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At least 505 records · Page 28

Advanced Modular Power Approach to Affordable, Supportable Space Systems

Recent studies of missions to the Moon, Mars and Near Earth Asteroids (NEA) indicate that these missions often involve several distinct separately launched vehicles that must ultimately be integrated together in-flight and operate as one unit. Therefore, it is important to see these vehicles as elements of a larger segmented spacecraft rather than separate spacecraft flying in formation. The evolution of large multi-vehicle exploration architecture creates the need (and opportunity) to establish a global power architecture that is common across all vehicles. The Advanced Exploration Systems (AES) Modular Power System (AMPS) project managed by NASA Glenn Research Center (GRC) is aimed at establishing the modular power system architecture that will enable power systems to be built from a common set of modular building blocks. The project is developing, demonstrating and evaluating key modular power technologies that are expected to minimize non-recurring development costs, reduce recurring integration costs, as well as, mission operational and support costs. Further, modular power is expected to enhance mission flexibility, vehicle reliability, scalability and overall mission supportability. The AMPS project not only supports multi-vehicle architectures but should enable multi-mission capability as well. The AMPS technology development involves near term demonstrations involving developmental prototype vehicles and field demonstrations. These operational demonstrations not only serve as a means of evaluating modular technology but also provide feedback to developers that assure that they progress toward truly flexible and operationally supportable modular power architecture.

Oeftering, Richard C.↗

Changing the Project Execution Culture at NASA Dryden

Dryden has embarked on implementing Critical Chain Project Management (CCPM) philosophies and tools to reduce workforce stress and increase the centers work throughput. This effort has been under way for over one year and represents a fundamental state change in how various projects are planned and executed at the center. The implementation of CCPM philosophies and the required cultural changes represent the most difficult aspects of the implementation.

Horn, Thomas J.↗

Update on Multi-Variable Parametric Cost Models for Ground and Space Telescopes

Parametric cost models can be used by designers and project managers to perform relative cost comparisons between major architectural cost drivers and allow high-level design trades; enable cost-benefit analysis for technology development investment; and, provide a basis for estimating total project cost between related concepts. This paper reports on recent revisions and improvements to our ground telescope cost model and refinements of our understanding of space telescope cost models. One interesting observation is that while space telescopes are 50X to 100X more expensive than ground telescopes, their respective scaling relationships are similar. Another interesting speculation is that the role of technology development may be different between ground and space telescopes. For ground telescopes, the data indicates that technology development tends to reduce cost by approximately 50% every 20 years. But for space telescopes, there appears to be no such cost reduction because we do not tend to re-fly similar systems. Thus, instead of reducing cost, 20 years of technology development may be required to enable a doubling of space telescope capability. Other findings include: mass should not be used to estimate cost; spacecraft and science instrument costs account for approximately 50% of total mission cost; and, integration and testing accounts for only about 10% of total mission cost.

Stahl, H. Philip↗

Towards a Multi-Variable Parametric Cost Model for Ground and Space Telescopes

Parametric cost models can be used by designers and project managers to perform relative cost comparisons between major architectural cost drivers and allow high-level design trades; enable cost-benefit analysis for technology development investment; and, provide a basis for estimating total project cost between related concepts. This paper hypothesizes a single model, based on published models and engineering intuition, for both ground and space telescopes: OTA Cost approximately (X) D(exp (1.75 +/- 0.05)) lambda(exp(-0.5 +/- 0.25) T(exp -0.25) e (exp (-0.04)Y). Specific findings include: space telescopes cost 50X to 100X more ground telescopes; diameter is the most important CER; cost is reduced by approximately 50% every 20 years (presumably because of technology advance and process improvements); and, for space telescopes, cost associated with wavelength performance is balanced by cost associated with operating temperature. Finally, duplication only reduces cost for the manufacture of identical systems (i.e. multiple aperture sparse arrays or interferometers). And, while duplication does reduce the cost of manufacturing the mirrors of segmented primary mirror, this cost savings does not appear to manifest itself in the final primary mirror assembly (presumably because the structure for a segmented mirror is more complicated than for a monolithic mirror).

