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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 73 records · Page 4
All sourcesNASA NTRSDOE OSTI
NASA NTRS1990

Low thrust rocket test facility

A low thrust chemical rocket test facility has recently become operational at the NASA-Lewis. The new facility is used to conduct both long duration and performance tests at altitude over a thruster's operating envelope using hydrogen and oxygen gas for propellants. The facility provides experimental support for a broad range of objectives, including fundamental modeling of fluids and combustion phenomena, the evaluation of thruster components, and life testing of full rocket designs. The major mechanical and electrical systems are described along with aspects of the various optical diagnostics available in the test cell. The electrical and mechanical systems are designed for low down time between tests and low staffing requirements for test operations. Initial results are also presented which illustrate the various capabilities of the cell.

Arrington, Lynn A.↗
NASA NTRS1990

Low thrust rocket test facility

A low thrust chemical rocket test facility has recently become operational at the NASA-Lewis. The new facility is used to conduct both long duration and performance tests at altitude over a thruster's operating envelope using hydrogen and oxygen gas for propellants. The facility provides experimental support for a broad range of objectives, including fundamental modeling of fluids and combustion phenomena, the evaluation of thruster components, and life testing of full rocket designs. The major mechanical and electrical systems are described along with aspects of the various optical diagnostics available in the test cell. The electrical and mechanical systems are designed for low down time between tests and low staffing requirements for test operations. Initial results are also presented which illustrate the various capabilities of the cell.

Arrington, Lynn A.↗
NASA NTRS1990

Manager's handbook for software development, revision 1

Methods and aids for the management of software development projects are presented. The recommendations are based on analyses and experiences of the Software Engineering Laboratory (SEL) with flight dynamics software development. The management aspects of the following subjects are described: organizing the project, producing a development plan, estimating costs, scheduling, staffing, preparing deliverable documents, using management tools, monitoring the project, conducting reviews, auditing, testing, and certifying.

Source record↗
NASA NTRS1990

Spaceport aurora: An orbiting transportation node

With recent announcements of the development of permanently staffed facilities on the Moon and Mars, the national space plan is in need of an infrastructure system for transportation and maintenance. A project team at the University of Houston College of Architecture and the Sasakawa International Center for Space Architecture, recently examined components for a low Earth orbit (LEO) transportation node that supports a lunar build-up scenario. Areas of investigation included identifying transportation node functions, identifying existing space systems and subsystems, analyzing variable orbits, determining logistics strategies for maintenance, and investigating assured crew return systems. The information resulted in a requirements definition document, from which the team then addressed conceptual designs for a LEO transportation node. The primary design drivers included: orbital stability, maximizing human performance and safety, vehicle maintainability, and modularity within existing space infrastructure. For orbital stability, the power tower configuration provides a gravity gradient stabilized facility and serves as the backbone for the various facility components. To maximize human performance, human comfort is stressed through zoning of living and working activities, maintaining a consistent local vertical orientation, providing crew interaction and viewing areas and providing crew return vehicles. Vehicle maintainability is accomplished through dual hangars, dual work cupolas, work modules, telerobotics and a fuel depot. Modularity is incorporated using Space Station Freedom module diameter, Space Station Freedom standard racks, and interchangeable interior partitions. It is intended that the final design be flexible and adaptable to provide a facility prototype that can service multiple mission profiles using modular space systems.

Source record↗
NASA NTRS1990

Small Explorer project: Submillimeter Wave Astronomy Satellite (SWAS). Mission operations and data analysis plan

The Mission Operations and Data Analysis Plan is presented for the Submillimeter Wave Astronomy Satellite (SWAS) Project. It defines organizational responsibilities, discusses target selection and navigation, specifies instrument command and data requirements, defines data reduction and analysis hardware and software requirements, and discusses mission operations center staffing requirements.

Melnick, Gary J.↗
NASA NTRS1990

CCSDS Advanced Orbiting Systems - International data communications standards for the Space Station Freedom

Established in 1982, the Consultative Committee for Space Data Systems (CCSDS) is an international organization that is staffed by data-handling experts from nearly all of the world's major space agencies. Its goal is to develop standard data-communications techniques so that several agencies may cross-support each other's data flow and thus allow complex, international missions to be flown. Under the general umbrella of Advanced Orbiting Systems (AOS), an international CCSDS task force was formed in 1985 to develop standard data-communications concepts for manned missions, such as the Space Station Freedom and the Hermes space plane, and large unmanned vehicles, such as polar orbiting platforms. The history of the CCSDS and the development of the AOS recommendation are reviewed, and the user services and protocols embodied in its systems architecture are introduced.

Hooke, Adrian J.↗
NASA NTRS1991

Design of mission operations systems for scientific remote sensing

The present work describes the mission operations system (MOS) design process for remote-sensing missions. A MOS is defined as the system required to perform, monitor, and control an operation, encompassing personnel, hardware, software and/or documentation. Attention is given to telecommunications and remote-sensing instrumentation, MOS definition program phases and reviews, and MOS organization, management, and staffing. Also treated are the uplink and downlink processes, anomalies and contingency plans, the illustrative case of the MOS for the Magellan radar sensing mission, and a projection of future MOSs incorporating AI.

