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NASA NTRS2013

NASA Software Engineering Benchmarking Study

To identify best practices for the improvement of software engineering on projects, NASA's Offices of Chief Engineer (OCE) and Safety and Mission Assurance (OSMA) formed a team led by Heather Rarick and Sally Godfrey to conduct this benchmarking study. The primary goals of the study are to identify best practices that: Improve the management and technical development of software intensive systems; Have a track record of successful deployment by aerospace industries, universities [including research and development (R&D) laboratories], and defense services, as well as NASA's own component Centers; and Identify candidate solutions for NASA's software issues. Beginning in the late fall of 2010, focus topics were chosen and interview questions were developed, based on the NASA top software challenges. Between February 2011 and November 2011, the Benchmark Team interviewed a total of 18 organizations, consisting of five NASA Centers, five industry organizations, four defense services organizations, and four university or university R and D laboratory organizations. A software assurance representative also participated in each of the interviews to focus on assurance and software safety best practices. Interviewees provided a wealth of information on each topic area that included: software policy, software acquisition, software assurance, testing, training, maintaining rigor in small projects, metrics, and use of the Capability Maturity Model Integration (CMMI) framework, as well as a number of special topics that came up in the discussions. NASA's software engineering practices compared favorably with the external organizations in most benchmark areas, but in every topic, there were ways in which NASA could improve its practices. Compared to defense services organizations and some of the industry organizations, one of NASA's notable weaknesses involved communication with contractors regarding its policies and requirements for acquired software. One of NASA's strengths was its software assurance practices, which seemed to rate well in comparison to the other organizational groups and also seemed to include a larger scope of activities. An unexpected benefit of the software benchmarking study was the identification of many opportunities for collaboration in areas including metrics, training, sharing of CMMI experiences and resources such as instructors and CMMI Lead Appraisers, and even sharing of assets such as documented processes. A further unexpected benefit of the study was the feedback on NASA practices that was received from some of the organizations interviewed. From that feedback, other potential areas where NASA could improve were highlighted, such as accuracy of software cost estimation and budgetary practices. The detailed report contains discussion of the practices noted in each of the topic areas, as well as a summary of observations and recommendations from each of the topic areas. The resulting 24 recommendations from the topic areas were then consolidated to eliminate duplication and culled into a set of 14 suggested actionable recommendations. This final set of actionable recommendations, listed below, are items that can be implemented to improve NASA's software engineering practices and to help address many of the items that were listed in the NASA top software engineering issues. 1. Develop and implement standard contract language for software procurements. 2. Advance accurate and trusted software cost estimates for both procured and in-house software and improve the capture of actual cost data to facilitate further improvements. 3. Establish a consistent set of objectives and expectations, specifically types of metrics at the Agency level, so key trends and models can be identified and used to continuously improve software processes and each software development effort. 4. Maintain the CMMI Maturity Level requirement for critical NASA projects and use CMMI to measure organizations developing software for NASA. 5.onsolidate, collect and, if needed, develop common processes principles and other assets across the Agency in order to provide more consistency in software development and acquisition practices and to reduce the overall cost of maintaining or increasing current NASA CMMI maturity levels. 6. Provide additional support for small projects that includes: (a) guidance for appropriate tailoring of requirements for small projects, (b) availability of suitable tools, including support tool set-up and training, and (c) training for small project personnel, assurance personnel and technical authorities on the acceptable options for tailoring requirements and performing assurance on small projects. 7. Develop software training classes for the more experienced software engineers using on-line training, videos, or small separate modules of training that can be accommodated as needed throughout a project. 8. Create guidelines to structure non-classroom training opportunities such as mentoring, peer reviews, lessons learned sessions, and on-the-job training. 9. Develop a set of predictive software defect data and a process for assessing software testing metric data against it. 10. Assess Agency-wide licenses for commonly used software tools. 11. Fill the knowledge gap in common software engineering practices for new hires and co-ops.12. Work through the Science, Technology, Engineering and Mathematics (STEM) program with universities in strengthening education in the use of common software engineering practices and standards. 13. Follow up this benchmark study with a deeper look into what both internal and external organizations perceive as the scope of software assurance, the value they expect to obtain from it, and the shortcomings they experience in the current practice. 14. Continue interactions with external software engineering environment through collaborations, knowledge sharing, and benchmarking.

