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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 91 records · Page 5
All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

Lightweight Thrust Chamber Composite Overwrap Lessons Learned

The manufacturing, design, and analysis of filament wound carbon fiber/polymer composite overwraps for additively manufactured, copper combustion chambers are a critical part of NASA’s Rapid Analysis and Manufacturing Propulsion Technology (RAMPT) project. Ideally, the composite overwrap acts as a light-weight structural jacket and allows significant weight reduction of the high pressure thrust chamber assembly, reduction of overall cost, and reduced fabrication schedules. Chamber assemblies for 2000 lb. (2k) and 7000 lb. (7k) of thrust have been successfully tested at NASA’s Marshall Space Flight Center. Multiple lessons were learned throughout the overwrap process development and manufacturing trials. The lessons learned on small scale hardware, such as the 2k and 7k chambers, will guide further composite manufacturing technologies and enable a progression to larger scale assemblies with greater structural loads. Material performance requirements, manufacturing process development, and surface preparation were evaluated during the small chamber trials, with the broad thermal requirements of the resin being the primary driver for material selection and processing. Both epoxy and bismaleimide (BMI) materials were evaluated with respect to both performance in the hot-fire test and ease of fabrication. Separately, surface preparation procedures were studied with the goal of providing a smooth chamber surface to promote a non-bonded overwrap. Recent testing of the 7k trust chamber has provided data in Non-Destructive Evaluation (NDE) and processing in order to continue to evaluate the performance requirements stated.

Allison Clark↗
NASA NTRS2011

Human Spaceflight Conjunction Assessment: Lessons Learned

This viewgraph presentation reviews the process of a human space flight conjunction assessment and lessons learned from the more than twelve years of International Space Station (ISS) operations. Also, the application of these lessons learned to a recent ISS conjunction assessment with object 84180 on July 16, 2009 is also presented.

Smith, Jason T.↗
NASA NTRS1991

Sounding rocket lessons learned

Programmatic, applicatory, developmental, and operational aspects of sounding rocket utilization for materials processing studies are discussed. Lessons learned through the experience of 10 sounding rocket missions are described. Particular attention is given to missions from the SPAR, Consort, and Joust programs. Successful experiments on Consort include the study of polymer membranes and resins, biological processes, demixing of immiscible liquids, and electrodeposition.

Wessling, Francis C.↗
NASA NTRS2006

Archiving Mars Mission Data Sets with the Planetary Data System

This viewgraph presentation reviews the use of the Planetary Data System (PDS) to archive the datasets that are received from the Mars Missions. It reviews the lessons learned in the actual archiving process, and presents an overview of the actual archiving process. It also reviews the lessons learned from the perspectives of the projects, the data producers and the data users.

Planetary Data System (PDS)↗
NASA NTRS2006

Spitzer Observatory Operations -- Increasing Efficiency in Mission Operations

This paper explores the how's and why's of the Spitzer Mission Operations System's (MOS) success, efficiency, and affordability in comparison to other observatory-class missions. MOS exploits today's flight, ground, and operations capabilities, embraces automation, and balances both risk and cost. With operational efficiency as the primary goal, MOS maintains a strong control process by translating lessons learned into efficiency improvements, thereby enabling the MOS processes, teams, and procedures to rapidly evolve from concept (through thorough validation) into in-flight implementation. Operational teaming, planning, and execution are designed to enable re-use. Mission changes, unforeseen events, and continuous improvement have often times forced us to learn to fly anew. Collaborative spacecraft operations and remote science and instrument teams have become well integrated, and worked together to improve and optimize each human, machine, and software-system element.

operational efficiency↗
NASA NTRS2016

Human Factors Checklist: Think Human Factors - Focus on the People

A quick-look Human Factors (HF) Checklist condenses industry and NASA Agency standards consisting of thousands of requirements into 14 main categories. With support from contractor HF and Safety Practitioners, NASA developed a means to share key HF messages with Design, Engineering, Safety, Project Management, and others. It is often difficult to complete timely assessments due to the large volume of HF information. The HF Checklist evolved over time into a simple way to consider the most important concepts. A wide audience can apply the checklist early in design or through planning phases, even before hardware or processes are finalized or implemented. The checklist is a good place to start to supplement formal HF evaluation. The HF Checklist was based on many Space Shuttle processing experiences and lessons learned. It is now being applied to ground processing of new space vehicles and adjusted for new facilities and systems.

