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NASA NTRS2010

Getting to First Flight: Equipping Space Engineers to Break the Start-Stop-Restart Cycle

The National Aeronautics and Space Administration s (NASA s) history is built on a foundation of can-do strength, while pointing to the Saturn/Apollo Moon missions in the 1960s and 1970s as its apex a sentiment that often overshadows the potential that lies ahead. The chronicle of America s civil space agenda is scattered with programs that got off to good starts with adequate resources and vocal political support but that never made it past a certain milestone review, General Accountability Office report, or Congressional budget appropriation. Over the decades since the fielding of the Space Shuttle in the early 1980s, a start-stop-restart cycle has intervened due to many forces. Despite this impediment, the workforce has delivered engineering feats such as the International Space Station and numerous Shuttle and science missions, which reflect a trend in the early days of the Exploration Age that called for massive infrastructure and matching capital allocations. In the new millennium, the aerospace industry must respond to transforming economic climates, the public will, national agendas, and international possibilities relative to scientific exploration beyond Earth s orbit. Two pressing issues - workforce transition and mission success - are intertwined. As this paper will address, U.S. aerospace must confront related workforce development and industrial base issues head on to take space exploration to the next level. This paper also will formulate specific strategies to equip space engineers to move beyond the seemingly constant start-stop-restart mentality to plan and execute flight projects that actually fly.

Singer, Christopher E.↗

NASA NTRS2011

Breaking the Vicious Start-Stop-Restart Cycle

NASA's history is built on a foundation of can-do strength, while pointing to the Apollo Moon missions in the 1960s and 1970s as its apex a sentiment that often overshadows the potential in store. The chronicle of America s civil space adventure is scattered with programs that got off to good starts with adequate resources and vocal political support but that never made it past a certain milestone review, General Accountability Office report, or Congressional budget appropriation. Over the decades since the fielding of the Space Shuttle in the early 1980s, a start-stop-restart cycle has intervened due to many forces. Despite this impediment, the workforce has delivered feats such as the International Space Station and numerous Shuttle and science missions, which reflect a trend in the early days of the Exploration Age that called for massive infrastructure and matching capital allocations. In the new millennium, the aerospace industry must respond to transforming economic climates, the public will, national agendas, and international possibilities relative to scientific exploration beyond Earth's orbit. Two pressing issues workforce transition and mission success are intertwined. As this briefing will show, U.S. aerospace must confront related workforce development and industrial base issues head on to take space exploration to the next level. This briefing also will formulate specific strategies to equip space engineers to move beyond the seemingly constant start-stop-restart mentality to plan and execute flight projects that actually fly.

Singer, Christopher E.↗

NASA NTRS2012

Bringing You the Moon: Lunar Education Efforts of the Center for Lunar Science and Education

The Center for Lunar Science and Exploration (CLSE), a collaboration between the Lunar and Planetary Institute and NASA's Johnson Space Center, is one of seven member teams of the NASA Lunar Science Institute. In addition to research and exploration activities, the CLSE team is deeply invested in education and public outreach. Overarching goals of CLSE education are to strengthen the future science workforce, attract and retain students in STEM disciplines, and develop advocates for lunar exploration. The team's efforts have resulted in a variety of programs and products, including the creation of a variety of Lunar Traveling Exhibits and the High School Lunar Research Project, featured at http://www.lpi.usra.edu/nlsi/education/.

Shaner, A. J.↗

NASA NTRS2004

Nebraska NativeGEM (Geospatial Extension Model)

This proposal, Nebraska NativeGEM (Geospatial Extension Model) features a unique diversity component stemming from the exceptional reputation NNSGC has built by delivering geospatial science experiences to Nebraska s Native Americans. For 7 years, NNSGC has partner4 with the 2 tribal colleges and 4 reservation school districts in Nebraska to form the Nebraska Native American Outreach Program (NNAOP), a partnership among tribal community leaders, academia, tribal schools, and industry reaching close to 1,OOO Native American youth, over 1,200 community members (Lehrer & Zendajas, 2001).NativeGEM addresses all three key components of Cooperative State Research, Education, and Extension Service (CSREES) goals for advancing decision support, education, and workforce development through the GES. The existing long term commitments that the NNSGC and the GES have in these areas allow for the pursuit of a broad range of activities. NativeGEM builds upon these existing successful programs and collaborations. Outcomes and metrics for each proposed project are detailed in the Approach section of this document.