Wall, Stephen D.↗
NASA NTRS1993

Automated Estimation Of Software-Development Costs

COSTMODL is automated software development-estimation tool. Yields significant reduction in risk of cost overruns and failed projects. Accepts description of software product developed and computes estimates of effort required to produce it, calendar schedule required, and distribution of effort and staffing as function of defined set of development life-cycle phases. Written for IBM PC(R)-compatible computers.

Roush, George B.↗
NASA NTRS1992

Human safety in the lunar environment

Any attempt to establish a continuously staffed base or permanent settlement on the Moon must safely meet the challenges posed by the Moon's surface environment. This environment is drastically different from the Earth's, and radiation and meteoroids are significant hazards to human safety. These dangers may be mitigated through the use of underground habitats, the piling up of lunar materials as shielding, and the use of teleoperated devices for surface operations. The lunar environment is detailed along with concepts for survival.

Lewis, Robert H.↗
NASA NTRS1993

The X-15/HL-20 operations support comparison

During the 1960's, the United States X-15 rocket-plane research program successfully demonstrated the ability to support a reusable vehicle operating in a near-space environment. The similarity of the proposed HL-20 lifting body concept in general size, weight, and subsystem composition to that of the X-15 provided an opportunity for a comparison of the predicted support manpower and turnaround times with those experienced in the X-15 program. Information was drawn from both reports and discussions with X-15 program personnel to develop comparative operations and support data. Based on the assumption of comparability between the two systems, the predicted staffing levels, skill mix, and refurbishment times of an operational HL-20 appear to be similar to those experienced by the X-15 for ground support. However, safety, environmental, and support requirements have changed such that the HL-20 will face a different operating environment than existed at Edwards during the 1950's and 1960's. Today's operational standards may impose additional requirements on the HL-20 that will add to the maintenance and support burden estimate based on the X-15 analogy.

Morris, W. Douglas↗
NASA NTRS1993

HL-20 operations and support requirements for the Personnel Launch System mission

The processing, mission planning, and support requirements were defined for the HL-20 lifting-body configuration that can serve as a Personnel Launch System. These requirements were based on the assumption of an operating environment that incorporates aircraft and airline support methods and techniques that are applicable to operations. The study covered the complete turnaround process for the HL-20, including landing through launch, and mission operations, but did not address the support requirements of the launch vehicle except for the integrated activities. Support is defined in terms of manpower, staffing levels, facilities, ground support equipment, maintenance/sparing requirements, and turnaround processing time. Support results were drawn from two contracted studies, plus an in-house analysis used to define the maintenance manpower. The results of the contracted studies were used as the basis for a stochastic simulation of the support environment to determine the sufficiency of support and the effect of variance on vehicle processing. Results indicate the levels of support defined for the HL-20 through this process to be sufficient to achieve the desired flight rate of eight flights per year.

Morris, W. D.↗
NASA NTRS1991

Modeling personnel turnover in the parametric organization

A model is developed for simulating the dynamics of a newly formed organization, credible during all phases of organizational development. The model development process is broken down into the activities of determining the tasks required for parametric cost analysis (PCA), determining the skills required for each PCA task, determining the skills available in the applicant marketplace, determining the structure of the model, implementing the model, and testing it. The model, parameterized by the likelihood of job function transition, has demonstrated by the capability to represent the transition of personnel across functional boundaries within a parametric organization using a linear dynamical system, and the ability to predict required staffing profiles to meet functional needs at the desired time. The model can be extended by revisions of the state and transition structure to provide refinements in functional definition for the parametric and extended organization.

Dean, Edwin B.↗
NASA NTRS1992

Development and application of an acceptance testing model

The process of acceptance testing large software systems for NASA has been analyzed, and an empirical planning model of the process constructed. This model gives managers accurate predictions of the staffing needed, the productivity of a test team, and the rate at which the system will pass. Applying the model to a new system shows a high level of agreement between the model and actual performance. The model also gives managers an objective measure of process improvement.

Pendley, Rex D.↗
NASA NTRS1992

A recent Cleanroom success story: The Redwing project

Redwing is the largest completed Cleanroom software engineering project in IBM, both in terms of lines of code and project staffing. The product provides a decision-support facility that utilizes artificial intelligence (AI) technology for predicting and preventing complex operating problems in an MVS environment. The project used the Cleanroom process for development and realized a defect rate of 2.6 errors/KLOC, measured from first execution. This represents the total amount of errors that were found in testing and installation at three field test sites. Development productivity was 486 LOC/PM, which included all development labor expended in design specification through completion of incremental testing. In short, the Redwing team produced a complex systems software product with an extraordinarily low error rate, while maintaining high productivity. All of this was accomplished by a project team using Cleanroom for the first time. An 'introductory implementation' of Cleanroom was defined and used on Redwing. This paper describes the quality and productivity results, the Redwing project, and how Cleanroom was implemented.

