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At least 91 records · Page 5

Limiting Future Collision Risk to Spacecraft: An Assessment of NASA's Meteoroid and Orbital Debris Programs

Over the past 50 years, various NASA communities have contributed significantly to maturing NASA s meteoroid and orbital debris (MMOD)1 programs to their current state. As a result of these community efforts, and to NASA s credit, NASA s MMOD programs and models are now widely used and respected by the providers and users of both government and commercial satellites, nationally as well as internationally. Satellites have been redesigned to protect critical components from MMOD damage by moving critical components from exterior surfaces to deep inside a satellite s structure. Orbits are monitored and altered to minimize the risk of collision with tracked orbital debris. MMOD shielding added to the International Space Station (ISS) protects critical components and astronauts from potentially catastrophic damage that might result from smaller, untracked debris and meteoroid impacts. The space shuttle, as it orbited Earth, and whether docked to the ISS or not, was optimally oriented to protect its fragile thermal protection and thermal radiation systems from MMOD damage. In addition, astronauts inspected its thermal protection system for MMOD damage before the shuttle reentered Earth s atmosphere; Orion, NASA s capsule to carry astronauts to low Earth orbit, includes designs to mitigate the threat of MMOD damage and provide increased safety to the crew. When a handful of reasonable assumptions are used in NASA s MMOD models, scenarios are uncovered that conclude that the current orbital debris environment has already reached a "tipping point." That is, the amount of debris - in terms of the population of large debris objects, as well as overall mass of debris in orbit - currently in orbit has reached a threshold where it will continually collide with itself, further increasing the population of orbital debris. This increase will lead to corresponding increases in spacecraft failures, which will only create more feedback into the system, increasing the debris population growth rate. The increase thus far has been most rapid in low Earth orbit (LEO), with geosynchronous Earth orbits (GEOs) potentially suffering the same fate, but over a much longer time period. The exact timing and pace of this exponential growth are uncertain, but the serious implications of such a scenario require careful attention because of the strategic importance of U.S. space operations. The Office of Science and Technology Policy and the Office of Management and Budget contracted with the National Research Council for a study to perform three tasks: review NASA s MMOD programs and efforts, recommend in which of those NASA should increase or decrease its effort or change focus, and determine whether NASA should pursue work in any new MMOD areas. The official letter requesting the study and the full statement of task for the Committee for the Assessment of NASA s Orbital Debris Programs are in Appendixes A and B, respectively.

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NASA Glenn Research Center Support of the ASRG Project

A high efficiency radioisotope power system is being developed for long-duration NASA space science missions. The U.S. Department of Energy (DOE) managed a flight contract with Lockheed Martin Space Systems Company (LMSSC) to build Advanced Stirling Radioisotope Generators (ASRGs), with support from NASA Glenn Research Center (GRC). Sunpower Inc. held two parallel contracts to produce Advanced Stirling Convertors (ASCs), one with DOELockheed Martin to produce ASC-F flight units, and one with GRC for the production of ASC-E3 engineering unit pathfinders that are built to the flight design. In support of those contracts, GRC provided testing, materials expertise, government furnished equipment, inspections, and related data products to DOELockheed Martin and Sunpower. The technical support includes material evaluations, component tests, convertor characterization, and technology transfer. Material evaluations and component tests have been performed on various ASC components in order to assess potential life-limiting mechanisms and provide data for reliability models. Convertor level tests have been used to characterize performance under operating conditions that are representative of various mission conditions. Technology transfers enhanced contractor capabilities for specialized production processes and tests. Despite termination of flight ASRG contract, NASA continues to develop the high efficiency ASC conversion technology under the ASC-E3 contract. This paper describes key government furnished services performed for ASRG and future tests used to provide data for ongoing reliability assessments.

Technology Transfer↗

NASA Glenn Research Center Support of the Advanced Stirling Radioisotope Generator Project

A high-efficiency radioisotope power system was being developed for long-duration NASA space science missions. The U.S. Department of Energy (DOE) managed a flight contract with Lockheed Martin Space Systems Company to build Advanced Stirling Radioisotope Generators (ASRGs), with support from NASA Glenn Research Center. DOE initiated termination of that contract in late 2013, primarily due to budget constraints. Sunpower, Inc., held two parallel contracts to produce Advanced Stirling Convertors (ASCs), one with Lockheed Martin to produce ASC-F flight units, and one with Glenn for the production of ASC-E3 engineering unit "pathfinders" that are built to the flight design. In support of those contracts, Glenn provided testing, materials expertise, Government-furnished equipment, inspection capabilities, and related data products to Lockheed Martin and Sunpower. The technical support included material evaluations, component tests, convertor characterization, and technology transfer. Material evaluations and component tests were performed on various ASC components in order to assess potential life-limiting mechanisms and provide data for reliability models. Convertor level tests were conducted to characterize performance under operating conditions that are representative of various mission conditions. Despite termination of the ASRG flight development contract, NASA continues to recognize the importance of high-efficiency ASC power conversion for Radioisotope Power Systems (RPS) and continues investment in the technology, including the continuation of the ASC-E3 contract. This paper describes key Government support for the ASRG project and future tests to be used to provide data for ongoing reliability assessments.

