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NASA NTRS2014

NASA Laboratory Analysis for Manned Exploration Missions

The Exploration Laboratory Analysis (ELA) project supports the Exploration Medical Capability Element under the NASA Human Research Program. ELA instrumentation is identified as an essential capability for future exploration missions to diagnose and treat evidence-based medical conditions. However, mission architecture limits the medical equipment, consumables, and procedures that will be available to treat medical conditions during human exploration missions. Allocated resources such as mass, power, volume, and crew time must be used efficiently to optimize the delivery of in-flight medical care. Although commercial instruments can provide the blood and urine based measurements required for exploration missions, these commercial-off-the-shelf devices are prohibitive for deployment in the space environment. The objective of the ELA project is to close the technology gap of current minimally invasive laboratory capabilities and analytical measurements in a manner that the mission architecture constraints impose on exploration missions. Besides micro gravity and radiation tolerances, other principal issues that generally fail to meet NASA requirements include excessive mass, volume, power and consumables, and nominal reagent shelf-life. Though manned exploration missions will not occur for nearly a decade, NASA has already taken strides towards meeting the development of ELA medical diagnostics by developing mission requirements and concepts of operations that are coupled with strategic investments and partnerships towards meeting these challenges. This paper focuses on the remote environment, its challenges, biomedical diagnostics requirements and candidate technologies that may lead to successful blood-urine chemistry and biomolecular measurements in future space exploration missions.

Laboratory Analysis↗

NASA NTRS2018

An Introduction to SPEARS (Spectrum Education Awareness)

This presentation provides an overview of the SPectrum Education AwaRenesS (SPEARS) initiative developed by the NASA Spectrum Office under HEO/SCaN. SPEARS is a strategic initiative that is comprised of fourteen (14) activities/tasks targeted for various stakeholders within and external to NASA and from the spectrum and non-spectrum communities. These activities will also facilitate fostering partnerships and enhance the regulatory and policy understanding with international spectrum regulators and other space agencies. Further, SPEARS will institute several activities geared to promote spectrum management and to gain the interest of the next and future generations of spectrum managers, through Science, Technology, Engineering, and Mathematics (STEM) outreach.

spectrum training↗

NASA NTRSDate not supplied

FATE: The drifting Fish Aggregating Device (dFAD) TrajEctory Modeling Tool for Marine Protected Area Management

Drifting fish aggregating devices (dFADs) routinely enter marine protected areas (MPAs) and may undermine MPA protections by drifting out of the MPA with the aggregated fish biomass, or grounding and damaging sensitive coral reef habitats. MPA managers must decide whether to deploy resources in response to dFAD intrusions. To address this issue, we propose to quantify dFAD activity in relation to ocean currents, fish biomass, and animal telemetry at Palmyra Atoll, part of the Pacific Remote Islands Marine National Monument in the central Pacific Ocean. Specifically, we propose to develop the dFAD TrajEctory Tool (FATE). FATE is an innovative decision support tool that will use NASA observations and numerical models to predict future dFAD trajectories and inform TNC and USFWS whether they should deploy tactical resources (boats, personnel) to monitor, intercept, or retrieve dFADs that have entered the Refuge. The objectives are to use NASA observational constraints on ocean winds and currents to assist with the ecological management of the Palmyra Atoll NWR and MPA. Specifically, we will deliver an operational software tool that quantifies the grounding risk associated with each tracked dFAD and decision support for grounding risk mitigation via intercept at sea. This project addresses Element 3.3: Protected area management of the 2022 Ecological Conservation Solicitation by developing a tool needed by MPA managers to make tactical and strategic decisions focused on improving the effectiveness of MPAs. By quantifying the riskof dFADs, this project will help monitor and better inform the deployment of tactical (ships/personnel) and strategic (legislative) resources to better manage MPAs. This project is a collaboration between The Nature Conservancy, who operate long-term projects within the Palmyra MPA, and the U.S. Fish and Wildlife Service, who have the authority to make decisions related to its management. We expect that the results of our proposal will benefit marine resources within the Palmyra MPA and could be transferred to other remote MPAs within the US and other island nations within the Pacific Ocean.