Hausler, Philip A.↗
NASA NTRS1992

Teamwork for Oversight of Processes and Systems (TOPS). Implementation guide for TOPS version 2.0, 10 August 1992

As the nation redefines priorities to deal with a rapidly changing world order, both government and industry require new approaches for oversight of management systems, particularly for high technology products. Declining defense budgets will lead to significant reductions in government contract management personnel. Concurrently, defense contractors are reducing administrative and overhead staffing to control costs. These combined pressures require bold approaches for the oversight of management systems. In the Spring of 1991, the DPRO and TRW created a Process Action Team (PAT) to jointly prepare a Performance Based Management (PBM) system titled Teamwork for Oversight of Processes and Systems (TOPS). The primary goal is implementation of a performance based management system based on objective data to review critical TRW processes with an emphasis on continuous improvement. The processes are: Finance and Business Systems, Engineering and Manufacturing Systems, Quality Assurance, and Software Systems. The team established a number of goals: delivery of quality products to contractual terms and conditions; ensure that TRW management systems meet government guidance and good business practices; use of objective data to measure critical processes; elimination of wasteful/duplicative reviews and audits; emphasis on teamwork--all efforts must be perceived to add value by both sides and decisions are made by consensus; and synergy and the creation of a strong working trust between TRW and the DPRO. TOPS permits the adjustment of oversight resources when conditions change or when TRW systems performance indicate either an increase or decrease in surveillance is appropriate. Monthly Contractor Performance Assessments (CPA) are derived from a summary of supporting system level and process-level ratings obtained from objective process-level data. Tiered, objective, data-driven metrics are highly successful in achieving a cooperative and effective method of measuring performance. The teamwork-based culture developed by TOPS proved an unequaled success in removing adversarial relationships and creating an atmosphere of continuous improvement in quality processes at TRW. The new working relationship does not decrease the responsibility or authority of the DPRO to ensure contract compliance and it permits both parties to work more effectively to improve total quality and reduce cost. By emphasizing teamwork in developing a stronger approach to efficient management of the defense industrial base TOPS is a singular success.

Strand, Albert A.↗
NASA NTRS1993

Illness/injury pattern complex 40 (Titan)

On July 31, 1991, EG&G Medical began providing medical support at the Titan Area Clinic (TAC). The hours of operation are 0700-2300, Monday through Friday, with Emergency Medical Services (EMS) provided 24-hours a day, seven days a week. The TAC consists of a 10 x 10 ft section of a trailer that also houses Bechtel Safety. Supplies consisted of an examining table, an eye wash chair, first aid equipment, over-the-counter medications, spine boards, a portable rescuscitator, etc. All of the nurses are Advanced Cardiac Life Support (ACLS) certified. Although the Titan Area Clinic is strictly a first-aid station with no ACLS facilities on-site, it is staffed with an Occupational Health Nurse with ACLS certification. If ACLS or additional help is needed, the nurse activates EMS by dialing 911. The nurse responds to any medical problems or emergencies on the complex, but activates EMS prior to leaving the TAC. A Bechtel Safety Representative accompanies the nurse to the site and assists as needed. Other aspects of the complex and its functions are presented.

Blasdell, Sharon↗
NASA NTRS1993

Ames Fitness Program

The Ames Fitness Program services 5,000 civil servants and contractors working at Ames Research Center. A 3,000 square foot fitness center, equipped with cardiovascular machines, weight training machines, and free weight equipment is on site. Thirty exercise classes are held each week at the Center. A weight loss program is offered, including individual exercise prescriptions, fitness testing, and organized monthly runs. The Fitness Center is staffed by one full-time program coordinator and 15 hours per week of part-time help. Membership is available to all employees at Ames at no charge, and there are no fees for participation in any of the program activities. Prior to using the Center, employees must obtain a physical examination and complete a membership package. Funding for the Ames Fitness Program was in jeopardy in December 1992; however, the employees circulated a petition in support of the program and collected more than 1500 signatures in only three days. Funding has been approved through October 1993.

Pratt, Randy↗
NASA NTRS1993

An approach to the design of operations systems

The MultiMission Control Team (MMCT) consists of mission controllers which provides Real-Time operations support for the Mars Observer project. The Real-Time Operations task is to insure the integrity of the ground data system, to insure that the configuration is correct to support the mission, and to monitor the spacecraft for the Spacecraft Team. Operations systems are typically developed by adapting operations systems from previous projects. Problems tend to be solved empirically when they are either anticipated or observed in testing. This development method has worked in the past when time was available for extensive Ops testing. In the present NASA budget environment, a more cost conscious design approach has become necessary. Cost is a concern because operations is an ongoing, continuous activity. Reducing costs entails reducing staff. Reducing staffing levels potentially increases the risk of mission failure. Therefore, keeping track of the risk level is necessary.

Chafin, Roy L.↗