Space Mirror Technology↗

The NASA DEVELOP Model: Multidisciplinary Teams Conduct Interdisciplinary Projects to Produce Transdisciplinary Outcomes

The DEVELOP Program, part of NASA’s Earth Applied Sciences’ Capacity Building Program, conducts 50-70 feasibility studies each year that utilize Earth observations to address local decision-making challenges and help inform action. DEVELOP uses these projects as the mechanism to build skills in its participants and partner organizations to assess and apply satellite data insights to environmental decision-making processes. While organized by thematic focus (ex. water resource management, ecological forecasting, disaster management), projects use a multidisciplinary team approach with teams of students, recent graduates, early career professionals, and transitioning career professionals, bringing different disciplines, life experience, and perspectives to execute projects that have been collaboratively designed with end-user partner organizations (federal agencies, state and local governments, non-profit and for-profit organizations, and international organizations). Projects are interdisciplinary in nature as they integrate methods from multiple disciplines, with a focus on the incorporation of satellite data with other data sources such as socioeconomic and demographic data, in situ measurements, model outputs, and partners’ knowledge, and take place under the guidance of science advisors from NASA, academia, and other partner organizations. The culmination of these multidisciplinary teams working on projects that draw from interdisciplinary methods and approaches, is a transdisciplinary solution for the partner organizations to explore further for potential adoption. This presentation will highlight the DEVELOP model of co-production and collaboration, lessons learned integrating people and project methodologies, and impact assessment activities surrounding the program’s efforts.

Capacity Building↗

FECM/NETL CO2 Saline Storage Cost Model CO2_S_COM 2024 (v4)

The U.S. Department of Energy's (DOE) Office of Fossil Energy and Carbon Management (FECM), in collaboration with the National Energy Technology Laboratory (NETL), has developed the FECM/NETL CO2 Saline Storage Cost Model (CO2_S_COM). This Excel-based tool provides a comprehensive framework for estimating the costs and breakeven prices associated with storing carbon dioxide (CO2) in deep saline formations. Designed from the perspective of a CO2 storage site owner, the CO2_S_COM incorporates four integrated modules—project management, financial analysis, activity cost estimation, and geological evaluation—to deliver fast, robust and actionable insights for screening project finances.

CO2 storage↗

Requirements, Verification, and Compliance (RVC) Database Tool

This paper describes the development, design, and implementation of the Requirements, Verification, and Compliance (RVC) database used on the International Space Welding Experiment (ISWE) project managed at Marshall Space Flight Center. The RVC is a systems engineer's tool for automating and managing the following information: requirements; requirements traceability; verification requirements; verification planning; verification success criteria; and compliance status. This information normally contained within documents (e.g. specifications, plans) is contained in an electronic database that allows the project team members to access, query, and status the requirements, verification, and compliance information from their individual desktop computers. Using commercial-off-the-shelf (COTS) database software that contains networking capabilities, the RVC was developed not only with cost savings in mind but primarily for the purpose of providing a more efficient and effective automated method of maintaining and distributing the systems engineering information. In addition, the RVC approach provides the systems engineer the capability to develop and tailor various reports containing the requirements, verification, and compliance information that meets the needs of the project team members. The automated approach of the RVC for capturing and distributing the information improves the productivity of the systems engineer by allowing that person to concentrate more on the job of developing good requirements and verification programs and not on the effort of being a "document developer".

Rainwater, Neil E., II↗

FECM/NETL CO 2 Saline Storage Cost Model (2024): User’s Manual

The U.S. Department of Energy's (DOE) Office of Fossil Energy and Carbon Management (FECM), in collaboration with the National Energy Technology Laboratory (NETL), has developed the FECM/NETL CO 2 Saline Storage Cost Model (CO2_S_COM). This Excel-based tool provides a comprehensive framework for estimating the costs and breakeven prices associated with storing carbon dioxide (CO 2 ) in deep saline formations. Designed from the perspective of a CO 2 storage site owner, the CO2_S_COM incorporates four integrated modules—project management, financial analysis, activity cost estimation, and geological evaluation—to deliver fast, robust, and actionable insights for evaluating project finances. This is the user's manual for CO2_S_COM. The model may be accessed at this link: FECM/NETL CO2 Saline Storage Cost Model CO2_S_COM 2024 (v4) - Submissions - EDX

