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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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All sourcesNASA NTRSDOE OSTI
NASA NTRS1993

JSC research and technology

The primary roles and missions of JSC incorporate all aspects of human presence in space. Therefore, the Center is involved in the development of technology that will allow humans to stay longer in Earth orbit, allow safe flight in space, and provide capabilities to explore the Moon and Mars. The Center's technology emphasis areas include human spacecraft development, human support systems and infrastructure, and human spacecraft operations. Safety and reliability are critical requirements for the technologies that JSC pursues for long-duration use in space. One of the objectives of technology development at the Center is to give employees the opportunity to enhance their technological expertise and project management skills by defining, designing, and developing projects that are vital to the Center's strategy for the future. This report is intended to communicate within and outside the Agency our research and technology (R&T) accomplishments, as well as inform Headquarters program managers and their constituents of the significant accomplishments that have promise for future Agency programs. While not inclusive of all R&T efforts, the report presents a comprehensive summary of JSC projects in which substantial progress was made in the 1992 fiscal year. At the beginning of each project description, names of the Principal Investigator (PI) and the Technical Monitor (TM) are given, followed by their JSC mail codes or their company or university affiliations. The funding sources and technology focal points are identified in the index.

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NASA NTRS2005

Project Selection for NASA's R&D Programs

The purpose of NASA s Research and Development (R&D) programs is to provide advanced human support technologies for the Exploration Systems Mission Directorate (ESMD). The new technologies must be sufficiently attractive and proven to be selectable for future missions. This requires identifying promising candidate technologies and advancing them in technology readiness until they are likely options for flight. The R&D programs must select an array of technology development projects, manage them, and either terminate or continue them, so as to maximize the delivered number of potentially usable advanced human support technologies. This paper proposes an effective project selection methodology to help manage NASA R&D project portfolios.

Jones, Harry↗
NASA NTRS1994

Planning and scheduling for success

Planning and scheduling programs are excellent management tools when properly introduced to the project management team and regularly maintained. Communications, creativity, flexibility and accuracy are substantially improved by following a simple set of rules. A planning and scheduling program will work for you if you believe in it, make others in your project team realize its benefits, and make it an extension of your project cost control philosophy.

Manzanera, Ignacio↗
NASA NTRS1982

The 1981 current research on aviation weather (bibliography)

Current and ongoing research programs related to various areas of aviation meteorology are presented. Literature searches of major abstract publications, were conducted. Research project managers of various government agencies involved in aviation meteorology research provided a list of current research project titles and managers, supporting organizations, performing organizations, the principal investigators, and the objectives. These are tabulated under the headings of advanced meteorological instruments, forecasting, icing, lightning and atmospheric electricity; fog, visibility, and ceilings; low level wind shear, storm hazards/severe storms, turbulence, winds, and ozone and other meteorological parameters. This information was reviewed and assembled into a bibliography providing a current readily useable source of information in the area of aviation meteorology.

Daniel, J.↗
NASA NTRS2012

Leveraging Independent Management and Chief Engineer Hierarchy: Vertically and Horizontally-Derived Technical Authority Value

In the development of complex spacecraft missions, project management authority is usually extended hierarchically from NASA's highest agency levels down to the implementing institution's project team level, through both the center and the program. In parallel with management authority, NASA utilizes a complementary, but independent, hierarchy of technical authority (TA) that extends from the agency level to the project, again, through both the center and the program. The chief engineers (CEs) who serve in this technical authority capacity oversee and report on the technical status and ensure sound engineering practices, controls, and management of the projects and programs. At the lowest level, implementing institutions assign project CEs to technically engage projects, lead development teams, and ensure sound technical principles, processes, and issue resolution. At the middle level, programs and centers independently use CEs to ensure the technical success of their projects and programs. At the agency level, NASA's mission directorate CEs maintain technical cognizance over every program and project in their directorate and advise directorate management on the technical, cost, schedule, and programmatic health of each. As part of this vertically-extended CE team, a program level CE manages a continually varying balance between penetration depth and breadth across his or her assigned missions. Teamwork issues and information integration become critical for management at all levels to ensure value-added use of both the synergy available between CEs at the various agency levels, and the independence of the technical authority at each organization.

