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NASA NTRS2002

Lessons learned from Shuttle/Mir: psychosocial countermeasures

BACKGROUND: During future long-duration space missions, countermeasures need to be developed to deal with psychosocial issues that might impact negatively on crewmember performance and well-being. METHODS: In our recently completed NASA-funded study of 5 U.S. astronauts, 8 Russian cosmonauts, and 42 U.S. and 16 Russian mission control personnel who participated in the Shuttle/Mir program, we evaluated a number of important psychosocial issues such as group tension, cohesion, leadership role, and the displacement of negative emotions from crewmembers to people in mission control and from mission control personnel to management. RESULTS: Based on our findings, which are reviewed, a number of psychosocial countermeasures are suggested to help ameliorate the negative impact of potential psychosocial problems during future manned space missions. CONCLUSIONS: Crewmembers should be selected not only to rule out psychopathology but also to select-in for group compatibility and facility in a common language. Training should include briefings and team building related to a number of psychosocial issues and should involve both crewmembers and mission control personnel. During the mission, both experts on the ground and the crewmembers themselves should be alert to potential interpersonal problems, including the displacement of negative emotions from the crew to the ground. Supportive activities should consist of both individual and interpersonal strategies, including an awareness of changing leisure time needs. Finally, attention should be given to postmission readjustment and to supporting the families on Earth.

Non-NASA Center↗
NASA NTRS2006

Conducting Closed Habitation Experiments: Experience from the Lunar Mars Life Support Test Project

The Lunar-Mars Life Support Test Project (LMLSTP) was conducted from 1995 through 1997 at the National Aeronautics and Space Administration s (NASA) Johnson Space Center (JSC) to demonstrate increasingly longer duration operation of integrated, closed-loop life support systems that employed biological and physicochemical techniques for water recycling, waste processing, air revitalization, thermal control, and food production. An analog environment for long-duration human space travel, the conditions of isolation and confinement also enabled studies of human factors, medical sciences (both physiology and psychology) and crew training. Four tests were conducted, Phases I, II, IIa and III, with durations of 15, 30, 60 and 91 days, respectively. The first phase focused on biological air regeneration, using wheat to generate enough oxygen for one experimental subject. The systems demonstrated in the later phases were increasingly complex and interdependent, and provided life support for four crew members. The tests were conducted using two human-rated, atmospherically-closed test chambers, the Variable Pressure Growth Chamber (VPGC) and the Integrated Life Support Systems Test Facility (ILSSTF). Systems included test articles (the life support hardware under evaluation), human accommodations (living quarters, kitchen, exercise equipment, etc.) and facility systems (emergency matrix system, power, cooling, etc.). The test team was managed by a lead engineer and a test director, and included test article engineers responsible for specific systems, subsystems or test articles, test conductors, facility engineers, chamber operators and engineering technicians, medical and safety officers, and science experimenters. A crew selection committee, comprised of psychologists, engineers and managers involved in the test, evaluated male and female volunteers who applied to be test subjects. Selection was based on the skills mix anticipated for each particular test, and utilized information from psychological and medical testing, data on the knowledge, experience and skills of the applicants, and team building exercises. The design, development, buildup and operation of test hardware and documentation followed the established NASA processes and requirements for test buildup and operation.

Barta, Daniel J.↗
NASA NTRS2004

Conducting Closed Habitation Experiments: Experience from the Lunar Mars Life Support Test Project

The Lunar-Mars Life Support Test Project (LMLSTP) was conducted from 1995 through 1997 at the National Aeronautics and Space Administration s (NASA) Johnson Space Center (JSC) to demonstrate increasingly longer duration operation of integrated, closed-loop life support systems that employed biological and physicochemical techniques for water recycling, waste processing, air revitalization, thermal control, and food production. An analog environment for long-duration human space travel, the conditions of isolation and confinement also enabled studies of human factors, medical sciences (both physiology and psychology) and crew training. Four tests were conducted, Phases I, II, IIa and III, with durations of 15, 30,60 and 91 days, respectively. The first phase focused on biological air regeneration, using wheat to generate enough oxygen for one experimental subject. The systems demonstrated in the later phases were increasingly complex and interdependent, and provided life support for four crew members. The tests were conducted using two human-rated, atmospherically-closed test chambers, the Variable Pressure Growth Chamber (VPGC) and the Integrated Life Support Systems Test Facility (ILSSTF). Systems included test articles (the life support hardware under evaluation), human accommodations (living quarters, kitchen, exercise equipment, etc.) and facility systems (emergency matrix system, power, cooling, etc.). The test team was managed by a lead engineer and a test director, and included test article engineers responsible for specific systems, subsystems or test articles, test conductors, facility engineers, chamber operators and engineering technicians, medical and safety officers, and science experimenters. A crew selection committee, comprised of psychologists, engineers and managers involved in the test, evaluated male and female volunteers who applied to be test subjects. Selection was based on the skills mix anticipated for each particular test, and utilized information from psychological and medical testing, data on the knowledge, experience and skills of the applicants, and team building exercises. The design, development, buildup and operation of test hardware and documentation followed the established NASA processes and requirements for test buildup and operation.

