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NASA NTRS2004

Architecture and Functionality of the Advanced Life Support On-Line Project Information System

An ongoing effort is underway at NASA Ames Research Center (ARC) to develop an On-line Project Information System (OPIS) for the Advanced Life Support (ALS) Program. The objective of this three-year project is to develop, test, revise and deploy OPIS to enhance the quality of decision-making metrics and attainment of Program goals through improved knowledge sharing. OPIS will centrally locate detailed project information solicited from investigators on an annual basis and make it readily accessible by the ALS Community via a Web-accessible interface. The data will be stored in an object-oriented relational database (created in MySQL) located on a secure server at NASA ARC. OPE will simultaneously serve several functions, including being an research and technology development (R&TD) status information hub that can potentially serve as the primary annual reporting mechanism for ALS-funded projects. Using OPIS, ALS managers and element leads will be able to carry out informed R&TD investment decisions, and allow analysts to perform accurate systems evaluations. Additionally, the range and specificity of information solicited will serve to educate technology developers of programmatic needs. OPIS will collect comprehensive information from all ALS projects as well as highly detailed information specific to technology development in each ALS area (Waste, Water, Air, Biomass, Food, Thermal, Controls and Systems Analysis). Because the scope of needed information can vary dramatically between areas, element-specific technology information is being compiled with the aid of multiple specialized working groups. This paper presents the current development status in terms of the architecture and functionality of OPIS. Possible implementation approaches for OPIS are also discussed.

Hogan, John A.↗
NASA NTRS2005

Development Approach of the Advanced Life Support On-line Project Information System

The Advanced Life Support (ALS) Program has recently accelerated an effort to develop an On-line Project Information System (OPIS) for research project and technology development data centralization and sharing. There has been significant advancement in the On-line Project Information System (OPIS) over the past year (Hogan et al, 2004). This paper presents the resultant OPIS development approach. OPIS is being built as an application framework consisting of an uderlying Linux/Apache/MySQL/PHP (LAMP) stack, and supporting class libraries that provides database abstraction and automatic code generation, simplifying the ongoing development and maintenance process. Such a development approach allows for quick adaptation to serve multiple Programs, although initial deployment is for an ALS module. OPIS core functionality will involve a Web-based annual solicitation of project and technology data directly from ALS Principal Investigators (PIs) through customized data collection forms. Data provided by PIs will be reviewed by a Technical Task Monitor (TTM) before posting the information to OPIS for ALS Community viewing via the Web. Such Annual Reports will be permanent, citable references within OPIS. OPlS core functionality will also include Project Home Sites, which will allow PIS to provide updated technology information to the Community in between Annual Report updates. All data will be stored in an object-oriented relational database, created in MySQL(Reistered Trademark) and located on a secure server at NASA Ames Research Center (ARC). Upon launch, OPlS can be utilized by Managers to identify research and technology development (R&TD) gaps and to assess task performance. Analysts can employ OPlS to obtain the current, comprehensive, accurate information about advanced technologies that is required to perform trade studies of various life support system options. ALS researchers and technology developers can use OPlS to achieve an improved understanding of the NASA and ALS Program needs and to understand how other researchers and technology developers are addressing those needs. OPlS core functionality will launch for 'Ihe ALS Program in October, 2005. However, the system has been developed with the ability to evolve with Program needs. Because of open-source construction, software costs are minimized. Any functionality that is technologically feasible can be built into OPIS, and OPlS can expand through module cloning and adaptation, to any level deemed useful to the Agency.

