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NASA NTRSDate not supplied

Framework for NASA Space Relay Satellite Services over the Next Decade: Space Relay Partnership and Services Study

The United States National Space Policy provides guidance and directives for U.S. Government agencies to purchase commercial space services and capabilities to the maximum extent practical. In alignment with this guidance, the anticipated initial NASA near-Earth space relay operating capability over the next decade will be comprised of the existing NASA-owned Space Network infrastructure supplemented with commercially-owned and -provided relay satellites and their associated ground stations. NASA awarded contracts to eight study vendors in May 2019 to investigate the feasibility of applying commercial services concepts to the NASA user mission community. The studies, managed by NASA Glenn Research Center, detailed ten study topic areas. NASA completed the analysis and synthesis of these eight industry studies and other relevant information. The responses from the study vendors indicated a strong interest in providing commercial services to NASA missions, and included a wide range of proposed architectures and demonstration ideas. Overall, the responses indicated that a mature and healthy competitive environment exists across a broad spectrum of industry to deliver high-rate space relay services in the next three to five years. This paper will present an overview of the study, analysis and synthesis processes along with common themes and conclusions, and provide next steps and recommendations. The results of this study serve as a foundation for ongoing efforts to acquire interoperable space relay services for NASA missions from multiple commercial service providers.

Eric Knoblock↗

NASA NTRSDate not supplied

Framework for NASA Space Relay Satellite Services over the Next Decade: Space Relay Partnership and Services Study

Eric Knoblock↗

NASA NTRSDate not supplied

Modern Scientific Data Governance Framework

Science has entered the era of Big Data with new challenges related to data governance, stewardship, and management. The existing data governance practices must catch up to ensure proper data management. Existing data governance policies and stewardship best practices tend to be disconnected from operational data management practices and enforcement and mainly exist in well-meaning documents or reports. These governance policies are, at best, partially implemented and rarely monitored or audited. In addition, existing governance policies keep adding additional data management steps that require a human, ‘a data steward’, in the loop, and the cost of data management can no longer scale proportionately with the current and future increased data volume and complexity. The goal for developing an updated data governance framework is to modernize scientific data governance to the reality of Big data and align it with the current technology trends such as cloud computing and AI. The goals of this framework are two folds. One is to ensure thoroughness that the governance adequately covers the entire data life cycle. Two, provide a practical approach that offers a consistent and repeatable process for different projects. Three core principles ground this framework. First, focus on just enough governance and prevent data governance from becoming a roadblock toward the scientific process. Remove any unnecessary processes and steps. Second, automate data management steps where possible. Actively remove steps that require ‘human in the loop’ within the management process to be efficient and scale with increasing data. Third, all the processes should continually be optimized using quantified metrics to streamline the monitoring and auditing workflows.

Rahul Ramachandran↗

NASA NTRS1966

New developments in NASA quality assurance

The purpose of this talk is to examine and discuss NASA's basic quality concept, the policy and procedures which define and implement this concept and subsequently explore the NASA-Industry quality relationships which are essential to the success of NASA's quality assurance concept. It is important to emphasize that NASA's Quality Assurance program is predicated on the concept of an individually tailored quality program for each significant NASA procurement - particularly, large space systems. As a result, NASA's Quality Assurance program - to be effective - must be responsive to various technologies, hardware systems, and space missions. In addition, the program must be responsive to changing policies and practices in research, engineering and procurement. Key issues in the NASA-Contractor quality relationships in the framework of an over all NASA-Industry partnership include: (1) the necessity for NASA to effectively discharge its responsibility for providing clear and complete definition of quality requirements at all phases of the procurement cycle; (2) the right of the contractor to expect an explicit definition of NASA quality requirements in each RFP and contract and to request same if it is not provided; (3) the necessity for the contractor to have a dynamic and responsive quality program which is directed towards assuring that the hardware meets all technical requirements and to accomplish this in an effective and efficient manner; and (4) the critical need for investigation and study of the economic aspects of quality and an evaluation of our policies and practices based upon the results of such a study.

