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NASA NTRS2007

Human Space Exploration: The Moon, Mars, and Beyond

America is returning to the Moon in preparation for the first human footprint on Mars, guided by the U.S. Vision for Space Exploration. This presentation will discuss NASA's mission, the reasons for returning to the Moon and going to Mars, and how NASA will accomplish that mission in ways that promote leadership in space and economic expansion on the new frontier. The primary goals of the Vision for Space Exploration are to finish the International Space Station, retire the Space Shuttle, and build the new spacecraft needed, to return people to the Moon and go to Mars. The Vision commits NASA and the nation to an agenda of exploration that also includes robotic exploration and technology development, while building on lessons learned over 50 years of hard-won experience. Why the Moon? Many questions about the Moon's potential resources and how its history is linked to that of Earth were spurred by the brief Apollo explorations of the 1960s and 1970s. This new venture will carry more explorers to more diverse landing sites with more capable tools and equipment for extended expeditions. The Moon also will serve as a training ground before embarking on the longer, more difficult trip to Mars. NASA plans to build a lunar outpost at one of the lunar poles, learn to live off the land, and reduce dePendence on Earth for longer missions. America needs to extend its ability to survive in hostile environments close to our home planet before astronauts will reach Mars, a planet very much like Earth. NASA has worked with scientists to define lunar exploration goals and is addressing the opportunities for a range of scientific study on Mars. In order to reach the Moon and Mars within a lifetime and within budget, NASA is building on common hardware, shared knowledge, and unique experience derived from the Apollo Saturn, Space Shuttle and contemporary commercial launch vehicle programs. The journeys to the Moon and Mars will require a variety of vehicles, including the Ares I Crew Launch Vehicle, which transports the Orion Crew Exploration Vehicle, and the Ares V Cargo Launch Vehicle, which transports the Lunar Surface Access Module. The architecture for the lunar missions will use one launch to ferry the crew into orbit, where it will rendezvous with the Lunar Module in the Earth Departure Stage, which will then propel the combination into lunar orbit. The imperative to explore space with the combination of astronauts and robots will be the impetus for inventions such as solar power and water and waste recycling. This next chapter in NASA's history promises to write the next chapter in American history, as well. It will require this nation to provide the talent to develop tools, machines, materials, processes, technologies, and capabilities that can benefit nearly all aspects of life on Earth. Roles and responsibilities are shared between a nationwide Government and industry team. The Exploration Launch Projects Office at the Marshall Space Flight Center manages the design, development, testing, and evaluation of both vehicles and serves as lead systems integrator. A little over a year after it was chartered, the Exploration Launch Projects team is testing engine components, refining vehicle designs, performing wind tunnel tests, and building hardware for the first flight test of Ares I-l, scheduled for spring 2009. The U.S. Vision for Space Exploration lays out a roadmap for a long-term venture of discovery. This endeavor will inspire and attract the best and brightest students to power this nation successfully to the Moon, Mars, and beyond. If one equates the value proposition for space with simple dollars and cents, the potential of the new space economy is tremendous, from orbital space delivery services for the International Space Station to mining and solar energy collection on the Moon and asteroids. The Vision for Space Exploration is fundamentally about bringing the resources of the solar system within the economic sphere of humaind. Given the immense size of our solar system, the amount of available material and energy within it present an enormous economic opportunity.

Sexton, Jeffrey D.↗

NASA NTRS2013

NASA Software Engineering Benchmarking Study

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

Rarick, Heather L.↗

NASA NTRS1988

Report of the In Situ Resources Utilization Workshop

The results of a workshop of 50 representatives from the public and private sector which investigated the potential joint development of the key technologies and mechanisms that will enable the permanent habitation of space are presented. The workshop is an initial step to develop a joint public/private assessment of new technology requirements of future space options, to share knowledge on required technologies that may exist in the private sector, and to investigate potential joint technology development opportunities. The majority of the material was produced in 5 working groups: (1) Construction, Assembly, Automation and Robotics; (2) Prospecting, Mining, and Surface Transportation; (3) Biosystems and Life Support; (4) Materials Processing; and (5) Innovative Ventures. In addition to the results of the working groups, preliminary technology development recommendations to assist in near-term development priority decisions are presented. Finally, steps are outlined for potential new future activities and relationships among the public, private, and academic sectors.