Levri, Julie A.↗
NASA NTRS2005

Learning Lessons from the X-37 Project

The X-37 was planned as an automated vehicle capable of flight-testing new aerospace technologies in combined environments that are beyond the capability of existing ground or flight platforms. Flight demonstration with the X-37 architecture and configuration in relevant environments was planned to reduce the risk of developing launch vehicle technologies for sustainable, affordable exploration and other aerospace applications. Current plans are for the X-37 Approach and Landing Test Vehicle (ALTV) to be atmospheric tested in 2005 from Scaled Composite s White Knight carrier aircraft at up to 40,000 feet over California's Mojave Spaceport, with landing and turnaround maintenance performed. The Flight Operations Control Center will conduct the mission, using a streamlined operations concept. Taxi-tow and captive-carry tests will be conducted prior to the atmospheric-test series. Sponsored by the Defense Advanced Research Projects Agency (DARPA) with NASA participation, technical objectives are to: (1) mature Computed Air Data System/Remote Pressure Sensor technology, (2) manage energy during Terminal Area Energy Management/Heading Alignment Cone maneuvers, and (3) validate the aerodatabase. The X-37 Project began in 1999 under a cooperative agreement as an element of NASA's Future X Program and transitioned to a NASA Research Announcement under the Space Launch Initiative. In mid-2004, NASA transferred ownership to DARPA, with its heritage of performing high-risk, high-payoff research and development (R&D). NASA contributes technical expertise, including risk analysis and system integration. The Boeing Company is the prime contractor, with nationwide suppliers. This partnership exemplifies the synergy attainable when NASA Centers, other Government agencies, and industry work together toward a common goal - contributing to the knowledge base for U.S. exploration and other aerospace endeavors. The X-37 team represents a range of space transportation disciplines - from engineering to management. Some members have been with the project since its inception. All have gained priceless experience during the design, manufacturing, and testing of the ALTV, as well as through developing advanced orbital flight technologies, such as state-of-the-art Thermal Protection Systems and hot structures. Throughout this process, the X-37 Project team captures lessons that are directly applicable to other such efforts. The upcoming ALTV flights offer another dimension of data and first-hand experience that will prove invaluable to those designing new generations of reusable spacecraft. And ongoing technology developments will expand the aerospace knowledge base. Delivering prototype hardware is always a risky proposition. During the course of this effort, the X-37 team has experienced many challenging opportunities, delivering significant accomplishments and learning numerous lessons in the process. The ability to manage the risk landscape is key to overcoming obstacles, especially technical hurdles that are encountered in progressing hardware from design to flight. The approach to managing risk under this partnership is evolving but, in general, the team allocates resources to reduce the likelihood of severe-consequence risks, thus maximizing mission success and ensuring that the X-37 Project delivers value to its stakeholders. As the team sharpens its focus on operations, it continues to contribute knowledge to those who would undertake high-risk, high-payoff R&D and provides valuable experience to implement the Vision for Space Exploration.

Turner, Susan↗
NASA NTRS2006

Projecting Future Scheduled Airline Demand, Schedules and NGATS Benefits Using TSAM

The Transportation Systems Analysis Model (TSAM) developed by Virginia Tech s Air Transportation Systems Lab and NASA Langley can provide detailed analysis of the effects on the demand for air travel of a full range of NASA and FAA aviation projects. TSAM has been used to project the passenger demand for very light jet (VLJ) air taxi service, scheduled airline demand growth and future schedules, Next Generation Air Transportation System (NGATS) benefits, and future passenger revenues for the Airport and Airway Trust Fund. TSAM can project the resulting demand when new vehicles and/or technology is inserted into the long distance (100 or more miles one-way) transportation system, as well as, changes in demand as a result of fare yield increases or decreases, airport transit times, scheduled flight times, ticket taxes, reductions or increases in flight delays, and so on. TSAM models all long distance travel in the contiguous U.S. and determines the mode choice of the traveler based on detailed trip costs, travel time, schedule frequency, purpose of the trip (business or non-business), and household income level of the traveler. Demand is modeled at the county level, with an airport choice module providing up to three airports as part of the mode choice. Future enplanements at airports can be projected for different scenarios. A Fratar algorithm and a schedule generator are applied to generate future flight schedules. This paper presents the application of TSAM to modeling future scheduled air passenger demand and resulting airline schedules, the impact of NGATS goals and objectives on passenger demand, along with projections for passenger fee receipts for several scenarios for the FAA Airport and Airway Trust Fund.