Barley, Bryan↗
NASA NTRS1983

Life Sciences MIS

Management Information System, MIS, provides Life Sciences Projects Division at Johnson Space Center with automated system for project managment. MIS utilizes Tektronix 4027 color graphics display terminal and form-fillout capability. User interface with MIS data base is through series of forms.

Dittman, R. A.↗
NASA NTRS1993

Optimization of knowledge-based systems and expert system building tools

The objectives of the NASA-AMES Cooperative Agreement were to investigate, develop, and evaluate, via test cases, the system parameters and processing algorithms that constrain the overall performance of the Information Sciences Division's Artificial Intelligence Research Facility. Written reports covering various aspects of the grant were submitted to the co-investigators for the grant. Research studies concentrated on the field of artificial intelligence knowledge-based systems technology. Activities included the following areas: (1) AI training classes; (2) merging optical and digital processing; (3) science experiment remote coaching; (4) SSF data management system tests; (5) computer integrated documentation project; (6) conservation of design knowledge project; (7) project management calendar and reporting system; (8) automation and robotics technology assessment; (9) advanced computer architectures and operating systems; and (10) honors program.

Yasuda, Phyllis↗
NASA NTRS1989

Galileo Mission Science Briefing

The first of two tapes of the Galileo Mission Science press briefing is presented. The panel is moderated by George Diller from the Kennedy Space Center (KSC) Public Affairs Office. The participants are John Conway, the director of Payload and operations at Kennedy; Donald E. Williams, Commander of STS-43, the shuttle mission which will launch the Galileo mission; John Casani, the Deputy Assistant Director of Flight Projects at the Jet Propulsion Lab (JPL); Dick Spehalski, Galileo Project Manager at JPL; and Terrence Johnson, Galileo Project Scientist at JPL. The briefing begins with an announcement of the arrival of the Galileo Orbiter at KSC. The required steps prior to the launch are discussed. The mission trajectory and gravity assists from planetary and solar flybys are reviewed. Detailed designs of the orbiter are shown. The distance that Galileo will travel from the sun precludes the use of solar energy for heat. Therefore Radioisotope heater units are used to keep the equipment at operational temperature. A video of the arrival of the spacecraft at KSC and final tests and preparations is shown. Some of the many science goals of the mission are reviewed. Another video showing an overview of the Galileo mission is presented. During the question and answer period, the issue of the use of plutonium on the mission is broached, which engenders a review of the testing methods used to ensure the safety of the capsules containing the hazardous substance. This video has actual shots of the orbiter, as it is undergoing the final preparations and tests for the mission.

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NASA NTRS2002

How Do We Work Together?

In essence, project management is about people. Virtually every successful project is defined by good relations between the people involved. In the same way, nearly every failed or troubled project is about poor relationships between the people involved. Let's consider one type of relationship: the one between the government and the contractor. It's easy to say that a contractor must earn the government's trust, but what does that mean in practice? Who needs to earn whose trust? What's the timeline for doing that? How does anyone know when he or she is trusted? What is the relationship supposed to be like before one feels like trust has really been established? So many questions it makes my head hurt. I have always found it better to begin a relationship assuming that everyone is trustworthy until, and unless, something occurs to belie trust.

Little, Terry↗
NASA NTRS2006

STS-121: Discovery Mission Management Team Briefing

The briefing opened with Bruce Buckingham (NASA Public Affairs) introducing John Shannon (Chairman, Mission Management Team, JSC), John Chapman (External Tank Project Manager), Mike Leinbach (Shuttle Launch Director), and 1st Lt. Kaleb Nordgren (USAF 45th Weather Squadron). John Shannon reported that the team for hydrogen loading was proceeding well and the external tank detanking was completed. During detanking the inspection team cracked foam caused by condensation and ice formation as the tank expanded and contracted. Aerothermal analysis and analysis fro ice formation will be completed before launch. John Chapman explained the mechanics of the external tank design, the foam cracking, bracket design, etc. Mike Leinbach discussed the inspection teams and their inspection final inspection for ice formation before and after external tank filling. The inspection team of eight very experienced personnel also use telescopes with cameras to find any problems before launch. Kaleb Nordgren discussed weather and said there was a 40% chance of weather prohibiting launch. The floor was the opened for questions from the press.