Condon, John E.↗

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 NTRS2026

Deep RL for Fast Long-Horizon Operations Scheduling on NASA's Carruthers Geocorona Observatory Mission

Spacecraft operations scheduling is a highly constrained, long-horizon combinatorial optimization problem that traditionally relies on heuristics, constraint programming, or manual planning. We present a scalable deep reinforcement learning framework developed and deployed for NASA’s Carruthers Geocorona Observatory mission. Our framework introduces a macro-action abstraction known as activity blocks coupled with dynamic action-masking to navigate the intractably large search space and strictly enforce complex power, thermal, and instrument constraints. The resulting architecture generates globally feasible schedules with overwhelming probability, establishes operational trust, and executes a full training cycle in under six hours, circumventing the need for policy robustness by enabling rapid, on-demand retraining. Further, resulting schedules outperform baseline heuristics in scheduled science quality. The deep reinforcement learning framework was deployed as the default operational scheduler for the Carruthers Geocorona Observatory mission from the outset of the mission, demonstrating that deep reinforcement learning can be trusted for real spacecraft operations under complex, evolving constraints.

Geocorona↗

NASA NTRS2002

Program and Project Management Framework

The primary objective of this project was to develop a framework and system architecture for integrating program and project management tools that may be applied consistently throughout Kennedy Space Center (KSC) to optimize planning, cost estimating, risk management, and project control. Project management methodology used in building interactive systems to accommodate the needs of the project managers is applied as a key component in assessing the usefulness and applicability of the framework and tools developed. Research for the project included investigation and analysis of industrial practices, KSC standards, policies, and techniques, Systems Management Office (SMO) personnel, and other documented experiences of project management experts. In addition, this project documents best practices derived from the literature as well as new or developing project management models, practices, and techniques.

Butler, Cassandra D.↗

NASA NTRS2001

A Software Architecture for Intelligent Synthesis Environments

The NASA's Intelligent Synthesis Environment (ISE) program is a grand attempt to develop a system to transform the way complex artifacts are engineered. This paper discusses a "middleware" architecture for enabling the development of ISE. Desirable elements of such an Intelligent Synthesis Architecture (ISA) include remote invocation; plug-and-play applications; scripting of applications; management of design artifacts, tools, and artifact and tool attributes; common system services; system management; and systematic enforcement of policies. This paper argues that the ISA extend conventional distributed object technology (DOT) such as CORBA and Product Data Managers with flexible repositories of product and tool annotations and "plug-and-play" mechanisms for inserting "ility" or orthogonal concerns into the system. I describe the Object Infrastructure Framework, an Aspect Oriented Programming (AOP) environment for developing distributed systems that provides utility insertion and enables consistent annotation maintenance. This technology can be used to enforce policies such as maintaining the annotations of artifacts, particularly the provenance and access control rules of artifacts-, performing automatic datatype transformations between representations; supplying alternative servers of the same service; reporting on the status of jobs and the system; conveying privileges throughout an application; supporting long-lived transactions; maintaining version consistency; and providing software redundancy and mobility.

Filman, Robert E.↗

NASA NTRSDate not supplied

Framework for NASA Space Relay Satellite Services over the Next Decade: “Development and Demonstration of the Commercial Successors to TDRS “

The United States National Space Policy provides guidance and directives for U.S. Government agencies to purchase commercial space services and capabilities to the maximum extent practical. In alignment with this guidance, the Agency has no plans to replenish the Tracking and Data Relay Satellite System (TDRSS) fleet operated by the Space Communication and Navigation Program (SCaN) and will instead pursue commercial services for communications with spacecraft in near-Earth orbit. The Communication Services Project (CSP) at GRC is leading this commercialization effort and in May 2022 it awarded six contracts to commercial SATCOM companies to demonstrate and validate commercial SATCOM capabilities for future NASA missions. The responses from the vendors indicated a strong interest in providing commercial services to NASA’s missions, and included a wide range of proposed architectures and demonstrations ideas. Overall, the responses indicated that a mature and healthy competitive environment exists with traditional satellite operators and constellation developers to provide NASA with commercial communication services in the next five years. This paper will present an overview of the proposed capability coverages, risk spread and US domestic market stimulation along with common themes and conclusions. The result of these demonstrations will serve as the basis for acquisition and provision of operational SATCOM services for NASA missions.