54 ENVIRONMENTAL SCIENCES↗

NASA ETM Modeling and Simulation Upper E Traffic Management Meeting December 2020

This is a slide set to be used as part of a meeting series with members of a working group aimed at the development of a concept that addresses needs and gaps in the management of high altitude airspace operations. This concept leverages elements developed through the UAS Traffic Management project with respect to a cooperative, service-based approach that provides services and capabilities in areas (e.g., Upper Class E airspace) that currently receive no or limited service from Air Traffic Control. This concept is meant to provide a safe, fair, and scalable approach to management of Upper Class E operations that reduces the burden on ATC while providing the flexibility and access desired by current and new users of the airspace. This set of slides includes an overview of the past accomplishments, current project structure, and a simulation roadmap for planned work ahead.

NASA ETM modeling and simulation↗

Shuttle Propulsion System Major Events and the Final 22 Flights

Numerous lessons have been documented from the Space Shuttle Propulsion elements. Major events include loss of the Solid Rocket Boosters (SRB's) on STS-4 and shutdown of a Space Shuttle Main Engine (SSME) during ascent on STS-51F. On STS-112 only half the pyrotechnics fired during release of the vehicle from the launch pad, a testament for redundancy. STS-91 exhibited freezing of a main combustion chamber pressure measurement and on STS-93 nozzle tube ruptures necessitated a low liquid level oxygen cut off of the main engines. A number of on pad aborts were experienced during the early program resulting in delays. And the two accidents, STS-51L and STS-107, had unique heritage in history from early program decisions and vehicle configuration. Following STS-51L significant resources were invested in developing fundamental physical understanding of solid rocket motor environments and material system behavior. And following STS-107, the risk of ascent debris was better characterized and controlled. Situational awareness during all mission phases improved, and the management team instituted effective risk assessment practices. The last 22 flights of the Space Shuttle, following the Columbia accident, were characterized by remarkable improvement in safety and reliability. Numerous problems were solved in addition to reduction of the ascent debris hazard. The Shuttle system, though not as operable as envisioned in the 1970's, successfully assembled the International Space Station (ISS). By the end of the program, the remarkable Space Shuttle Propulsion system achieved very high performance, was largely reusable, exhibited high reliability, and was a heavy lift earth to orbit propulsion system. During the program a number of project management and engineering processes were implemented and improved. Technical performance, schedule accountability, cost control, and risk management were effectively managed and implemented. Award fee contracting was implemented to provide performance incentives. The Certification of Flight Readiness and Mission Management processes became very effective. A key to the success of the propulsion element projects was related to relationships between the MSFC project office and support organizations with their counterpart contractor organizations. The teams worked diligently to understand and satisfy requirements and achieve mission success.

Owen, James W.↗

Carbon Utilization and Storage Partnership of the Western United States

This technical report documents research conducted under DOE Award No. DE-FE0031837 focused on evaluating the feasibility of carbon capture, utilization, and storage (CCUS) systems in the central and western United States. The project integrated geologic characterization, reservoir simulation, infrastructure modeling, and economic analysis to assess CO₂ storage potential near industrial sources and develop strategies for transport and sequestration. The work included subsurface modeling, risk assessment, monitoring and verification (MRV) planning, and evaluation of regulatory pathways such as EPA Underground Injection Control (UIC) Class VI permitting and IRS 45Q tax credit eligibility. Results demonstrate the viability of multiple storage approaches, including saline formations, enhanced coalbed methane recovery, and basalt mineralization, supported by data-driven workflows and regional analyses. The project also produced permitting templates, technology transfer activities, and stakeholder engagement efforts to support deployment readiness. These findings contribute to the development of scalable, economically viable CCUS systems and provide a repeatable framework for future carbon management projects.

20 FOSSIL-FUELED POWER PLANTS↗

Preliminary risk assessment for the Black Brant XII

In order to provide the scientific community, as well as NASA management, with a preview of typical safety restrictions for the proposed Black Brant XII sounding rocket, a risk assessment for a typical payload has been performed. This paper details the considerations which ensure minimal risk for projects managed by Wallops Flight Facility and the safety criteria required to conduct an operation. Specifically, three launch scenarios for the Black Brant XII have been considered. The first case assumes a test launch from Wallops, and the other two cases analyze typical scientific missions from Poker Flat Research Range.