Rarick, Heather L.↗
NASA NTRS2006

Safety and Mission Assurance Knowledge Management Retention: Managing Knowledge for Successful Mission Operations

Knowledge Management is a proactive pursuit for the future success of any large organization faced with the imminent possibility that their senior managers/engineers with gained experiences and lessons learned plan to retire in the near term. Safety and Mission Assurance (S&MA) is proactively pursuing unique mechanism to ensure knowledge learned is retained and lessons learned captured and documented. Knowledge Capture Event/Activities/Management helps to provide a gateway between future retirees and our next generation of managers/engineers. S&MA hosted two Knowledge Capture Events during 2005 featuring three of its retiring fellows (Axel Larsen, Dave Whittle and Gary Johnson). The first Knowledge Capture Event February 24, 2005 focused on two Safety and Mission Assurance Safety Panels (Space Shuttle System Safety Review Panel (SSRP); Payload Safety Review Panel (PSRP) and the latter event December 15, 2005 featured lessons learned during Apollo, Skylab, and Space Shuttle which could be applicable in the newly created Crew Exploration Vehicle (CEV)/Constellation development program. Gemini, Apollo, Skylab and the Space Shuttle promised and delivered exciting human advances in space and benefits of space in people s everyday lives on earth. Johnson Space Center's Safety & Mission Assurance team work over the last 20 years has been mostly focused on operations we are now beginning the Exploration development program. S&MA will promote an atmosphere of knowledge sharing in its formal and informal cultures and work processes, and reward the open dissemination and sharing of information; we are asking "Why embrace relearning the "lessons learned" in the past?" On the Exploration program the focus will be on Design, Development, Test, & Evaluation (DDT&E); therefore, it is critical to understand the lessons from these past programs during the DDT&E phase.

Johnson, Teresa A.↗
NASA NTRS2013

Analysis of Traffic Conflicts in a Mixed-Airspace Evaluation of Airborne Separation Assurance

A pair of human-in-the-loop simulation evaluations of a distributed air/ground separation assurance system have been conducted to investigate the function allocation between humans and automation systems as well as ground-based and airborne agents in the Next Generation Air Transportation System and beyond. This paper focuses on an analysis of certain critical conflicts observed between self-separating aircraft and ground-managed traffic in the same airspace. The principal cause of each conflict is identified and potential mitigations are discussed, such as: the sharing of trajectory intent information between the ground and the air; more cautious trajectory planning by the self-separating aircraft; and more equitable rules-of-the-road between the self-separating aircraft and ground-managed aircraft. This analysis will inform the ongoing design of an airborne separation assurance automation tool.

Lewis, Timothy A.↗
NASA NTRS2015

Resource Prospector (RP): A Cost-Effective Lunar Resource Pathfinder

Resource Prospector (RP) is an in-situ resource utilization (ISRU) technology demonstration mission under study by the NASA Human Exploration and Operations Mission Directorates (HEOMD). This clever mission is currently planned to launch in 2020 and will demonstrate extraction of oxygen, water and other volatiles, as well measure mineralogical content such as silicon and light metals, like aluminum and titanium, from lunar regolith. Expanding human presence beyond low-Earth orbit to asteroids and Mars will require the maximum possible use of local materials, so-called in-situ resources, and the moon presents a unique destination to conduct robotic investigations that advance ISRU capabilities, as well as providing significant exploration and science value. This mission is equally important; however, for how it executes as a risk-tolerant, cost-effective mission. RP follows on the path-finding approaches of the Lunar Crater Observation and Sensing Satellite (LCROSS) mission. The LCROSS mission confirmed the presence of water-ice on the moon, but also established a new lightweight-approach to project and mission execution which was considerably cheaper and faster than traditional NASA missions. RP has been designated as a Class D mission, just as LCROSS. This mission classification is the most risk-tolerant class of mission within the NASA risk framework and as such, is given more latitude to accept higher-levels of residual risk. The intention is that by saving monies normally spent attempting to assure a single missions success, more missions can be funded. A well-designed portfolio can accept occasional mission failure, as it still gets more done for the same investment of resources. This classification enables tailoring the NASA Policy Requirements (NPRs) to lighter-weight approaches to mission management and execution. RP is also studying both international and commercial partnerships as a means to maximize return on the investment. International partnerships provide both capabilities synergies and cost-sharing opportunities, while the evolving new space commercial options are revealing new approaches to acquiring cost-effective services, including the benefits of bundling services. Even the world of launch vehicles is changing, offering much less expensive access to space, especially if NASA is able to be flexible in how it approaches mission assurance. Finally, leveraging investments being made elsewhere within a program portfolio, can enable cost-savings by enabling two applications with one investment. RP will be the next pathfinder mission to both enable exploration capabilities for future missions, and continue to evolve cost-effective approaches for NASA.

