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NASA NTRS2011

A Team Mental Model Perspective of Pre-Quantitative Risk

This study was conducted to better understand how teams conceptualize risk before it can be quantified, and the processes by which a team forms a shared mental model of this pre-quantitative risk. Using an extreme case, this study analyzes seven months of team meeting transcripts, covering the entire lifetime of the team. Through an analysis of team discussions, a rich and varied structural model of risk emerges that goes significantly beyond classical representations of risk as the product of a negative consequence and a probability. In addition to those two fundamental components, the team conceptualization includes the ability to influence outcomes and probabilities, networks of goals, interaction effects, and qualitative judgments about the acceptability of risk, all affected by associated uncertainties. In moving from individual to team mental models, team members employ a number of strategies to gain group recognition of risks and to resolve or accept differences.

Cooper, Lynne P.↗

NASA NTRS2009

Spreadsheets in Team X: Preserving Order in an Inherently Chaotic Environment

JPL is NASA's prime center for deep space missions. In response to the need to reduce the cost and time to complete early concept studies and proposals JPL created the first concurrent engineering team in the aerospace industry: Team X. Started in 1995, Team X has carried out over 800 studies, dramatically reducing the time and cost involved, and has been the model for other concurrent engineering teams both within NASA and throughout the larger aerospace community. Since its inception, the software backbone of this highly successful design team - engaged in examining some of NASA's cutting edge concepts - has been the unassuming spreadsheet. Over the years the Team X spreadsheet-based tools have evolved from simple standalone engineering models into a networked spreadsheet intensive system with real time parameter updating. Recent new capabilities include stochastic cost estimation and a graphical drag and drop block diagram that automatically populates the related spreadsheet parameters of cost, mass and power. This paper describes how the spreadsheet functions within Team X: its history, architecture, current capabilities, enabling strengths and persistent weaknesses. In addition, the verification methods and institutional oversight that have evolved as the Team X products became increasingly critical to Laboratory success are also discussed.

concurrent engineering↗

NASA NTRS2015

Risk of Performance and Behavioral Health Decrements Due to Inadequate Cooperation, Coordination, Communication, and Psychosocial Adaptation within a Team

A team is defined as: "two or more individuals who interact socially and adaptively, have shared or common goals, and hold meaningful task interdependences; it is hierarchically structured and has a limited life span; in it expertise and roles are distributed; and it is embedded within an organization/environmental context that influences and is influenced by ongoing processes and performance outcomes" (Salas, Stagl, Burke, & Goodwin, 2007, p. 189). From the NASA perspective, a team is commonly understood to be a collection of individuals that is assigned to support and achieve a particular mission. Thus, depending on context, this definition can encompass both the spaceflight crew and the individuals and teams in the larger multi-team system who are assigned to support that crew during a mission. The Team Risk outcomes of interest are predominantly performance related, with a secondary emphasis on long-term health; this is somewhat unique in the NASA HRP in that most Risk areas are medically related and primarily focused on long-term health consequences. In many operational environments (e.g., aviation), performance is assessed as the avoidance of errors. However, the research on performance errors is ambiguous. It implies that actions may be dichotomized into "correct" or "incorrect" responses, where incorrect responses or errors are always undesirable. Researchers have argued that this dichotomy is a harmful oversimplification, and it would be more productive to focus on the variability of human performance and how organizations can manage that variability (Hollnagel, Woods, & Leveson, 2006) (Category III1). Two problems occur when focusing on performance errors: 1) the errors are infrequent and, therefore, difficult to observe and record; and 2) the errors do not directly correspond to failure. Research reveals that humans are fairly adept at correcting or compensating for performance errors before such errors result in recognizable or recordable failures. Astronauts are notably adept high performers. Most failures are recorded only when multiple, small errors occur and humans are unable to recognize and correct or compensate for these errors in time to prevent a failure (Dismukes, Berman, Loukopoulos, 2007) (Category III). More commonly, observers record variability in levels of performance. Some teams commit no observable errors but fail to achieve performance objectives or perform only adequately, while other teams commit some errors but perform spectacularly. Successful performance, therefore, cannot be viewed as simply the absence of errors or the avoidance of failure Johnson Space Center (JSC) Joint Leadership Team, 2008). While failure is commonly attributed to making a major error, focusing solely on the elimination of error(s) does not significantly reduce the risk of failure. Failure may also occur when performance is simply insufficient or an effort is incapable of adjusting sufficiently to a contextual change (e.g., changing levels of autonomy).

