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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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NASA NTRS1992

Some thoughts on the management of large, complex international space ventures

Management issues relevant to the development and deployment of large international space ventures are discussed with particular attention given to previous experience. Management approaches utilized in the past are labeled as either simple or complex, and signs of efficient management are examined. Simple approaches include those in which experiments and subsystems are developed for integration into spacecraft, and the Apollo-Soyuz Test Project is given as an example of a simple multinational approach. Complex approaches include those for ESA's Spacelab Project and the Space Station Freedom in which functional interfaces cross agency and political boundaries. It is concluded that individual elements of space programs should be managed by individual participating agencies, and overall configuration control is coordinated by level with a program director acting to manage overall objectives and project interfaces.

Lee, T. J.↗
NASA NTRS1991

SSTAC/ARTS review of the draft Integrated Technology Plan (ITP). Volume 3: Space power and thermal management

Viewgraphs of briefings from the SSTAC/ARTS review of the draft integrated technology plan on thermal power and thermal management are presented. Topics covered include: space energy conversion research and technology; space photovoltaic energy conversion; chemical energy conversion and storage; thermal energy conversion; power management; thermal management; space nuclear power; high capacity power; surface power and thermal management; space platforms power and thermal management; and project SELENE.

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NASA NTRS1993

Management of space networks

NASA has proposed missions to the Moon and Mars that reflect three areas of emphasis: human presence, exploration, and space resource development for the benefit of Earth. A major requirement for such missions is a robust and reliable communications architecture. Network management--the ability to maintain some degree of human and automatic control over the span of the network from the space elements to the end users on Earth--is required to realize such robust and reliable communications. This article addresses several of the architectural issues associated with space network management. Round-trip delays, such as the 5- to 40-min delays in the Mars case, introduce a host of problems that must be solved by delegating significant control authority to remote nodes. Therefore, management hierarchy is one of the important architectural issues. The following article addresses these concerns, and proposes a network management approach based on emerging standards that covers the needs for fault, configuration, and performance management, delegated control authority, and hierarchical reporting of events. A relatively simple approach based on standards was demonstrated in the DSN 2000 Information Systems Laboratory, and the results are described.

Markley, R. W.↗
NASA NTRS1992

Implementation of quality improvement techniques for management and technical processes in the ACRV project

Total Quality Management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The objective of the activities described in this paper was to implement effective improvement tools and techniques in order to build work processes which support good management and technical decisions and actions which are crucial to the success of the ACRV project. The objectives were met by applications in both the technical and management areas. The management applications involved initiating focused continuous improvement projects with widespread team membership. The technical applications involved applying proven statistical tools and techniques to the technical issues associated with the ACRV Project. Specific activities related to the objective included working with a support contractor team to improve support processes, examining processes involved in international activities, a series of tutorials presented to the New Initiatives Office and support contractors, a briefing to NIO managers, and work with the NIO Q+ Team. On the technical side, work included analyzing data from the large-scale W.A.T.E.R. test, landing mode trade analyses, and targeting probability calculations. The results of these efforts will help to develop a disciplined, ongoing process for producing fundamental decisions and actions that shape and guide the ACRV organization .

Raiman, Laura B.↗
NASA NTRS1992

Kennedy Space Center's NASA/Contractor Team-Centered Total Quality Management Seminar: Results, methods, and lessons learned

It is apparent to everyone associated with the Nation's aeronautics and space programs that the challenge of continuous improvement can be reasonably addressed only if NASA and its contractors act together in a fully integrated and cooperative manner that transcends the traditional boundaries of proprietary interest. It is, however, one thing to assent to the need for such integration and cooperation; it is quite another thing to undertake the hard tasks of turning such a need into action. Whatever else total quality management is, it is fundamentally a team-centered and team-driven process of continuous improvement. The introduction of total quality management at KSC, therefore, has given the Center a special opportunity to translate the need for closer integration and cooperation among all its organizations into specific initiatives. One such initiative that NASA and its contractors have undertaken at KSC is a NASA/Contractor team-centered Total Quality Management Seminar. It is this seminar which is the subject of this paper. The specific purposes of this paper are to describe the following: Background, development, and evolution of Kennedy Space Center's Total Quality Management Seminar; Special characteristics of the seminar; Content of the seminar; Meaning and utility of a team-centered design for TQM training; Results of the seminar; Use that one KSC contractor, EG&G Florida, Inc. has made of the seminar in its Total Quality Management initiative; and Lessons learned.

Kinlaw, Dennis C.↗
NASA NTRS1993

Fault management for data systems

Issues related to automating the process of fault management (fault diagnosis and response) for data management systems are considered. Substantial benefits are to be gained by successful automation of this process, particularly for large, complex systems. The use of graph-based models to develop a computer assisted fault management system is advocated. The general problem is described and the motivation behind choosing graph-based models over other approaches for developing fault diagnosis computer programs is outlined. Some existing work in the area of graph-based fault diagnosis is reviewed, and a new fault management method which was developed from existing methods is offered. Our method is applied to an automatic telescope system intended as a prototype for future lunar telescope programs. Finally, an application of our method to general data management systems is described.