Lunar↗
NASA NTRS1999

Aerodynamic Shape Optimization Using A Combined Distributed/Shared Memory Paradigm

Current parallel computational approaches involve distributed and shared memory paradigms. In the distributed memory paradigm, each processor has its own independent memory. Message passing typically uses a function library such as MPI or PVM. In the shared memory paradigm, such as that used on the SGI Origin 2000 machine, compiler directives are used to instruct the compiler to schedule multiple threads to perform calculations. In this paradigm, it must be assured that processors (threads) do not simultaneously access regions of memory in such away that errors would occur. This paper utilizes the latest version of the SGI MPI function library to combine the two parallelization paradigms to perform aerodynamic shape optimization of a generic wing/body.

Cheung, Samson↗
NASA NTRS1994

Budget estimates: Fiscal year 1994. Volume 1: Agency summary

The NASA FY 1994 budget request of $15,265 million concentrates on (1) investing in the development of new technologies including a particularly aggressive program in aeronautical technology to improve the competitive position of the United States, through shared involvement with industry and other government agencies; (2) continuing the nation's premier program of space exploration, to expand our knowledge of the solar system and the universe as well as the earth; and (3) providing safe and assured access to space using both the space shuttle and expendable launch vehicles. Budget estimates are presented for (1) research and development, including space station, space transportation capability development, space science and applications programs, space science, life and microgravity sciences and applications, mission to planet earth, space research and technology, commercial programs, aeronautics technology programs, safety and mission quality, academic programs, and tracking and data advanced systems; and (2) space operations, including space transportation programs, launch services, and space communications.

Source record↗
NASA NTRS2012

Summer Final Report

The summer of 2012 has been filled with many memorable events and activities. As an intern, I had responsibilities that had to be fulfilled. My tour of duty was completed as an administrative student trainee in the Information Technology and Communications Services Business Office (IT-A). In accordance with the Business Objectives and Agreement of the Business Office and my performance plan, I was to provide business office support, improve business, project management, and technical work processes. With this being stated, I supported a project called "The Big Move Project" (TBMP), which will take course over the next several years. The Big Move Project is the planning of the Information Technology (IT) Directorate's relocation to various buildings in the course of upcoming years, when designs and the building of Central Campus have been completed. Working directly with my supervisor and the project manager, I was responsible for gathering both administrative and operational area requirements for the Information Technology (IT) Directorate, along with its outsourced support and contractors, such as IMCS, NICS, and ACES. My first action was to create rubrics that will serve as a guideline for the information that should be given by each branch of IT. After receiving that information via a few KAITS actions, I was able to start the consolidation process, and begin working on a presentation. A SharePoint was created shortly after for others to view the progression of the project, which I managed. During the consolidation ofthis information, I would occasionally present to the IT Deputy Director and IT Chiefs. The draft of this presentation was shown to employees of Center Operations (T A) and stakeholders-IT Chief Officers and contractor managers-in the relocation of IT to make them aware of what requirements must be met that will enable IT to be accommodated appropriately in the design of Central Campus Phase 11-the time in which IT and its contractors are scheduled to be relocated. Besides supporting TBMP, I also supported the Section 508 Policy Compliance Coordinator, R. Liang. Section 508 is a policy that requires employers to implement accessibility assurance of information and technology to disabled communities. On Thursday, July 19, 2012, I was able to go to Camp Boggy Creek-a camp for disabled children-for an education outreach, in collaboration with the Education Office. We shared with them information about how astronauts live and work in space, they were able to ride hovercrafts, build paper rockets, and then launch them outside. Although this outreach was quite fun with the kids at the camp, this was a learning opportunity to gain some insight to those with cognitive and physical disabilities, the problems they typically face, and in tum, how to accommodate those with disabilities in the work environment. In the process of implementing accessibility and Section 508 compliance, I attended various teleconferences, did field runs to supply closed-caption call phones to employees with limited hearing, and helped with the development of the charter ofthe Section 508 Compliance Working Group.