Underwood, B. E.↗

We're Here to Help You

Air Force lore tells us that the two biggest lies you will ever hear on the tarmac are when the Inspector General steps off the plane and says to the Wing Commander, "We're here to help you," and the Wing Commander replies, "We're glad to see you." Not too surprisingly, a similar relationship is often perceived between a project manager and the mission assurance representative (especially for operations). This perception intensifies as budgets shrink and missions shorten, after all, where is the value added? That is the question we will examine for three small, short projects: Phoenix, WISE, and Grail (which is yet to launch). All have limited resources to devote to "niceties" and a very short mission to reap the benefits for their operations. We will examine how mission operations assurance evolved for each project, what worked well, what could have been improved, and how these lessons can be applied to ensure mission operations assurance is a value added function for Grail and future small missions.

Topex↗

Natural Displays: Anticipating the Future at NASA

There are two ways in which the human factors discipline is called upon to contribute to the development of new products or systems at NASA Ames Research Center. First, there is the application of known human factors principles in the design of a product. This type of application of human factors expertise can be called upon at any time in the evolution of a system or product, with the probability of success a direct function of how early in the system development cycle that the human factors experts are called in. This dependence on timing is due to two things. First, late in the development cycle many decisions have been made that cannot be unmade, and human factors solutions by necessity take on the nature of work-arounds. Second, in many cases where highly innovative or unusual systems are being proposed, known principles are not sufficient to answer design questions. Since most projects work to deadlines, there is generally not enough time late in a project for time-consuming human factors research efforts. In fact, due to the nature of project management, intermediate deadlines often preclude significant research efforts even when the human factors effort is brought in at the beginning. Therefore, critical research, a second function of the human factors effort at NASA Ames, is needed before projects are initiated. How do we determine the necessary research?

Johnson, Walter W.↗

Management issues in systems engineering

When applied to a system, the doctrine of successive refinement is a divide-and-conquer strategy. Complex systems are sucessively divided into pieces that are less complex, until they are simple enough to be conquered. This decomposition results in several structures for describing the product system and the producing system. These structures play important roles in systems engineering and project management. Many of the remaining sections in this chapter are devoted to describing some of these key structures. Structures that describe the product system include, but are not limited to, the requirements tree, system architecture and certain symbolic information such as system drawings, schematics, and data bases. The structures that describe the producing system include the project's work breakdown, schedules, cost accounts and organization.

Shishko, Robert↗

Fault Management Guiding Principles

Regardless of the mission type: deep space or low Earth orbit, robotic or human spaceflight, Fault Management (FM) is a critical aspect of NASA space missions. As the complexity of space missions grows, the complexity of supporting FM systems increase in turn. Data on recent NASA missions show that development of FM capabilities is a common driver for significant cost overruns late in the project development cycle. Efforts to understand the drivers behind these cost overruns, spearheaded by NASA's Science Mission Directorate (SMD), indicate that they are primarily caused by the growing complexity of FM systems and the lack of maturity of FM as an engineering discipline. NASA can and does develop FM systems that effectively protect mission functionality and assets. The cost growth results from a lack of FM planning and emphasis by project management, as well the maturity of FM as an engineering discipline, which lags behind the maturity of other engineering disciplines. As a step towards controlling the cost growth associated with FM development, SMD has commissioned a multi-institution team to develop a practitioner's handbook representing best practices for the end-to-end processes involved in engineering FM systems. While currently concentrating primarily on FM for science missions, the expectation is that this handbook will grow into a NASA-wide handbook, serving as a companion to the NASA Systems Engineering Handbook. This paper presents a snapshot of the principles that have been identified to guide FM development from cradle to grave. The principles range from considerations for integrating FM into the project and SE organizational structure, the relationship between FM designs and mission risk, and the use of the various tools of FM (e.g., redundancy) to meet the FM goal of protecting mission functionality and assets.