George F Haddad↗

NASA NTRSDate not supplied

Framework for NASA Space Relay Satellite Services Over the Next Decade: “Development and Demonstration of the Commercial Successors to TDRS "

The United States National Space Policy provides guidance and directives for U.S. Government agencies to purchase commercial space services and capabilities to the maximum extent practical. In alignment with this guidance, the Agency has no plans to replenish the Tracking and Data Relay Satellite System (TDRSS) fleet operated by the Space Communication and Navigation Program (SCaN) and will instead pursue commercial services for communications with spacecraft in near-Earth orbit. The Communications Services Project (CSP) at GRC is leading this commercialization effort and in May 2022 it awarded six contracts to commercial SATCOM companies to demonstrate and validate commercial SATCOM capabilities for future NASA and near space user missions. The responses from the vendors indicated a strong interest in providing commercial services to NASA’s missions and included a wide range of proposed architectures and demonstrations concepts. Overall, the responses indicated that a mature and healthy competitive environment exists with traditional satellite operators and constellation developers to provide NASA and future near space users with commercial communication services in the next five years. This paper will present an overview of the proposed capability coverages, risk spread, and US domestic market stimulation, along with common themes and conclusions. The result of these demonstrations will serve as the basis for acquisition and provision of operational SATCOM services for NASA missions.

SATCOM↗

NASA NTRS2002

The Civil Aviation Sector in Lebanon: Institutional Reforms - Part 1

Civil aviation is one of the key contributors to a successful economic system. This has been recognized within Lebanon, which is undertaking developing a new civil aviation strategy encompassing a program of organizational reform, coordinated internationally, to meet the challenges of the new century. Such strategy is vital, as it will provide a coherent vision for the sector, compliment the extensive investments deployed by Lebanon in its aviation infrastructure, and guide future planning and investments. The proposed Civil Aviation Strategy for Lebanon has two major components: (1) institutional reform aiming at creating effective overall legal and regulatory frameworks in-line with current international best practice; and (2) implementation of liberalization measures and open skies policy. This paper aims to: (1) present Lebanon's current institutional arrangements; (2) review the institutional arrangements in key select countries (in order to define current trends in best institutional practice); (3) discuss the proposed institutional reform (which are at the basis of Lebanon's Draft Civil Aviation Reform Law) while showing that they conform with the identified best institutional trends; and (4) outline an implementation plan. The Draft Law has been approved by the Council of Ministers and now awaits Parliamentary endorsement.

Baaj, M. Hadi↗

NASA NTRS2019

International Space Station Multilateral Medical Policy Board Transitions in Space Medicine: 25 Years in Photos

This collection of photographic highlights covers the past 25 years of international collaboration in human space flight. Beginning in 1993, the international community came together to develop the medical systems for an international space station. Initially, this collaboration was bilateral in support of the Shuttle / Mir Space Station (Phase 1). However, the framework that was established to serve as the medical authority structure provided a foundation for the multilateral boards and panel, which were codified in the memoranda of understanding. The Multilateral Medical Policy Board, the Multilateral Space Medicine Board, and the Multilateral Medical Operations Panel were developed in a collegial and mutually beneficial environment by the men and women of the space agencies of Canada, Europe, Japan, Russia, and the United States. This collection of photographs from official and personal collections captures the spirit and collegiality to which we have grown accustomed. They are also presented to commemorate the integrity, professionalism, tenacity, and dedication to human space exploration consistently demonstrated by individuals involved in this amazing effort.

photographs↗

NASA NTRS1975

The South Dakota cooperative land use effort: A state level remote sensing demonstration project

Remote sensing technology can satisfy or make significant contributions toward satisfying many of the information needs of governmental natural resource planners and policy makers. Recognizing this potential, the South Dakota State Planning Bureau and the EROS Data Center together formulated the framework for an ongoing Land Use and Natural Resource Inventory and Information System Program. Statewide land use/land cover information is generated from LANDSAT digital data and high altitude photography. Many applications of the system are anticipated as it evolves and data are added from more conventional sources. The conceptualization, design, and implementation of the program are discussed.