Barta, Daniel J.↗
NASA NTRS2015

Mars Surface Habitability Options

This paper reports on current habitability concepts for an Evolvable Mars Campaign (EMC) prepared by the NASA Human Spaceflight Architecture Team (HAT). For many years NASA has investigated alternative human Mars missions, examining different mission objectives, trajectories, vehicles, and technologies; the combinations of which have been referred to as reference missions or architectures. At the highest levels, decisions regarding the timing and objectives for a human mission to Mars continue to evolve while at the lowest levels, applicable technologies continue to advance. This results in an on-going need for assessments of alternative system designs such as the habitat, a significant element in any human Mars mission scenario, to provide meaningful design sensitivity characterizations to assist decision-makers regarding timing, objectives, and technologies. As a subset of the Evolvable Mars Campaign activities, the habitability team builds upon results from past studies and recommends options for Mars surface habitability compatible with updated technologies.

human spaceflight↗
NASA NTRS2017

The NASA Space Life Sciences Training Program: Accomplishments Since 2013

The NASA Space Life Sciences Training Program (SLSTP) provides undergraduate students entering their junior or senior years with professional experience in space life science disciplines. This challenging ten-week summer program is held at NASA Ames Research Center. The primary goal of the program is to train the next generation of scientists and engineers, enabling NASA to meet future research and development challenges in the space life sciences. Students work closely with NASA scientists and engineers on cutting-edge research and technology development. In addition to conducting hands-on research and presenting their findings, SLSTP students attend technical lectures given by experts on a wide range of topics, tour NASA research facilities, participate in leadership and team building exercises, and complete a group project. For this presentation, we will highlight program processes, accomplishments, goals, and feedback from alumni and mentors since 2013. To date, 49 students from 41 different academic institutions, 9 staffers, and 21 mentors have participated in the program. The SLSTP is funded by Space Biology, which is part of the Space Life and Physical Sciences Research and Application division of NASA's Human Exploration and Operations Mission Directorate. The SLSTP is managed by the Space Biology Project within the Science Directorate at Ames Research Center.

education↗
NASA NTRS2019

The NASA Space Life Sciences Training Program: Accomplishments Since 2013

The NASA Space Life Sciences Training Program (SLSTP) provides undergraduate students entering their junior or senior years with professional experience in space life science disciplines. This challenging ten-week summer program is held at NASA Ames Research Center. The primary goal of the program is to train the next generation of scientists and engineers, enabling NASA to meet future research and development challenges in the space life sciences. Students work closely with NASA scientists and engineers on cutting-edge research and technology development. In addition to conducting hands-on research and presenting their findings, SLSTP students attend technical lectures given by experts on a wide range of topics, tour NASA research facilities, participate in leadership and team building exercises, and complete a group project. For this presentation, we will highlight program processes, student recruitment, accomplishments, goals, and feedback from alumni and mentors since 2013. To date, 71 students from 53 different academic institutions, 13 staffers, and 29 mentors have participated in the program.The SLSTP is funded by Space Biology, which is part of the Space Life and Physical Sciences Research and Application division of NASA's Human Exploration and Operations Mission Directorate. The SLSTP is managed by the Space Biology Project within the Science Directorate at Ames Research Center.

Rask, Jon↗
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 NTRSDate not supplied

The NASA Space Life Sciences Training Program (SLSTP)

The NASA Space Life Sciences Training Program (SLSTP) provides undergraduate students entering their junior or senior years with professional experience in space life science disciplines. This challenging ten-week summer program is hosted by NASA Ames Research Center. The primary goal of the program is to train the next generation of scientists and engineers, enabling NASA to meet future research and development challenges in the space life sciences. SLSTP Research Associates (RAs) work closely with NASA scientists and engineers on cutting-edge research and technology development. In addition to providing hands-on research experience and the ability to present their findings in a professional forum, SLSTP RAs attend technical lectures given by experts on a wide range of topics, tour NASA and other research facilities, participate in leadership and team building exercises, and develop a group project. Historically the SLSTP program has been held at Ames Research Center in Mountain View, California. However, due to the pandemic, both the 2020 and 2021 programs were restructured to be conducted virtually, enabling the program to continue despite the challenging times. For this presentation, we will highlight program processes, student recruitment, accomplishments, goals, and feedback from alumni and mentors since 2013. To date, 92 RAs from 64 different academic institutions in 29 states, 21 staffers, and 37 mentors have participated in the program. The SLSTP is funded by NASA’s Space Biology Program, which is part of the Biological and Physical Sciences Division of NASA. The SLSTP is managed by the Space Biology Project within the Science Directorate at Ames Research Center.