principles↗

Lessons learned in deploying software estimation technology and tools

Developing a software product involves estimating various project parameters. This is typically done in the planning stages of the project when there is much uncertainty and very little information. Coming up with accurate estimates of effort, cost, schedule, and reliability is a critical problem faced by all software project managers. The use of estimation models and commercially available tools in conjunction with the best bottom-up estimates of software-development experts enhances the ability of a product development group to derive reasonable estimates of important project parameters. This paper describes the experience of the IBM Software Solutions (SWS) Toronto Laboratory in selecting software estimation models and tools and deploying their use to the laboratory's product development groups. It introduces the SLIM and COSTAR products, the software estimation tools selected for deployment to the product areas, and discusses the rationale for their selection. The paper also describes the mechanisms used for technology injection and tool deployment, and concludes with a discussion of important lessons learned in the technology and tool insertion process.

Panlilio-Yap, Nikki↗

Modifying a Commercial Centrifuge to Reduce Electromagnetic Interference and Evaluating Functionality of Ultrasound Equipment

The Project Management and Engineering Branch (SF4) supports the Human Health and Performance Directorate (HH&P) and is responsible for developing and supporting human systems hardware for the International Space Station (ISS). When a principal investigator's (PI) medical research project on the ISS is accepted, SF4 develops the necessary hardware and software to transport to the ISS. The two projects I primarily worked on were the centrifuge and ultrasound projects. Centrifuge: One concern with spacecraft such as the ISS is electromagnetic interference (EMI) from onboard equipment, typically from radio waves (frequencies of ~3 kHz to ~300 GHz), which can negatively affect nearby circuitry. Standard commercial centrifuges produce EMI above safety limits, so my task was to help reduce EMI production from this equipment. Two centrifuges were tested: one unmodified as a control and one modified. To reduce EMI below safety limits, one centrifuge was modified to become a Faraday shield, in which significant electrical contact was made between all regions of the centrifuge housing. This included removing non-conductive paint, applying conductive fabric to the lid and foam sealer, adding a 10,000 μF decoupling capacitor across the power supply, and adding copper adhesive-mount gaskets to the housing interior. EMI testing of both centrifuges was performed in the EMI/EMC Control Test and Measurement Facility. EMI for both centrifuges was below safety limits for frequencies between 10 MHz and 15 GHz (pass); however, between 14 kHz and 10 MHz, EMI for the unmodified centrifuge exceeded safety limits (fail) as expected. Alternatively, for the modified centrifuge with the Faraday shield, EMI was below the safely limit of 55 dBμV/m for electromagnetic frequencies between 14 kHz and 10 MHz. This result indicates our modifications were successful. The successful EMI test allowed us to communicate with the vendor what modifications they needed to make to their commercial unit to meet our specifications and to understand what needs to be done in lab to the new centrifuge. Our modifications will provide a standard for readying centrifuges for future missions. Once the new modified centrifuge arrives by the vendor, it will need to undergo EMI testing again for validation. The centrifuge is also in the process of compatibility testing with a custom stowage drawer, which is an ongoing project in SF4. Both of these items will be payloads on future missions to the ISS for various research purposes. Ultrasound: ISS currently has an onboard ultrasound (Ultrasound 2 system) for research and medical purposes. Every piece of medical flight hardware has an equivalent ground-unit so instrumentation can be routinely evaluated and transported to the ISS if necessary. The ground-unit ultrasound equipment must be evaluated every six months using a task performance sheet (TPS). A TPS is a document, written by the appropriate scientists and engineers, which describes how to run equipment and is written in such a way that astronauts with unspecialized training can follow the tasks. I was responsible for performing six TPSs on a combination of three ultrasounds and two video power converters (VPCs). Performing a TPS involves checking out and computationally documenting each piece of equipment removed from storage locations, setting up hardware and software, performing tasks to verify functionality, returning equipment, and logging items back into the computerized system. My work revealed all ground-unit ultrasounds were functioning properly. Because of proper function, a discrepancy report (DR) did not have to be opened. The TPS was then passed along to the Quality Engineering (QE) for review and ultimately given to Quality Assurance (QA). Other projects: In addition to my main projects, I participated in other tasks including troubleshooting an EEG headband, volunteering for an ultrasound training research study, and conformal coating printed circuit boards. My internship at SF4 has helped me understand how space systems hardware development for the ISS fits into NASA's mission and vision.

Greening, Gage J.↗