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NASA NTRS2003

Software With Strong Ties to Space

TieFlow is a simple but powerful business process improvement solution. It can automate and simplify any generic or industry-specific work process, helping organizations to transform work inefficiencies and internal operations involving people, paper, and procedures into a streamlined, well-organized, electronicbased process. TieFlow increases business productivity by improving process cycle times. The software can expedite generic processes in the areas of product design and development, purchase orders, expense reports, benefits enrollment, budgeting, hiring, and sales. It can also shore up vertical market processes such as claims processing, loan application and processing, health care administration, contract management, and advertising agency traffic. The processes can be easily and rapidly captured in a graphical manner and enforced together with rules pertaining to assignments that need to be performed. Aside from boosting productivity, TieFlow also reduces organizational costs and errors. TieFlow was developed with Small Business Innovation Research (SBIR) assistance from Johnson. The SBIR support entitles all Federal Government agencies to utilize the TieFlow software technology free of charge. Tietronix emphasizes that TieFlow is an outstanding workflow resource that could produce dramatic productivity and cost improvements for all agencies, just as it has done and continues to do for NASA. The Space Agency is currently using the software throughout several mission-critical offices, including the Mission Operations Directorate and the Flight Director s Office, for worldwide participation of authorized users in NASA processes. At the Flight Director s Office, TieFlow allows personnel to electronically submit and review changes to the flight rules carried out during missions.

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NASA NTRS2011

Mission Operations Directorate - Success Legacy of the Space Shuttle Program (Overview of the Evolution and Success Stories from MOD During the Space Shuttle program)

In support of the Space Shuttle Program, as well as NASA's other human space flight programs, the Mission Operations Directorate (MOD) at the Johnson Space Center has become the world leader in human spaceflight operations. From the earliest programs - Mercury, Gemini, Apollo - through Skylab, Shuttle, ISS, and our Exploration initiatives, MOD and its predecessors have pioneered ops concepts and emphasized a history of mission leadership which has added value, maximized mission success, and built on continual improvement of the capabilities to become more efficient and effective. This paper provides specific examples that illustrate how MOD's focus on building and contributing value with diverse teams has been key to their successes both with the US space industry and the broader international community. This paper will discuss specific examples for the Plan, Train, Fly, and Facilities aspects within MOD. This paper also provides a discussion of the joint civil servant/contractor environment and the relative badge-less society within MOD. Several Shuttle mission related examples have also been included that encompass all of the aforementioned MOD elements and attributes, and are used to show significant MOD successes within the Shuttle Program. These examples include the STS-49 Intelsat recovery and repair, the (post-Columbia accident) TPS inspection process and the associated R-Bar Pitch Maneuver for ISS missions, and the STS-400 rescue mission preparation efforts for the Hubble Space Telescope repair mission. Since their beginning, MOD has consistently demonstrated their ability to evolve and respond to an ever changing environment, effectively prepare for the expected and successfully respond to the unexpected, and develop leaders, expertise, and a culture that has led to mission and Program success.

Azbell, Jim A.↗

NASA NTRS1988

Mission Operations and Data Systems Directorate's operational/development network (MODNET) at Goddard Space Flight Center

A brief, informal narrative is provided that summarizes the results of all work accomplished during the period of the contract; June 1, 1987 through September 30, 1988; in support of Mission Operations and Data Systems Directorate's Operational Development Network (MODNET). It includes descriptions of work performed in each functional area and recommendations and conclusions based on the experience and results obtained.

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NASA NTRS1985

STS flight operations - Concept versus reality

The NASA Lyndon B. Johnson Space Center Mission Operations Directorate (MOD) has the responsibility for planning, training, and implementing of flight operations in support of the National Space Transportation System (STS) Program. In this role, MOD has responsibility for the operational interface with customers and the translation of customer requirements into operating plans to satisfy their objectives. The basic objectives of flight operations are to maximize mission success, to minimize risks to the Orbiter and the crew, to decrease operating costs, and to achieve an effective balance in the application of all operational resources. In the National STS Program, to date, 20 missions have been flown and the process for planning, training, and flight operations has been thoroughly exercised. In this paper, MOD's performance is assessed, and those areas in which our initial operating concepts have been successful as well as those in which significant additional work is required are identified.

