities of planning a mission for 6 international crew members with a global planning team), instead of being burdened with the administrative tasks that took significant time each console shift to process. The resulting automation solutions have allowed the Operations and Planning organization to realize significant cost savings for the ISS program through 2020 and many of these solutions could be a viable

Hall, Timothy A.↗
NASA NTRS2011

ISS Operations Cost Reductions Through Automation of Real-Time Planning Tasks

In 2007 the Johnson Space Center s Mission Operations Directorate (MOD) management team challenged their organizations to find ways to reduce the cost of operations for supporting the International Space Station (ISS) in the Mission Control Center (MCC). Each MOD organization was asked to define and execute projects that would help them attain cost reductions by 2012. The MOD Operations Division Flight Planning Branch responded to this challenge by launching several software automation projects that would allow them to greatly improve console operations and reduce ISS console staffing and intern reduce operating costs. These tasks ranged from improving the management and integration mission plan changes, to automating the uploading and downloading of information to and from the ISS and the associated ground complex tasks that required multiple decision points. The software solutions leveraged several different technologies including customized web applications and implementation of industry standard web services architecture; as well as engaging a previously TRL 4-5 technology developed by Ames Research Center (ARC) that utilized an intelligent agent-based system to manage and automate file traffic flow, archive data, and generate console logs. These projects to date have allowed the MOD Operations organization to remove one full time (7 x 24 x 365) ISS console position in 2010; with the goal of eliminating a second full time ISS console support position by 2012. The team will also reduce one long range planning console position by 2014. When complete, these Flight Planning Branch projects will account for the elimination of 3 console positions and a reduction in staffing of 11 engineering personnel (EP) for ISS.

Hall, Timothy A.↗
NASA NTRS1994

Development of a Prototype Real-Time Automated Filter for Operational Deep Space Navigation

Operational deep space navigation has in the past, and is currently, performed using systems whose architecture was designed to accommodate tape data transfers and computing environments with a tiny fraction of the current capability. Additionally, this architecture requires constant human supervision and intervention. A prototype for a system which allows relatively automated processing of radio metric data received in near real-time from NASA's Deep Space Network (DSN) without any redesign of the existing operational flow has been developed. This system will allow for more rapid response as well as much reduced staffing to support mission navigation operations.

deep↗
NASA NTRS1967

Safety in flight operations.

Manned space flight safety, discussing system design, operations planning, staffing, training and simulation

OPERATIONS RESEARCH↗
NASA NTRS1968

Apollo Program Management, Kennedy Space Center, Florida

The evolution of the Kennedy Space Center as the launch organization for Apollo/ Saturn V involved the concurrent solution of numerous complex problems. A significant increase in manpower was involved. Large and complex checkout and launch facilities were to be designed and constructed. Expansion of operational capabilities required the establishment and integration of a Government-Contractor operational team. From an initial cadre of approximately 200 civil service personnel of the Army Ballistic Missile Agency, transferred to NASA in 1960 following its establishment, expansion to the present civil service level of 2,900 occurred in the last seven years. Established within NASA as a directorate of the Marshall Space Flight Center, KSC achieved center status in 1962. With its designation as a Center, KSC accomplished the development and staffing of an organization that could perform procurement, resources, financial, and other management requirements formerly provided by the parent organization. In addition to continuing launch operations for established programs, KSC undertook the design and construction of large, new, and unique launch facilities for Apollo/Saturn V. With the expansion of the civil service work force, KSC integrated contractor organizations employing 23,000 personnel at the Center to perform specific operational and support missions under the technical supervision and observation of the Government team. The management techniques, organizational concepts, and continuing efforts utilized to meet the Apollo goals and challenges are discussed in this document.

Source record↗
NASA NTRS1972

Human factors aspects of air traffic control

An overview of human factors problems associated with the operation of present and future air traffic control systems is presented. A description is included of those activities and tasks performed by air traffic controllers at each operational position within the present system. Judgemental data obtained from controllers concerning psychological dimensions related to these tasks and activities are also presented. The analysis includes consideration of psychophysiological dimensions of human performance. The role of the human controller in present air traffic control systems and his predicted role in future systems is described, particularly as that role changes as the result of the system's evolution towards a more automated configuration. Special attention is directed towards problems of staffing, training, and system operation. A series of ten specific research and development projects are recommended and suggested work plans for their implementation are included.

Older, H. J.↗
NASA NTRS1972

Statistical and operational summaries

Statistical progress indicator forms are presented on the financial management of the research allocations. Promotional activities, conference participants, and services are tabulated. The staffing and activity levels are also discussed, as well as the fee schedule revision and the standard interest profile offerings.

Disalvo, J.↗
NASA NTRS1972

Applications experiments in the Houston region

Organization, staffing, and planning for experimental applications of remote sensing data to gain land use and water management information are described. Work was started on an experimental data base, aerial multispectral photography, and forest and wild life surveys as part of a regional inventory and monitory program.

Erb, R. B.↗
NASA NTRS1973

Study of the marine environment of the northern Gulf of California

There are no author-identified significant results in this report. Progress in studies of the marine environment of the northern Gulf of California is described. A ship was chartered in Mexico, staffed with local seamen, equipped for oceanographic work, and is now conducting monthly cruises of 47 stations, collecting ground observations for correlation with ERTS-1 imagery in the Arizona Regional Ecological Test Site laboratory in Tucson. Progress is reported on fabrication of instrument buoys equipped with marine-adapted DCP's to transmit ground observations via satellite to Tucson. Data handling processes are described. Coordination of work with Mexican scientists is detailed.

Hendrickson, J. R.↗
NASA NTRS1975

Madrid space station

The Madrid space station, operated under bilateral agreements between the governments of the United States and Spain, is described in both Spanish and English. The space station utilizes two tracking and data acquisition networks: the Deep Space Network (DSN) of the National Aeronautics and Space Administration and the Spaceflight Tracking and Data Network (STDN) operated under the direction of the Goddard Space Flight Center. The station, which is staffed by Spanish employees, comprises four facilities: Robledo 1, Cebreros, and Fresnedillas-Navalagamella, all with 26-meter-diameter antennas, and Robledo 2, with a 64-meter antenna.

Fahnestock, R. J.↗
NASA NTRS1976

An inside look at NASA planetology

Staffing, financing and budget controls, and research grant allocations of NASA are reviewed with emphasis on NASA-supported research in planetary geological sciences: studies of the composition, structure, and history of solar system planets. Programs, techniques, and research grants for studies of Mars photographs acquired through Mariner 6-10 flights are discussed at length, and particularly the handling of computer-enhanced photographic data. Scheduled future NASA-sponsored planet exploration missions (to Mars, Jupiter, Saturn, Uranus) are mentioned.

Dwornik, S. E.↗
NASA NTRS1980

Beyond the atmosphere: Early years of space science

From the rocket measurements of the upper atmosphere and Sun that began in 1946, space science gradually emerged as a new field of scientific activity. The course of the United State space program is viewed in an historical context. Major emphasis is on NASA and its programs. The funding, staffing, organization, and priorities of the space program were reviewed.

Newell, H. E.↗