Dollyhigh, Samuel↗
NASA NTRS2006

Haughton-Mars Project (HMP)/NASA 2006 Lunar Medical Contingency Simulation: An Overview

Medical requirements are currently being developed for NASA's space exploration program. Lunar surface operations for crews returning to the moon will be performed on a daily basis to conduct scientific research and construct a lunar habitat. Inherent to aggressive surface activities is the potential risk of injury to crew members. To develop an evidence-base for handling medical contingencies on the lunar surface, a simulation project was conducted using the moon-Mars analog environment at Devon Island, Nunavut, high Canadian Arctic. A review of the Apollo lunar surface activities and personal communications with Apollo lunar crew members provided a knowledge base of plausible scenarios that could potentially injure an astronaut during a lunar extravehicular activity. Objectives were established to 1) demonstrate stabilization, field extraction and transfer an injured crew member to the habitat and 2) evaluate audio, visual and biomedical communication capabilities with ground controllers at multiple mission control centers. The simulation project s objectives were achieved. Among these objectives were 1) extracting a crew member from a sloped terrain by a two-member team in a 1-g analog environment, 2) establishing real-time communication to multiple space centers, 3) providing biomedical data to flight controllers and crew members, and 4) establishing a medical diagnosis and treatment plan from a remote site. The simulation project provided evidence for the types of equipment and methods needed for planetary space exploration. During the project, the crew members were confronted with a number of unexpected scenarios including environmental, communications, EVA suit, and navigation challenges. These trials provided insight into the challenges of carrying out a medical contingency in an austere environment. The knowledge gained from completing the objectives of this project will be incorporated into the exploration medical requirements involving an incapacited astronaut on the lunar surface.

Scheuring, R. A.↗
NASA NTRS2004

The Mars Exploration Rover Project

The twin rovers of the Mars Exploration Rover Project successfully landed on the surface of Mars in January 2004, and initiated a highly successful science and exploration campaign. This marked the culmination of an unprecedented four-year effort to design, build, launch, and operate two of the most complex planetary spacecraft ever built. The project was started in the aftermath of the 1999 Mars mission failures, and was commissioned to take advantage of the highly advantageous 2003 opportunity. The development schedule from project start to launch was only 35 months, so schedule management was the most significant challenge facing the project. This problem was compounded when early assumptions about the extent of design heritage from Mars Pathfinder proved to be flawed. The project derived a number of useful lessons learned in solving these challenges that can be applied to future missions.

Mars↗
NASA NTRS2004

JPL's Approach for Helping Flight Project Managers Meet Today's Management Challenges

All across NASA project managers are facing tough new challenges. NASA has imposed increased oversight and the number of projects at Centers such as JPL has exploded from a handful of large projects to a much greater number of smaller ones. Experienced personnel are retiring at increasing rates and younger, less experienced managers are being rapidly promoted up the ladder. Budgets are capped, competition among NASA Centers and Federally Funded Research and Development Centers (FFRDCs) has increased significantly and there is no longer any tolerance to cost overruns. On top of all this, implementation schedules have been reduced by 25 to 50% to reduce run-out costs, making it even more difficult to define requirements, validate heritage assumptions and make accurate cost estimates during the early phases of the life-cycle.JPL's executive management, under the leadership of the Associate Director for Flight Projects and Mission Success, have attempted to meet these challenges by improving operations in five areas: (1) increased standardization, where it is judged to have significant benefit; (2) better balance and more effective partnering between projects and the line management; (3) increased infrastructure support; (4) improved management training; and (5) more effective review and oversight.

oversights↗
NASA NTRS2007

The Aviation System Monitoring and Modeling (ASMM) Project: A Documentation of its History and Accomplishments: 1999-2005

The Aviation System Monitoring and Modeling (ASMM) Project was one of the projects within NASA s Aviation Safety Program from 1999 through 2005. The objective of the ASMM Project was to develop the technologies to enable the aviation industry to undertake a proactive approach to the management of its system-wide safety risks. The ASMM Project entailed four interdependent elements: (1) Data Analysis Tools Development - develop tools to convert numerical and textual data into information; (2) Intramural Monitoring - test and evaluate the data analysis tools in operational environments; (3) Extramural Monitoring - gain insight into the aviation system performance by surveying its front-line operators; and (4) Modeling and Simulations - provide reliable predictions of the system-wide hazards, their causal factors, and their operational risks that may result from the introduction of new technologies, new procedures, or new operational concepts. This report is a documentation of the history of this highly successful project and of its many accomplishments and contributions to improved safety of the aviation system.