Kranz, E. F.↗

NASA NTRS2008

Mentoring SFRM: A New Approach to International Space Station Flight Controller Training

The Mission Operations Directorate (MOD) of the Johnson Space Center is responsible for providing continuous operations support for the International Space Station (ISS). Operations support requires flight controllers who are skilled in team performance as well as the technical operations of the ISS. Space Flight Resource Management (SFRM), a NASA adapted variant of Crew Resource Management (CRM), is the competency model used in the MOD. ISS flight controller certification has evolved to include a balanced focus on development of SFRM and technical expertise. The latest challenge the MOD faces is how to certify an ISS flight controller (operator) to a basic level of effectiveness in 1 year. SFRM training uses a two-pronged approach to expediting operator certification: 1) imbed SFRM skills training into all operator technical training and 2) use senior flight controllers as mentors. This paper focuses on how the MOD uses senior flight controllers as mentors to train SFRM skills. Methods: A mentor works with an operator throughout the training flow. Inserted into the training flow are guided-discussion sessions and on-the-job observation opportunities focusing on specific SFRM skills, including: situational leadership, conflict management, stress management, cross-cultural awareness, self care and team care while on-console, communication, workload management, and situation awareness. The mentor and operator discuss the science and art behind the skills, cultural effects on skills applications, recognition of good and bad skills applications, recognition of how skills application changes subtly in different situations, and individual goals and techniques for improving skills. Discussion: This mentoring program provides an additional means of transferring SFRM knowledge compared to traditional CRM training programs. Our future endeavors in training SFRM skills (as well as other organization s) may benefit from adding team performance skills mentoring. This paper explains our mentoring approach and discusses its effectiveness and future applicability in promoting SFRM/CRM skills.

Huning, Therese↗

NASA NTRS2009

Mentoring SFRM: A New Approach to International Space Station Flight Control Training

Huning, Therese↗

NASA NTRS1987

Space Shuttle telemetry analysis by a real time expert system

During early manned spacecraft operations, the primary role of ground telemetry systems was data display to flight controllers. As manned spaceflights have increased in complexity, greater demands have been placed on flight controllers to simultaneously monitor systems and replan systems operations. This has led to interest in automated telemetry monitoring systems to decrease the workload on flight controllers. The Mission Operations Directorate at the Lyndon B. Johnson Space Center has developed a five layer model to integrate various monitoring and analysis technologies such as digital filtering, fault detection algorithms, and expert systems. The paper describes the five layer model and explains how it has been used to guide prototyping efforts at Mission Control. Results from some initial expert systems are presented. The paper also describes the integrated prototype currently under development which implements a real time expert system to assist flight controllers in the Mission Control Center in monitoring Space Shuttle communications systems.

Muratore, John F.↗

NASA NTRSDate not supplied

Behavioral Health and Performance Operations and Research in Human Spaceflight

There are two distinct functions of the Behavioral Health and Performance (BHP) specialists at NASA Johnson Space Center (JSC), with a shared goal of promoting optimal performance during all mission phases, beginning with selection to the NASA Astronaut Corps through training for and completing a spaceflight mission. The BHP Operations team is active in areas such as selection, training, routine behavioral healthcare services, and work-rest schedule. The BHP Laboratory is engaged in research in space and analog platforms to address the risks and other challenges associated with future deep space missions. Their research focuses on topics that align with the NASA Human Research Program’s Human Factors Behavioral Performance Element goals. This panel will provide details of recent work by BHP Operations and the BHP Laboratory at NASA JSC, and will demonstrate their shared goals, and contributions toward, optimizing performance and maintaining the behavioral health and well-being of astronauts during all mission phases.In 2020-2021, NASA engaged another astronaut applicant screening process to identify its 23rd group of astronaut candidates. The BHP Operations team completed a significant amount of work to evaluate applicants and provide valuable input to the Astronaut Selection Board and the Aerospace Medical Board. One presentation will provide an overview of the work completed by BHP; and one presentation will discuss a critical competency important for successful job performance of the astronauts – Team Orientation. The former will summarize aspects of BHP’s Select-in and Select-out process and provide lessons learned for future selection cycles; the latter will briefly discuss the competencies of BHP’s applicant screening work, with focus on the importance of Team Orientation and the challenges of its measure. A third presentation will provide an overview of BHP’s current fatigue management work with astronauts and mission-critical operators at JSC (e.g., flight directors, pilots), and provide a look at the direction these fatigue management services may take in future exploration missions. Two other presentations will focus on the research completed by the BHP Lab to measure in a standardized way the critical aspects of behavioral health and well-being. One of the presentations will provide an overview of the Exploration Measures being collected during all space and analog missions, and the importance these objective measures have for future research and operations. The final presentation will summarize analyses completed with these measures, as they have been harmonized across both ISS and Analog missions.