Technology Transfer↗

Hardware Assessment in Support of the Dynamic Power Convertor Development Effort

Stirling Radioisotope Power Systems (RPS) are being developed by NASA's RPS Program in collaboration with the U.S. Department of Energy (DOE). Efforts ranging from 2001 to 2015 enabled development of the Technology Demonstration Convertor (TDC) for use in the 110-watt Stirling Radioisotope Generator (SRG-110) and the Advanced Stirling Convertor (ASC) for use in the Advanced Stirling Radioisotope Generator (ASRG). The DOE selected Lockheed Martin Space Systems Company (LMSSC) as the system integration contractor for both flight development efforts. The SRG-110 housed two TDCs fabricated by Infinia and resulted in the production of 16x demonstration units and 2x engineering units. The project was redirected in 2006 to make use of a more efficient and lower mass ASCs under development by Sunpower Inc. The DOE managed the flight contract with LMSSC and subcontractor Sunpower Inc. from 2007 to 2013 to build the ASRG, with support from NASA Glenn Research Center (GRC). Sunpower Inc. held two parallel contracts to produce ASCs, one with Lockheed Martin to produce ASC-F flight units and one with GRC for the production of ASC-E3 engineering unit pathfinders that were used to refine the flight design and production processes. The DOE initiated termination of the ASRG contract in late 2013. After ASRG had ended, GRC completed characterization testing of the ASRG Engineering Unit #2 (EU2) and the GRC contract with Sunpower was also completed. The NASA RPS Program Office has recently initiated a new Dynamic Power Conversion development effort which includes the potential maturation of Stirling, Brayton, and Rankine power convertors for the next generation of RPS. The effort started with the request for proposal and review of submits. Contracts are anticipated for release in 2017 and will initially focus on a design phase prior to fabrication and testing. This new effort will focus on robustness in addition to high efficiency, specific power, and reliability. Also, some requirements introduced during the ASRG contract have also been included in the new effort, such as constant lateral loading. Due to the focus on robustness and new requirements relative to the older TDC design, the Stirling Cycle Development Project has initiated an assessment of government owned hardware to help inform requirements evolution and evaluation of future designs. While lessons learned from the ASRG flight development project have been taken into consideration, the evaluation of the TDC design had not been completed for some existing environments or relatively new requirements. To further assess the TDC design, a series of tasks were initiated to evaluate degradation for units that have operated unattended for over 105,000 hours, demonstrate robustness to a random vibration environment, characterize and evaluate performance for varying lateral load profiles. The status for each task are described.

Wilson, Scott D.↗

Hardware Assessment in Support of the Dynamic Power Convertor Development Effort

Stirling Radioisotope Power Systems (RPS) are being developed by NASAs RPS Program in collaboration with the U.S. Department of Energy (DOE). Efforts ranging from 2001 to 2015 enabled development of the Technology Demonstration Convertor (TDC) for use in the 110-watt Stirling Radioisotope Generator (SRG-110) and the Advanced Stirling Convertor (ASC) for use in the Advanced Stirling Radioisotope Generator (ASRG). The DOE selected Lockheed Martin Space Systems Company (LMSSC) as the system integration contractor for both flight development efforts. The SRG-110 housed two TDCs fabricated by Infinia and resulted in the production of 16x demonstration units and 2x engineering units. The project was redirected in 2006 to make use of a more efficient and lower mass ASCs under development by Sunpower Inc. The DOE managed the flight contract with LMSSC and subcontractor Sunpower Inc. from 2007 to 2013 to build the ASRG, with support from NASA Glenn Research Center (GRC). Sunpower Inc. held two parallel contracts to produce ASCs, one with Lockheed Martin to produce ASC-F flight units and one with GRC for the production of ASC-E3 engineering unit pathfinders that were used to refine the flight design and production processes. The DOE initiated termination of the ASRG contract in late 2013. After ASRG had ended, GRC completed characterization testing of the ASRG Engineering Unit 2 (EU2) and the GRC contract with Sunpower was also completed. The NASA RPS Program Office has recently initiated a new Dynamic Power Conversion development effort which includes the potential maturation of Stirling, Brayton, and Rankine power convertors for the next generation of RPS. The effort started with the request for proposal and review of submits. Contracts are anticipated for release in 2017 and will initially focus on a design phase prior to fabrication and testing. This new effort will focus on robustness in addition to high efficiency, specific power, and reliability. Also, some requirements introduced during the ASRG contract have also been included in the new effort, such as constant lateral loading. Due to the focus on robustness and new requirements relative to the older TDC design, the Stirling Cycle Development Project has initiated an assessment of government owned hardware to help inform requirements evolution and evaluation of future designs. While lessons learned from the ASRG flight development project have been taken into consideration, the evaluation of the TDC design had not been completed for some existing environments or relatively new requirements. To further assess the TDC design, a series of tasks were initiated to evaluate degradation for units that have operated unattended for over 105,000 hours, demonstrate robustness to a random vibration environment, characterize and evaluate performance for varying lateral load profiles. The status for each task are described.

