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Testing - Smart strategy for safety and mission quality

The paper is concerned with the need for a comprehensive test plan for the Space Station Freedom (SST) that would fully verify specification compliance and be based on an error budget. In particular, attention is given to some lessons learned from other NASA programs and the principal challenges for SSF testing, including phase C/D/E agreements, testing parameters, phase testing, and the human element. The importance of close teamwork between the NASA/Contractor systems engineers and assurance engineers is emphasized.

Rodney, George A.

The eighth NASA total quality management accomplishments report, 1990

The eighth annual accomplishments report provides numerous examples of quality strategies that have proven effective and efficient in a time when cost reduction is critical. NASA's continuous improvement efforts can provide insight for others to succeed in their own endeavors. The report covers: top management leadership and support, strategic planning, focus on the customer, employee training and recognition, employee empowerment and teamwork, measurement and analysis, and quality assurance.

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Space Station Facility government estimating

This new, unique Cost Engineering Report introduces the 800-page, C-100 government estimate for the Space Station Processing Facility (SSPF) and Volume IV Aerospace Construction Price Book. At the January 23, 1991, bid opening for the SSPF, the government cost estimate was right on target. Metric, Inc., Prime Contractor, low bid was 1.2 percent below the government estimate. This project contains many different and complex systems. Volume IV is a summary of the cost associated with construction, activation and Ground Support Equipment (GSE) design, estimating, fabrication, installation, testing, termination, and verification of this project. Included are 13 reasons the government estimate was so accurate; abstract of bids, for 8 bidders and government estimate with additive alternates, special labor and materials, budget comparison and system summaries; and comments on the energy credit from local electrical utility. This report adds another project to our continuing study of 'How Does the Low Bidder Get Low and Make Money?' which was started in 1967, and first published in the 1973 AACE Transaction with 18 ways the low bidders get low. The accuracy of this estimate proves the benefits of our Kennedy Space Center (KSC) teamwork efforts and KSC Cost Engineer Tools which are contributing toward our goals of the Space Station.

Brown, Joseph A.

Estimating and bidding for the Space Station Processing Facility

This new, unique Cost Engineering Report introduces the 800-page, C-100 government estimate for the Space Station Processing Facility (SSPF) and Volume IV Aerospace Construction Price Book. At the January 23, 1991, bid opening for the SSPF, the government cost estimate was right on target. Metric, Inc., Prime Contractor, low bid was 1.2 percent below the government estimate. This project contains many different and complex systems. Volume IV is a summary of the cost associated with construction, activation and Ground Support Equipment (GSE) design, estimating, fabrication, installation, testing, termination, and verification of this project. Included are 13 reasons the government estimate was so accurate; abstract of bids, for 8 bidders and government estimate with additive alternates, special labor and materials, budget comparison and system summaries; and comments on the energy credit from local electrical utility. This report adds another project to our continuing study of 'How Does the Low Bidder Get Low and Make Money?' which was started in 1967, and first published in the 1973 AACE Transaction with 10 more ways the low bidder got low. The accuracy of this estimate proves the benefits of our Kennedy Space Center (KSC) teamwork efforts and KSC Cost Engineer Tools which are contributing toward our goals of the Space Station.

Brown, Joseph A.

A systems engineering initiative for NASA's space communications

In addition to but separate from the Red and Blue Teams commissioned by the NASA Administrator, NASA's Associate Administrator for Space Communications commissioned a Blue Team to review the Office of Space Communications (Code O) Core Program and determine how the program could be conducted faster, better, and cheaper, without compromising safety. Since there was no corresponding Red Team for the Code O Blue Team, the Blue Team assumed a Red Team independent attitude and challenged the status quo. The Blue Team process and results are summarized. The Associate Administrator for Space Communications subsequently convened a special management session to discuss the significance and implications of the Blue Team's report and to lay the groundwork and teamwork for the next steps, including the transition from engineering systems to systems engineering. The methodology and progress toward realizing the Code O Family vision and accomplishing the systems engineering initiative for NASA's space communications are presented.

Hornstein, Rhoda S.

The dynamics of CRM attitude change: Attitude stability

Special training seminars in cockpit resource management (CRM) are designed to enhance crew effectiveness in multicrew air-transport cockpits. In terms of CRM, crew effectiveness is defined by teamwork rather than technical proficiency. These seminars are designed to promote factual learning, alter aviator attitudes, and motivate aviators to make use of what they have learned. However, measures of attitude change resulting from CRM seminars have been the most common seminar evaluation technique. The current investigation explores a broader range of attitude change parameters with specific emphasis on the stability of change between recurrent visits to the training center. This allows for a comparison of training program strengths in terms of seminar ability to effect lasting change.

Gregorich, Steven E.