Gary Beven↗

NASA NTRS1993

Systems engineering and integration processes involved with manned mission operations

This paper will discuss three mission operations functions that are illustrative of the key principles of operations SE&I and of the processes and products involved. The flight systems process was selected to illustrate the role of the systems product line in developing the depth and cross disciplinary skills needed for SE&I and providing the foundation for dialogue between participating elements. FDDD was selected to illustrate the need for a structured process to assure that SE&I provides complete and accurate results that consistently support program needs. The flight director's role in mission operations was selected to illustrate the complexity of the risk/gain tradeoffs involved in the development of the flight techniques and flight rules process as well as the absolute importance of the leadership role in developing the technical, operational, and political trades.

Kranz, Eugene F.↗

NASA NTRS1991

Space Shuttle Program: Automatic rendezvous, proximity operations, and capture (category 3)

The NASA Johnson Space Center is actively pursuing the development and demonstration of capabilities for automatic rendezvous, proximity operations, and capture (AR&C) using the Space Shuttle as the active vehicle. This activity combines the technologies, expertise, tools, and facilities of the JSC Tracking and Communications Division (EE), Navigation, Control and Aeronautics Division (EG), Automation and Robotics Division (ER), and Structures and Mechanics Division (ES) of the Engineering Directorate and the Flight Design and Dynamics Division (DM) of the Mission Operations Directorate. Potential benefits of AR&C include more efficient and repeatable rendezvous, proximity operations, and capture operations; reduced impacts on the target vehicles (e.g., Orbiter RCS plume loads); reduced flight crew work loads; reduced ground support requirements; and reduced operational constraints. This paper documents the current JSC capabilities/tools/facilities for AR&C and describes a proposed plan for a progression of ground demonstrations and flight tests and demonstrations of AR&C capabilities. This plan involves the maturing of existing technologies in tracking and communications; guidance, navigation and control; mechanisms; manipulators; and systems management and integrating them into several evolutionary demonstration stages.

Jackson, William L.↗

NASA NTRS2005

STS-114: Discovery Day 3/Mission Status Briefing

Paul Hill, STS-114 Lead Flight Director, and John Shannon, Flight Operations and Integrations Manager for the Space Shuttle Program were present. Paul gave a detailed description of the Orbiter's performance upon its arrival on the International Space Station, orbital rendezvous and docking was completed, performance was nominal by all measures, and crew is already inside the ISS. He also briefly mentioned the next day crew activities, robotics work and first space walk. John emphasized on ground technical engineering tasks, data gathering and inspection of data, imagery and damage assessment, assessing the performance of the external tank, engineering analysis, and the increase of understanding of the overall condition of the vehicle. Safety of the vehicle, battery lifetime, foam loss, tile damage, post launch analysis were some of the topics discussed with the News Media.

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NASA NTRS2013

Decision Making Training in the Mission Operations Directorate

At JSC, we train our new flight controllers on a set of team skills that we call Space Flight Resource Management (SFRM). SFRM is akin to Crew Resource Management for the airlines and trains flight controllers to work as an effective team to reduce errors and improve safety. We have developed this training over the years with the assistance of Ames Research Center, Wyle Labs and University of Central Florida. One of the skills we teach is decision making/ problem solving (DM/PS). We teach DM/PS first in several classroom sessions, reinforce it in several part task training environments, and finally practice it in full-mission, full-team simulations. What I am proposing to talk about is this training flow: its content and how we teach it.