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NASA NTRS2008

Dawn: Cooperation, not Control

On September 27, 2007, a Delta II rocket carrying the Dawn spacecraft lifted off from Kennedy Space Center. Part of NASAs Discovery program, the $370 million Dawn mission began its three-billion-mile voyage to the asteroid belt to study the asteroid Vesta and Ceres, a dwarf planet. The spacecraft is scheduled to reach Vesta in 2011. After spending nine months measuring the composition, shape, and topography of that body, it will travel a billion miles to carry out a similar analysis of Ceres in 2015. The Important Lessons: The demands of Dawn and other challenging missions have taught some important lessons for successful program and project management. These are the main ones: a) Program management, particularly of uncoupled and loosely coupled projects, should be more about enabling than controlling. You're working with motivated, high-performing teams and institutions with a track record of quality and success. Emphasize commander's intent over rudder control; let them know where you want to go and when you want to be there, then let them figure out how to get there. b) Open and honest discussion of issues is essential. People fill the void of the unknown with their worst fears. Get folks around the table and have open, honest, and frank dialogue. I've seldom seen this fail to get to the root of issues. c) You have to earn your seat at the table, proving that you are competent, trustworthy, and dedicated to the success of the mission. d) Know when to fold 'em. Your pride can get rolled up in making a milestone or launch date, but you have to make a judgment based on the realities of the situation and not wear down the team trying to meet an increasingly impossible deadline. e) The NASA governance model that gives a voice to the concerns of engineers and safety experts works-trust it and use it.

May, Todd↗
NASA NTRS2017

Using Model-Based Systems Engineering to Provide Artifacts for NASA Project Life-cycle and Technical Reviews

This paper is for the AIAA Space Conference. The ability of systems engineers to use model-based systems engineering (MBSE) to generate self-consistent, up-to-date systems engineering products for project life-cycle and technical reviews is an important aspect for the continued and accelerated acceptance of MBSE. Currently, many review products are generated using labor-intensive, error-prone approaches based on documents, spreadsheets, and chart sets; a promised benefit of MBSE is that users will experience reductions in inconsistencies and errors. This work examines features of SysML that can be used to generate systems engineering products. Model elements, relationships, tables, and diagrams are identified for a large number of the typical systems engineering artifacts. A SysML system model can contain and generate most systems engineering products to a significant extent and this paper provides a guide on how to use MBSE to generate products for project life-cycle and technical reviews. The use of MBSE can reduce the schedule impact usually experienced for review preparation, as in many cases the review products can be auto-generated directly from the system model. These approaches are useful to systems engineers, project managers, review board members, and other key project stakeholders.

MBSE↗
NASA NTRS2017

Using Model-Based Systems Engineering To Provide Artifacts for NASA Project Life-Cycle and Technical Reviews

The ability of systems engineers to use model-based systems engineering (MBSE) to generate self-consistent, up-to-date systems engineering products for project life-cycle and technical reviews is an important aspect for the continued and accelerated acceptance of MBSE. Currently, many review products are generated using labor-intensive, error-prone approaches based on documents, spreadsheets, and chart sets; a promised benefit of MBSE is that users will experience reductions in inconsistencies and errors. This work examines features of SysML that can be used to generate systems engineering products. Model elements, relationships, tables, and diagrams are identified for a large number of the typical systems engineering artifacts. A SysML system model can contain and generate most systems engineering products to a significant extent and this paper provides a guide on how to use MBSE to generate products for project life-cycle and technical reviews. The use of MBSE can reduce the schedule impact usually experienced for review preparation, as in many cases the review products can be auto-generated directly from the system model. These approaches are useful to systems engineers, project managers, review board members, and other key project stakeholders.