Makidi, Nitou↗
NASA NTRS1999

The Effects of Shared Information on Pilot-Controller Situation Awareness And Re-Route Negotiation

The effect of shared information is assessed in terms of pilot-controller negotiating behavior and shared situation awareness. Pilot goals and situation awareness requirements are developed and compared against those of air traffic controllers to identify areas of common and competing interest. An exploratory, part-task simulator experiment is described which evaluates the extent to which shared information may lead pilots and controllers to cooperate or compete when negotiating route amendments. Results are presented which indicate that shared information enhances situation awareness and can engender more collaborative interaction between pilots and air traffic controllers. Furthermore, the value of providing controllers with a good-quality weather overlay on their plan view displays is demonstrated. Observed improvements in situation awareness and separation assurance are discussed.

Farley, Todd C.↗
NASA NTRSDate not supplied

Responsible Exploration Preserving the Cosmos for Tomorrow

This submittal encompasses NASA presentations to be shared at the forthcoming Trilateral S&MA Summit at ESRIN in Frascati, Italy. This event is an annual meeting comprised of SMA leadership and supporting staff from NASA, ESA, and JAXA. The Trilateral Parties discuss current and future areas of cooperation in areas of Safety & Mission Assurance.

trilateral↗
NASA NTRS1998

A Cognitive-System Model for En Route Air Traffic Management

NASA Ames Research Center has been engaged in the development of advanced air traffic management technologies whose basic form is cognitive aiding systems for air traffic controller and flight deck operations. In the design and evaluation of such systems the dynamic interaction between the airborne aiding system and the ground-based aiding systems forms a critical coupling for control. The human operator is an integral control element in the system and the optimal integration of human decision and performance parameters with those of the automation aiding systems offers a significant challenge to cognitive engineering. This paper presents a study in full mission simulation and the development of a predictive computational model of human performance. We have found that this combination of methodologies provide a powerful design-aiding process. We have extended the computational model Man Machine Integrated Design and Analysis System (N13DAS) to include representation of multiple cognitive agents (both human operators and intelligent aiding systems), operating aircraft airline operations centers and air traffic control centers in the evolving airspace. The demands of this application require the representation of many intelligent agents sharing world-models, and coordinating action/intention with cooperative scheduling of goals and actions in a potentially unpredictable world of operations. The operator's activity structures have been developed to include prioritization and interruption of multiple parallel activities among multiple operators, to provide for anticipation (knowledge of the intention and action of remote operators), and to respond to failures of the system and other operators in the system in situation-specific paradigms. We have exercised this model in a multi-air traffic sector scenario with potential conflict among aircraft at and across sector boundaries. We have modeled the control situation as a multiple closed loop system. The inner and outer loop alerting structure of air traffic management has many implications that need to be investigated to assure adequate design. First, there are control and stability factors implicit in the design. As the inner loop response time approaches that of the outer loop, system stability may be compromised in that controllers may be solving a problem the nature of which has already been changed by pilot action. Second, information exchange and information presentation for both air and ground must be designed to complement as opposed to compete with each other. Third, the level of individual and shared awareness in trajectory modification and flight conformance needs to be defined. Fourth, the level of required awareness and performance impact of mixed fleet operations and failed-mode recovery must be explored.

