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69 records · Page 4

NASA Tech Briefs, April 2002

The contents include: 1) Application Briefs; 2) Sneak Preview of Sensors Expo; 3) The Complexity of the Diagnosis Problem; 4) Design Concepts for the ISS TransHab Module; 5) Characteristics of Supercritical Transitional Mixing Layers; 6) Electrometer for Triboelectric Evaluation of Materials; 7) Infrared CO2 Sensor With Built-In Calibration Chambers; 8) Solid-State Potentiometric CO Sensor; 9) Planetary Rover Absolute Heading Detection Using a Sun Sensor; 10) Concept for Utilizing Full Areas of STJ Photodetector Arrays; 11) Development of Cognitive Sensors; 12) Enabling Higher-Voltage Operation of SOl CMOS Transistors; 13) Estimating Antenna-Pointing Errors From Beam Squints; 14) Advanced-Fatigue-Crack-Growth and Fracture- Mechanics Program; 15) Software for Sequencing Spacecraft Actions; 16) Program Distributes and Tracks Organizational Memoranda; 16) Flat Membrane Device for Dehumidification of Air; 17) Inverted Hindle Mount Reduces Sag of a Large, Precise Mirror; 18) Heart-Pump-Outlet/Cannula Coupling; 19) Externally Triggered Microcapsules Release Drugs In Situ; 20) Combinatorial Drug Design Augmented by Information Theory; 21) Multiple-Path-Length Optical Absorbance Cell; 22) Model of a Fluidized Bed Containing a Mixture of Particles; 23) Refractive Secondary Concentrators for Solar Thermal Systems; 24) Cold Flow Calorimeter; 25) Methodology for Tracking Hazards and Predicting Failures; 26) Estimating Heterodyne-Interferometer Polarization Leakage; 27) An Efficient Algorithm for Propagation of Temporal- Constraint Networks; 28) Software for Continuous Replanning During Execution; 29) Surface-Launched Explorers for Reconnaissance/Scouting; 30) Firmware for a Small Motion-Control Processor; 31) Gear Bearings and Gear-Bearing Transmissions; and 32) Linear Dynamometer With Variable Stroke and Frequency.

Source record↗

Dryden Flight Research Center Critical Chain Project Management Implementation

In Fiscal Year 2011 Dryden Flight Research Center (DFRC) implemented a new project management system called Critical Chain Project Management (CCPM). Recent NASA audits have found that the Dryden workforce is strained under increasing project demand and that multi-tasking has been carried to a whole new level at Dryden. It is very common to have an individual work on 10 different projects during a single pay period. Employee surveys taken at Dryden have identified work/life balance as the number one issue concerning employees. Further feedback from the employees indicated that project planning is the area needing the most improvement. In addition, employees have been encouraged to become more innovative, improve job skills, and seek ways to improve overall job efficiency. In order to deal with these challenges, DFRC management decided to adopt the CCPM system that is specifically designed to operate in a resource constrained multi-project environment. This paper will discuss in detail the rationale behind the selection of CCPM and the goals that will be achieved through this implementation. The paper will show how DFRC is tailoring the CCPM system to the flight research environment as well as laying out the implementation strategy. Results of the ongoing implementation will be discussed as well as change management challenges and organizational cultural changes. Finally this paper will present some recommendations on how this system could be used by selected NASA projects or centers.

Hines, Dennis O.↗

Virtualized Multi-Mission Operations Center (vMMOC) and its Cloud Services

His presentation will cover, the current and future, technical and organizational opportunities and challenges with virtualizing a multi-mission operations center. The full deployment of Goddard Space Flight Centers (GSFC) Virtualized Multi-Mission Operations Center (vMMOC) is nearly complete. The Space Science Mission Operations (SSMO) organizations spacecraft ACE, Fermi, LRO, MMS(4), OSIRIS-REx, SDO, SOHO, Swift, and Wind are in the process of being fully migrated to the vMMOC. The benefits of the vMMOC will be the normalization and the standardization of IT services, mission operations, maintenance, and development as well as ancillary services and policies such as collaboration tools, change management systems, and IT Security. The vMMOC will also provide operational efficiencies regarding hardware, IT domain expertise, training, maintenance and support.The presentation will also cover SSMO's secure Situational Awareness Dashboard in an integrated, fleet centric, cloud based web services fashion. Additionally the SSMO Telemetry as a Service (TaaS) will be covered, which allows authorized users and processes to access telemetry for the entire SSMO fleet, and for the entirety of each spacecrafts history. Both services leverage cloud services in a secure FISMA High and FedRamp environment, and also leverage distributed object stores in order to house and provide the telemetry. The services are also in the process of leveraging the cloud computing services elasticity and horizontal scalability. In the design phase is the Navigation as a Service (NaaS) which will provide a standardized, efficient, and normalized service for the fleet's space flight dynamics operations. Additional future services that may be considered are Ground Segment as a Service (GSaaS), Telemetry and Command as a Service (TCaaS), Flight Software Simulation as a Service, etc.

