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The organization, staffing, and project management of NASA was reviewed. Early projects included: sounding rocket research; explorer-class satellites; geodetic satellites; weather satellites; and communication satellites. The first recorded direct obligations to space science or related projects are presented.
An overview of the remote sensing procurement process is presented for chief executives, senior administrators, and other local and state officials responsible for purchasing remote sensing products, services, or equipment. Guidelines are provided for planning, organizing, staffing, and implementing such a procurement project. Other sections of the four-volume package are described and their benefits examined.
The NASA Ames Research Center proposed a man-vehicle systems research facility to support flight simulation studies which are needed for identifying and correcting the sources of human error associated with current and future air carrier operations. The organization of research facility is reviewed and functional requirements and related priorities for the facility are recommended based on a review of potentially critical operational scenarios. Requirements are included for the experimenter's simulation control and data acquisition functions, as well as for the visual field, motion, sound, computation, crew station, and intercommunications subsystems. The related issues of functional fidelity and level of simulation are addressed, and specific criteria for quantitative assessment of various aspects of fidelity are offered. Recommendations for facility integration, checkout, and staffing are included.
The management responsibilities of the Alaska Department of Natural Resources are summarized and the establishment of a geoprocessor system is described. Specific capabilities were defined based on surveys of potential users and pre-existing systems. The procurement process, the initially purchased equipment, and system upgrading are described. Cost, installation and maintenance, site location, training, and staffing of the system are examined.
Some of the early research on structural problems produced by aerodynamic heating, conducted at the Langley Aeronautical Laboratory of the National Advisory Committee for Aeronautics from 1948 to 1958 is described. That was the last decade of the NACA; in 1958 NACA became the nucleus of NASA. The NACA initially contracted for research but was aware that a well-equipped and suitably staffed laboratory was required to fulfill its obligations. Langley was established in 1920; the other listed were added during the NACA expansion in the World War II years. Some specific research activities are described, starting with calculation of the temperature of the structure.
A concept to permit Corps of Engineers personnel to obtain and maintain an appropriate level of individual proficiency in the application of remote sensing to water resource management is described. Recommendations are made for specific training courses and include structure and staffing requirements, syllabi and methods of operation, supporting materials, and procedures for integrating information systems management into the University Training Modules.
A major laboratory dedicated to biological-medical research is proposed for the Space Platform. The laboratory would focus on sensor physiology and biochemistry since sensory physiology represents the first impact of the new space environment on living organisms. Microgravity and the high radiation environment of space would be used to help solve the problems of prolonged sojourns in space but, more importantly, to help solve terrestrial problems of human health and agricultural productivity. The emphasis would be on experimental use of microorganisms and small plants and small animals to minimize the space and time required to use the Space Platform for maximum human betterment. The Alpha Helix Concept, that is, the use of the Space Platform to bring experimental biomedicine to a new and extreme frontier is introduced so as to better understand the worldly environment. Staffing and instrumenting the Space Platform biomedical laboratory in a manner patterned after successful terrestrial sensory physiology laboratories is also proposed.
The interaction between incoming aerodynamic noise and the supersonic laminar boundary layer is studied. The noise field is modeled as a Mach wave radiation field consisting of discrete waves emanating from coherent turbulent entities moving downstream within the supersonic turbulent boundary layer. The individual disturbances are likened to miniature sonic booms and the laminar boundary layer is staffed by the waves as the sources move downstream. The mean, autocorrelation, and power spectral density of the field are expressed in terms of the wave shapes and their average arrival rates. Some consideration is given to the possible appreciable thickness of the weak shock fronts. The emphasis in the interaction analysis is on the behavior of the shocklets in the noise field. The shocklets are shown to be focused by the laminar boundary layer in its outer region. Borrowing wave propagation terminology, this region is termed the caustic region. Using scaling laws from sonic boom work, focus factors at the caustic are estimated to vary from 2 to 6 for incoming shocklet strengths of 1 to .01 percent of the free stream pressure level. The situation regarding experimental evidence of the caustic region is reviewed.
Methods and aids for the management of software development projects are presented. The recommendations are based on analyses and experiences with flight dynamics software development. The management aspects of organizing the project, producing a development plan, estimation costs, scheduling, staffing, preparing deliverable documents, using management tools, monitoring the project, conducting reviews, auditing, testing, and certifying are described.
Past and current research in the aeronautical field conducted by NASA is reviewed. The first national center for aeronautical research, the Langley Memorial Aeronautical Laboratory, was established in 1917 by the then formed National Advisory Committee for Aeronautics (NACA). Two other research centers established later by NACA (Lewis and Ames) were staffed with research cadres from Langley. These three research centers formed the nucleus of NASA when it was established in 1958. Studies conducted today by NASA's research centers include: a concept for commuter-style aircraft, turbofan engines for military supersonic fighter aircraft, strength and durability of man-made fiber materials, and maneuverability problems in high speed aircraft. In addition, at Ames, research is being conducted on short-haul aviation, and short and vertical takeoff while at Lewis studies concentrate on propulsion system and engines. At Langley the emphasis is on basic research, stressing aircraft structure improvements, stall avoidance and noise abatement. Finally, the importance of NASA's educational program is discussed.