Fairchild, Kyle↗

NASA NTRS1992

Earth science information: Planning for the integration and use of global change information

Activities and accomplishments of the first six months of the Consortium for International Earth Science Information Network (CIESIN's) 1992 technical program have focused on four main missions: (1) the development and implementation of plans for initiation of the Socioeconomic Data and Applications Center (SEDAC) as part of the EOSDIS Program; (2) the pursuit and development of a broad-based global change information cooperative by providing systems analysis and integration between natural science and social science data bases held by numerous federal agencies and other sources; (3) the fostering of scientific research into the human dimensions of global change and providing integration between natural science and social science data and information; and (4) the serving of CIESIN as a gateway for global change data and information distribution through development of the Global Change Research Information Office and other comprehensive knowledge sharing systems.

Lousma, Jack R.↗

NASA NTRS1993

Operational characterisation of requirements and early validation environment for high demanding space systems

The definition of some modern high demanding space systems requires a different approach to system definition and design from that adopted for traditional missions. System functionality is strongly coupled to the operational analysis, aimed at characterizing the dynamic interactions of the flight element with its surrounding environment and its ground control segment. Unambiguous functional, operational and performance requirements are to be defined for the system, thus improving also the successive development stages. This paper proposes a Petri Nets based methodology and two related prototype applications (to ARISTOTELES orbit control and to Hermes telemetry generation) for the operational analysis of space systems through the dynamic modeling of their functions and a related computer aided environment (ISIDE) able to make the dynamic model work, thus enabling an early validation of the system functional representation, and to provide a structured system requirements data base, which is the shared knowledge base interconnecting static and dynamic applications, fully traceable with the models and interfaceable with the external world.

Barro, E.↗

NASA NTRS1994

Communication Research in Aviation and Space Operations: Symptoms and Strategies of Crew Coordination

The day-to-day operators of today's aerospace systems work under increasing pressures to accomplish more with less. They work in operational systems which are complex, technology-based, and high-risk; in which incidents and accidents have far-reaching and costly consequences. For these and other reasons, there is concern that the safety net formerly built upon redundant systems and abundant resources may become overburdened. Although we know that human ingenuity can overcome incredible odds, human nature can also fail in unpredictable ways. Over the last 20 years, a large percentage of aviation accidents and incidents have been attributed to human errors rather than hardware or environmental factors alone. A class of errors have been identified which are not due to a lack of individual, technical competencies. Rather, they are due to the failure of teams to utilize readily available resources or information in a timely fashion. These insights began a training revolution in the aviation industry called Cockpit Resource Management, which later became known as Crew Resource Management (CRM) as its concepts and applications extended to teams beyond the flightdeck. Then, as now, communication has been a cornerstone in CRM training since crew coordination and resource management largely resides within information transfer processes--both within flightcrews, and between flightcrews and the ground operations teams that support them. The research I will describe takes its roots in CRM history as we began to study communication processes in order to discover symptoms of crew coordination problems, as well as strategies of effective crew management. On the one hand, communication is often the means or the tool by which team members manage their resources, solve problems, maintain situational awareness and procedural discipline. Conversely, it is the lack of planning and resource management, loss of vigilance and situational awareness, and non-standard communications that are implicated in accidents and incidents. NASA/Ames Crew Factors researchers have been developing a model of effective crew coordination in order to understand the sources of performance breakdowns, and to develop effective solutions and interventions. Because communication is a primary mechanism by which information is received and transmitted, and because it is observable behavior, we focus on these group processes in order to identify patterns of communication that distinguish effective from less effective crew performance. Since a prime objective is to develop training recommendations for enhancing communication skills, we interpret our findings in the context of relevant task and environmental conditions, role and procedural constraints, and the normal real-time parameters of flight operations. Another research objective is to consider how communication and coordination can be enhanced through design. For example, flight deck and hardware design as well as procedural and software design may greatly influence the efficiency with which crews communicate and coordinate their work. In addition, teams and tasks may be designed, organized, and trained so that team interactions with each other are based upon appropriately shared knowledge, procedures and situation awareness. In short, we are interested in enhancing communication practices through (1) the training of specific communication skills, and (2) the design of equipment, tasks, procedures, and teams that optimize smooth, unambiguous communication processes. Two examples of communication research will be described; one in aviation and one in space operations. The first example is a high-fidelity full mission simulation study which investigates the affect of flightdeck automation on crew coordination and communication (contrasting crew performance in the DC-9 vs. MD88). Additional information is contained in the original extended abstract.