Statler, Irving C.↗
NASA NTRS2008

Seven Key Principles of Program and Project Success: A Best Practices Survey

The National Aeronautics and Space Administration (NASA) Organization Design Team (ODT), consisting of 20 seasoned program and project managers and systems engineers from a broad spectrum of the aerospace industry, academia, and government, was formed to support the Next Generation Launch Technology (NGLT) Program and the Constellation Systems Program. The purpose of the ODT was to investigate organizational factors that can lead to success or failure of complex government programs, and to identify tools and methods for the design, modeling, and analysis of new and more-efficient program and project organizations. The ODT conducted a series of workshops featuring invited lectures from seasoned program and project managers representing 25 significant technical programs spanning 50 years of experience. The result was the identification of seven key principles of program success that can be used to help design and operate future program organizations. This paper presents the success principles and examples of best practices that can significantly improve the design of program, project, and performing technical line organizations, the assessment of workforce needs and organization performance, and the execution of programs and projects.

Bilardo, Vincent J.↗
NASA NTRS2008

NASA's Cryogenic Fluid Management Technology Project

The Cryogenic Fluid Management (CFM) Project's primary objective is to develop storage, transfer, and handling technologies for cryogens that will support the enabling of high performance cryogenic propulsion systems, lunar surface systems and economical ground operations. Such technologies can significantly reduce propellant launch mass and required on-orbit margins, reduce or even eliminate propellant tank fluid boil-off losses for long term missions, and simplify vehicle operations. This paper will present the status of the specific technologies that the CFM Project is developing. The two main areas of concentration are analysis models development and CFM hardware development. The project develops analysis tools and models based on thermodynamics, hydrodynamics, and existing flight/test data. These tools assist in the development of pressure/thermal control devices (such as the Thermodynamic Vent System (TVS), and Multi-layer insulation); with the ultimate goal being to develop a mature set of tools and models that can characterize the performance of the pressure/thermal control devices incorporated in the design of an entire CFM system with minimal cryogen loss. The project does hardware development and testing to verify our understanding of the physical principles involved, and to validate the performance of CFM components, subsystems and systems. This database provides information to anchor our analytical models. This paper describes some of the current activities of the NASA's Cryogenic Fluid Management Project.

Tramel, Terri L.↗
NASA NTRS2009

Going South: Lessons from an Historic Project Failure

NASA's successful conduct of the Apollo Program greatly enhanced the prestige of the United States and remains broadly accepted as America's gift to all Mankind. NASA's accomplishments continue to amaze the world. With the Vision for Space Exploration (VSE) Americans once again tasked NASA to carry out a project that is expected to provide inspiration and economic stimulus to the United States and to the world. In preparation NASA has thoroughly examined space program precedents. There is, however, another precedent which has not been examined in this context but whose scope and environment in many ways parallel the VSE. This project was initiated by a team that had, ten years before, successfully completed an effort that, at a cost of $151 billion (2008 values), had pushed the envelope of technology, brought economic growth, established their country as the world leader in engineering, and been broadly accepted as their country s gift to Mankind. The new project was again inspired by popular desire to enhance national prestige and make yet another major contribution to Humanity. The new effort was predicted to require eight years and $156 billion (2008 values). However, after eight years and expenditures of 80% beyond the baseline, the project collapsed amid bankruptcy, political scandal, and criminal prosecution. This paper applies current aerospace project metrics, such as earned value analysis, to review the strategic decisions in this historic failure and describe its ultimate collapse. Key mistakes are identified, and lessons are drawn which may prove useful in guiding the VSE.

Scott, John H.↗
NASA NTRS2009

Going South: Analysis of an Historic Project Engineering Failure

NASA's successful conduct of the Apollo Program greatly enhanced the prestige of the United States and remains broadly accepted as America's gift to all Mankind. NASA's accomplishments continue to amaze the world. With the Vision for Space Exploration (VSE) Americans once again tasked NASA to carry out a project that is expected to provide inspiration and economic stimulus to the United States and to the world. In preparation NASA has thoroughly examined space program precedents. There is, however, another precedent which has not been examined in this context but whose scope and environment in many ways parallel the VSE. This project was initiated by a team that had, ten years before, successfully completed an effort that, at a cost of $173 billion (in 2008 dollars), had pushed the envelope of technology, brought economic growth, established their country as the world leader in engineering, and been broadly accepted as that country's gift to all Mankind. The new project was again inspired by popular desire to enhance national prestige and make yet another major contribution to Humanity. This effort was predicted to require eight years and $156 billion (2008 dollars). However, after nine years and expenditures of 96% beyond the baseline, the project collapsed amid bankruptcy, political scandal, and criminal prosecution. This paper applies current project management metrics, such as earned value analysis, to review the strategic decisions in this historic failure and describe its ultimate collapse. Key mistakes are identified, and lessons are drawn which may prove useful in guiding the VSE.

