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Mission planning and project management methods are described. Cost estimates for the project are presented. A review of scheduling, budgeting, and facilities is also presented.
Silicon material research in the Republic of China (ROC) parallels its development in the electronic industry. A brief outline of the historical development in ROC silicon material research is given. Emphasis is placed on the recent Silane Project managed by the National Science Council, ROC, including project objectives, task forces, and recent accomplishments. An introduction is also given to industrialization of the key technologies developed in this project.
A methodology is presented for integrating the systems-engineering management recommendation of prototyping into the traditional project-management process for developing large-scale systems. The suggested methodology begins with the identification of life-cycle risk areas, outlines the structure and conduct of the prototyping process, and defines the composition of the prototyping team. The methodology includes a step-by-step procedure for creating, executing, and documenting a prototyping test plan to evaluate design alternatives. It is argued that managers who adopt this methodology and apply it rigorously will increase the likelihood that the systems they build will be operationally effective and will be accepted by the intended users.
This NASA KSC video release presents a news briefing held Aug. 4, 1989 at NASA Headquarters three weeks after Voyager 2's official "encounter" with Neptune began. The video is comprised of two slide presentations followed by a short question and answer period. The press conference is moderated by Charles Redmond, (NASA Public Affairs), includes an introduction by Dr. Geoffrey A Briggs (Dir., Solar System Exploration Div.), and features Norman R. Haynes (Voyager Project Manager, JPL) and Dr. Edward C. Stone (Voyager Project Scientist, Cal Tech). Mr. Haynes' presentation centers on Voyager's history, engineering changes, and spacecraft trajectories while Dr. Stone presents the scientific aspects of Voyager, including the 11 scientific investigations planned for the mission, instruments used, and imaging techniques.
At Science Applications International Corporation (SAIC), Cape Canaveral Office, we're using a project management tool that facilitates team communication, keeps our project team focused, streamlines work and identifies potential issues. What did it cost us to install the tool? Almost nothing.
The San Marco C-2 spacecraft will be launched no earlier than 18 February 1974 from the San Marco Range located off the coast of Kenya, Africa, by a Scout launch vehicle. The launch will be conducted by an Italian crew. The San Marco C-2 is the fourth cooperative satellite project between Italy and the United States. The purpose of the mission is to obtain measurements of the diurnal variations of the equatorial neutral atmosphere density, composition, and temperature and to use these data for correlation with AE-C (Explorer 51) data for studies of the physics and dynamics of the thermosphere. The San Marco C-2 project is a joint undertaking of the National Aeronautics and Space Administration (NASA) and the Italian Space Commission officially initiated with a Memorandum of Understanding in August of 1973. Project management responsibility for the Italian portion of the project has been assigned to the Centro Ricerche Aerospaziali (CRA) while the Goddard Space Flight Center (GSFC) has responsibility for the United States portion.
At Goddard, engineers and scientists with a range of experience in science data systems are needed to employ new technologies and develop advances in capabilities for supporting new Earth and Space science research. Engineers with extensive experience in science data, software engineering and computer-information architectures are needed to lead and perform these activities. The increasing types and complexity of instrument data and emerging computer technologies coupled with the current shortage of computer engineers with backgrounds in science has led the need to develop a career path for science data systems engineers and architects.The current career path, in which undergraduate students studying various disciplines such as Computer Engineering or Physical Scientist, generally begins with serving on a development team in any of the disciplines where they can work in depth on existing Goddard data systems or serve with a specific NASA science team. There they begin to understand the data, infuse technologies, and begin to know the architectures of science data systems. From here the typical career involves peermentoring, on-the-job training or graduate level studies in analytics, computational science and applied science and mathematics. At the most senior level, engineers become subject matter experts and system architect experts, leading discipline-specific data centers and large software development projects. They are recognized as a subject matter expert in a science domain, they have project management expertise, lead standards efforts and lead international projects. A long career development remains necessary not only because of the breadth of knowledge required across physical sciences and engineering disciplines, but also because of the diversity of instrument data being developed today both by NASA and international partner agencies and because multidiscipline science and practitioner communities expect to have access to all types of observational data.This paper describes an approach to defining career-path guidance for college-bound high school and undergraduate engineering students, junior and senior engineers from various disciplines.