Wilson, Scott D.↗

Kennedy Space Center Five Year Sustainability Plan

The Federal Government is committed to following sustainable principles. At its heart, sustainability integrates environmental, societal and economic solutions for present needs without compromising the ability of future generations to meet their needs. Building upon its pledge towards environmental stewardship, the Administration generated a vision of sustainability spanning ten goals mandated within Executive Order (EO) 13693, Planning for Federal Sustainability in the Next Decade. In November 2015, the National Aeronautics and Space Administration (NASA) responded to this EO by incorporating it into a new release of the NASA Strategic Sustainability Performance Plan (SSPP). The SSPP recognizes the importance of aligning environmental practices in a manner that preserves, enhances and strengthens NASA's ability to perform its mission indefinitely. The Kennedy Space Center (KSC) is following suit with KSC's Sustainability Plan (SP) by promoting, maintaining and pioneering green practices in all aspects of our mission. KSC's SP recognizes that the best sustainable solutions use an interdisciplinary, collaborative approach spanning civil servant and contractor personnel from across the Center. This approach relies on the participation of all employees to develop and implement sustainability endeavors connected with the following ten goals: Reduce greenhouse gas (GHG) emissions. Design, build and maintain sustainable buildings, facilities and infrastructure. Leverage clean and renewable energy. Increase water conservation. Improve fleet and vehicle efficiency and management. Purchase sustainable products and services. Minimize waste and prevent pollution. Implement performance contracts for Federal buildings. Manage electronic equipment and data centers responsibly. Pursue climate change resilience. The KSC SP details the strategies and actions that address the following objectives: Reduce Center costs. center dot Increase energy and water efficiencies. Promote smart buying practices. Increase reuse and recycling while decreasing waste. Benefit the community. Meet or exceed the EO and NASA SSPP sustainability goals.

Sustainability↗

Development of a naming convention and data ma nagement system

This contract covered work in data management, acquisition, and analysis for the Earth Science and Applications Division (ESAD) of the Space Science Laboratory of MSFC. Under this contract, a naming convention and data management system were developed for ESAD data sets, data visualization, and standard data format issues were investigated, and specific data analysis and management needs were addressed for several ESAD projects and data sets. In the following sections, details of the research performed over the duration of this contract are summarized.

Mcnider, Richard T.↗

An integrated decision support system for TRAC: A proposal

Optimal allocation and usage of resources is a key to effective management. Resources of concern to TRAC are: Manpower (PSY), Money (Travel, contracts), Computing, Data, Models, etc. Management activities of TRAC include: Planning, Programming, Tasking, Monitoring, Updating, and Coordinating. Existing systems are insufficient, not completely automated, manpower intensive, and has the potential for data inconsistency exists. A system is proposed which suggests a means to integrate all project management activities of TRAC through the development of a sophisticated software and by utilizing the existing computing systems and network resources. The systems integration proposal is examined in detail.

Mukkamala, Ravi↗

Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements. The WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

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NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for Work Breakdown Structure (WBS) and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements. The WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule and budget development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Planning↗

NASA Work Breakdown Structure (WBS) Handbook

The purpose of this document is to provide program/project teams necessary instruction and guidance in the best practices for WBS and WBS dictionary development and use for project implementation and management control. This handbook can be used for all types of NASA projects and work activities including research, development, construction, test and evaluation, and operations. The products of these work efforts may be hardware, software, data, or service elements (alone or in combination). The aim of this document is to assist project teams in the development of effective work breakdown structures that provide a framework of common reference for all project elements. The WBS and WBS dictionary are effective management processes for planning, organizing, and administering NASA programs and projects. The guidance contained in this document is applicable to both in-house, NASA-led effort and contracted effort. It assists management teams from both entities in fulfilling necessary responsibilities for successful accomplishment of project cost, schedule, and technical goals. Benefits resulting from the use of an effective WBS include, but are not limited to: providing a basis for assigned project responsibilities, providing a basis for project schedule and budget development, simplifying a project by dividing the total work scope into manageable units, and providing a common reference for all project communication.