Kanki, Barbara G.↗

NASA NTRS2001

Keeping Track Every Step of the Way

Knowledge Sharing Systems, Inc., a producer of intellectual assets management software systems for the federal government, universities, non-profit laboratories, and private companies, constructed and presently manages the NASA Technology Tracking System, also known as TechTracS. Under contract to Langley Research Center, TechTracS identifies and captures all NASA technologies, manages the patent prosecution process, and then tracks their progress en route to commercialization. The system supports all steps involved in various technology transfer activities, and is considered the premier intellectual asset management system used in the federal government today. NASA TechTracS consists of multiple relational databases and web servers, located at each of the 10 field centers, as well as NASA Headquarters. The system is capable of supporting the following functions: planning commercial technologies; commercialization activities; reporting new technologies and inventions; and processing and tracking intellectual property rights, licensing, partnerships, awards, and success stories. NASA TechTracS is critical to the Agency's ongoing mission to commercialize its revolutionary technologies in a variety of sectors within private industry, both aerospace and non- aerospace.

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NASA NTRS2002

ASK Magazine

What makes a successful team? In this issue our contributors look closely at the subject and come up with several answers. Working on team chemistry is the "Activation Energy" Dr. Owen Gadeken's story is about. Scott Cameron thinks it's getting to know people one to one. Tony Maturo says it's getting the most out of your support staff. Dr. Michael Hecht finds the best people he can and build the team around their talents. Teamwork is a theme we explore often in Academy Sharing Knowledge (ASK), but never so directly as in this issue. You'll not only find formulas for building successful teams, you'll see examples of ones in action, strategies for how project managers can motivate their teams, and expert advice on how to choose who to work with and who not to work with. It seems like all the stories make one common point: everyone on a team counts. Few project managers can pull off a project alone, and when the whole team is performing to everyone's potential, the chances of pulling off a successful project goes up exponentially. If that doesn't seem like enough by itself, listen to this... Discerning fans of ASK will note the last two issues our Special Feature was "There are no Mistakes, Only Lessons." We have not abandoned this feature, but for now we want to broaden our repertoire. In this issue we add a new Special Feature, "My Metaphor," starting with Paul Espinosa's article "My Big Wall" about his rock climbing adventures on El Capitan in Yosemite National Park. If you think getting to Mars is work, read what it's like to scale a 3,000-foot rock face. This issue we're also welcoming two new members to our Review Board, Hugh Woodward and Jody Kusek. Hugh and Jody are our first reviewers from outside NASA, and we are delighted to have them on our team. Read their bios on the ASK Review Board page and see why we feel privileged to have them on our team.

Post, Todd↗

NASA NTRS2002

ASK Talks with W. Scott Cameron

This paper presents an interview with Scott Cameron who is the Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble. He has been managing capital projects and mentoring other project managers for the past 20 years at Procter and Gamble within its Beauty Care, Health Care, Food and Beverage, and Fabric and Home Care Businesses. Scott also has been an Academy Sharing Knowledge (ASK) feature writer since Volume One.

Cameron, W. Scott↗

NASA NTRS2002

Conference Report: Masters Forum IV, February 2002

The purpose of the APPL Masters Forum is to bring together some of the best project managers at NASA, as well as those in industry and other government agencies, for 2 1/2 days of knowledge sharing. The project managers come eager to reflect on their project experiences, to learn new things from one another--and to unlearn a few things, too. This was the fourth Masters Forum, and the first one held outside Washington, DC. Fifty participants from across the country came to Dallas at the American Airlines Conference Center, a wonderful facility that was conveniently located by the airport and yet still seemed isolated from the rest of the world. Masters Forum IV was also the first one held during the winter. Previous Masters Forums have been during the summer. Hot, sticky Washington, D.C. in the summer may sound unpleasant, but frankly the popularity of earlier Forums is what led to this annual event becoming a semiannual one.