Bowen, Brent↗

NASA NTRS2017

The Tools That Help Systems Engineering

There are many tools that systems engineers use in today's space programs. In my time in the Commercial Crew Program I sought to improve one of the vital tools for the verification and validation team. This was my main project but only a small part of what I have done in the department. I have also had the chance to learn from the best and see actual hardware, this real world experience will help me be a better aerospace engineer when I enter the workforce. I look forward to seeing the Commercial Crew Program progress to launch.

Gamertsfelder, Jacob O.↗

NASA NTRS2010

The ICARE Method

The ICARE method is a flexible, widely applicable method for systems engineers to solve problems and resolve issues in a complete and comprehensive manner. The method can be tailored by diverse users for direct application to their function (e.g. system integrators, design engineers, technical discipline leads, analysts, etc.). The clever acronym, ICARE, instills the attitude of accountability, safety, technical rigor and engagement in the problem resolution: Identify, Communicate, Assess, Report, Execute (ICARE). This method was developed through observation of Space Shuttle Propulsion Systems Engineering and Integration (PSE&I) office personnel approach in an attempt to succinctly describe the actions of an effective systems engineer. Additionally it evolved from an effort to make a broadly-defined checklist for a PSE&I worker to perform their responsibilities in an iterative and recursive manner. The National Aeronautics and Space Administration (NASA) Systems Engineering Handbook states, engineering of NASA systems requires a systematic and disciplined set of processes that are applied recursively and iteratively for the design, development, operation, maintenance, and closeout of systems throughout the life cycle of the programs and projects. ICARE is a method that can be applied within the boundaries and requirements of NASA s systems engineering set of processes to provide an elevated sense of duty and responsibility to crew and vehicle safety. The importance of a disciplined set of processes and a safety-conscious mindset increases with the complexity of the system. Moreover, the larger the system and the larger the workforce, the more important it is to encourage the usage of the ICARE method as widely as possible. According to the NASA Systems Engineering Handbook, elements of a system can include people, hardware, software, facilities, policies and documents; all things required to produce system-level results, qualities, properties, characteristics, functions, behavior and performance. The ICARE method can be used to improve all elements of a system and, consequently, the system-level functional, physical and operational performance. Even though ICARE was specifically designed for a systems engineer, any person whose job is to examine another person, product, or process can use the ICARE method to improve effectiveness, implementation, usefulness, value, capability, efficiency, integration, design, and/or marketability. This paper provides the details of the ICARE method, emphasizing the method s application to systems engineering. In addition, a sample of other, non-systems engineering applications are briefly discussed to demonstrate how ICARE can be tailored to a variety of diverse jobs (from project management to parenting).

Henke, Luke↗

NASA NTRS2007

The Challenges of Integrating NASA's Human, Budget, and Data Capital within the Constellation Program's Exploration Launch Projects Office

The U.S. Vision for Space Exploration directs NASA to retire the Space Shuttle in 2010 and replace it with safe, reliable, and cost-effective space transportation systems for crew and cargo travel to the Moon, Mars, and beyond. Such emerging space transportation initiatives face massive organizational challenges, including building and nurturing an experienced, dedicated team with the right skills for the required tasks; allocating and tracking the fiscal capital invested in achieving technical progress against an integrated master schedule; and turning generated data into useful knowledge that equips the team to design and develop superior products for customers and stakeholders. It has been more than 30 years since the Space Shuttle was designed; therefore, the current aerospace workforce has limited experience with developing new designs for human-rated spaceflight hardware. To accomplish these activities, NASA is using a wide range of state-of-the-art information technology tools that connect its diverse, decentralized teams and provide timely, accurate information for decision makers. In addition, business professionals are assisting technical managers with planning, tracking, and forecasting resource use against an integrated master schedule that horizontally and vertically interlinks hardware elements and milestone events. Furthermore, NASA is employing a wide variety of strategies to ensure that it has the motivated and qualified staff it needs for the tasks ahead. This paper discusses how NASA's Exploration Launch Projects Office, which is responsible for delivering these new launch vehicles, integrates its resources to create an engineering business environment that promotes mission success, which is defined by replacing the Space Shuttle by 2014 and returning to the Moon by 2020.