Ido, Haisam Kassim↗

Describing functional requirements for knowledge sharing communities

Human collaboration in distributed knowledge sharing groups depends on the functionality of information and communication technologies (ICT) to support performance. Since many of these dynamic environments are constrained by time limits, knowledge must be shared efficiently by adapting the level of information detail to the specific situation. This paper focuses on the process of knowledge and context sharing with and without mediation by ICT, as well as issues to be resolved when determining appropriate ICT channels. Both technology-rich and non-technology examples are discussed.

NASA Discipline Space Human Factors↗

History of POIC Capabilities and Limitations to Conduct International Space Station Payload Operations

Payload science operations on the International Space Station (ISS) have been conducted continuously twenty-four hours per day, 365 days a year beginning February, 2001 and continuing through present day. The Payload Operations Integration Center (POIC), located at the Marshall Space Flight Center in Huntsville, Alabama, has been a leader in integrating and managing NASA distributed payload operations. The ability to conduct science operations is a delicate balance of crew time, onboard vehicle resources, hardware up-mass to the vehicle, and ground based flight control team manpower. Over the span of the last ten years, the POIC flight control team size, function, and structure has been modified several times commensurate with the capabilities and limitations of the ISS program. As the ISS vehicle has been expanded and its systems changed throughout the assembly process, the resources available to conduct science and research have also changed. Likewise, as ISS program financial resources have demanded more efficiency from organizations across the program, utilization organizations have also had to adjust their functionality and structure to adapt accordingly. The POIC has responded to these often difficult challenges by adapting our team concept to maximize science research return within the utilization allocations and vehicle limitations that existed at the time. In some cases, the ISS and systems limitations became the limiting factor in conducting science. In other cases, the POIC structure and flight control team size were the limiting factors, so other constraints had to be put into place to assure successful science operations within the capabilities of the POIC. This paper will present the POIC flight control team organizational changes responding to significant events of the ISS and Shuttle programs.

Grimaldi, Rebecca↗

Operation of a multi-year, multi-agency project

Organizational and technological aspects of the operation by NASA and ESA of the IUE satellite observatory since its launch in 1978 are discussed. Topics addressed include the division of responsibilities among the ground stations, the IUE orbit and its evolution, the IUE spacecraft, normal operations (proposal selection and observation planning, shift handover, and spacecraft operations), and a typical observation (target identification and acquisition, telescope focus, spectrograph modes, camera operations, calibration, and data reduction). Consideration is given to constraints on IUE operation due to the sun-earth-moon configuration (eclipses), spacecraft power, radiation, temperature, and momentum-wheel speed; problems encountered with gyros, onboard computers, the fine sun sensor, and cameras; and the reliable high-efficiency overall performance of the IUE. Diagrams, drawings, and graphs are provided.

Faelker, Juergen↗

Staffing implications of software productivity models

The attributes of software project staffing and productivity implied by equating the effects of two popular software models in a small neighborhood of a given effort-duration point are investigated. The first model presupposes that organizational productivity decreases as a function of the project staff size due to interfacing and intercommunication. The second, the so-called software equation, relates the product size to effort and duration through a power law tradeoff formula. The conclusions that may be reached by assuming that both of these describe project behavior, the former as a global phenomenon and the latter as a localized effect in a small neighborhood of a given effort duration point, are that (1) there is a calculable maximum effective staff level, which, if exceeded, reduces the project production rate, (2) there is a calculable maximum extent to which effort and time may be traded effectively, (3) it becomes ineffective in a practical sense to expend more than an additional 25 to 50% of resources in order to reduce delivery time, and (4) the team production efficiency can be computed directly from the staff level, the slope of the intercommunication loss function, and the ratio of exponents in the software equation.