The purpose of this handbook is to provide Earned Value Management (EVM) guidance for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts in a consolidated reference document. EVM is a project management process that effectively integrates a project s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions.
The purpose of this handbook is to provide Earned Value Management (EVM) guidance for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts in a consolidated reference document. EVM is a project management process that effectively integrates a project?s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions.
Academy of Program and Project Leadership (APPL) and ASK Magazine helps NASA managers and project teams accomplish today's missions and meet tomorrow's challenges by providing performance enhancement services and tools, supporting career development programs, sponsoring knowledge sharing events and publications, and creating opportunities for project management collaboration with universities, professional associations, industry partners, and other government agencies. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the best of the best project managers, primarily from NASA, but also from other government agencies and industry. These stories contain genuine nuggets of knowledge and wisdom that are transferable across projects. Who better than a project manager to help another project manager address a critical issue on a project? Big projects, small projects - they're all here in ASK. Please direct all inquiries about ASK Magazine editorial policy to Todd Post, EduTech Ltd., 8455 Colesville Rd., Suite 930, Silver Spring, MD 20910, (301) 585-1030; or email to tpost@edutechltd.com.
The United States (US) Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with new space transportation systems for missions to the Moon, Mars, and beyond. The Crew Exploration Vehicle (CEV) that the new human-rated Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station (ISS) Toward the end of the next decade, a heavy-lift Cargo Launch Vehicle (CaLV) will deliver the Earth Departure Stage (EDS) carrying the Lunar Surface Access Module (LSAM) to low-Earth orbit (LEO), where it will rendezvous with the CEV launched on the CLV and return astronauts to the Moon for the first time in over 30 years. This paper outlines how NASA is building these new space transportation systems on a foundation of legacy technical and management knowledge, using extensive experience gained from past and ongoing launch vehicle programs to maximize its design and development approach, with the objective of reducing total life cycle costs through operational efficiencies such as hardware commonality. For example, the CLV in-line configuration is composed of a 5-segment Reusable Solid Rocket Booster (RSRB), which is an upgrade of the current Space Shuttle 4- segment RSRB, and a new upper stage powered by the liquid oxygen/liquid hydrogen (LOX/LH2) J-2X engine, which is an evolution of the J-2 engine that powered the Apollo Program s Saturn V second and third stages in the 1960s and 1970s. The CaLV configuration consists of a propulsion system composed of two 5-segment RSRBs and a 33- foot core stage that will provide the LOX/LED needed for five commercially available RS-68 main engines. The J-2X also will power the EDS. The Exploration Launch Projects, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operations planning for these new space transportation systems. Utilizing a foundation of heritage hardware and management lessons learned mitigates both technical and programmatic risk. Project engineers and managers work closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch systems, leveraging a wealth of knowledge from Shuffle operations. In addition, NASA and its industry partners have tapped into valuable Apollo databases and are applying corporate wisdom conveyed firsthand by Apollo-era veterans of America s original Moon missions. Learning from its successes and failures, NASA employs rigorous systems engineering and systems management processes and principles in a disciplined, integrated fashion to further improve the probability of mission success.
The utility of the Space Station is improved, the ability to manage and integrate its development and operation enhanced, and the cost and risk of developing the software for it is minimized by three major information systems. The Space Station Information System (SSIS) provides for the transparent collection and dissemination of operational information to all users and operators. The Technical and Management Information System (TMIS) provides all the developers with timely and consistent program information and a project management 'window' to assess the project status. The Software Support Environment (SSE) provides automated tools and standards to be used by all software developers. Together, these three systems are vital to the successful execution of the program.