TrajEctory↗

NASA NTRS2009

Shuttle Shortfalls and Lessons Learned for the Sustainment of Human Space Exploration

Much debate and national soul searching has taken place over the value of the Space Shuttle which first flew in 1981 and which is currently scheduled to be retired in 2010. Originally developed post-Saturn Apollo to emphasize affordability and safety, the reusable Space Shuttle instead came to be perceived as economically unsustainable and lacking the technology maturity to assure safe, routine access to low earth orbit (LEO). After the loss of two crews, aboard Challenger and Columbia, followed by the decision to retire the system in 2010, it is critical that this three decades worth of human space flight experience be well understood. Understanding of the past is imperative to further those goals for which the Space Shuttle was a stepping-stone in the advancement of knowledge. There was significant reduction in life cycle costs between the Saturn Apollo and the Space Shuttle. However, the advancement in life cycle cost reduction from Saturn Apollo to the Space Shuttle fell far short of its goal. This paper will explore the reasons for this shortfall. Shortfalls and lessons learned can be categorized as related to design factors, at the architecture, element and sub-system levels, as well as to programmatic factors, in terms of goals, requirements, management and organization. Additionally, no review of the Space Shuttle program and attempt to take away key lessons would be complete without a strategic review. That is, how do national space goals drive future space transportation development strategies? The lessons of the Space Shuttle are invaluable in all respects - technical, as in design, program-wise, as in organizational approach and goal setting, and strategically, within the context of the generational march toward an expanded human presence in space. Beyond lessons though (and the innumerable papers, anecdotes and opinions published on this topic) this paper traces tangible, achievable steps, derived from the Space Shuttle program experience, that must be a part of any 2l century initiatives furthering a growing human presence beyond earth.

Zapata, Edgar↗

NASA NTRS2009

The Art and Science of Systems Engineering

The National Aeronautics and Space Administration (NASA) was established in 1958, and its Marshall Space Flight Center was founded in 1960, as space-related work was transferred from the Army Ballistic Missile Agency at Redstone Arsenal, where Marshall is located. With this heritage, Marshall contributes almost 50 years of systems engineering experience with human-rated launch vehicles and scientific spacecraft to fulfill NASA's mission exploration and discovery. These complex, highly specialized systems have provided vital platforms for expanding the knowledge base about Earth, the solar system, and cosmos; developing new technologies that also benefit life on Earth; and opening new frontiers for America's strategic space goals. From Mercury and Gemini, to Apollo and the Space Shuttle, Marshall's systems engineering expertise is an unsurpassed foundational competency for NASA and the nation. Current assignments comprise managing Space Shuttle Propulsion systems; developing environmental control and life support systems and coordinating science operations on the International Space Station; and a number of exploration-related responsibilities. These include managing and performing science missions, such as the Lunar Crater Observation and Sensing Satellite and the Lunar Reconnaissance Orbiter slated to launch for the Moon in April 2009, to developing the Ares I crew launch vehicle upper stage and integrating the vehicle stack in house, as well as designing the Ares V cargo launch vehicle and contributing to the development of the Altair Lunar Lander and an International Lunar Network with communications nodes and other infrastructure.

Singer, Christopher E.↗

NASA NTRSDate not supplied

Inertial Transfer: Concept and Multi-Agent Approach

Research and development of cost saving technologies is vital to the success of NASA’s strategic goal to extend human presence deeper into space and to the moon for sustainable long-term exploration and utilization. Reduction of mass has long been a method of reducing space mission costs. In this submission, Inertial Transfer, a new approach to mass transfer in space, is presented. A Multi-Agent System solution to the problem space is discussed. A scaled base-line simulator is constructed and demonstrated which will enable the development of AI capabilities necessary to perform Inertial Transfer. Finally, future work and key challenges are discussed.

Multi-Agent↗

NASA NTRS2000

Controlling Rapid Change Through Systems Engineering the Organization

A new approach to change management has been developed and applied at the Jet Propulsion Laboratory (JPL). It's main focus is on aligning the organization with the strategic plan; and understanding the internal organizational relationships that impact change, which ultimately determine an organizations ability to be transformed and renewed The new approach regards the strategic plan of a company as the standard by which progress and achievement are measured. Purposeful interventions should generate a company movement along a strategic course, and tracking that movement is essential for managing change. This paper presents an overview of DYNOMO, or the DYNamic Organizational MOdel which was developed to assist in the measurement and analysis of organizational state. The paper concludes with summaries of two applications.