Tausworthe, R. C.↗

Tailoring NIST Security Controls for the Ground System: Selection and Implementation -- Recommendations for Information System Owners

The National Aeronautics and Space Administration (NASA) invests millions of dollars in spacecraft and ground system development, and in mission operations in the pursuit of scientific knowledge of the universe. In recent years, NASA sent a probe to Mars to study the Red Planet's upper atmosphere, obtained high resolution images of Pluto, and it is currently preparing to find new exoplanets, rendezvous with an asteroid, and bring a sample of the asteroid back to Earth for analysis. The success of these missions is enabled by mission assurance. In turn, mission assurance is backed by information assurance. The information systems supporting NASA missions must be reliable as well as secure. NASA - like every other U.S. Federal Government agency - is required to manage the security of its information systems according to federal mandates, the most prominent being the Federal Information Security Management Act (FISMA) of 2002 and the legislative updates that followed it. Like the management of enterprise information technology (IT), federal information security management takes a "one-size fits all" approach for protecting IT systems. While this approach works for most organizations, it does not effectively translate into security of highly specialized systems such as those supporting NASA missions. These systems include command and control (C&C) systems, spacecraft and instrument simulators, and other elements comprising the ground segment. They must be carefully configured, monitored and maintained, sometimes for several years past the missions' initially planned life expectancy, to ensure the ground system is protected and remains operational without any compromise of its confidentiality, integrity and availability. Enterprise policies, processes, procedures and products, if not effectively tailored to meet mission requirements, may not offer the needed security for protecting the information system, and they may even become disruptive to mission operations. Certain protective measures for the general enterprise may not be as efficient within the ground segment. This is what the authors have concluded through observations and analysis of patterns identified from the various security assessments performed on NASA missions such as MAVEN, OSIRIS-REx, New Horizons and TESS, to name a few. The security audits confirmed that the framework for managing information system security developed by the National Institute of Standards and Technology (NIST) for the federal government, and adopted by NASA, is indeed effective. However, the selection of the technical, operational and management security controls offered by the NIST model - and how they are implemented - does not always fit the nature and the environment where the ground system operates in even though there is no apparent impact on mission success. The authors observed that unfit controls, that is, controls that are not necessarily applicable or sufficiently effective in protecting the mission systems, are often selected to facilitate compliance with security requirements and organizational expectations even if the selected controls offer minimum or non-existent protection. This paper identifies some of the standard security controls that can in fact protect the ground system, and which of them offer little or no benefit at all. It offers multiple scenarios from real security audits in which the controls are not effective without, of course, disclosing any sensitive information about the missions assessed. In addition to selection and implementation of controls, the paper also discusses potential impact of recent legislation such as the Federal Information Security Modernization Act (FISMA) of 2014 - aimed at the enterprise - on the ground system, and offers other recommendations to Information System Owners (ISOs).

GOVERNANCE↗

A Holistic Approach to Procedures

Aviation is a dynamic industry which is constantly changing. These changes require the continuous update of people’s knowledge and skills. A fundamental part of that knowledge and skill is procedures, because procedures form the backbone of aviation operations. On the flightdeck, on the ramp, and in the maintenance shop, procedures and checklists help support pilots, line crews, and mechanics in performing their work effectively, efficiently, and thus -- safely. To design effective and efficient procedures and checklists, one must take into account the full operational context within which these procedures are embedded. This context is defined by the requirements of the technology, the capabilities and limitations of the human operators, and the constraints and affordances of the operational environment. The complexity of this context arises from the interactions of the human, machine, and environment. Procedures are in place to govern those interactions. We present a model of that operational context, namely THE Model (Technology, Human, Environment in the context of a Mission), that lays a foundation for the analysis of each of these elements and their interactions. But procedures have their limitations, and there are risks involved in over-proceduralizing. To understand these limitations and risks, and to determine when to proceduralize and when not, we present the 4P Framework (Practice, Procedures, Policies, Philosophy) as a holistic approach to procedures. This approach brings together the understanding of human behavior, of organizational and operational factors, and of the technologies involved.

procedures↗

The Knowledge-based Digital Platform Concept for Advanced Air Mobility Research and Development

National Aeronautics and Space Administration (NASA) Langley Research Center (LaRC) is spearheading an innovative digital engineering approach to integrate, communicate, and facilitate the research of multi-modal transportation systems. The Knowledge-based Digital Platform (KbDP) is a concept being developed that ties the workflows of Project Managers (PM), Principal Investigators (PI), and System Engineers (SE) together across organizational boundaries. The overarching vision for the KbDP Concept for AAM R&D is a substantial undertaking. The initial concept and implementation will focus on UAM operations to tractably learn and adjust the concept with a manageable database. Lessons learned and best practices with a smaller scope will enable successful scalability to AAM R&D or even to the entire modes of transportation and logistics. The UAM vision is one in which advanced technologies and new operational procedures enable practical and cost-effective air transport as an integrated mode of movement of people and goods throughout metropolitan areas. Initial implementation of three KbDP concepts of use shows promising benefits to NASA’s Air Traffic Management-Exploration (ATM-X) UAM Airspace Subproject. It is envisioned that the KbDP will manage an information database defined by mathematical, data science, and system engineering principles. AIML algorithms play a vital role in this KbDP concept by extracting meaningful knowledge from the information database, which the human user leverages to improve the efficiency and effectiveness of their research greatly.