Kidd, Luanne↗

NASA NTRSDate not supplied

Leading University Students to the Edge of Space

For over 16 years, the Louisiana Space Grant Consortium (LaSPACE), the NASA Balloon Program Office (BPO), and the NASA Columbia Scientific Balloon Facility (CSBF) have collaborated in a series of high altitude balloon-based programs involving hands-on authentic learning experiences that expose university students and other participants to technical skills, teamwork dynamics, and effective communication methods. Such programs go beyond what is possible to achieve in a normal classroom and help prepare future engineers and scientists for a successful aerospace workforce career. In our collaborative effort, LaSPACE has focused on the program content and student mentoring while NASA BPO and CSBF provide balloon flight support and operations. The entry-level Louisiana Aerospace Catalyst Experiences for Students (LaACES) builds students’ skills in basic electronics, sensor interfacing, real-time programming, mechanical development, and project management. These skills are then applied to the design, development, fabrication, and flight of a small (∼500 gram) balloon payload. Finally, the payloads are flight-tested to an altitude of ∼30 km using a 2 kg latex sounding balloon. The LaACES program includes a set of lectures, activities, and Arduino Mega based electronic kits that are used for skill building and as a core control system for the student payload. The more advanced High Altitude Student Platform (HASP) is designed to carry ∼twelve 3 to 20 kg student payloads to an altitude of about 36 kilometers with flight durations of 10 to 20 hours using a ∼311,500 cubic meter, zero pressure balloon. HASP provides all student payloads with power, downlink telemetry, uplink commanding, and real-time HD video for instrument control and assessment during the flight. While originally developed for university students, these programs have been adapted to projects focused on high school teachers as well as affecting minorities underrepresented in aerospace related science and engineering fields. We are now in the process of adapting the LaACES materials to a pre-engineering curriculum for high school students as well as for widespread access over the internet. During this presentation, we will provide details of both the LaACES and HASP programs, how these programs have engaged participants from all demographic groups, and our current plans for continuing and expanding upon our success.

University↗

NASA NTRSDate not supplied

DEVELOP’s Approach to Experiential Learning

The NASA DEVELOP Program addresses environmental decision making needs and geoscience workforce development through 10-week feasibility studies that apply Earth observations to environmental issues at hand. The program builds capacity to use geospatial information in both its participants (students, recent graduates, early career professionals, and transitioning career professionals) and partner organizations (federal agencies, state & local governments, non-profits, and private industry). This is accomplished through a structured project execution model that provides opportunities for participants to have autonomy, learn “on the job,” and gain new skillsets for working with remote sensing data. A pipeline of leadership positions enhances opportunities for individuals engaged in the program to get hands-on experience conducting data analyses, communicating their work, leading technical projects, and building their knowledge bank of Earth-observing satellite capabilities. These skillsets and knowledge are then transferred to partners through the projects. This panel contribution will introduce the DEVELOP model, highlight experiences of participants, and share the program’s insights into good practices for effective experiential learning.