Corker, Kevin M.↗
NASA NTRSDate not supplied

An Approach for Defining IASMS Services, Functions, and Capabilities

Assuring safety in the NAS with the inclusion of new entrants, such as Advanced Air Mobility (AAM), will require overcoming unique safety challenges that result from combining innovative technologies with novel airspace concepts for moving people and cargo using autonomous vehicles. The focus of the In-time Aviation Safety Management System (IASMS) is to overcome AAM’s safety assurance challenges. The IASMS Concept of Operations (ConOps) describes an interconnected set of services, functions, and capabilities (SFCs) designed to manage operational risks, identify unknown risks, and inform system designs. This paper describes an approach for defining SFCs based on technology trends in research, assessment of known and unknown risks in voluntary safety reports, and causal and contributing factors in aviation accidents and incidents. This approach would identify potential SFCs that further expand the Monitor, Assess, and Mitigate (M-A-M) functionality that represents the enabling framework of the IASMS. Safety implications that will result from integration of AAM in the transformation of the National Airspace System (NAS) were addressed in National Academies committees reports on AAM and IASMS. Development of a ConOps for IASMS was a top recommendation and can be represented as a reframing of safety assurance that builds on real-time alerting such as the Traffic Alert and Collision Avoidance System, and adds the more encompassing in-time temporal parameter in recognition of the different timelines for collecting and assessing safety data for risk mitigations. For example, mining for safety trends from data sources such as the Aviation Safety Information Analysis and Sharing system occurs over a longer time period. Research on AAM operations poses that SFCs can be designed to monitor the safety margin appropriate for AAM including with regards to the distance between current flight parameters and nominal ideal conditions. These in-time comparisons will become more complex as the density of operations increases at least in certain areas and can include planned and actual 4D trajectory, and in-time comparisons having implications on conflict modeling and prediction including expected and actual departure time, fix/waypoint crossing times, and arrival time. These comparisons would be integrated as part of SFCs that redefine and inform new safety margin. An increased safety margin improves management of operational risks while reducing the potential for anomalies. An increased safety margin also has implications for operator confidence in the certainty of its operations and trust in automation. Technology trends in research could be used to refine existing SFCs and define needs for additional SFCs that provide safety improvements to the design and operation of vehicles, airspace design, and operator performance requirements. NASA is developing innovative approaches to safeguard against major accidents and incidents that have occurred in the NAS and those anticipated with the inclusion of envisioned AAM operations. The innovations use operational performance data to monitor, detect, and predict flight variations exceeding safe nominal patterns, such as would be caused by navigational error, severe weather complications, or hijacking of UAS controls. These innovative approaches have high potential to prevent accidents and incidents in the new AAM era. It is anticipated that elements of the innovations will evolve into SFCs for the IASMS. Voluntary safety reports can be monitored to identify anomalies related to design or operational performance risks. Reports could be periodically monitored and assessed for specific topics. Reports might serve as weak signals or precursors indicative of emergent risk such as when combined with other safety information. The architecture could include SFCs that are based on voluntary safety reports recognizing the periodic temporal nature of data analysis. As previously mentioned, aviation accidents with their causal and contributing precursors can inform the need for SFCs in the IASMS. Accidents and incidents at San Francisco International Airport such as Asiana 214 and Air Canada 759 illustrate how combinations of different factors lead to increased risk. These types of precursors and different factors have implications on the types of SFCs that could be needed to monitor and manage different sources and types of design and operational risk. Continuing to assure the safety of AAM as designs and operations gain in complexity can be accompanied by defining SFCs that also increase in complexity. These SFCs can leverage information from findings and recommendations synthesized across on-going research, voluntary safety reports, and accident and incident reports. These SFCs can serve to refine accuracy of algorithms and resolve limitations with current practices. The IASMS architecture represents the framework for the SFCs and their critical role in safety assurance.

In-Time Aviation Safety Management System↗
NASA NTRS2003

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. 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. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

Source record↗
NASA NTRS2002

Worms on the International Space Station

C. elegans was proposed as a model system for space biology studies in 1991 and has since flown on STS-42, STS-76, and STS-95. Data obtained from these flights have confirmed that C. elegans requires adequate in flight oxygenation and displays an increased rate of mutation, much like other organisms in space. Unlike vertebrates, C. elegans has been observed to successfully complete two continuous full life cycles in space without gross developmental abnormalities. These observations, could with the utility of C. elegans as a terrestrial, fully sequenced, model system make C. elegans a good candidate for long term research onboard the International Space Station (ISS). We are currently working on technology to support biological studies aboard the ISS. A component of this effort is in the development of the Space Station Biological Research Program (SSBRP) Incubator which will be able to house organisms at a constant temperature setpoint ranging from 4deg C to 45deg C. The SSBRP Incubator provides air exchange, power, data and video ports and, when placed in the collaborative NASA/NASDA 2.5M centrifuge rotor, will be capable of providing a lg gravity control. Current plans for validation of the Incubator include video monitoring and periodic sampling of C. elegans in the Incubator onboard the ISS. Once returned to earth, samples will be distributed for analysis via a specimen sharing plan and analyzed for gene expression and other parameters of growth and development in space flight. These data should provide the C. elegans research community with a baseline from which to propose studies for future flights. We have also been developing an appropriate method of culturing C. elegans in liquid media in order to remove the need for the crew to assure that strains are properly fed. Currently, we are growing strains in the chemically defined, axenic, media developed by Dr. Nancy Lu. Wild-type animals complete multiple generations and appear generally healthy after being grown in unchanged media for a minimum of three to four weeks. To assure proper oxygenation we have chosen to grow animals in ten milliliter OptiCells(TradeMark). The choice of the OptiCell(TradeMark) also allows for automation of culturing as demonstrated for cell cultures grown in the OptiCell(TradeMark). Arrangements have been made for the liquid media to be commercially produced by Mediatech, Inc. and OptiCells(TradeMark) are available from BioCrystal Ltd.