Christopher Lewis Sadler↗

Management approach recommendations. Earth Observatory Satellite system definition study (EOS)

Management analyses and tradeoffs were performed to determine the most cost effective management approach for the Earth Observatory Satellite (EOS) Phase C/D. The basic objectives of the management approach are identified. Some of the subjects considered are as follows: (1) contract startup phase, (2) project management control system, (3) configuration management, (4) quality control and reliability engineering requirements, and (5) the parts procurement program.

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Management. A continuing bibliography with indexes

This bibliography cites 604 reports, articles, and other documents introduced into the NASA scientific and technical information system in 1979 covering the management of research and development, contracts, production, logistics, personnel, safety, reliability and quality control. Program, project, and systems management; management policy, philosophy, tools, and techniques; decision making processes for managers; technology assessment; management of urban problems; and information for managers on Federal resources, expenditures, financing, and budgeting are also covered. Abstracts are provided as well as subject, personal author, and corporate source indexes.

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Shuttle Propulsion System Major Events and the Final 22 Flights

Numerous lessons have been documented from the Space Shuttle Propulsion elements. Major events include loss of the Solid Rocket Boosters (SRB's) on STS-4 and shutdown of a Space Shuttle Main Engine (SSME) during ascent on STS-51F. On STS-112 only half the pyrotechnics fired during release of the vehicle from the launch pad, a testament for redundancy. STS-91 exhibited freezing of a main combustion chamber pressure measurement and on STS-93 nozzle tube ruptures necessitated a low liquid level oxygen cut off of the main engines. A number of on pad aborts were experienced during the early program resulting in delays. And the two accidents, STS-51L and STS-107, had unique heritage in history from early program decisions and vehicle configuration. Following STS-51L significant resources were invested in developing fundamental physical understanding of solid rocket motor environments and material system behavior. And following STS-107, the risk of ascent debris was better characterized and controlled. Situational awareness during all mission phases improved, and the management team instituted effective risk assessment practices. The last 22 flights of the Space Shuttle, following the Columbia accident, were characterized by remarkable improvement in safety and reliability. Numerous problems were solved in addition to reduction of the ascent debris hazard. The Shuttle system, though not as operable as envisioned in the 1970's, successfully assembled the International Space Station (ISS). By the end of the program, the remarkable Space Shuttle Propulsion system achieved very high performance, was largely reusable, exhibited high reliability, and was a heavy lift earth to orbit propulsion system. During the program a number of project management and engineering processes were implemented and improved. Technical performance, schedule accountability, cost control, and risk management were effectively managed and implemented. Award fee contracting was implemented to provide performance incentives. The Certification of Flight Readiness and Mission Management processes became very effective. A key to the success of the propulsion element projects was related to relationships between the MSFC project office and support organizations with their counterpart contractor organizations. The teams worked diligently to understand and satisfy requirements and achieve mission success.

Owen, James W.↗

Issues in NASA program and project management

This volume is the third in an ongoing series on aerospace project management at NASA. Articles in this volume cover the attitude of the program manager, program control and performance measurement, risk management, cost plus award fee contracting, lessons learned from the development of the Far Infrared Absolute Spectrometer (FIRAS), small projects management, and age distribution of NASA scientists and engineers. A section on resources for NASA managers rounds out the publication.

Hoban, Francis T.↗

Issues in NASA program and project management

This volume is the third in an ongoing series on aerospace project management at NASA. Articles in this volume cover the attitude of the program manager, program control and performance measurement, risk management, cost plus award fee contracting, lessons learned from the development of the Far Infrared Absolute Spectrometer (FIRAS), small projects management, and age distribution of NASA scientists and engineers. A section on resources for NASA managers rounds out the publication.

Hoban, Francis T.↗

Management: A continuing literature survey with indexes

This bibliography lists 782 reports, articles, and other documents introduced into the NASA scientific and technical information system in 1977. The citations, and abstracts when available, are reproduced exactly as they appeared originally in IAA and STAR, including the original accession numbers from the respective announcement journals. Topics cover the management of research and development contracts, production, logistics, personnel, safety, reliability and quality control citations. Includes references on: program, project and systems management; management policy, philosophy, tools, and techniques; decisionmaking processes for managers; technology assessment; management of urban problems; and information for managers on Federal resources, expenditures, financing, and budgeting.

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