ATM↗

Modernization of the Cassini Ground System

The Cassini Spacecraft and its ground system have been operational for over 16 years. Modernization presents several challenges due to the personnel, processes, and tools already invested and embedded into the current ground system structure. Every mission's ground system has its own unique complexities and challenges, involving various organizational units. As any mission from its inception to its execution, schedules are always tight. This forces GDS engineers to implement a working ground system that is not necessarily fully optimized. Ground system challenges increase as technology evolves and cyber threats become more sophisticated. Cassini's main challenges were due to its ground system existing before many security requirements were levied on the multi-mission tools and networks. This caused a domino effect on Cassini GDS tools that relied on outdated technological features. In the aerospace industry reliable and established technology is preferred over innovative yet less proven technology. Loss of data for a spacecraft mission can be catastrophic; therefore, there is a reluctance to make changes and updates to the ground system. Nevertheless, all missions and associated teams face the need to modernize their processes and tools. Systems development methods from well-known system analysis and design principles can be applied to many missions' ground systems. Modernization should always be considered, but should be done in such a way that it does not affect flexibility nor interfere with established practices. Cassini has accomplished a secure and efficient ground data system through periodic updates. The obstacles faced while performing the modernization of the Cassini ground system will be outlined, as well as the advantages and challenges that were encountered.

Razo, Gus↗

Modernization of the Cassini Ground System

The Cassini Spacecraft and its ground system have been operational for over 16 years. Modernization presents several challenges due to the personnel, processes, and tools already invested and embedded into the current ground system structure. Every mission's ground system has its own unique complexities and challenges, involving various organizational units. As any mission from its inception to its execution, schedules are always tight. This forces GDS engineers to implement a working ground system that is not necessarily fully optimized. Ground system challenges increase as technology evolves and cyber threats become more sophisticated. Cassini's main challenges were due to its ground system existing before many security requirements were levied on the multi-mission tools and networks. This caused a domino effect on Cassini GDS tools that relied on outdated technological features. In the aerospace industry reliable and established technology is preferred over innovative yet less proven technology. Loss of data for a spacecraft mission can be catastrophic; therefore, there is a reluctance to make changes and updates to the ground system. Nevertheless, all missions and associated teams face the need to modernize their processes and tools. Systems development methods from well-known system analysis and design principles can be applied to many missions' ground systems. Modernization should always be considered, but should be done in such a way that it does not affect flexibility nor interfere with established practices. Cassini has accomplished a secure and efficient ground data system through periodic updates. The obstacles faced while performing the modernization of the Cassini ground system will be outlined, as well as the advantages and challenges that were encountered.

Razo, Gus↗

Lunar settlements--a socio-economic outlook

The primary ingredient in a Lunar Settlement Program is the people. At the very high cost that will be required to transport, maintain and supply the people who will staff the Lunar operation, it is important to do everything possible to ensure their continued effectiveness in such an isolated, confined, and barren environment. This paper will attempt to identify the issues involved in providing for effective human performance in Lunar Settlements. The approach to be used will be contextual, and thus will not only examine the facets of the Lunar Settlement itself, but will also look at the organizational elements and the design and development processes used in project management from the point of view of long term success and cost effectiveness. The approach will also attempt to look at the Lunar Settlement "in time" as it is connected to events and experiences as they will evolve from the Space Station to Lunar Settlements. Finally, the approach will be contextual in the range of disciplines considered and their impact on planning, evolution, and activities in the entire process of Lunar Settlement. We will hope that Lunar settlers will be able to work and live as effective team members, and to make that possible, the designers, developers, builders, and managers must also function as a coherent team working together to bring about a common goal.