Crew Selection and Training

This research addressed a number of issues relevant to the performance of teams in demanding environments. Initial work, conducted in the aviation analog environment, focused on developing new measures of performance related attitudes and behaviors. The attitude measures were used to assess acceptance of concepts related to effective teamwork and personal capabilities under stress. The behavioral measures were used to evaluate the effectiveness of flight crews operating in commercial aviation. Assessment of team issues in aviation led further to the evaluation and development of training to enhance team performance. Much of the work addressed evaluation of the effectiveness of such training, which has become known as Crew Resource Management (CRM). A second line of investigation was into personality characteristics that predict performance in challenging environments such as aviation and space. A third line of investigation of team performance grew out of the study of flight crews in different organizations. This led to the development of a theoretical model of crew performance that included not only individual attributes such as personality and ability, but also organizational and national culture. A final line of investigation involved beginning to assess whether the methodologies and measures developed for the aviation analog could be applied to another domain -- the performance of medical teams working in the operating room.

Helmreich, Robert L.

Howard University Energy Expert Systems Institute Summer Program (EESI)

Howard University, under the auspices of the Center for Energy Systems and Controls runs the Energy Expert Systems Institute (EESI) summer outreach program for high school/pre-college minority students. The main objectives are to introduce precollege minority students to research in the power industry using modern state-of-the-art technology such as Expert Systems, Fuzzy Logic and Artificial Neural Networks; to involve minority students in space power management, systems and failure diagnosis; to generate interest in career options in electrical engineering; and to experience problem-solving in a teamwork environment consisting of faculty, senior research associates and graduate students. For five weeks the students are exposed not only to the exciting experience of college life, but also to the inspiring field of engineering, especially electrical engineering. The program consists of lectures in the fundamentals of engineering, mathematics, communication skills and computer skills. The projects are divided into mini and major. Topics for the 1995 mini projects were Expert Systems for the Electric Bus and Breast Cancer Detection. Topics on the major projects include Hybrid Electric Vehicle, Solar Dynamics and Distribution Automation. On the final day, designated as 'EESI Day' the students did oral presentations of their projects and prizes were awarded to the best group. The program began in the summer of 1993. The reaction from the students has been very positive. The program also arranges field trips to special places of interest such as the NASA Goddard Space Center.

Momoh, James A.

One for All: Maintaining a Single Schedule Database for Large Development Projects

Efficiently maintaining and controlling a single schedule database in an Integrated Product Team environment is a significant challenge. It's accomplished effectively with the right combination of tools, skills, strategy, creativity, and teamwork. We'll share our lessons learned maintaining a 20,000 plus task network on a 36 month project.

Hilscher, R.

Autonomy Architectures for a Constellation of Spacecraft

Until the past few years, missions typically involved fairly large expensive spacecraft. Such missions have primarily favored using older proven technologies over more recently developed ones, and humans controlled spacecraft by manually generating detailed command sequences with low-level tools and then transmitting the sequences for subsequent execution on a spacecraft controller. This approach toward controlling a spacecraft has worked spectacularly on previous missions, but it has limitations deriving from communications restrictions - scheduling time to communicate with a particular spacecraft involves competing with other projects due to the limited number of deep space network antennae. This implies that a spacecraft can spend a long time just waiting whenever a command sequence fails. This is one reason why the New Millennium program has an objective to migrate parts of mission control tasks onboard a spacecraft to reduce wait time by making spacecraft more robust. The migrated software is called a "remote agent" and has 4 components: a mission manager to generate the high level goals, a planner/scheduler to turn goals into activities while reasoning about future expected situations, an executive/diagnostics engine to initiate and maintain activities while interpreting sensed events by reasoning about past and present situations, and a conventional real-time subsystem to interface with the spacecraft to implement an activity's primitive actions. In addition to needing remote planning and execution for isolated spacecraft, a trend toward multiple-spacecraft missions points to the need for remote distributed planning and execution. The past few years have seen missions with growing numbers of probes. Pathfinder has its rover (Sojourner), Cassini has its lander (Huygens), and the New Millenium Deep Space 3 (DS3) proposal involves a constellation of 3 spacecraft for interferometric mapping. This trend is expected to continue to progressively larger fleets. For example, one mission proposed to succeed DS3 would have 18 spacecraft flying in formation in order to detect earth-sized planets orbiting other stars. A proposed magnetospheric constellation would involve 5 to 500 spacecraft in Earth orbit to measure global phenomena within the magnetosphere. This work describes and compares three autonomy architectures for a system that continuously plans to control a fleet of spacecraft using collective mission goals instead of goals or command sequences for each spacecraft. A fleet of self-commanding spacecraft would autonomously coordinate itself to satisfy high level science and engineering goals in a changing partially-understood environment making feasible the operation of tens or even a hundred spacecraft (such as for interferometry or plasma physics missions). The easiest way to adapt autonomous spacecraft research to controlling constellations involves treating the constellation as a single spacecraft. Here one spacecraft directly controls the others as if they were connected. The controlling "master" spacecraft performs all autonomy reasoning, and the slaves only have real-time subsystems to execute the master's commands and transmit local telemetry/observations. The executive/diagnostics module starts actions and the master's real-time subsystem controls the action either locally or remotely through a slave. While the master/slave approach benefits from conceptual simplicity, it relies on an assumption that the master spacecraft's executive can continuously monitor the slaves' real-time subsystems, and this relies on high-bandwidth highly-reliable communications. Since unintended results occur fairly rarely, one way to relax the bandwidth requirements involves only monitoring unexpected events in spacecraft. Unfortunately, this disables the ability to monitor for unexpected events between spacecraft and leads to a host of coordination problems among the slaves. Also, failures in the communications system can result in losing slaves. The other two architectures improve robustness while reducing communications by progressively distributing more of the other three remote agent components across the constellation. In a teamwork architecture, all spacecraft have executives and real-time subsystems - only the leader has the planner/scheduler and mission manager. Finally, distributing all remote agent components leads to a peer-to-peer approach toward constellation control.