Hihn, Jairus↗

NASA NTRS1985

Effect of reduction of strategic Columbium addition in 718 Alloy on the structure and properties

A series of alloys was developed having a base composition similar to Inconel 718, with reduced Cb levels of 3.00 and 1.10 wt% Cb. Substitutions of 3.0% W, 3.0W + 0.9V or Mo increased from 3.0% to 5.8% were made for the Cb in these alloys. Two additional alloys, one containing 3.49% Cb and 1.10% Ti and another containing 3.89% Cb and 1.29% Ti were also studied. Tensile properties at rooom and elevated temperatures, stress-rupture tests, and an analysis of extracted phases were carried out for each of the alloys. Additions of solid solution elements to a reduced Cb alloy had no significant effect on the properties of the alloys under either process condition. The solution and age alloys with substitutions of 1.27% i at 3.89% Cb had tensile properties similar top hose of the original alloy and stress-rupture properties superior to the original alloy. The improved stress-rupture properties were the result of significant precipitation of Ni3Ti-gamma prime in the alloy, which is more stable than gamma' at the elevated temperatures. At lower temperatures, the new alloy benefits from gamma' strengthening. With more precise control and proper processing, the reduced Cb direct-age alloy could substitute for Alloy 718 in high strength applications.

Ziegler, K. R.↗

NASA NTRS1991

Operator strategies under varying conditions of workload

An attempt was made to operationally define and measure strategic behavior in a complex multiple task environment. The Multi-Attribute Task battery was developed to simulate various aspects of flight and consisted of an auditory communication task, monitoring tasks, a tracking tasks, a resource management task which allowed a wide range of responding patterns, and a scheduling window which allowed operators to predict changes in workload. This battery was validated for its sensitivity to strategic behavior, and baseline measures for each individual task were collected. Twenty-four undergraduate and graduate students then performed the battery for four 64 minute sessions which took place over a period of 2 days. Each subject performed the task battery under four levels of workload, which were presented for equal lengths of time during all four sessions. Results indicated that in general, performance improves as a function of experience with the battery, but that performance decreased as workload level increased. The data also showed that subjects developed strategies for responding to the resource management task which allowed them to manage the high workload levels more efficiently. This particular strategy developed over time but was also associated with errors of complacency. These results are presented along with implications for the aviation field and areas of future research.

Arnegard, Ruth J.↗

NASA NTRSDate not supplied

Dust Ejecta RADAR Technology (DERT): A Millimeter Wave Doppler Radar to Measure Plume Surface Interaction Ejecta Velocities

A novel method to measure the velocity of ejecta generated by the impingement of rocket plumes on a lunar or planetary surface is presented. Dust Ejecta RADAR Technology (DERT), is a Millimeter Wave Doppler Radar sensor that provides a unique dataset based on direct measurements of ejecta particle velocities during plume-surface interactions, which will help inform risk assessments associated with impacts by high-speed ejecta particles. DERT has measured velocities of a pendulum (~1 m/s), a rotating strip (60 m/s), projected regolith simulant BP-1 (~250 m/s) and rifle rounds (~820 m/s). Signal-to-noise ratios of up to 60 dB with regolith simulant BP-1 have been demonstrated with a CW 94 GHz unit. Data collected from DERT will inform the development of high-fidelity computational models of plume-surface interaction effects and will help address NASA Strategic Knowledge Gaps related to characterizing entry, descent and landing effects, and the risks associated with high-speed ejecta on the lander and lunar surface assets. Recent efforts to develop DERT as a flight instrument are presented as well as the development of a Lunar Regolith Ejecta Simulator (LuRES) system to calibrate DERT.