Training Space Biosciences Student↗
NASA NTRSDate not supplied

The Virginia Earth System Science Scholars (VESSS) Experience: Inspiring High School Students in Stem Through Mentorship and Collaborative Skills Development

Since 2016, the Virginia Earth System Science Scholars (VESSS) program offered by the Virginia Space Grant Consortium (VSGC) has provided an interactive science, technology, engineering, and mathematics learning experience for Virginia high school juniors and seniors. The VESSS program was created through a partnership with VSGC, NASA Langley Research Center (LaRC), and Hampton University to engage students in learning about Earth’s climate change and its global impacts. High school students from all areas of Virginia learn about Earth science and climate change in a 16 week online course focused on the Earth’s surface and interior, atmospheric composition, weather, water energy cycles, and climate variability. Students that complete the online course are invited to a no-cost seven-day residential summer academy at NASA LaRC where students are divided into teams based on four of the major spheres of study for Earth: atmosphere, biosphere, hydrosphere, and lithosphere. Each team is guided by a Master Teacher and teams of undergraduate student interns who were also previous VESSS scholars. Students interview for team positions and are given a role reflecting an actual satellite design team position such as project scientist, research scientist, budget analyst, launch and orbit analyst, contamination analyst, and education and public outreach specialist. The students spend a week mentored by NASA and industry scientists and engineers as they learn how to select science goals and objectives, select science instruments, balance a mission budget, determine the mission launch location and orbit, and communicate the importance of the mission to the public. Each team produces a mission proposal, and at the end of the week, each team presents their portion of the mission to a panel of experts, followed by a question and answer period. Through this week students learn teamwork, communication, time management, meeting management, and research skills. Project work is supplemented by team-building activities, NASA facility tours, and lectures by acclaimed guest speakers such as Dr. Christine Darden, a NASA “Hidden Figure.” Students have conveyed through course evaluations and testimonials not only the vast personal learning and growth they achieved, but also the new perspectives they gained on future STEM career fields and opportunities to explore.

Elaine Seasly↗
NASA NTRS2023

The NASA Astrobiology Program’s Professional Advancement Workshop Series: Next Steps

Introduction: In the modern-day competitive job search, it is not enough for a candidate to have an excellent academic resume. Candidates must also present themselves well in various styles of interviews, have managerial skills, and be capable of engaging in complex interpersonal relationships and team building. The NASA Astrobiology Program’s Professional Advancement Workshop Series (PAWS) addresses the need for professional skills development that is not traditionally taught in graduate programs. PAWS is designed to supplement academic teachings by providing a space where early career scientists can learn new skills to help them explore, interview for, and be hired in the jobs and careers they want. This is especially true for jobs that are outside of the traditional academic “pipeline” (the path of student to postdoc to tenure-track professor). PAWS embraces the braided river model of career development [1], which emphasizes flexibility as a scientist’s needs change throughout their life. PAWS also presents an opportunity for other early career scientists to meet and network with each other outside of conferences and other formal events. This is especially important as the world emerges from the ongoing COVID-19 pandemic. Finally, PAWS creates an informative space full of resources available to everyone, which lowers institutional barriers regarding knowledge of opportunities and potentially provides mentorship to those in need. Both items are identified as supportive of a more diverse and inclusive future workforce [2–4]. PAWS began in August 2021 and was originally intended to last until the Astrobiology Science Conference in May 2022. The NASA Astrobiology Program initially sponsored PAWS, allowing the PAWS Leadership to bring in expert speakers from outside of NASA. These external speakers exposed the event attendees to new techniques and perspectives. PAWS has been able to continue beyond May 2022 because of many people volunteering their time for panels and a good balance between panels and expert-led workshops. Here, we share how PAWS works, what the results have been so far, and the future plans for PAWS.