Post, Todd↗

NASA NTRS2003

Oh, Develop

In a mature view of the subject, career development is not simply four years of college or a week at training, culminating in a diploma or a certificate to hang on an office wall. That's why we wanted to take a broad look at career development in this issue of ASK. Take for example, Dr. Gerald Mulenburg s contribution, Fly on the Wall. When Mulenburg and other members of a knowledge-sharing group at Ames were invited to observe an upcoming project review, Mulenburg thought it would be interesting to learn how another project does its reviews. Note that Mulenburg is no fresh out who's never attended a NASA project review. Not only has he been through a fair share of them as the reviewed, he has also been on the other side of the table as a reviewer. This experienced project manager recognizes that at any stage of a career there is room to grow and develop one's repertoire. Too often people associate career development with textbooks and role classroom training, far removed from project life. But classroom training need not be like this, as you'll find in our Special Feature, The Enterprise Project by Wendy Dolci, which sprung out of an APPL Advanced Project Management class in July 2003 at Ames Research Center. In addition to Dolci, some of her classmates contribute to the story. Mike Sander of the Jet Propulsion Laboratory, project manager for the Mars Science Laboratory mission, who provided the assignment on which the story is based, also has a cameo in the story. We think Dolci's story is an inspiring example of what classroom training can be if it's approached imaginatively and made to serve a practical purpose. Another story from Ames, by Frank Larsen, takes a different twist on career development. At the annual Experimental Aircraft Association Fly-in in Oshkosh, Wisconsin, Larsen represented Ames at a NASA booth. While there, Larsen met a colleague from Glenn Research Center. Months later on a project with a quick turnaround, he remembered his colleague from Glenn who had equipment that might help Larsen save time and money on his project. Although they had never worked together and they had to unravel a lot of red tape before they could collaborate, they managed a way to get the job done. There are other stories in this issue that deal directly with this theme of career development. Then there are others in which it is less explicit. But if you take the view that career development happens all the time, and is as necessary to your survival as breathing, then you can read almost any story in ASK with your career development in mind. In that case, all the best, and so then-start developing.

Post, Todd↗

NASA NTRS2004

Architecture and Functionality of the Advanced Life Support On-Line Project Information System (OPIS)

An ongoing effort is underway at NASA Amcs Research Center (ARC) tu develop an On-line Project Information System (OPIS) for the Advanced Life Support (ALS) Program. The objective of this three-year project is to develop, test, revise and deploy OPIS to enhance the quality of decision-making metrics and attainment of Program goals through improved knowledge sharing. OPIS will centrally locate detailed project information solicited from investigators on an annual basis and make it readily accessible by the ALS Community via a web-accessible interface. The data will be stored in an object-oriented relational database (created in MySQL(Trademark) located on a secure server at NASA ARC. OPE will simultaneously serve several functions, including being an R&TD status information hub that can potentially serve as the primary annual reporting mechanism. Using OPIS, ALS managers and element leads will be able to carry out informed research and technology development investment decisions, and allow analysts to perform accurate systems evaluations. Additionally, the range and specificity of information solicited will serve to educate technology developers of programmatic needs. OPIS will collect comprehensive information from all ALS projects as well as highly detailed information specific to technology development in each ALS area (Waste, Water, Air, Biomass, Food, Thermal, and Control). Because the scope of needed information can vary dramatically between areas, element-specific technology information is being compiled with the aid of multiple specialized working groups. This paper presents the current development status in terms of the architecture and functionality of OPIS. Possible implementation approaches for OPIS are also discussed.

Hogan, John A.↗

NASA NTRS2004

Partnership Successes

As NASA plots new courses to fulfill its bold, new mission to explore the Moon, Mars, and beyond, the Agency continues to hold steadfast in its commitment to explore and improve our very own home planet. In doing so, NASA fervidly goes to great lengths to draw correlations between the "know-how" of its many scientists, engineers, and other technology facilitators, and the "know-how" of Federal agency counterparts, academic institutions, and private organizations. By sharing knowledge and resources, these entities come together to find the common ground necessary to preserve the past, present, and future of Earth - in the best interests of all of its inhabitants.