Szewczyk, Nate↗
NASA NTRS2013

Investigating the Complexity of Transitioning Separation Assurance Tools into NextGen Air Traffic Control

In a study, that introduced ground-based separation assurance automation through a series of envisioned transitional phases of concept maturity, it was found that subjective responses to scales of workload, situation awareness, and acceptability in a post run questionnaire revealed as-predicted results for three of the four study conditions but not for the third, Moderate condition. The trend continued for losses of separation (LOS) where the number of LOS events were far greater than expected in the Moderate condition. To offer an account of why the Moderate condition was perceived to be more difficult to manage than predicted, researchers examined the increase in amount and complexity of traffic, increase in communication load, and increased complexities as a result of the simulation's mix of aircraft equipage. Further analysis compared the tools presented through the phases, finding that controllers took advantage of the informational properties of the tools presented but shied away from using their decision support capabilities. Taking into account similar findings from other studies, it is suggested that the Moderate condition represented the first step into a "shared control" environment, which requires the controller to use the automation as a decision making partner rather than just a provider of information. Viewed in this light, the combination of tools offered in the Moderate condition was reviewed and some tradeoffs that may offset the identified complexities were suggested.

separation assurance↗
NASA NTRS1999

An Experimental Study of the Effect of Shared Information on Pilot/Controller Re-Route Negotiation

Air-ground data link systems are being developed to enable pilots and air traffic controllers to share information more fully. The sharing of information is generally expected to enhance their shared situation awareness and foster more collaborative decision making. An exploratory, part-task simulator experiment is described which evaluates the extent to which shared information may lead pilots and controllers to cooperate or compete when negotiating route amendments. The results indicate an improvement in situation awareness for pilots and controllers and a willingness to work cooperatively. Independent of data link considerations, the experiment also demonstrates the value of providing controllers with a good-quality weather representation on their plan view displays. Observed improvements in situation awareness and separation assurance are discussed. It is argued that deployment of this relatively simple, low-risk addition to the plan view displays be accelerated.

Farley, Todd C.↗
NASA NTRS2013

Acoustic Emission Health Monitoring of Fill Purge COPV's Used in Aerospace and Automotive Applications and Designed for Long Cycle Life

Cumulative composite damage in composite pressure vessels (CPVs) currently is not monitored on-orbit. Consequently, hazards due to catastrophic burst before leak (BBL) or compromised CPV reliability cannot be ascertained or mitigated, posing a risk to crew and mission assurance. The energy associated with CPV rupture can be significant, especially with high pressure gases are under containment, and the energy releases can be severe enough to cause injury, death, loss of assets or mission. Dual-Use Rationale: CPVs similar to those used by NASA on ISS, for example, are finding increasing use in automotive and transportation industry applications. These CPVs generally have a nonload sharing liner and are repeatedly filled over their service lifetime, typically with hydrogen or compressed natural gas (CNG). The same structural health monitoring equipment and software developed by NASA WSTF for evaluating, in real-time, the health of NASA CPVs on ISS will be used to evaluate the health of automotive CPVs, the only differences being the type and design of the CPV, and the in-service lifetime pressure histories. HSF Need(s)/Performance Characteristic(s) Supported: 1) Enable on-board vehicle systems management for mission critical functions at destinations with > 3 second time delay 2) Enable autonomous nominal operations and FDIR for crewed and un-crewed systems 3) Reduce on-board crew time to sustain and manage vehicle by factor of 2x at destinations with > 6 second time delay (see Crew Autonomy sheet) 4) Reduce earth-based mission ops "back room engineering" requirements for distant mission support delay (see Mission Autonomy sheet)