Worshop↗
NASA NTRS2007

Implementing an Applied Science Program

The work implied in the NASA Applied Science Program requires a delicate balancing act for the those doing it. At the implementation level there are multiple tensions intrinsic to the program. For example each application of an existing product to a decision support process requires deep knowledge about the data and deep knowledge about the decision making process. It is highly probable no one person has this range of knowledge. Otherwise the decision making process would already be using the data. Therefore, a team is required. But building a team usually requires time, especially across agencies. Yet the program mandates efforts of relatively short duration. Further, those who know the data are scientists, which makes them essential to the program. But scientists are evaluated on their publication record. Anything which diverts a scientist from the research for his next publication is an anathema to him and potential death to their career. Trying to get another agency to use NASA data does not strike most scientists as material inherently suitable for publication. Also, NASA wishes to rapidly implement often substantial changes to another agency's process. For many reasons, such as budget and program constraints, speed is important. But the owner of a decision making process is tightly constrained, usually by law, regulation, organization and custom. Changes when made are slow, cautious, even hesitant, and always done according a process specific to the situation. To manage this work MSFC must balance these and other tensions. Some things we have relatively little control over, such as budget. These we try to handle by structural techniques. For example by insisting all of our people work on multiple projects simultaneously we inherently have diversification of funding for all of our people. In many cases we explicitly use some elements of tension to be productive. For example the need for the scientists to constantly publish is motivation to keep tasks short and to the immediate point. As another example, the DSS agency and it personnel are treated as integral to the effort at every step. Thus, their ways of doing things, their problems and their assets become part of the solution. MSFC also manages the Applied Science work' within a strategic framework.' First, the scientists are necessarily at the core of all of this work as well as all of the work within the larger' organization. We therefore strive to keep a roughly 50-50 balance between the work done on tasks funded directly by the research side of NASA's Science Mission Directorate and funding from the applied side. Done at both the organization level and the level of the individual, this keeps the scientist both happy and productive over the long term. We also try diligently to remove as much burden from the scientist as practical by employing people such as the authors and others to do tasks not requiring; scientific knowledge. We also have designed our effort to take full use of external partners. We actively seek and support, including fund, people from multiple organizations to join us as committed collaborators. In this we use today's money and today's problem to help us diversify and strengthen for tomorrow. MSFC also considers the Applied Science work holistically. Each element is viewed as a step in a larger process. At a management level we can chose to emphasize or encourage certain areas which service long term goals. Thus, if we think work in a particular area should be developed, we can start with the smaller, less costly elements and grow.

Rickman, Doug↗
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 NTRS2022

Simulating Mars: Enabling Testing of the Perseverance Rover Sampling and Caching Subsystem on Earth

The development of the Sampling and Caching Subsystem (SCS) on the JPL Perseverance Rover lies at the intersection of testing, robotics, and geology. The SCS team established three primary system test campaigns and venues to aid in the development of SCS through verification and validation testing – Qualification Model Dirty Testing (QMDT) to provide a venue for testing in a Martian environment, Vehicle System Testbed (VSTB) for testing while integrated with the mobility subsystem on Martian-like terrain, and the Flight Software Testbed (FSWTB) for conducting tests using the flight motor controllers and software system on a hexapod which had the ability to simulate rover tilt. Each venue contributed a vital piece to the SCS building blocks. However, the QMDT venue operating within a 10-ft diameter Thermal Vacuum chamber to simulate Martian environment provided a sui generis opportunity to fine tune the entire sampling and caching process while building the team’s knowledge base about rock drillability, system life, and target selection. On Earth, because Martian rocks are not readily available, the development team must utilize geoanalogs to the rocks and regolith on Mars. Geologists on the team helped establish a set of standard rock types to use for Mars missions, like Basalt, Sandstone, Mudstone, Gypsum, and other related geoanalogs. These geoanalogs are characterized with a standard suite of tests for density, compressibility, and other characteristics to categorize potential drillability. This concept of drillability is what links the geoanalogs on Earth to the samples we collect on Mars. With the simulant characteristics defined, these geoanalog rocks are ready to be drilled into as we do on the Martian surface. A key aspect of interacting with the surface on Mars is rock target identification and selection. The Perseverance robotic system uses the on-board cameras, instrumentation, and software to collect enough information to identify potential scientific targets. With the targets identified, SCS can place the Corer and abrade the surface or collect a sample. For a ground test activity like QMDT, the test team did not have all of the camera and instrumentation systems that the rover does, so the team developed ground test equivalents to process a rock, build a target map, and define the target. The team constructed a Rock Scanning Station to build a 3D point cloud of the rock. This point cloud was then processed and evaluated with predefined and programmed criteria in a Target Downselect Tool. A primary output of the Target Downselect Tool is a defined target that can be uploaded directly to the robotic software system to simulate and build the robotic sequences used in tests. With these insights and programmatic definition of targets, the QMDT test team was able to make the same decisions that the Perseverance surface operations team does. In addition, valuable lessons learned from developing the target selection ground tools and using them were implemented into the tools used for surface operations.