Source record↗

NASA NTRS2005

Team Collaboration: Lessons Learned Report

An Agency team collaboration pilot was conducted from July 2002 until June 2003 and then extended for an additional year. The objective of the pilot was to assess the value of collaboration tools and adoption processes as applied to NASA teams. In an effort to share knowledge and experiences, the lessons that have been learned thus far are documented in this report. Overall, the pilot has been successful. An entire system has been piloted - tools, adoption, and support. The pilot consisted of two collaboration tools, a team space and a virtual team meeting capability. Of the two tools that were evaluated, the team meeting tool has been more widely accepted. Though the team space tool has been met with a lesser degree of acceptance, the need for such a tool in the NASA environment has been evidenced. Both adoption techniques and support were carefully developed and implemented in a way that has been well received by the pilot participant community.

Arterberrie, Rhonda Y.↗

NASA NTRS2004

Architecture and Functionality of the Advanced Life Support On-Line Project Information System

An ongoing effort is underway at NASA Ames Research Center (ARC) to develop an On-line Project Information System (OPIS) for the Advanced Life Support (ALS) Program. The objective of this three-year project is to develop, test, revise and deploy OPIS to enhance the quality of decision-making metrics and attainment of Program goals through improved knowledge sharing. OPIS will centrally locate detailed project information solicited from investigators on an annual basis and make it readily accessible by the ALS Community via a Web-accessible interface. The data will be stored in an object-oriented relational database (created in MySQL) located on a secure server at NASA ARC. OPE will simultaneously serve several functions, including being an research and technology development (R&TD) status information hub that can potentially serve as the primary annual reporting mechanism for ALS-funded projects. Using OPIS, ALS managers and element leads will be able to carry out informed R&TD investment decisions, and allow analysts to perform accurate systems evaluations. Additionally, the range and specificity of information solicited will serve to educate technology developers of programmatic needs. OPIS will collect comprehensive information from all ALS projects as well as highly detailed information specific to technology development in each ALS area (Waste, Water, Air, Biomass, Food, Thermal, Controls and Systems Analysis). Because the scope of needed information can vary dramatically between areas, element-specific technology information is being compiled with the aid of multiple specialized working groups. This paper presents the current development status in terms of the architecture and functionality of OPIS. Possible implementation approaches for OPIS are also discussed.

Hogan, John A.↗

NASA NTRS2005

Overview of NASA MSFC IEC Federated Engineering Collaboration Capability

The MSFC IEC federated engineering framework is currently developing a single collaborative engineering framework across independent NASA centers. The federated approach allows NASA centers the ability to maintain diversity and uniqueness, while providing interoperability. These systems are integrated together in a federated framework without compromising individual center capabilities. MSFC IEC's Federation Framework will have a direct affect on how engineering data is managed across the Agency. The approach is directly attributed in response to the Columbia Accident Investigation Board (CAB) finding F7.4-11 which states the Space Shuttle Program has a wealth of data sucked away in multiple databases without a convenient way to integrate and use the data for management, engineering, or safety decisions. IEC s federated capability is further supported by OneNASA recommendation 6 that identifies the need to enhance cross-Agency collaboration by putting in place common engineering and collaborative tools and databases, processes, and knowledge-sharing structures. MSFC's IEC Federated Framework is loosely connected to other engineering applications that can provide users with the integration needed to achieve an Agency view of the entire product definition and development process, while allowing work to be distributed across NASA Centers and contractors. The IEC DDMS federation framework eliminates the need to develop a single, enterprise-wide data model, where the goal of having a common data model shared between NASA centers and contractors is very difficult to achieve.

Moushon, Brian↗

NASA NTRS2003

The Power of a Question: A Case Study of Two Organizational Knowledge Capture Systems

This document represents a presentation regarding organizational knowledge capture systems which was delivered at the HICSS-36 conference held from January 6-9, 2003. An exploratory case study of two knowledge resources is offered. Then, two organizational knowledge capture systems are briefly described: knowledge transfer from practitioner and the use of questions to represent knowledge. Finally, the creation of a database of peer review questions is suggested as a method of promoting organizational discussions and knowledge representation and exchange.

case study↗

NASA NTRS2006

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

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

Johnson, Teresa A.↗