Barrett, Anthony

Psychological Selection of NASA Astronauts for International Space Station Missions

During the upcoming manned International Space Station (ISS) missions, astronauts will encounter the unique conditions of living and working with a multicultural crew in a confined and isolated space environment. The environmental, social, and mission-related challenges of these missions will require crewmembers to emphasize effective teamwork, leadership, group living and self-management to maintain the morale and productivity of the crew. The need for crew members to possess and display skills and behaviors needed for successful adaptability to ISS missions led us to upgrade the tools and procedures we use for astronaut selection. The upgraded tools include personality and biographical data measures. Content and construct-related validation techniques were used to link upgraded selection tools to critical skills needed for ISS missions. The results of these validation efforts showed that various personality and biographical data variables are related to expert and interview ratings of critical ISS skills. Upgraded and planned selection tools better address the critical skills, demands, and working conditions of ISS missions and facilitate the selection of astronauts who will more easily cope and adapt to ISS flights.

Galarza, Laura

Human-Centered Design for the Personal Satellite Assistant

The Personal Satellite Assistant (PSA) is a softball-sized flying robot designed to operate autonomously onboard manned spacecraft in pressurized micro-gravity environments. We describe how the Brahms multi-agent modeling and simulation environment in conjunction with a KAoS agent teamwork approach can be used to support human-centered design for the PSA.

Bradshaw, Jeffrey M.

ScienceDesk Project Overview

NASA's ScienceDesk Project at the Ames Research Center is responsible for scientific knowledge management which includes ensuring the capture, preservation, and traceability of scientific knowledge. Other responsibilities include: 1) Maintaining uniform information access which is achieved through intelligent indexing and visualization, 2) Collaborating both asynchronous and synchronous science teamwork, 3) Monitoring and controlling semi-autonomous remote experimentation.

Keller, Richard M.

Four Generations of Maintenance Resource Management Programs in the United States: An Analysis of the Past, Present, and Future

This paper analyzes four generations of Maintenance Resource Management (MRM) programs implemented by aviation maintenance organizations in the United States. Data collected from over ten years of survey research and field observations are used for this analysis; they are presented in a case-study format. The first three generations of MRM programs were episodic efforts to increase safety through teamwork, focus group discussions, and awareness courses, respectively. Now, the fourth generation programs, characterized by a commitment to long-term communication and behavioral changes in maintenance, are set to build on those earlier generations, toward a culture of mutual trust between mechanics, their managers, and regulators.

Taylor, James C.

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.

Pittsburgh Public School District / Carnegie Mellon University Robotics Team Participation in the US First Competition

FIRST, For Inspiration and Recognition of Science and Technology, is an international program designed to encourage junior and senior high school students to participate in science and technology related activities. FIRST attempts to increase enthusiasm for technology by providing a competitive environment in which to demonstrate robotics technology designed for a particular set of tasks. Carnegie Mellon University provided student members of the project the opportunity to complete the design, construction, testing, and operation of a robot. Electrical, mechanical, and programming skills were stressed, with both adult and senior students acting as mentors for more junior members. Teamwork and integration was also stressed in order to provide students with a realistic feel for project-based work. Finally, an emphasis was placed on recruiting students with greater difficulty in entering technological fields: girls and ethnic minorities and students leaning toward humanities (especially art). Carnegie Mellon built a relationship with Taylor Allderdice High School that lasted four years. For four years, the success of the project increased each year. Each term, the students successfully designed and built a working robot that could fully participate in the competition. The enthusiasm of the students has been the cornerstone of the recruit of new students, keeping the project growing and vital. Carnegie Mellon's participation with Allderdice has been an overall great success.

Stroupe, Ashley

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

Airline Crew Training

The discovery that human error has caused many more airline crashes than mechanical malfunctions led to an increased emphasis on teamwork and coordination in airline flight training programs. Human factors research at Ames Research Center has produced two crew training programs directed toward more effective operations. Cockpit Resource Management (CRM) defines areas like decision making, workload distribution, communication skills, etc. as essential in addressing human error problems. In 1979, a workshop led to the implementation of the CRM program by United Airlines, and later other airlines. In Line Oriented Flight Training (LOFT), crews fly missions in realistic simulators while instructors induce emergency situations requiring crew coordination. This is followed by a self critique. Ames Research Center continues its involvement with these programs.

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