Boyd, Mark A.↗
NASA NTRS1993

Equipment management user's handbook for property custodians

The NASA Equipment Management User's Handbook for Property Custodians is issued as an instructional guide for personnel designated as property custodians and technical personnel involved in the acquisition, management, and use of NASA-owned equipment. This handbook provides general information and basic operational procedures for processing equipment transactions through the agency-wide NASA Equipment Management System (NEMS). Each NASA installation must prepare supplementary instructions for local requirements beyond the scope of NASA-wide policies and procedures contained herein, or as specified for local implementation in NHB 4200.1, 'NASA Equipment Management Manual.' NHB 4200.1 sets forth policy, uniform performance standards, and procedural guidance to NASA personnel for the acquisition, management, and use of NASA-owned equipment. This handbook is a controlled document, issued in loose-leaf form and revised by page changes. Additional copies for internal use may be obtained through normal distribution.

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NASA NTRS1993

An engineering code to analyze hypersonic thermal management systems

Thermal loads on current and future aircraft are increasing and as a result are stressing the energy collection, control, and dissipation capabilities of current thermal management systems and technology. The thermal loads for hypersonic vehicles will be no exception. In fact, with their projected high heat loads and fluxes, hypersonic vehicles are a prime example of systems that will require thermal management systems (TMS) that have been optimized and integrated with the entire vehicle to the maximum extent possible during the initial design stages. This will not only be to meet operational requirements, but also to fulfill weight and performance constraints in order for the vehicle to takeoff and complete its mission successfully. To meet this challenge, the TMS can no longer be two or more entirely independent systems, nor can thermal management be an after thought in the design process, the typical pervasive approach in the past. Instead, a TMS that was integrated throughout the entire vehicle and subsequently optimized will be required. To accomplish this, a method that iteratively optimizes the TMS throughout the vehicle will not only be highly desirable, but advantageous in order to reduce the manhours normally required to conduct the necessary tradeoff studies and comparisons. A thermal management engineering computer code that is under development and being managed at Wright Laboratory, Wright-Patterson AFB, is discussed. The primary goal of the code is to aid in the development of a hypersonic vehicle TMS that has been optimized and integrated on a total vehicle basis.

Vangriethuysen, Valerie J.↗
NASA NTRS1992

Software Management Environment (SME) concepts and architecture, revision 1

This document presents the concepts and architecture of the Software Management Environment (SME), developed for the Software Engineering Branch of the Flight Dynamic Division (FDD) of GSFC. The SME provides an integrated set of experience-based management tools that can assist software development managers in managing and planning flight dynamics software development projects. This document provides a high-level description of the types of information required to implement such an automated management tool.

Hendrick, Robert↗
NASA NTRS1994

Software Management Environment (SME): Components and algorithms

This document presents the components and algorithms of the Software Management Environment (SME), a management tool developed for the Software Engineering Branch (Code 552) of the Flight Dynamics Division (FDD) of the Goddard Space Flight Center (GSFC). The SME provides an integrated set of visually oriented experienced-based tools that can assist software development managers in managing and planning software development projects. This document describes and illustrates the analysis functions that underlie the SME's project monitoring, estimation, and planning tools. 'SME Components and Algorithms' is a companion reference to 'SME Concepts and Architecture' and 'Software Engineering Laboratory (SEL) Relationships, Models, and Management Rules.'

Hendrick, Robert↗
NASA NTRS1994

Re-engineering Nascom's network management architecture

The development of Nascom systems for ground communications began in 1958 with Project Vanguard. The low-speed systems (rates less than 9.6 Kbs) were developed following existing standards; but, there were no comparable standards for high-speed systems. As a result, these systems were developed using custom protocols and custom hardware. Technology has made enormous strides since the ground support systems were implemented. Standards for computer equipment, software, and high-speed communications exist and the performance of current workstations exceeds that of the mainframes used in the development of the ground systems. Nascom is in the process of upgrading its ground support systems and providing additional services. The Message Switching System (MSS), Communications Address Processor (CAP), and Multiplexer/Demultiplexer (MDM) Automated Control System (MACS) are all examples of Nascom systems developed using standards such as, X-windows, Motif, and Simple Network Management Protocol (SNMP). Also, the Earth Observing System (EOS) Communications (Ecom) project is stressing standards as an integral part of its network. The move towards standards has produced a reduction in development, maintenance, and interoperability costs, while providing operational quality improvement. The Facility and Resource Manager (FARM) project has been established to integrate the Nascom networks and systems into a common network management architecture. The maximization of standards and implementation of computer automation in the architecture will lead to continued cost reductions and increased operational efficiency. The first step has been to derive overall Nascom requirements and identify the functionality common to all the current management systems. The identification of these common functions will enable the reuse of processes in the management architecture and promote increased use of automation throughout the Nascom network. The MSS, CAP, MACS, and Ecom projects have indicated the potential value of commercial-off-the-shelf (COTS) and standards through reduced cost and high quality. The FARM will allow the application of the lessons learned from these projects to all future Nascom systems.