Landon, Lauren Blackwell↗

NASA NTRS2015

Essentials for Team Based Rehearsals and the Differences Between Earth Orbiting and Deep Space Missions

The mission readiness environment is where spacecraft and ground systems converge to form the entire as built flight system for the final phase of operationally-themed testing. For most space missions, this phase starts between nine to twelve months prior to the planned launch. In the mission readiness environment, the goal is to perform sufficient testing to exercise the flight teams and systems through all mission phases in order to demonstrate that all elements are ready to support. As part of the maturation process, a mission rehearsal program is introduced to focus on team processes within the final flight system, in a more realistic operational environment. The overall goal for a mission rehearsal program is to: 1) ensure all flight system elements are able to meet mission objectives as a cohesive team; 2) reduce the risk in space based operations due to deficiencies in people, processes, procedures, or systems; and 3) instill confidence in the teams that will execute these first time flight activities. A good rehearsal program ensures critical events are exercised, discovers team or flight system nuances whose impact were previously unknown, and provides a real-time environment in which to interact with the various teams and systems. For flight team members, the rehearsal program provides experience and training in the event of planned (or unplanned) flight contingencies. To preserve the essence for team based rehearsals, this paper will explore the important elements necessary for a successful rehearsal program, document differences driven by Earth Orbiting (Aqua, Aura, Suomi-National Polar-orbiting Partnership (NPP)) and Deep Space missions (New Horizons, Mars Atmosphere and Volatile EvolutioN (MAVEN)) and discuss common challenges to both mission types. In addition, large scale program considerations and enhancements or additional steps for developing a rehearsal program will also be considered. For NASA missions, the mission rehearsal phase is a key milestone for predicting and ensuring on-orbit success.

Gomez-Rosa, Carlos↗

NASA NTRS2021

What Makes Hybrid Concurrent Engineering Teams Work and Not Work: A Theoretical Analysis

Aerospace concurrent engineering teams (CETs) have been around since 1995 and have evolved into various shapes and forms. Historically, CETs have been designed to function with all team members physically collocated. In order to continue operating during the coronavirus pandemic, these teams have had to become fully distributed in 2020. Previously, distributed CETs were predicted to be considerably less efficient than traditional CETs. However, at JPL studies are being successfully run at peak rate in a distributed mode. As nominal working conditions resume after the pandemic, a major question is whether these teams must go back to being fully collocated or if they can become successful hybrid teams, with half or more of the engineers working remotely. In order to address this question, it is important to understand the key characteristics that make a CET more likely to be successful in a remote mode. This paper revisits a framework for characterizing concurrent engineering teams, providing a means to describe and compare the behavior of concurrent engineering teams in various settings [1], and uses the framework to make recommendations for future hybrid teams.

Chattopadhyay, Debarati↗

NASA NTRSDate not supplied

A Study of the Curation Protocol by Sample Analysis Working Team (SAWT) in Martian Moons eXploration (MMX) Project