PSI↗

NASA NTRS1996

Mission to Planet Earth Strategic Enterprise Plan 1996-2002

Mission to Planet Earth's (MTPE's) first Strategic Enterprise Plan, issued in May 1995, defined the Agency's major goals and objectives as well as constraints. This update of the Strategic Enterprise Plan identifies the following major changes: a focused Science Research Plan that integrates space-based and in situ observational critical science to address critical science uncertainties; a technology infusion plan to reduce the cost of future missions; a series of flight opportunities to infuse new science into the overall program; and a tighter coupling between NASA and NOAA to reduce costs and to improve the overall program. Three important new initiatives are also under development and are described briefly in this plan: MTPE Education Strategy, MTPE Commercial Strategy, and an emerging concept for an Integrated Global Observing Strategy. This first update to the MTPE Strategic Enterprise Plan captures these new developments, and takes a significant step forward in planning this complex Earth system science endeavor. The plan and other information on MTPE may be viewed via the Internet at http://www.hq.nasa.gov/office/mtpe/.

Source record↗

NASA NTRSDate not supplied

Astrophysics Strategic Technology Gaps Following the 2020 Decadal Survey

The Decadal Survey on Astronomy and Astrophysics 2020, "Pathways to Discovery in Astronomy and Astrophysics for the 2020s," recommended a suite of compelling missions, including a 6m-class IR/Optical/UV observatory for exoplanet characterization and general astrophysics studies, a far-IR flagship, an X-ray flagship, and three Probe missions. The proposed launch dates for these are: Early 2030s for the first Probe (X-ray or far-IR) Early 2040s for the next Probe (CMB or the one not launched before) Mid-2040s for the IR/O/UV Great Observatory The following decade(s) for the far-IR and X-ray Great Observatories. Such missions require technologies that far exceed today's state of the art. To begin developing and maturing technologies that enable and enhance such missions, NASA established the Strategic Astrophysics Technology (SAT) program. Where needed, direct-funded projects may supplement the SAT program.

PCOS COR ExEP Astro2020 technology gaps↗

NASA NTRS1997

Summer High School Apprenticeship Research Program (SHARP)

The summer of 1997 will not only be noted by NASA for the mission to Mars by the Pathfinder but also for the 179 brilliant apprentices that participated in the SHARP Program. Apprentice participation increased 17% over last year's total of 153 participants. As indicated by the End-of-the-Program Evaluations, 96% of the programs' participants rated the summer experience from very good to excellent. The SHARP Management Team began the year by meeting in Cocoa Beach, Florida for the annual SHARP Planning Conference. Participants strengthened their Education Division Computer Aided Tracking System (EDCATS) skills, toured the world-renowned Kennedy Space Center, and took a journey into space during the Alien Encounter Exercise. The participants returned to their Centers with the same goals and objectives in mind. The 1997 SHARP Program goals were: (1) Utilize NASA's mission, unique facilities and specialized workforce to provide exposure, education, and enrichment experiences to expand participants' career horizons and inspire excellence in formal education and lifelong learning. (2) Develop and implement innovative education reform initiatives which support NASA's Education Strategic Plan and national education goals. (3) Utilize established statistical indicators to measure the effectiveness of SHARP's program goals. (4) Explore new recruiting methods which target the student population for which SHARP was specifically designed. (5) Increase the number of participants in the program. All of the SHARP Coordinators reported that the goals and objectives for the overall program as well as their individual program goals were achieved. Some of the goals and objectives for the Centers were: (1) To increase the students' awareness of science, mathematics, engineering, and computer technology; (2) To provide students with the opportunity to broaden their career objectives; and (3) To expose students to a variety of enrichment activities. Most of the Center goals and objectives were consistent with the overall program goals. Modem Technology Systems, Inc., was able to meet the SHARP Apprentices, Coordinators and Mentors during their site visits to Stennis Space Center, Ames Research Center and Dryden Flight Research Center. All three Centers had very efficient programs and adhered to SHARP's general guidelines and procedures. MTSI was able to meet the apprentices from the other Centers via satellite in July during the SHARP Video-Teleconference(ViTS). The ViTS offered the apprentices and the NASA and SHARP Coordinators the opportunity to introduce themselves. The apprentices from each Center presented topical "Cutting Edge Projects". Some of the accomplishments for the 1997 SHARP Program year included: MTSI hiring apprentices from four of the nine NASA Centers, the full utilization of the EDCATS by apprentices and NASA/SHARP Coordinators, the distribution of the SHARP Apprentice College and Scholarship Directory, a reunion with former apprentices from Langley Research Center and the development of a SHARP Recruitment Poster. MTSI developed another exciting newsletter containing graphics and articles submitted by the apprentices and the SHARP Management Team.