Capacity Building↗

NASA NTRS2013

Climate Variability and Impact at NASA's Marshal Space Flight Center

Climate analysis for the Southeast U. S. has indicated that inland regions have experienced an average temperature increase of 2F since 1970. This trend is generally characterized by warmer winters with an indication of increased precipitation in the Fall season. Extended periods of limited rainfall in the Spring and Summer periods have had greater areal coverage and, at other times the number of precipitation events has been increasing. Climate model projections for the next 10-70 years indicate warmer temperatures for the Southeast U.S., particularly in the Spring and Summer, with some indication of more extremes in temperature and precipitation as shown in the table below. The realization of these types of regional climate changes in the form of extended heat waves and droughts and their subsequent stress on facilities, infrastructure, and workforce could have substantial impact on the activities and functions of NASA's Marshall Space Flight Center (MSFC) in Huntsville, Alabama. This presentation will present the results of an examination of the 100 year temperature and precipitation record for MSFC. Local warming has cause an increase in daily maximum and minimum temperatures by nearly 3F, with a substantial increase in the number of maximum temperatures exceeding 90F and a decrease in the number of days with minimum temperatures below freezing. These trends have substantial impact of the number of heating / cooling degree days for the area. Yearly precipitation totals are inversely correlated with the change in mean temperature and the frequency of heavy rain events has remain consistent with the changes in yearly totals. An extended heat wave index was developed which shows an increase in frequency of heat waves over the last 35 years and a subsequent reduction in precipitation during the heat waves. This trend will contribute to more intense drought conditions over the northern Alabama region, increasing the potential of destructive wildfires in and around the Center. MSFC has begun using this climate change information to adapt short-term and long-term plans for Center operations.

Smoot, James L.↗

NASA NTRS2005

Hawaii Space Grant Consortium

The Hawai'i Space Grant Consortium is composed of ten institutions of higher learning including the University of Hawai'i at Manoa, the University of Hawai'i at Hilo, the University of Guam, and seven Community Colleges spread over the 4 main Hawaiian islands. Geographic separation is not the only obstacle that we face as a Consortium. Hawai'i has been mired in an economic downturn due to a lack of tourism for almost all of the period (2001 - 2004) covered by this report, although hotel occupancy rates and real estate sales have sky-rocketed in the last year. Our challenges have been many including providing quality educational opportunities in the face of shrinking State and Federal budgets, encouraging science and technology course instruction at the K-12 level in a public school system that is becoming less focused on high technology and more focused on developing basic reading and math skills, and assembling community college programs with instructors who are expected to teach more classes for the same salary. Motivated people can overcome these problems. Fortunately, the Hawai'i Space Grant Consortium (HSGC) consists of a group of highly motivated and talented individuals who have not only overcome these obstacles, but have excelled with the Program. We fill a critical need within the State of Hawai'i to provide our children with opportunities to pursue their dreams of becoming the next generation of NASA astronauts, engineers, and explorers. Our strength lies not only in our diligent and creative HSGC advisory board, but also with Hawai'i's teachers, students, parents, and industry executives who are willing to invest their time, effort, and resources into Hawai'i's future. Our operational philosophy is to FACE the Future, meaning that we will facilitate, administer, catalyze, and educate in order to achieve our objective of creating a highly technically capable workforce both here in Hawai'i and for NASA. In addition to administering to programs and educating the public in the traditional sense, we also work to facilitate partnerships between other departments (geology & geophysics, engineering, geography, astronomy), state and federal government agencies in Hawai'i, and private industry. In some cases, we are the catalyst for new partnerships between private agency sponsors and education projects or for new joint research and education projects between industry and the University faculty.

Flynn, Luke P.↗

NASA NTRSDate not supplied

Developing Soft Skill in the Geosciences: NASA DEVELOP’s Approach to Strengthening Soft Skills in the Future Geospatial Workforce

Part of NASA’s Applied Sciences, the DEVELOP Program bridges the gap between NASA Earth Science and potential users through rapid feasibility studies that apply Earth observations to environmental decision making needs. The program conducts 50-60 studies a year that engage participants – students, recent graduates, early career individuals, and transitioning career professionals – in autonomous teamwork with an emphasis on professional development and communication. The experience offers participants a robust opportunity to build their teaming skills (facilitated through programmatic personality assessments and discussions), interpersonal communication, and critical thinking skills which are central to project work in the DEVELOP model. The program also offers leadership opportunities where participants lead their peers within a supportive environment. This presentation will introduce the DEVELOP model for soft skill development, lessons learned, and highlight testimonials of past participants.