Drake, Brian C.↗
NASA NTRS1994

Issues in NASA program and project management

This volume is the eighth in an ongoing series addressing current topics and lessons learned in NASA program and project management. Articles in this volume cover the following topics: (1) power sources for the Galileo and Ulysses Missions; (2) managing requirements; (3) program control of the Tropical Rainfall Measuring Mission; (4) project management method; (5) career development for project managers; and (6) resources for NASA managers.

Hoffman, Edward J.↗
NASA NTRS1993

Workload management and geographic disorientation in aviation incidents: A review of the ASRS data base

NASA's Aviation Safety Reporting System (ASRS) incident reports are reviewed in two related areas: pilots' failures to appropriately manage tasks, and breakdowns in geographic orientation. Examination of 51 relevant reports on task management breakdowns revealed that altitude busts and inappropriate runway usee were the most frequently reported consequences. Task management breakdowns appeared to occur at all levels of expertise, and prominent causal factors were related to breakdowns in crew communications, over-involvement with the flight management system and, for small (general aviation) aircraft, preoccupation with weather. Analysis of the 83 cases of geographic disorientation suggested that these too occurred at all levels of pilot experience. With regard to causal factors, a majority was related to poor cockpit resource management, in which inattention led to a loss of geographic awareness. Other leading causes were related to poor weather and poor decision making. The potential of the ASRS database for contributing to research and design issues is addressed.

Williams, Henry P.↗
NASA NTRS1997

Management of a coordinated parts program

The organization of the management of a parts program is discussed. The organizational structure faced by the parts manager and the advantages and disadvantages of managing a coordinated parts program are analyzed. The reliable operation of an instrument is the key to the success of the mission, together with the management of the parts program. The analysis led to the conclusion that the setting up of the decision support model will aid the parts manager in the decision making and the process control.

Krishnan, G. S.↗
NASA NTRS1998

NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 67: Maximizing the Results of Federally-Funded Research and Development Through Knowledge Management: A Strategic Imperative for Improving US Competitiveness

Federally-funded research and development (R&D) represents a significant annual investment (approximately $79 billion in fiscal year 1996) on the part of U.S. taxpayers. Based on the results of a 10-year study of knowledge diffusion in U.S. aerospace industry, the authors take the position that U.S. competitiveness will be enhanced if knowledge management strategies, employed within a capability-enhancing U.S. technology policy framework, are applied to diffusing the results of federally-funded R&D. In making their case, the authors stress the importance of knowledge as the source of competitive advantage in today's global economy. Next, they offer a practice-based definition of knowledge management and discuss three current approaches to knowledge management implementation-mechanistic, "the learning organization," and systemic. The authors then examine three weaknesses in existing U.S. public policy and policy implementation-the dominance of knowledge creation, the need for diffusion-oriented technology policy, and the prevalence of a dissemination model- that affect diffusion of the results of federally-funded R&D. To address these shortcomings, they propose the development of a knowledge management framework for diffusing the results of federally-funded R&D. The article closes with a discussion of some issues and challenges associated with implementing a knowledge management framework for diffusing the results of federally-funded R&D.

Pinelli, Thomas E.↗
NASA NTRS1999

Continuous Risk Management: A NASA Program Initiative

NPG 7120.5A, "NASA Program and Project Management Processes and Requirements" enacted in April, 1998, requires that "The program or project manager shall apply risk management principles..." The Software Assurance Technology Center (SATC) at NASA GSFC has been tasked with the responsibility for developing and teaching a systems level course for risk management that provides information on how to comply with this edict. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This presentation will briefly discuss the six functions for risk management: (1) Identify the risks in a specific format; (2) Analyze the risk probability, impact/severity, and timeframe; (3) Plan the approach; (4) Track the risk through data compilation and analysis; (5) Control and monitor the risk; (6) Communicate and document the process and decisions.

Hammer, Theodore F.↗
NASA NTRS2000

Summary of Results from the Risk Management Program for the Mars Microrover Flight Experiment

On 4 July 1997, the Mars Pathfinder landed on the surface of Mars carrying the first planetary rover, known as the Sojourner. Formally known as the Microrover Flight Experiment (MFEX), the Sojourner was a low cost, high-risk technology demonstration, in which new risk management techniques were tried. This paper summarizes the activities and results of the effort to conduct a low-cost, yet meaningful risk management program for the MFEX. The specific activities focused on cost, performance, schedule, and operations risks. Just as the systems engineering process was iterative and produced successive refinements of requirements, designs, etc., so was the risk management process. Qualitative risk assessments were performed first to gain some insights for refining the microrover design and operations concept. These then evolved into more quantitative analyses. Risk management lessons from the manager's perspective is presented for other low-cost, high-risk space missions.

Shishko, Robert↗
NASA NTRS2000

Strategic Project Management at the NASA Kennedy Space Center

This paper describes Project Management at NASA's Kennedy Space Center (KSC) from a strategic perspective. It develops the historical context of the agency and center's strategic planning process and illustrates how now is the time for KSC to become a center which has excellence in project management. The author describes project management activities at the center and details observations on those efforts. Finally the author describes the Strategic Project Management Process Model as a conceptual model which could assist KSC in defining an appropriate project management process system at the center.

Lavelle, Jerome P.↗