Recent progress in aeroelasticity, particularly at the NASA Langley Research Center is reviewed to look at the questions answered and questions raised, and to attempt to define appropriate research emphasis needed in the near future and beyond. The paper is focused primarily on the NASA Langley Research Center (LaRC) Program because Langley is the lead NASA center for aerospace structures research, and essentially is the only one working in depth in the area of aeroelasticity. Historical trends in aeroelasticity are reviewed broadly in terms of technology and staffing particularly at the LaRC. Then, selected studies of the Loads and Aeroelasticity Division at LaRC and others over the past three years are presented with attention paid to unresolved questions. Finally, based on the results of these studies and on perceptions of design trends and aircraft operational requirements, future research needs in aeroelasticity are discussed.
A total savings of approximately 20 percent is attainable if: (1) mission management and ground processing schedules are compressed; (2) the equipping, staffing, and operating of the Payload Operations Control Center is revised, and (3) methods of working with experiment developers are changed. The development of a new mission implementation technique, which includes mission definition, experiment development, and mission integration/operations, is examined. The Payload Operations Control Center is to relocate and utilize new computer equipment to produce cost savings. Methods of reducing costs by minimizing the Spacelab and payload processing time during pre- and post-mission operation at KSC are analyzed. The changes required to reduce costs in the analytical integration process are studied. The influence of time, requirements accountability, and risk on costs is discussed. Recommendation for cost reductions developed by the Spacelab Mission Implementation Cost Assessment study are listed.
The submodel structure of a software life cycle dynamic simulation model is described. The software process is divided into seven phases, each with product, staff, and funding flows. The model is subdivided into an organizational response submodel, a management submodel, a management influence interface, and a model analyst interface. The concentration here is on the organizational response model, which simulates the performance characteristics of a software development subject to external and internal influences. These influences emanate from two sources: the model analyst interface, which configures the model to simulate the response of an implementing organization subject to its own internal influences, and the management submodel that exerts external dynamic control over the production process. A complete characterization is given of the organizational response submodel in the form of parameterized differential equations governing product, staffing, and funding levels. The parameter values and functions are allocated to the two interfaces.
A laboratory dedicated to ground based materials processing in preparation for space flight was established at the NASA Lewis Research Center. Experiments are performed to delineate the effects of gravity on processes of both scientific and commercial interest. Processes are modeled physically and mathematically. Transport model systems are used where possible to visually track convection, settling, crystal growth, phase separation, agglomeration, vapor transport, diffusive flow, and polymers reactions. The laboratory contains apparatus which functionally duplicates apparatus available for flight experiments and other pieces instrumented specifically to allow process characterization. Materials addressed include metals, alloys, salts, glasses, ceramics, and polymers. The Microgravity Materials Science Laboratory is staffed by engineers and technicians from a variety of disciplines and is open to users from industry and academia as well as the government. Examples will be given of the laboratory apparatus typical experiments and results.
The Earth Observing System Project (EOS) program guidelines establishes significantly more stringent requirements on calibrations of instruments. This requirement is driven by the need for long-term continuity of acquired data sets and the use of measurements in interdisciplinary investigations. Personnel from the Standards and Calibration Office have been supporting the Program and Project in interpreting these goals into specific requirements. Contributions to EOS have included participation in the Panel of Experts which produced a list of consensus items necessary for accomplishing an accurate calibration and suggested EOS Project Calibration Policy, and drafting the announcement of opportunity and bidders information package positions on instrument calibration and data product validation. Technical staffing was provided to the NASA delegates to the Committee on Earth Orbiting Satellites (club of space-faring nations) for the standing working group on Calibration and Data Validation.
The paper discusses the management structure and organization that was developed in early 1986 to focus the national technology resource pool on the enabling technologies for the NASP. The NASP program is developing technologies in parallel with total system studies that are aimed at single stage to orbit (SSTO) capability. In order to manage the technology development seven teams were established by discipline and charged with the task of recommending specific programs to be funded by the NASP Joint Program Office (JPO). The teams were staffed by representatives from NASA Research Centers, Johns Hopkins University, and the Air Force Laboratories at Wright-Patterson AFB. In addition several special teams were established to recommend development programs for specific areas of technical concern that became apparent when the total system studies identified the technology to be critical and sensitive in the analysis that would enable a single stage to orbit vehicle.
Engineering visualization is the use of computer graphics to depict engineering analysis and simulation in visual form from project planning through documentation. Graphics displays let engineers see data represented dynamically which permits the quick evaluation of results. The current state of graphics hardware and software generally allows the creation of two types of 3D graphics. The use of animated video as an engineering visualization tool is presented. The engineering, animation, and videography aspects of animated video production are each discussed. Specific issues include the integration of staffing expertise, hardware, software, and the various production processes. A detailed explanation of the animation process reveals the capabilities of this unique engineering visualization method. Automation of animation and video production processes are covered and future directions are proposed.
The role of the middle manager in a research organization is discussed. The middle manager serves as a liaison between upper management and researchers to assure that individual research projects manifest the goals of the organization. The author draws on his long experience in this role to describe management practices that have proven successful. A general discussion is presented of the makeup of a research environment, derived from a study of a division involved in aerospace research and development (R and D). The study emphasized the importance of planning and management style in producing an attractive environment. Management practices are described, which include goal setting, planning, staffing, reviewing and evaluating, and rewarding. The importance of selecting and defining an appropriate research area is discussed. It is emphasized that in relating to the staff the middle manager must cultivate the human side of supervision, develop the art of delegating responsibility, judiciously select facilities, and provide recognition and meaningful rewards to develop a productive research staff. The development of the staff is probably the most important and challenging role of the manager.