Scott, John H.↗
NASA NTRS2009

Software Tools Streamline Project Management

Three innovative software inventions from Ames Research Center (NETMARK, Program Management Tool, and Query-Based Document Management) are finding their way into NASA missions as well as industry applications. The first, NETMARK, is a program that enables integrated searching of data stored in a variety of databases and documents, meaning that users no longer have to look in several places for related information. NETMARK allows users to search and query information across all of these sources in one step. This cross-cutting capability in information analysis has exponentially reduced the amount of time needed to mine data from days or weeks to mere seconds. NETMARK has been used widely throughout NASA, enabling this automatic integration of information across many documents and databases. NASA projects that use NETMARK include the internal reporting system and project performance dashboard, Erasmus, NASA s enterprise management tool, which enhances organizational collaboration and information sharing through document routing and review; the Integrated Financial Management Program; International Space Station Knowledge Management; Mishap and Anomaly Information Reporting System; and management of the Mars Exploration Rovers. Approximately $1 billion worth of NASA s projects are currently managed using Program Management Tool (PMT), which is based on NETMARK. PMT is a comprehensive, Web-enabled application tool used to assist program and project managers within NASA enterprises in monitoring, disseminating, and tracking the progress of program and project milestones and other relevant resources. The PMT consists of an integrated knowledge repository built upon advanced enterprise-wide database integration techniques and the latest Web-enabled technologies. The current system is in a pilot operational mode allowing users to automatically manage, track, define, update, and view customizable milestone objectives and goals. The third software invention, Query-Based Document Management (QBDM) is a tool that enables content or context searches, either simple or hierarchical, across a variety of databases. The system enables users to specify notification subscriptions where they associate "contexts of interest" and "events of interest" to one or more documents or collection(s) of documents. Based on these subscriptions, users receive notification when the events of interest occur within the contexts of interest for associated document or collection(s) of documents. Users can also associate at least one notification time as part of the notification subscription, with at least one option for the time period of notifications.

Source record↗
NASA NTRS2009

Fabricating Radial Groove Gratings Using Projection Photolithography

Projection photolithography has been used as a fabrication method for radial grove gratings. Use of photolithographic method for diffraction grating fabrication represents the most significant breakthrough in grating technology in the last 60 years, since the introduction of holographic written gratings. Unlike traditional methods utilized for grating fabrication, this method has the advantage of producing complex diffractive groove contours that can be designed at pixel-by-pixel level, with pixel size currently at the level of 45 45 nm. Typical placement accuracy of the grating pixels is 10 nm over 30 nm. It is far superior to holographic, mechanically ruled or direct e-beam written gratings and results in high spatial coherence and low spectral cross-talk. Due to the smooth surface produced by reactive ion etch, such gratings have a low level of randomly scattered light. Also, due to high fidelity and good surface roughness, this method is ideally suited for fabrication of radial groove gratings. The projection mask is created using a laser writer. A single crystal silicon wafer is coated with photoresist, and then the projection mask, with its layer of photoresist, is exposed for patterning in a stepper or scanner. To develop the photoresist, the fabricator either removes the exposed areas (positive resist) of the unexposed areas (negative resist). Next, the patterned and developed photoresist silicon substrate is subjected to reactive ion etching. After this step, the substrate is cleaned. The projection mask is fabricated according to electronic design files that may be generated in GDS file format using any suitable CAD (computer-aided design) or other software program. Radial groove gratings in off-axis grazing angle of incidence mount are of special interest for x-ray spectroscopy, as they allow achieving higher spectral resolution for the same grating area and have lower alignment tolerances than traditional in-plane grating scheme. This is especially critical for NASA Constellation- X project that will utilize hundreds of gratings all of which need to be precisely aligned for x-ray observation of space.