Waller, Jess↗
NASA NTRS1999

New challenges for Life Sciences flight project management

Scientists have conducted studies involving human spaceflight crews for over three decades. These studies have progressed from simple observations before and after each flight to sophisticated experiments during flights of several weeks up to several months. The findings from these experiments are available in the scientific literature. Management of these flight experiments has grown into a system fashioned from the Apollo Program style, focusing on budgeting, scheduling and allocation of human and material resources. While these areas remain important to the future, the International Space Station (ISS) requires that the Life Sciences spaceflight experiments expand the existing project management methodology. The use of telescience with state-the-art information technology and the multi-national crews and investigators challenges the former management processes. Actually conducting experiments on board the ISS will be an enormous undertaking and International Agreements and Working Groups will be essential in giving guidance to the flight project management Teams forged in this matrix environment must be competent to make decisions and qualified to work with the array of engineers, scientists, and the spaceflight crews. In order to undertake this complex task, data systems not previously used for these purposes must be adapted so that the investigators and the project management personnel can all share in important information as soon as it is available. The utilization of telescience and distributed experiment operations will allow the investigator to remain involved in their experiment as well as to understand the numerous issues faced by other elements of the program The complexity in formation and management of project teams will be a new kind of challenge for international science programs. Meeting that challenge is essential to assure success of the International Space Station as a laboratory in space.

NASA Discipline General Space Life Sciences↗
NASA NTRS2016

S&MA Internship to Support Orion and the European Service Module

As a University Space Research Association (USRA) intern for NASA Johnson Space Center (JSC) during the summer 2016 work term, I worked on three main projects for the Space Exploration Division (NC) of the Safety and Mission Assurance (S&MA) Directorate. I worked on all three projects concurrently. One of the projects involved facilitating the status and closure of technical actions that were created during European Service Module (ESM) safety reviews by the MPCV Safety & Engineering Review Panel (MSERP). The two main duties included accurately collecting and summarizing qualitative data, and communicating that information to the European Space Agency (ESA) and Airbus (ESA's prime contractor) in a clear, succinct and precise manner. This project also required that I create a report on the challenges and opportunities of international S&MA. With its heavy emphasis on soft skills, this project taught me how to communicate better, by showing me how to present and share information in an easy-to-read and understandable format, and by showing me how to cooperate with and culturally respect international partners on a technical project. The second project involved working with the Orion Thermal Protection System (TPS) Process Failure Modes and Effects Analysis (PFMEA) Working Group to create the first full version of the Orion TPS PFMEA. The Orion TPS PFMEA Working Group met twice a week to analyze the Avcoat block installation process for failure modes, the failure modes effects, and how such failure modes could be controlled. I was in charge of implementing changes that were discussed in meeting, but were not implemented real time. Another major task included creating a significant portion of the content alongside another team member outside the two weekly meetings. This project caused me to become knowledgeable about TPS, heatshields, space-rated manufacturing, and non-destructive evaluation (NDE). The project also helped me to become better at working with a small team and helped improved my technical communication skills. My main duty for the third project was creating a Safety Verification Tracking Log (SVTL) for the Orbital Maneuvering System Engine (OMS-E), and contacting subject matter experts to close Hazard Report (HR) control verifications. This project also required me to support other OMS-E safety process tasks, like monitoring OMS-E vibration testing for Quality Assurance (QA) purposes. This project helped me become even more proficient in Excel. Throughout the project, I gained knowledge about the OMS-E system and improved my understanding of pressure systems and propellant systems. In terms of education goals, this work term has affirmed my desire to take a few more space-related courses, like orbital mechanics, so that I can have a better understanding of human spaceflight and the industry surrounding it. However, the work term did not persuade me to pursue a master's degree. In terms of career goals, this work term has helped me clarify the direction I would like to head in the future. The perspective of three summer terms working for NASA in S&MA has allowed me to observe that most S&MA employees joined S&MA after working in other NASA directorates, such as Engineering or Flight Operations. It is my belief that it would be advantageous for both NASA and I for me to broaden my knowledge base and technical skill set by completing hands-on technical work on human spaceflight projects, and for me to integrate my safety experience directly into technical work in other directorates. The other significant advantage to this proposed situation is that if I were to eventually return to S&MA, I would be returning with a substantial set of hands-on technical experience and knowledge, which would be a significant resource for S&MA tasks and projects.

Hutcheson, Connor↗