O'Keefe, William S.↗

NASA NTRS2005

STS-114: Mission Status Briefing

Phil Engelauf, STS-114 Mission Operations Representative; Mark Ferring, Lead ISS Flight Director; Cindy Begley, Lead Spacewalk Officer for the Mission were present. Phil reported that the vehicle continues to operate very cleanly, no system anomalies or issues, crew keeping up with the timelines, and small minor and major EVA activities went extremely well. He recapped previous day's activities such as: nitrogen transfer to the Station, and storing water and transferring it to the Space Station. Mark noted Mission Specialists Steven Robinson and Souichi Noguchi's superb job doing EVA. Cindy gave a technical detail of the CMG1 remove and replace activities with supporting video clips. News media focused their questions on technical details of flight activities and safety.

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NASA NTRS2007

50 Years of Electronic Check Out and Launch Systems at Kennedy Space Center

When NASA was created in 1958 one of the elements incorporated into this new agency was the Army Ballistic Missile Agency (ABMA) in Huntsville, AL and its subordinate Missile Firing Laboratory (MFL) in Cape Canaveral. Under NASA, the MFL became the Launch Operations Directorate of the George C. Marshall Space Flight Center in Huntsville, but expanding operations in the build up to Apollo dictated that it be given the status of a full fledged Center in July, 1 962[ 1]. The next year it was renamed the John F. Kennedy Space Center (KS C) after the president whose vision transformed its first decade of operation. The ABMA was under the technical leadership of Dr. Werner Von Braun. The MEL was run by his deputy Dr. Kurt Debus, an electrical engineer whose experience in the field began in the early days of V-2 testing in war time Germany. In 1952 a group led by Debus arrived in Cape Canaveral to begin test launches of the new Redstone missile [2]. During the 50's, The MFL built several launch complexes and tested the Redstone, Jupiter and Jupiter C missiles. This small experienced team of engineers and technicians formed the seed from which has grown the KSC team of today. This article briefly reviews the evolution of the KSC electronic technologies for integration, check-out and launch of space vehicles and payloads during NASA's first 50 years.

Starr, Stanley O.↗

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↗

NASA NTRS2011

International Space Station Payload Operations Integration

The Payload Operations Integrator (POINT) plays an integral part in the Certification of Flight Readiness process for the Mission Operations Laboratory and the Payload Operations Integration Function that supports International Space Station Payload operations. The POINTs operate in support of the POIF Payload Operations Manager to bring together and integrate the Certification of Flight Readiness inputs from various MOL teams through maintaining an open work tracking log. The POINTs create monthly metrics for current and future payloads that the Payload Operations Integration Function supports. With these tools, the POINTs assemble the Certification of Flight Readiness package before a given flight, stating that the Mission Operations Laboratory is prepared to support it. I have prepared metrics for Increment 29/30, maintained the Open Work Tracking Logs for Flights ULF6 (STS-134) and ULF7 (STS-135), and submitted the Mission Operations Laboratory Certification of Flight Readiness package for Flight 44P to the Mission Operations Directorate (MOD/OZ).

Fanske, Elizabeth Anne↗

NASA NTRSDate not supplied

Aqua A-Train Constellation Exit and End of Mission Plan

The Aqua Mission Director has requested the Aqua Flight Operations Team present the current status of the Aqua Constellation Exit Manaeuver (CEM) and End of Mission Plan (EMOP) to the Earth Science Constellation Mission Operations Working Group (MOWG) meeting planned as a virtual meeting from September 29 - October 2, 2020.

Earth Science Constellation Mission Operations Wor↗

NASA NTRS1975

The 4D area navigation system description and flight test results

A 4D area navigation system was designed to guide aircraft along a prespecified flight path (reference path) such that the aircraft would arrive at the approach gate at a time specified by the ATC controller. Key components to achieve this requirement were: (1) stored reference trajectories; (2) a continuously recomputed capture trajectory to a selected waypoint on the reference trajectory so as to achieve the desired time of arrival; (3) electronic situation displays; and (4) a control system to follow the overall trajectory in space and time. The system was implemented in a digital integrated avionics system (STOLAND) installed on a CV-340 airplane. Although the 4D system was designed primarily for automatic operation, it was flight tested in a flight director mode (the pilot follows the flight director commands), because the CV-340 autopilot servos were not tied to the avionics system. The flight test showed that, even in the flight director mode, the pilot did achieve the objectives of path tracking and time of arrival control with only moderate workload. The system also permitted controlled delay of the time of arrival by path stretching, which takes advantage of the continuously changing capture trajectory to predict the time of arrival. Simulations in the automatic and manual modes were used to complement the flight data.

Lee, H. Q.↗