Helios A and B are the first two missions inside the orbit of the Mercury towards the sun. They were launched from Cape Kennedy December 10, 1974 and January 15, 1976 respectively. The interplanetary cruise in the ecliptic plane carried the Helios Solar Probes in an ecliptical orbit around the sun to perihelions as close as 0.31 (Helios A) and 0.29 (Helios B) Astronomical Units to the sun. In this technical paper the scientific mission and German and American plans and design versus accomplished mission are presented by the German and United States Project Managers and the Mission Operations Manager. A brief outline of the scope of the project, spacecraft and experiments development, integration and test programs is given. Engineering and system performance results from the Helios A and B flights, which succeeded in passing closer to the sun than any previous spacecraft, are presented. Some of the preliminary scientific findings of the ten active and two passive experiments of this ambitious German/United States cooperative project are outlined.
Most of this issue is about ACE (Advanced Composition Explorer). We've collected stories by four members of the ACE management team: Don Margolies, the mission manager from Goddard Space Flight Center; Frandsen, science payloads manager from the Caltech Jet Propulsion Laboratory; Mary Chin, project manager in charge of spacecraft development at the Johns Hopkins Applied Physics Laboratory; and Frank Snow, operations and ground systems manager at Goddard.
The Earned Value System (EVS) is a project management budgeting and scheduling process for in-house project and institutional applications. This viewgraph presentation includes images of the system's computer interface.
Lidar instruments provide scientists with the unique opportunity to characterize the 3D structure of forest ecosystems. This information allows us to estimate properties such as wood volume, biomass density, stocking density, canopy cover, and leaf area. Structural information also can be used as drivers for photosynthesis and ecosystem demography models to predict forest growth and carbon sequestration. All lidars use time-in-flight measurements to compute accurate ranging measurements; however, there is a wide range of instruments and data types that are currently available, and instrument technology continues to advance at a rapid pace. This seminar will present new technologies that are in use and under development at NASA for airborne and space-based missions. Opportunities for instrument and data fusion will also be discussed, as Dr. Cook is the PI for G-LiHT, Goddard's LiDAR, Hyperspectral, and Thermal airborne imager. Lastly, this talk will introduce radiative transfer models that can simulate interactions between laser light and forest canopies. Developing modeling capabilities is important for providing continuity between observations made with different lidars, and to assist the design of new instruments. Dr. Bruce Cook is a research scientist in NASA's Biospheric Sciences Laboratory at Goddard Space Flight Center, and has more than 25 years of experience conducting research on ecosystem processes, soil biogeochemistry, and exchange of carbon, water vapor and energy between the terrestrial biosphere and atmosphere. His research interests include the combined use of lidar, hyperspectral, and thermal data for characterizing ecosystem form and function. He is Deputy Project Scientist for the Landsat Data Continuity Mission (LDCM); Project Manager for NASA s Carbon Monitoring System (CMS) pilot project for local-scale forest biomass; and PI of Goddard's LiDAR, Hyperspectral, and Thermal (G-LiHT) airborne imager.
The purpose of this paper is to address the extent in which 4G LTE can be used for air traffic management of small Unmanned Air Vehicles (sUAVs) and the limitations and enhancements that may be necessary. We provide a brief overview of the communications aspects of the Unmanned Aerial System (UAS) Traffic Management Project followed by the evolving trends in air traffic management including beyond visual line of sight (BVLOS) operations concepts and current BVLOS operational systems. Issues and Concerns are addressed including the rapidly evolving global regulations and the resulting communications requirements as well LTE downlink and uplink interference at altitude and how that interference affects command and control reliability as well as application data capabilities and mobility performance.
The purpose of this paper is to address the extent in which 4G LTE can be used for air traffic management of small Unmanned Air Vehicles (sUAVs) and the limitations and enhancements that may be necessary. We provide a brief overview of the communications aspects of the Unmanned Aerial System (UAS) Traffic Management Project followed by the evolving trends in air traffic management including beyond visual line of sight (BVLOS) operations concepts and current BVLOS operational systems. Issues and Concerns are addressed including the rapidly evolving global regulations and the resulting communications requirements as well LTE downlink and uplink interference at altitude and how that interference affects command and control reliability as well as application data capabilities and mobility performance.