Amanda Clayton↗

NASA NTRS2007

A Decision Tool that Combines Discrete Event Software Process Models with System Dynamics Pieces for Software Development Cost Estimation and Analysis

The development process for a large software development project is very complex and dependent on many variables that are dynamic and interrelated. Factors such as size, productivity and defect injection rates will have substantial impact on the project in terms of cost and schedule. These factors can be affected by the intricacies of the process itself as well as human behavior because the process is very labor intensive. The complex nature of the development process can be investigated with software development process models that utilize discrete event simulation to analyze the effects of process changes. The organizational environment and its effects on the workforce can be analyzed with system dynamics that utilizes continuous simulation. Each has unique strengths and the benefits of both types can be exploited by combining a system dynamics model and a discrete event process model. This paper will demonstrate how the two types of models can be combined to investigate the impacts of human resource interactions on productivity and ultimately on cost and schedule.

Mizell, Carolyn Barrett↗

NASA NTRS2015

Integrated Assessments of the Impact of Climate Change on Agriculture: An Overview of AgMIP Regional Research in South Asia

South Asia encompasses a wide and highly varied geographic region, and includes climate zones ranging from the mountainous Himalayan territory to the tropical lowland and coastal zones along alluvial floodplains. The region's climate is dominated by a monsoonal circulation that heralds the arrival of seasonal rainfall, upon which much of the regional agriculture relies. The spatial and temporal distribution of this rainfall is, however, not uniform over the region. Northern South Asia, central India, and the west coast receive much of their rainfall during the southwest monsoon season, between June and September. These rains partly result from the moisture transport accompanying the monsoonal winds, which move in the southwesterly direction from the equatorial Indian Ocean. Regions further south, such as south/southeast India and Sri Lanka, may receive rains from both the southwest monsoon, and also during the northeast monsoon season between October and December (with northeasterly monsoon wind flow and moisture flux), which results in a bi- or multi-modal rainfall distribution. In addition, rainfall across South Asia displays a large amount of intraseasonal and interannual variability. Interannual variability is influenced by many drivers, both natural (e.g., El Ni-Southern Oscillation; ENSO) and man-made (e.g., rising temperatures due to increasing greenhouse gas concentrations), and it is challenging to obtaining accurate time-series of annual rainfall, even amongst various observed data products, which display inconsistencies amongst themselves. These climatic and rainfall variations can further complicate South Asia's agricultural and water management. Agriculture employs at least 65 of the workforce in most South Asian countries, and nearly 80 of South Asia's poor inhabit rural areas. Understanding the response of current agricultural production to climate variability and future climate change is of utmost importance in securing food and livelihoods for South Asia's growing population. In order to assess the future of food and livelihood security across South Asia, the Agricultural Model Intercomparison and Improvement Project (AgMIP) has undertaken integrated climate-crop-economic assessments of the impact of climate change on food security and poverty in South Asia, encompassing Bangladesh, India, Nepal, Pakistan, and Sri Lanka. AgMIP has funded, on a competitive basis, four South Asian regional research teams (RRTs) and one South Asian coordination team (CT) to undertake climate-crop-economic integrated assessments of food security for many districts in each of these countries, with the goal of characterizing the state of food security and poverty across the region, and projecting how these are subject to change under future climate change conditions.

mountains↗

NASA NTRS2011

Extravehicular Activity Systems Education and Public Outreach in Support of NASA's STEM Initiatives in Fiscal Year 2011

NASA's goals to send humans beyond low Earth orbit will involve the need for a strong engineering workforce. Research indicates that student interest in science, technology, engineering, and math (STEM) areas is on the decline. According to the Department of Education, the United States President has mandated that 100,000 educators be trained in STEM over the next decade to reduce this trend. NASA has aligned its Education and Public Outreach (EPO) initiatives to include emphasis in promoting STEM. The Extravehicular Activity (EVA) Systems Project Office at the NASA Johnson Space Center actively supports this NASA initiative by providing subject matter experts and hands-on, interactive presentations to educate students, educators, and the general public about the design challenges encountered as NASA develops EVA hardware for exploration missions. This paper summarizes the EVA Systems EPO efforts and metrics from fiscal year 2011.