Space Flight/economics/organization & administrati↗

A Model-Based Systems Engineering Journey to Developing a Concept of Operations

Starting in 2017, NASA’s Human Research Program (HRP) Exploration Medical Capability (ExMC) element began a systems engineering transition from traditional, document-centric development to model-centric development when defining its foundation medical systems. These foundation medical systems define a Concept of Operations (ConOps) and identify the generic requirements for a medical system based on assumptions about a generic crew and mission environments and guidance from NASA standards (e.g., Medical “Levels of Care”). By making the transition, ExMC intends to improve communication among stakeholders about foundation medical system requirements and content. In addition, this transition will enable ExMC to lower both development and crew treatment risks for future, mission-specific medical systems. ExMC followed a Model Based Systems Engineering (MBSE) paradigm when developing the foundation medical systems. A model-based approach provides several advantages over a traditional, document-centric approach. First, when Systems Engineers (SE) develop diagrams in a model using a standard modeling language, they produce information dense pictures that facilitate understanding much more efficiently with less room for misinterpretation than text. Second, due to the evolving nature of projects, documentation becomes out of date the minute it is published. This can result in people making decisions based on information that is no longer current, especially if they are referencing a locally-stored copy of a document. A model, on the other hand, is always up to date with the latest approved changes and information. It serves as a single point of truth. Third, a model-centric approach centralizes all important information in one place. Rather than having to flip through separate ConOps documents, design specifications, requirements specifications, and the like to coordinate information, a model captures the content in one, integrated spot. This integration makes tracing information from end-to-end easier with greater reliability. The ExMC Systems Engineering Lifecycle follows a well-defined process. ExMC Systems Engineers perform all major steps of the process, regardless of the development methodology. One of the first steps in the process is developing the ConOps that describes the operation of the system from the point of view of the users. It includes a list of the users and their needs, the goals of the medical system, key assumptions about the system, and definitions of the medical system’s operational environments. For this development effort, ExMC chose to replace the traditional text-based ConOps document with a model. While the decision to change the development workflow was not difficult, implementing the structural and organizational workflows were. It required showing ExMC’s users, most of whom are not Systems Engineers, how the information they require would be presented in the model and to gain their acceptance of this approach. This paper documents key lessons learned during the ConOps transformation by focusing on how the model represents information, the agile workflow used by SEs when developing the model and how it integrates into a project plan, how leadership influenced key users to accept the transformation, and how the users interact with the model information.

Jeffrey Robert Cohen↗

A Three-fold Outlook of the Ultra-Efficient Engine Technology Program Office (UEET)

The Ultra-Efficient Engine Technology (UEET) Office at NASA Glenn Research Center is a part of the Aeronautics Directorate. Its vision is to develop and hand off revolutionary turbine engine propulsion technologies that will enable future generation vehicles over a wide range of flight speeds. There are seven different technology area projects of UEET. During my tenure at NASA Glenn Research Center, my assignment was to assist three different areas of UEET, simultaneously. I worked with Kathy Zona in Education Outreach, Lynn Boukalik in Knowledge Management, and Denise Busch with Financial Management. All of my tasks were related to the business side of UEET. As an intern with Education Outreach I created a word search to partner with an exhibit of a Turbine Engine developed out of the UEET office. This exhibit is a portable model that is presented to students of varying ages. The word search complies with National Standards for Education which are part of every science, engineering, and technology teachers curriculum. I also updated a Conference Planning/Workshop Excel Spreadsheet for the UEET Office. I collected and inputted facility overviews from various venues, both on and off site to determine where to hold upcoming conferences. I then documented which facilities were compliant with the Federal Emergency Management Agency's (FEMA) Hotel and Motel Fire Safety Act of 1990. The second area in which I worked was Knowledge Management. a large knowledge management system online which has extensive documentation that continually needs reviewing, updating, and archiving. Knowledge management is the ability to bring individual or team knowledge to an organizational level so that the information can be stored, shared, reviewed, archived. Livelink and a secure server are the Knowledge Management systems that UEET utilizes, Through these systems, I was able to obtain the documents needed for archiving. My assignment was to obtain intellectual property including reports, presentations, or any other documents related to the project. My next task was to document the author, date of creation, and all other properties of each document. To archive these documents I worked extensively with Microsoft Excel. different financial systems of accounting such as the SAP business accounting system. I also learned the best ways to present financial data and shadowed my mentor as she presented financial data to both UEET's project management and the Resources Analysis and Management Office (RAMO). I analyzed the June 2004 financial data of UEET and used Microsoft Excel to input the results of the data. This process made it easier to present the full cost of the project in the month of June. In addition I assisted in the End of the Year 2003 Reconciliation of Purchases of UEET.

Graham, La Quilia E.↗