Japan Aerospace Exploration Agency (JAXA) will launch a spacecraft in 2024 for a sample return mission from Phobos (Martian Moons eXploration: MMX). The major scientific goals of MMX are to constrain (1) the origin of Phobos and Deimos and (2) the evolution of the Mars-moon system [1]. The touchdown operations are planned to be performed twice at different landing sites on the Phobos surface to collect > 10 g of the surface materials [2]. After the return to the Earth, the Phobos samples will be collected from the individual sample canisters and introduced to the clean chamber installed at ISAS (Institute of Space and Astronautical Science). The Sample Analysis Working Team (SAWT) of MMX designed the procedure of Phobos sample analysis mainly conducted by the initial analysis teams [3]. For the next step, the SAWT will define the procedure of the curation process (mostly non-destructive analysis) of the Phobos samples, which will be presented here. The protocols of the Phobos sample curation is illustrated in figure 1. First, the headspace gas from the sample container will be collected during the Quick Analysis phase. The Quick Analysis will be operated by the sampler and curation teams in ISAS/JAXA. The terrestrial leak and contamination from the sampling systems will be tested using a quadrupole mass spectrometer equipped with a gas sampling system. Second, the bulk Phobos sample will be observed in the clean chamber under purified-N2 gas with an ambient condition (Pre-basic Characterization). This phase will be operated by the curation team in ISAS/JAXA and the instrument team of the MMX mission. The consistency between the data from the instruments in the clean chamber and the spacecraft will then be evaluated. Subsequently, the curation will distribute the small amount of Phobos samples to the Initial analysis team of MMX to conduct the "Preliminary Examination". The objectives of the preliminary examination are to provide (1) feedback on the subsequent sample allocation process, (2) preliminary scientific results that will address parts of MMX mission goals, and (3) evaluation of the sampling system and terrestrial alteration on Phobos samples. Because multiple models are proposed for the origin of Phobos [1] (e.g., giant impact, the capture of asteroids), the chemical and mineralogical characteristics of Phobos must be assessed before the allocation of the samples to the individual initial analysis teams. Simultaneously, the curation team in JAXA will observe the individual grains and aliquots of the samples in the clean chamber (Basic Characterization).

R Fukai↗

DOE OSTI2020

ESGF project plan for ramping down development activities and transition the project and data to a new team

This document summarizes the current software development activities carried by the ESGF team with planned delivery dates before the transition of the project to a new team. The work we started on the publishing, search and retrieval, and the backend for indexing and data management that can be deployed using Kubernetes are planned to be delivered within the next three months; however, this assumes that the current team members will continue to work on the project. The activities are listed in Table 1 by priority and in case we lose team members, development of lower priority tasks can be paused and passed to the new team with its current status. Team members can be re-assigned based on their availability and transition work needed. Table 2 below describe activities necessary to help project transition to the new team. Deadlines for these activities are before October 1 st of 2022 or the completion of a successful transition. Support during the transition period assumes that we will have 3 key ESGF members and the ESGF PI supported at the 50% level or less for the duration of the transition. The level of support is an estimate, and it depends on several factors that cannot be decided at this time. The total cost of the proposed work and support activities for fiscal year 2021 is $1,270K with $230K carry over to fiscal year 2022. The cost for the support work listed in Table 2 is the sum of the two rows “HW support” and “project support, maintenance, and transition efforts”, colored blue, in Table1 which adds up to $720K. This cost is included in the $1,270K cost in table 1.

97 MATHEMATICS AND COMPUTING↗

NASA NTRS1998

Teaching Engineering Students Team Work

The purpose of this manual is to provide professor's in engineering classes which the background necessary to use student team projects effectively. This manual describes some of the characteristics of student teams and how to use them in class. It provides a set of class activities and films which can be used to introduce and support student teams. Finally, a set of teaching modules used in freshmen, sophomore, and senior aeronautical engineering classes are presented. This manual was developed as part of a NASA sponsored project to improve the undergraduate education of aeronautical engineers. The project has helped to purchase a set of team work films which can be checked out from Cal Poly's Learning Resources Center in the Kennedy Library. Research for this project has included literature reviews on team work and cooperative learning; interviews, observations, and surveys of Cal Poly students from Industrial and Manufacturing Engineering, Aeronautical Engineering and Psychology; participation in the Aeronautical Engineering senior design lab; and interviews with engineering faculty. In addition to this faculty manual, there is a student team work manual which has been designed to help engineering students work better in teams.