Paul, Heather L.↗

NASA NTRS2012

Extravehicular Activity Systems Education and Public Outreach in Support of NASA's STEM Initiatives in Fiscal Year 2011

Paul, Heather↗

NASA NTRSDate not supplied

Abrstract - OnePlace Redesign Spring 2020 Internship

The project I worked on was the OnePlace Redesign. In that, I converted the OnePlace home page to the Service Portal to match NASA OnePlace’s current application design standards, I was able to allow users to easily find applications in OnePlace and I was able to allow users to easily find and request OnePlace services (new app development, new knowledge base, etc.). It was a major accomplishment to be able to remodel a website that soon the entire Langley center that uses OnePlace will use. The website was made through ServiceNow’s Service Portal, and I organized the applications like never before, allowed a clear styling to applications a user does not have access to and/or are new applications, browsing of applications with clear button divisions, and allowing for different options depending if app is accessible or not, with proper error checking in place and very-well documented code. It was amazing to incorporate all this logic into one widget so that whoever wants to utilize this feature has no trouble at all to do so. The 3 most important things I learned were being able to do this work within ServiceNow, as it is such an important enterprise platform for CRM and boosting the connected workforce of NASA, incorporate built-in APIs from ServiceNow Glide Records to connect Server Scripts to Client Scripts and HTML, and be able to use agile to get another experience of managing work capacity with stories, and having proper communication with the team if every feature is done correctly and steps for continuing forward. The part that I enjoyed the most was the training I did for ServiceNow and I freedom I had to experiment to see how to structure the Service Portal. I was not tied down, and I believe this allowed for a better outcome of the product. As part of the internship, I created a very in-depth design document with the help of my team to document the project goals before it was started and technical documentation (including the design document) summarizing the final result of the product in terms of the new features added and the explanation of the logic thoroughly so that anyone can understand the project easily. The technical documentation will be published as a Knowledge Article within OnePlace Knowledge Base documentation.

Ariel Wald↗

NASA NTRS2004

An Introduction to Flight Software Development: FSW Today, FSW 2010

Experience and knowledge gained from ongoing maintenance of Space Shuttle Flight Software and new development projects including Cockpit Avionics Upgrade are applied to projected needs of the National Space Exploration Vision through Spiral 2. Lessons learned from these current activities are applied to create a sustainable, reliable model for development of critical software to support Project Constellation. This presentation introduces the technologies, methodologies, and infrastructure needed to produce and sustain high quality software. It will propose what is needed to support a Vision for Space Exploration that places demands on the innovation and productivity needed to support future space exploration. The technologies in use today within FSW development include tools that provide requirements tracking, integrated change management, modeling and simulation software. Specific challenges that have been met include the introduction and integration of Commercial Off the Shelf (COTS) Real Time Operating System for critical functions. Though technology prediction has proved to be imprecise, Project Constellation requirements will need continued integration of new technology with evolving methodologies and changing project infrastructure. Targets for continued technology investment are integrated health monitoring and management, self healing software, standard payload interfaces, autonomous operation, and improvements in training. Emulation of the target hardware will also allow significant streamlining of development and testing. The methodologies in use today for FSW development are object oriented UML design, iterative development using independent components, as well as rapid prototyping . In addition, Lean Six Sigma and CMMI play a critical role in the quality and efficiency of the workforce processes. Over the next six years, we expect these methodologies to merge with other improvements into a consolidated office culture with all processes being guided by automated office assistants. The infrastructure in use today includes strict software development and configuration management procedures, including strong control of resource management and critical skills coverage. This will evolve to a fully integrated staff organization with efficient and effective communication throughout all levels guided by a Mission-Systems Architecture framework with focus on risk management and attention toward inevitable product obsolescence. This infrastructure of computing equipment, software and processes will itself be subject to technological change and need for management of change and improvement,

Gouvela, John↗