SE Product↗
NASA NTRS2019

The Value Proposition of Multi-Megawatt Electric Power/Propulsion for the Human Exploration of Mars

NASA and other space agencies have been offering stakeholders an architecture for the human exploration of Mars that has remained essentially unchanged since the 1960's. The mission duration and launch mass are the two first order figures of merit that drive the total cost of such an architecture. The options studied to date center on the "conjunction class" or "Long Stay" mission, in which surface infrastructure elements are sent ahead on uncrewed, slow trajectories requiring a minimum amount of propellant, and the crewed elements are sent at the synotic cycle's shortest trajectory, stay on Mars until the next close alignment, and then return to Earth. Total crewed mission durations for these architectures range from 900 to 1100 days, with variations driven primarily by trades between the amount of propellant launched and the effective specific mass of the propulsion technology assumed (e.g., chemical, nuclear thermal, solar electric, nuclear electric). Mars transit propulsion systems assumed in mission architectures studied to date have all resulted in architectural figures of merit that drive the cost to a level of "too much." However, nuclear electric propulsion (NEP) technology offers a "knob" that might be turned to enable a radically different Mars architecture, whose launch mass and mission duration may enable a value proposition more palatable to mission stakeholders. Mars architectures studied to date have assumed an NEP system providing 2.5 MWe at a specific mass of no less than 20 kg/kWe. This has often been seen as obtainable with a moderately high temperature fission reactor. An NEP system providing 15 MWe at specific mass of ~1 kg/kWe, though, could enable a short stay (30 days on surface) Mars mission, requiring only two or three SLS-class launch vehicles and a total mission duration of under one calendar year. However, turning this NEP "knob" would require a high risk development program driving innovation on the order of that delivered by the Manhattan Project, but for a fraction of the cost. Any technology option that might offer such a capability at such a development cost now stands at a low Technology Readiness Level (TRL) 3, would be based on a nuclear energy source (likely fusion), and would require an extremely high risk (and rapid) development effort. The aggressive, parallel path project management paradigm exemplified by the original Manhattan Project might have the best chance of success. An energy source developed in this manner may also have a major impact on the terrestrial power industry.

power↗
NASA NTRS2021

Reference Guide for Project-Control Account Managers

The purpose of this guide is intended to be a quick reference for a Project-Control Account Manager (P-CAM) or technical manager empowered with a project’s cost, schedule, and technical responsibilities of a control account(s) when Earned Value Management (EVM) is required. The overall objective is to support the P-CAM in performing their responsibilities as they relate to EVM. In addition, the reference guide describes at a summary level how the scope, schedule, and budget of a project integrate for optimal planning and control of prime contracts and in-house projects. Because NASA implements a diverse and unique portfolio of projects, those projects have traditionally created project-specific systems to manage planning and performance analysis. However, establishment and implementation of a project management system that is common across all centers and mission directorates will facilitate the adoption of best business practices. In addition, the application of timely and predictive analysis, as well as, providing all stakeholders with greater insight into project performance will enhance opportunities for project success. For more detailed information, refer to the NASA EVM System Description; Integrated Baseline Review (IBR) Handbook; EVM Implementation Handbook; Schedule Management Handbook; Work Breakdown Structure (WBS) Handbook; and other agency/industry documentation. In addition, you may contact your local center’s EVM Focal Points. All this information and more can be found at and/or the NASA Engineering Network located at https://nen.nasa.gov/web/pm.

Christopher Lewis Sadler↗
NASA NTRS1980

NASA PERT time II

Program Evaulation and Review Technique (PERT) is disciplined management technique involving computer processing. NASA PERT Time 11 gives project manager insight into current and future project development and forewarns of potential problems. Program utilizes modular technique. Module is "fragnet"; once aspects of project are described in terms of fragnets, control network is automatically generated. Program is written in FORTRAN IV and OS Assembler for batch execution and has been implemented on IBM 370.

Bainbridge, R. C.↗
NASA NTRS1995

NASA Systems Engineering Handbook

This handbook brings the fundamental concepts and techniques of systems engineering to NASA personnel in a way that recognizes the nature of NASA systems and environment. It is intended to accompany formal NASA training courses on systems engineering and project management when appropriate, and is designed to be a top-level overview. The concepts were drawn from NASA field center handbooks, NMI's/NHB's, the work of the NASA-wide Systems Engineering Working Group and the Systems Engineering Process Improvement Task team, several non-NASA textbooks and guides, and material from independent systems engineering courses taught to NASA personnel. Five core chapters cover systems engineering fundamentals, the NASA Project Cycle, management issues in systems engineering, systems analysis and modeling, and specialty engineering integration. It is not intended as a directive. Superseded by: NASA/SP-2007-6105 Rev 1 (20080008301).

Shishko, Robert↗