Source record↗

NASA NTRS2005

Proposed Project Selection Method for Human Support Research and Technology Development (HSR&TD)

The purpose of HSR&TD is to deliver human support technologies to the Exploration Systems Mission Directorate (ESMD) that will be selected for future missions. This requires identifying promising candidate technologies and advancing them in technology readiness until they are acceptable. HSR&TD must select an may of technology development projects, guide them, and either terminate or continue them, so as to maximize the resulting number of usable advanced human support technologies. This paper proposes an effective project scoring methodology to support managing the HSR&TD project portfolio. Researchers strongly disagree as to what are the best technology project selection methods, or even if there are any proven ones. Technology development is risky and outstanding achievements are rare and unpredictable. There is no simple formula for success. Organizations that are satisfied with their project selection approach typically use a mix of financial, strategic, and scoring methods in an open, established, explicit, formal process. This approach helps to build consensus and develop management insight. It encourages better project proposals by clarifying the desired project attributes. We propose a project scoring technique based on a method previously used in a federal laboratory and supported by recent research. Projects are ranked by their perceived relevance, risk, and return - a new 3 R's. Relevance is the degree to which the project objective supports the HSR&TD goal of developing usable advanced human support technologies. Risk is the estimated probability that the project will achieve its specific objective. Return is the reduction in mission life cycle cost obtained if the project is successful. If the project objective technology performs a new function with no current cost, its return is the estimated cash value of performing the new function. The proposed project selection scoring method includes definitions of the criteria, a project evaluation questionnaire, and a scoring formula.

Jones, Harry↗

NASA NTRS2017

Radioisotope Power Systems Program Status and Expectations

The Radioisotope Power Systems (RPS) Programs goal is to make RPS available for the exploration of the solar system in environments where conventional solar or chemical power generation is impractical or impossible to use to meet mission needs. To meet this goal, the RPS Program manages investments in RPS system development and RPS technologies. The RPS Program exists to support NASA's Science Mission Directorate (SMD). The RPS Program provides strategic leadership for RPS, enables the availability of RPS for use by the planetary science community, successfully executes RPS flight projects and mission deployments, maintains a robust technology development portfolio, manages RPS related National Environmental Policy Act (NEPA) and Nuclear Launch Safety (NLS) approval processes for SMD, maintains insight into the Department of Energy (DOE) implementation of NASA funded RPS production infrastructure operations, including implementation of the NASA funded Plutonium-238 production restart efforts. This paper will provide a status of recent RPS activities.

Radioisotope↗

NASA NTRS1998

RIACS

The Research Institute for Advanced Computer Science (RIACS) was established by the Universities Space Research Association (USRA) at the NASA Ames Research Center (ARC) on June 6, 1983. RIACS is privately operated by USRA, a consortium of universities that serves as a bridge between NASA and the academic community. Under a five-year co-operative agreement with NASA, research at RIACS is focused on areas that are strategically enabling to the Ames Research Center's role as NASA's Center of Excellence for Information Technology. Research is carried out by a staff of full-time scientist,augmented by visitors, students, post doctoral candidates and visiting university faculty. The primary mission of RIACS is charted to carry out research and development in computer science. This work is devoted in the main to tasks that are strategically enabling with respect to NASA's bold mission in space exploration and aeronautics. There are three foci for this work: Automated Reasoning. Human-Centered Computing. and High Performance Computing and Networking. RIACS has the additional goal of broadening the base of researcher in these areas of importance to the nation's space and aeronautics enterprises. Through its visiting scientist program, RIACS facilitates the participation of university-based researchers, including both faculty and students, in the research activities of NASA and RIACS. RIACS researchers work in close collaboration with NASA computer scientists on projects such as the Remote Agent Experiment on Deep Space One mission, and Super-Resolution Surface Modeling.

Moore, Robert C.↗

NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) Knowledge Management (KM) Initiative

NASA Marshall Space Flight Center's Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities within the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center of Excellence (AISCE), lntergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KNI implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to suppo~th e planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have beon pedormed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural1KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level svstems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, - evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗

NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) KM Initiative

NASA Marshall Space Flight Center s Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities with in the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center Of Excellence (AISCE), Intergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KM implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to support the planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have been performed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural/KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level systems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