Tessar, P. A.↗

NASA NTRS2021

NASA Strategy for Technology Development

The National Aeronautics and Space Administration (NASA) Office of the Chief Technologist (OCT) provides the strategy and leadership that integrates NASA’s technology development and open innovation activities to advance American aeronautic, science, and space exploration objectives. OCT performs an agency-level technology coordination role, coordinating with the NASA Mission Directorates, field centers, and other government agencies to align the agency’s technology investments to meet mission requirements while filling gaps, anticipating future needs, and minimizing duplication of effort. OCT provides the strategy and coordination that guide NASA's technology and innovation activities through Strategic Technology Integration, Digital Transformation, the Science and Technology Partnership Forum, and Innovation. The Strategic Technology Integration team informs policy, requirements, and strategy for NASA’s technology development activities in support of the Chief Technologist by coordinating with NASA mission directorates, other government agencies, and external organizations. As part of these efforts, OCT develops the NASA Technology Taxonomy and the NASA Strategic Space Technology Investment Plan. Digital Transformation will increasingly change the way NASA operates and will enable the agency’s missions to be completed more efficiently and effectively. It will allow current and future employees to use their talents in more innovative ways. The Science and Technology Partnership Forum is a strategic forum, with principal partners at the United States Space Force and the National Reconnaissance Office. It was established to identify synergistic efforts and technologies in order to leverage those synergies and influence portfolios across space agencies in areas deemed pervasive and ready for collaboration. NASA's Innovation efforts are designed to transform diverse ideas into value and are guided by a framework that is focused on the agency’s people, processes, partnerships and portfolio. The innovation framework is used to connect the workforce to tools, strategies and activities to increase the pace of innovation. OCT translates National space policies into NASA technology strategies and coordination across the agency and interagency communities to guide NASA's technology and innovation activities to achieve capabilities needed for future missions. This chapter provides insight into the value of analyzing future states to inform technology developments to plot the strategic direction of NASA’s space technology program.

Erica Rodgers↗

NASA NTRSDate not supplied

WIS and WIGOS Metadata as the Foundation for a Sustainable Framework for Global Greenhouse Gas Watch Data Exchange

Metadata (data about data) is a critical component of data discovery, description, evaluation, documentation, and preservation. Developing and propagating metadata standards has been a longstanding area of activity in WMO and beyond. The WIS2 and WIGOS metadata models are being actively developed and maintained by dedicated task teams, established under the WMO Expert Team on Metadata. The metadata representations and vocabularies are governed by well-established processes within WMO. These standards are being used in a number of metadata/data exchange activities (e.g., WMO Information System 2.0 (WIS2), WIGOS (WMDR), Climate Data Management Systems (CMDS), etc.). It should also be noted that the application of the WIS2 and WIGOS standards fully support the WMO Unified Data Policy and open data policy as well as greatly enhance the value of observations by fostering data F.A.I.R.ness. Furthermore, the WMO metadata standards can serve as the foundation for a framework that will facilitate metadata mapping between the existing schemas used in well-established data centres, e.g., WMO WDCGG (World Data Centre for Greenhouse Gases) and NOAA ObsPack (Observation Package Data Products) and to automate metadata exchange between data centres as well as with WMO. These activities will play a central role in integrating measurements sponsored by various member countries and organizations to provide a more comprehensive characterization of the temporal and spatial distribution of the greenhouse gases. At the same time, this metadata exchange can lead to member countries and partner organizations improving their current metadata collection process for data discoverability, interoperability, and (re)usability. This presentation will describe metadata activities in the context of WIS2 and WIGOS and how they apply to GGGW data integration via metadata mapping and exchange.