Levi, Daniel↗

NASA NTRS2002

NASA Microgravity Science Competition for High-school-aged Student Teams

NASA participates in a wide variety of educational activities including competitive events. There are competitive events sponsored by NASA and student teams which are mentored by NASA centers. This participation by NASA in public forums serves to bring the excitement of aerospace science to students and educators. A new competition for highschool-aged student teams involving projects in microgravity has completed two pilot years and will have national eligibility for teams during the 2002-2003 school year. A team participating in the Dropping In a Microgravity Environment will research the field of microgravity, develop a hypothesis, and prepare a proposal for an experiment to be conducted in a microgravity drop tower facility. A team of NASA scientists and engineers will select the top proposals and those teams will then design and build their experiment apparatus. When the experiment apparatus are completed, team representatives will visit NASA Glenn in Cleveland, Ohio for operation of their facility and participate in workshops and center tours. Presented in this paper will be a description of DIME, an overview of the planning and execution of such a program, results from the first two pilot years, and a status of the first national competition.

DeLombard, Richard↗

NASA NTRS2009

Experience as Knowledge in a New Product Development Team: Implications for Knowledge Management

This study was conducted to better understand how New Product Development (NPD) team members apply their experiences to meet the task needs of their project. Although "experience" is highly valued in team members, little research has looked specifically at experiences as a type of knowledge, and how this knowledge is used in work settings. This research evaluated nearly 200 instances where team members referenced past experiences during team meetings. During these experience exchanges, team members structured the sharing of their experiences to include three common elements: the source of the experience, the nature of the experience, and the degree of relevance to the current work of the team. The experiences fell into four categories: people (relationships), process, product, and politics. This paper describes how team members structured, applied, and integrated their individual experiences and presents the resulting implications for knowledge management systems that wish to exploit experience knowledge.

Cooper, Lynne P.↗

NASA NTRS2018

Aeronautics Autonomy Testbed Capability (AATC) Team Developed Concepts

In 2015, the National Aeronautics and Space Administration (NASA) formed a multi-center, interdisciplinary team of engineers from three different aeronautics research centers who were tasked with improving NASA autonomy research capabilities. This group was subsequently named the Aeronautics Autonomy Testbed Capability (AATC) team. To aid in confronting the autonomy research directive, NASA contracted IDEO, a design firm, to provide consultants and guides to educate NASA engineers through the practice of design thinking, which is an unconventional method for aerospace design processes. The team then began learning about autonomy research challenges by conducting interviews with a diverse group of researchers and pilots, military personnel and civilians, experts and amateurs. Part of this design thinking process involved developing ideas for products or programs known as concepts that could enable real world fulfillment of the most important latent needs identified through analysis of the interviews. The concepts are intended to be sacrificial, intermediate steps in the design thinking process and are presented in this report to record the efforts of the AATC group. Descriptions are provided in present tense to allow for further ideation and imagining the concept as reality as was attempted during the teams discussions and interviews. This does not indicate that the concepts are actually in practice within NASA though there may be similar existing programs independent of AATC. These concepts were primarily created at two distinct stages during the design thinking process. After the initial interviews, there was a workshop for concept development and the resulting ideas are shown in this work as from the First Round. As part of succeeding interviews, the team members presented the First Round concepts to refine the understanding of existing research needs. This knowledge was then used to generate an additional set of concepts denoted as the Second Round. Some concepts were created by a single person in a few minutes while others were refined by the entire team over several weeks. Thus, certain ideas are more detailed than others but those from the second round are not necessarily more comprehensive than the first round concepts. Primarily, as reported here in the Second Round section, the designs serve to encompass more of the high level end user research needs which were not necessarily known to the team during the prior workshop. In the figures provided throughout this report, illustrations are often provided to represent a concept. Nearly all of the images are informal sketches or renderings and this casualness should, hopefully, not be held to negate the potential insights available within the concepts.

Smith, Phillip J.↗

NASA NTRSDate not supplied

Predicting Team Functioning in Long Term Space Missions Using Acoustic and Linguistic Measures