Iazikov, Dmitri↗
NASA NTRS2009

Implementing Earned Value Management in the CxP EVA Systems Project Office

Earned Value Management (EVM), like project management, is as much art as it is science to develop an implementation plan for a project. This presentation will cover issues that were overcome and the implementation strategy to deploy Earned Value Management (EVM) within the Constellation Program (CxP), EVA Systems Project Office (ESPO), as well as discuss additional hurdles that currently prevent the organization from optimizing EVM. Each organization and each project within an organization needs to mold an EVM implementation plan around existing processes and tools, while at the same time revising those existing processes and tools as necessary to make them compatible with EVM. The ESPO EVM implementation covers work breakdown structure, organizational breakdown structure, control account, work/planning package development; integrated master schedule development using an integrated master plan; incorporating reporting requirements for existing funding process such as Planning, Programming, Budgeting, and Execution (PPBE) and JSC Internal Task Agreements (ITA); and interfacing with other software tools such as the Systems Applications and Products (SAP) accounting system and the CxP wInsight EVM analysis tool. However, there are always areas for improvement and EVM is no exception. As EVM continues to mature within the NASA CxP, these areas will continue to be worked to resolution to provide the Program Managers, Project Managers, and Control Account Managers the best EVM data possible to make informed decisions.

Sorge, Les L.↗
NASA NTRS2004

Error Cost Escalation Through the Project Life Cycle

It is well known that the costs to fix errors increase as the project matures, but how fast do those costs build? A study was performed to determine the relative cost of fixing errors discovered during various phases of a project life cycle. This study used three approaches to determine the relative costs: the bottom-up cost method, the total cost breakdown method, and the top-down hypothetical project method. The approaches and results described in this paper presume development of a hardware/software system having project characteristics similar to those used in the development of a large, complex spacecraft, a military aircraft, or a small communications satellite. The results show the degree to which costs escalate, as errors are discovered and fixed at later and later phases in the project life cycle. If the cost of fixing a requirements error discovered during the requirements phase is defined to be 1 unit, the cost to fix that error if found during the design phase increases to 3 - 8 units; at the manufacturing/build phase, the cost to fix the error is 7 - 16 units; at the integration and test phase, the cost to fix the error becomes 21 - 78 units; and at the operations phase, the cost to fix the requirements error ranged from 29 units to more than 1500 units

Stecklein, Jonette M.↗
NASA NTRS2011

Project Management Meets Change Management - A Success Story. Focus Area: Tech Perspectives TI012SN

Utilizing the concepts and terminology from Project Management, the process of planning and executing a Change Management (CM) Infrastructure improvement project is described. The primary audience for this presentation includes both experienced and relatively new CM administrators and their managers. It also includes anyone with an interest in the application of project management knowledge to CM administration. There are several benefits: the complexity of the CM tool technology is more manageable, CM administrators get to use project management knowledge to complete a project (not "firefighting"), improve relations with your customers (that means developers and managers), and get the opportunity to do it again.

Hall, Wayne↗
NASA NTRS2011

Energy Storage Project

NASA's Exploration Technology Development Program funded the Energy Storage Project to develop battery and fuel cell technology to meet the expected energy storage needs of the Constellation Program for human exploration. Technology needs were determined by architecture studies and risk assessments conducted by the Constellation Program, focused on a mission for a long-duration lunar outpost. Critical energy storage needs were identified as batteries for EVA suits, surface mobility systems, and a lander ascent stage; fuel cells for the lander and mobility systems; and a regenerative fuel cell for surface power. To address these needs, the Energy Storage Project developed advanced lithium-ion battery technology, targeting cell-level safety and very high specific energy and energy density. Key accomplishments include the development of silicon composite anodes, lithiated-mixed-metal-oxide cathodes, low-flammability electrolytes, and cell-incorporated safety devices that promise to substantially improve battery performance while providing a high level of safety. The project also developed "non-flow-through" proton-exchange-membrane fuel cell stacks. The primary advantage of this technology set is the reduction of ancillary parts in the balance-of-plant--fewer pumps, separators and related components should result in fewer failure modes and hence a higher probability of achieving very reliable operation, and reduced parasitic power losses enable smaller reactant tanks and therefore systems with lower mass and volume. Key accomplishments include the fabrication and testing of several robust, small-scale nonflow-through fuel cell stacks that have demonstrated proof-of-concept. This report summarizes the project s goals, objectives, technical accomplishments, and risk assessments. A bibliography spanning the life of the project is also included.

Mercer, Carolyn R.↗