Kim, Junggon↗
NASA NTRS2007

From ESAS to Ares: A Chronology

Throughout my career, I have observed many launch vehicle efforts come and go. Although it may appear on the surface that those were dead-end streets, the knowledge we gained through them actually informs the work in progress. Following the tragic loss of the Space Shuttle Columbia's crew, the administration took the Columbia Accident Investigation Board's findings to heart and united the Agency behind the Vision for Space Exploration, with clear goals and objectives, including fielding a new generation of safe, reliable, and affordable space transportation. The genesis of the Ares I Crew Launch Vehicle and Ares V Cargo Launch Vehicle activities now under way by a nationwide Government and industry team was the confirmation of the current NASA Administrator in April 2005. Shortly thereafter, he commissioned a team of aerospace experts to conduct the Exploration Systems Architecture Study (ESAS), which gave shape to launch vehicles that will empower America's resurgence in scientific discovery through human and robotic space exploration. In October 2005, I was asked to lead this effort, building the team and forming the partnerships that will, in turn, build America's next human-rated space transportation system. In November 2006, the Ares I team began conducting the System Requirements Review milestone, just 1 year after its formation. We are gaining momentum toward the first test flight of the integrated vehicle system in 2009, just a few short years away. The Agency is now poised to deliver on the commitment this nation has made to advance our interests in space. In its inaugural year, the Ares team has conducted the first human-rated launch vehicle major milestone in over 30 years. Using the Exploration Systems Architecture Study recommendations as a starting point, the vehicle designs have been evolved to best meet customer and stakeholder requirements to fulfill the strategic goals outlined in the Vision for Space Exploration.

Cook, Stephen A.↗
NASA NTRSDate not supplied

An Analysis of Extended Reality Mockups for Use in Verification: Phase 2

NASA commercial providers are increasing their use of Virtual Reality (VR) and Hybrid Reality (HR) technologies in their system development process. The use of these technologies, collectively referred to as Extended Reality (XR) technologies, has been limited to the development phase, but there have been requests to integrate VR and HR mockups into verifications. Verifications require, at minimum, a high-fidelity mockup for activities involving human participation (tests, demonstrations, inspections). HR technology shares many of the strengths but may not share some of the critical shortcomings of VR. Specifically, HR allows for integrating physical objects, such as a suit, which may be critical to evaluating a system. Adopting HR technology still has many of the same challenges as VR. Namely, there is little to no data about the validity of evaluations conducted with HR mockups, an established process, or criteria for evaluating the appropriateness of HR mockups. Because verifications are final and only need to happen once, HR mockups must be adequately vetted before being approved for use in verifications. Further hindering the adoption of these technologies is the lack of consensus on what constitutes a high-fidelity XR mockup. Even for physical mockups, there are guidelines and common criteria, but nothing has been formalized. Discussion about when an XR mockup can be used would be greatly helped by clearly defining what a high-fidelity XR mockup is and how it might be measured. The team will engage with relevant stakeholders to learn more about the benefits and challenges of adopting hybrid reality mockups for verification. The team will build upon work from Phase 1 by maturing a framework to guide decisions for evaluating XR mockups for use in verifications. The team will also conduct experimental studies to evaluate advantages and tradeoffs of hybrid/mixed reality relative to physical and virtual reality mockups. Finally, data from Phase 1 and Phase 2 will be synthesized into a set of best practices for developing and validating XR mockups for verification. We will highlight the work conducted to date in Phase 2. We will present the status of the XR for Verification Framework, a summary of best practices identified thus far, and give a synopsis of future work.

verification testing↗
NASA NTRS1992

Design of a radiator shade for testing in a simulated lunar environment

The National Aeronautics and Space Administration (NASA) and The Universities Space Research Association (USRA) have chosen the parabolic/catenary concept from their sponsored Fall 1991 lunar radiation shade project for further testing and development. NASA asked the design team to build a shading device and support structure for testing in a vacuum chamber. Besides the support structure for the catenary shading device, the design team was asked to develop a system for varying the shade shape so that the device can be tested at different focal lengths. The design team developed concept variants and combined the concept variants to form overall designs. Using a decision matrix, an overall design was selected by the team from several overall design alternatives. Concept variants were developed for three primary functions. The three functions were structural support, shape adjustments, and end shielding. The shade adjustment function was divided into two sub-functions, arc length adjustment, and width adjustment.

Huff, Jaimi↗