Maintaining optimal team functioning is critical for long-duration space exploration missions, yet traditional monitoring methods, such as self-reports and wearable sensors, often impose operational burdens or suffer from bias. This paper investigates a non-intrusive speech-based artificial intelligence (AI) framework to predict degradations in team functioning using data from the Human Exploration Research Analog (HERA) of the U.S. National Aeronautics and Space Administration (NASA). Using acoustic features, linguistic descriptors, and semantic embeddings, we evaluate static non-linear and temporal machine learning models to predict both objective (task accuracy) and subjective (self-reported efficacy and cohesion) team functioning outcomes. Results indicate that temporal models outperform static approaches, with prediction of objective task accuracy in Team Interaction Battery (TIB) improving from near chance to 71%. Self-reported outcomes, including team efficacy and cohesion, are predicted more reliably than task performance, achieving balanced accuracies of up to 85.56% and 78.12%, respectively, and are found to be most strongly associated with acoustic features. In a second interdependent task, the MMSEV–EVA, accuracies of up to 78% are achieved using temporal models with acoustic features. Furthermore, incorporating just 1–2 days of team-specific historical data systematically improved performance, and acoustic markers from informal pre-task interactions provided modest predictive gains. Finally, while automated preprocessing yielded viable accuracy, humancorrected data provided moderate performance gains, though transcription error rates did not significantly correlate with model performance. These findings highlight the potential of speech as a passive, high-fidelity monitoring tool for autonomous habitats.

Temporal modeling↗

NASA NTRS1995

Report of the Space Shuttle Management Independent Review Team

At the request of the NASA Administrator a team was formed to review the Space Shuttle Program and propose a new management system that could significantly reduce operating costs. Composed of a group of people with broad and extensive experience in spaceflight and related areas, the team received briefings from the NASA organizations and most of the supporting contractors involved in the Shuttle Program. In addition, a number of chief executives from the supporting contractors provided advice and suggestions. The team found that the present management system has functioned reasonably well despite its diffuse structure. The team also determined that the shuttle has become a mature and reliable system, and--in terms of a manned rocket-propelled space launch system--is about as safe as today's technology will provide. In addition, NASA has reduced shuttle operating costs by about 25 percent over the past 3 years. The program, however, remains in a quasi-development mode and yearly costs remain higher than required. Given the current NASA-contractor structure and incentives, it is difficult to establish cost reduction as a primary goal and implement changes to achieve efficiencies. As a result, the team sought to create a management structure and associated environment that enables and motivates the Program to further reduce operational costs. Accordingly, the review team concluded that the NASA Space Shuttle Program should (1) establish a clear set of program goals, placing a greater emphasis on cost-efficient operations and user-friendly payload integration; (2) redefine the management structure, separating development and operations and disengaging NASA from the daily operation of the space shuttle; and (3) provide the necessary environment and conditions within the program to pursue these goals.

Source record↗

NASA NTRS1998

Development of a Search and Rescue Simulation to Study the Effects of Prolonged Isolation on Team Decision Making

The goals of this project were to identify and investigate aspects of team and individual decision-making and risk-taking behaviors hypothesized to be most affected by prolonged isolation. A key premise driving our research approach is that effects of stressors that impact individual and team cognitive processes in an isolated, confined, and hazardous environment will be projected onto the performance of a simulation task. To elicit and investigate these team behaviors we developed a search and rescue task concept as a scenario domain that would be relevant for isolated crews. We modified the Distributed Dynamic Decision-making (DDD) simulator, a platform that has been extensively used for empirical research in team processes and taskwork performance, to portray the features of a search and rescue scenario and present the task components incorporated into that scenario. The resulting software is called DD-Search and Rescue (Version 1.0). To support the use of the DDD-Search and Rescue simulator in isolated experiment settings, we wrote a player's manual for teaching team members to operate the simulator and play the scenario. We then developed a research design and experiment plan that would allow quantitative measures of individual and team decision making skills using the DDD-Search and Rescue simulator as the experiment platform. A description of these activities and the associated materials that were produced under this contract are contained in this report.