Gao Chen↗

NASA NTRSDate not supplied

Integrating Earth Observations and Socioeconomic Data to Address Health, Equity, and Environmental Justice

Access to reliable data about the characteristics of populations is a crucial component of decision making, policy development, and the assessment of progress towards strategic goals. Social determinants of health provide insight into the status of social and economic conditions within populations that have profound effects on public health, equity, and vulnerability. International frameworks such as the Sustainable Development Goals (SDGs) fundamentally focus on equality, but to efficiently address targets and indicators, socioeconomic data and Earth observations must be integrated to help identify populations most vulnerable to the impacts of climate change, natural disasters, health disparities, and poor policy planning. The ability to identify vulnerable populations with data analysis has the potential to empower community stakeholders with spatial awareness needed to inform decision-making that addresses equity and environmental justice issues within their communities. The EPA defines environmental justice (EJ) as “the fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income with respect to the development, implementation and enforcement of environmental laws, regulations and policies.” NASA’s Earth Science Division (ESD) recognizes the benefits that Earth observations with NASA satellites create by equipping individuals with the knowledge to address community challenges. NASA’s Socioeconomic Data and Applications Center (SEDAC) supports the integration of socioeconomic and Earth science data as an “informational gateway.” This integration of data is advancing health, equity, and environmental justice initiatives.

Natasha Johnson-Griffin↗

NASA NTRSDate not supplied

How Do Different Knowledge Frameworks Help Us Learn From Aviation Line Observations?

Human performance includes actions that increase safety, as well as actions that can reduce safety. Ensuring safety in complex dynamic operations like commercial aviation depends on the ability to institute appropriate responses based on what is learned from flightcrew performance and the contexts in which it occurs. To do this systemically at the organization level requires collecting data on flightcrew performance, developing effective approaches to analyzing those data, and understanding how to translate what has been learned into policies, procedures, and practice. Systematic observation of front-line operators is a vital source of human performance data. Much has been learned from such observations, including methodological principles. Most observations have been based on a framework focused on managing safety challenges and the ensuing unsafe events. A complementary perspective focuses on flexibility and actions that promote continued safe and effective operation. We consider lessons learned about observational methods from an established framework focused on undesired actions and how these might be extended for a framework focused on desired actions.

safety↗

NASA NTRS2011

Physical, Ecological, and Societal Indicators for the National Climate Assessment

The National Climate Assessment (NCA) is being conducted under the auspices of the U.S. Global Change Research Program (USGCRP), pursuant to the Global Change Research Act of 1990, Section 106, which requires a report to Congress every 4 years. The current NCA (http://globalchange.gov/what-we-do/assessment/) differs in multiple ways from previous U.S. climate assessment efforts, being: (1) more focused on supporting the Nation s activities in adaptation and mitigation and on evaluating the current state of scientific knowledge relative to climate impacts and trends; (2) a long-term, consistent process for evaluation of climate risks and opportunities and providing information to support decision-making processes within regions and sectors; and (3) establishing a permanent assessment capacity both inside and outside of the federal government. As a part of ongoing, long-term assessment activities, the NCA intends to develop an integrated strategic framework and deploy climate-relevant physical, ecological, and societal indicators. The NCA indicators framework is underdevelopment by the NCA Development and Advisory Committee Indicators Working Group and are envisioned as a relatively small number of policy-relevant integrated indicators designed to provide a consistent, objective, and transparent overview of major variations in climate impacts, vulnerabilities, adaptation, and mitigation activities across sectors, regions, and timeframes. The potential questions that could be addressed by these indicators include: How do we know that there is a changing climate and how is it expected to change in the future? Are important climate impacts and opportunities occurring or predicted to occur in the future? Are we adapting successfully? What are the vulnerabilities and resiliencies given a changing climate? Are we preparing adequately for extreme events? It is not expected that the NCA societal indicators would be linked directly to a single decision or portfolio of decisions, but subsets of indicators, or the data supporting the indicator, might be used to inform decision-making processes such as the development and implementation of climate adaptation strategies in a particular sector or region.

Kenney, Melissa A.↗