Entin, Elliot E.↗

NASA NTRS1999

The Human Powered Submarine Team of Virginia Tech Propulsion System Design Final Report

The Human Powered Submarine Team has been in existence at Virginia Tech since its conception in 1993. Since then, it has served as a way for engineering students from many different disciplines to implement design conception and realization. The first submarine built was Phantom 1, a two-man submarine made of fiberglass. After construction was complete, Phantom 1 was ready for racing, but, unfortunately, suffered fatal problems come race time. The submarine team slowed down a bit after experiencing racing problems, but was revived in 1995 when design efforts for a new two-man submarine, the Phantom 2 commence. The propulsion system consisted of a chain and gear drive system using an ultra-light helicopter tail rotor for a propeller. Although the team learned valuable lessons as a result of Phantom 1's problems, Phantom 2 still experiences problems at races. After various parts of Phantom 2 are redesigned, it is once again ready for racing and proves that the redesign was well worth the time and effort. In 1997, Phantom 2 not only finishes its first race, held in San Diego, California, but comes in third. This success sparks yet another revival of the submarine team and design for the team's current project, the Phantom 3, a one-man submarine, is started. In 1998, the plug for Phantom 3 is built and the hull is constructed. With so many past problems from which to learn, Phantom 3 promises to be the fastest and best-designed submarine the team has developed thus far. The current speed world-record is 7 knots.

An, Eric↗

NASA NTRS1998

Flying Cassini with Virtual Operations Teams

The Cassini Program's challenge is to fly a large, complex mission with a reduced operations budget. A consequence of the reduced budget is elimination of the large, centrally located group traditionally used for uplink operations. Instead, responsibility for completing parts of the uplink function is distributed throughout the Program. A critical strategy employed to handle this challenge is the use of Virtual Uplink Operations Teams. A Virtual Team is comprised of a group of people with the necessary mix of engineering and science expertise who come together for the purpose of building a specific uplink product. These people are drawn from throughout the Cassini Program and participate across a large geographical area (from Germany to the West coast of the USA), covering ten time zones. The participants will often split their time between participating in the Virtual Team and accomplishing their core responsibilities, requiring significant planning and time management. When the particular uplink product task is complete, the Virtual Team disbands and the members turn back to their home organization element for future work assignments. This time-sharing of employees is used on Cassini to build mission planning products, via the Mission Planning Virtual Team, and sequencing products and monitoring of the sequence execution, via the Sequence Virtual Team. This challenging, multitasking approach allows efficient use of personnel in a resource constrained environment.

Dodd, Suzanne↗

NASA NTRS2001

Training to Enhance Design Team Performance: A Cure for Tunnel Vision

Design Team performance is a function of the quality and degree of academic training and the cumulative, learned experience of the individual members of the team. Teamwork, leadership, and communications certainly are factors that affect the measure of the performance of the team, but they are not addressed here. This paper focuses on accelerating the learned experience of team members and describes an organizational approach that can significantly increase the effective experience level for any engineering design team. The performance measure of the whole team can be increased by increasing the engineering disciplines' cross awareness of each other and by familiarizing them with their affect at the system level. Discipline engineers know their own discipline well, but typically are not intimately familiar with their technical interaction with and dependencies on all the other disciplines of engineering. These dependencies are design integration functions and are worked out well by the discipline engineers as long as they are involved in the design of types of systems that they have experience with.

Parker, James W.↗

NASA NTRS2003

Capabilities of the Materials Contamination Team at Marshall Space Flight Center

The Materials Contamination Team of the Environmental Effects Group, Materials, Processes, and Manufacturing Department, has been recognized for its contribution to space flight, including space transportation, space science and flight projects, such as the reusable solid rocket motor, Chandra X-Ray Observatory, and the International Space Station. The Materials Contamination Team s realm of responsibility encompasses all phases of hardware development including design, manufacturing, assembly, test, transportation, launch-site processing, on-orbit exposure, return, and refurbishment if required. Contamination is a concern in the Space Shuttle with sensitivity bondlines and reactive fluid (liquid oxygen) compatibility as well as for sensitive optics, particularly spacecraft such as Hubble Space Telescope and Chandra X-Ray Observatory. The Materials Contamination Team has a variety of facilities and instrumentation capable of contaminant detection identification, and monitoring. The team addresses material applications dealing with environments, including production facilities, clean rooms, and on-orbit exposure. The team of engineers and technicians also develop and evaluates new surface cleanliness inspection technologies. Databases are maintained by the team for proces! materials as well as outgassing and optical compatibility test results for specific environments.

Burns, H. D.↗