Human Factors; Human Systems Integration↗
NASA NTRS2007

Lessons Learned in the Specification, Purchase, Validation and Final Installation Process of a Replacement PCM Bit Synchronizer

This paper intends to describe the lessons learned while specifying validating and installing a bit sync to replace the 30 year old Aydin Model 335a PCM bit sync used in the Space Shuttle Launch Control Center. The engineer had to analyze the original requirements and specifications and then create new requirements documentation that more correctly described our needs. One issue to consider was the removal of unnecessary requirements such as various data formats when only one format is used. The conversion to a system that no longer has an assortment of analog rotary switches required retraining of the operators. Finally, post-procurement corrections for undisclosed user requirements and missed design requirements required close contact with a manufacturer who was willing to accommodate the changes.

Price, Richard N.↗
NASA NTRS1989

Lessons learned from trend analysis of Shuttle Payload Processing problem reports

In the wake of the Challenger accident, NASA has placed an increasing emphasis on trend analysis techniques. These analyses provide meaningful insights into system and hardware status, and also develop additional lessons learned from historical data to aid in the design and operation of future space systems. This paper presents selected results from such a trend analysis study that was conducted on the problem report data files for the Shuttle Payload Processing activities. Specifically, the results shown are for the payload canister system which interfaces with and transfers payloads from their processing facilities to the orbiter.

Heuser, Robert E.↗
NASA NTRS2016

Earthdata Search Usability Study Process

User experience (UX) design is the process of enhancing user satisfaction by improving various aspects of the user's interaction with an application or website. One aspect of UX design is usability, or the extent to which an application can be used to to accomplish tasks efficiently, effectively, and with satisfaction. NASA's Earthdata Search Client recently underwent a focused usability testing project to measure usability and gain valuable user feedback and insights to increase usability for its end-users. This presentation focuses on the process by which the usability tests were administered and the lessons learned throughout the process.

UI↗
NASA NTRS2008

Using Life-Cycle Human Factors Engineering to Avoid $2.4 Million in Costs: Lessons Learned from NASA's Requirements Verification Process for Space Payloads

The Human Factors Implementation Team (HFIT) process has been used to verify human factors requirements for NASA International Space Station (ISS) payloads since 2003, resulting in $2.4 million in avoided costs. This cost benefit has been realized by greatly reducing the need to process time-consuming formal waivers (exceptions) for individual requirements violations. The HFIT team, which includes astronauts and their technical staff, acts as the single source for human factors requirements integration of payloads. HFIT has the authority to provide inputs during early design phases, thus eliminating many potential requirements violations in a cost-effective manner. In those instances where it is not economically or technically feasible to meet the precise metric of a given requirement, HFIT can work with the payload engineers to develop common sense solutions and formally document that the resulting payload design does not materially affect the astronaut s ability to operate and interact with the payload. The HFIT process is fully ISO 9000 compliant and works concurrently with NASA s formal systems engineering work flow. Due to its success with payloads, the HFIT process is being adapted and extended to ISS systems hardware. Key aspects of this process are also being considered for NASA's Space Shuttle replacement, the Crew Exploration Vehicle.

Carr, Daniel↗
NASA NTRS2014

Design for Review - Applying Lessons Learned to Improve the FPGA Review Process

Flight Field Programmable Gate Array (FPGA) designs are required to be independently reviewed. This paper provides recommendations to Flight FPGA designers to properly prepare their designs for review in order to facilitate the review process, and reduce the impact of the review time in the overall project schedule.

Process Improvement↗
NASA NTRSDate not supplied

Leveraging CSPP: Building a cloud based direct broadcast processing system

Reducing the time that it takes to have useful satellite information is very important because timely access allows for more informed decision making. This is especially true in time critical situations like disaster response and financial market analysis. One way to achieve reductions in the overall time between information capture and delivery to use the direct broadcast from weather satellites. In this work, we describe a state driven satellite information system that captures a satellite’s direct broadcast signal and uses cloud-based resources to provide end-user controlled processing. The system takes advantage of the reliability and customizability of Amazon Web Services to provide fast and reliable access to a system that takes the direct broadcast signal and leverages the CSPP software as well as dynamically supplied end-user processing modules to produce a user desired information product. Finally, we describe the development process and how a flexible design allowed for changes as the capabilities of the processing platform evolved and the lessons we learned from the process.

CSPP↗
NASA NTRS2010

NASA Astronaut Selection 2009: Behavioral Overview

NASA's multi-phase U.S. astronaut selection process seeks to identify the most qualified astronaut candidates from a large number of applicants. With the approaching retirement of the Space Shuttle, NASA focused on selecting those individuals who were most suited to the unique demands of long-duration spaceflight. In total, NASA received 3,535 applications for the 2009 astronaut selection cycle. Of these, 123 were invited to NASA Johnson Space Center (JSC) for Round 1 initial screening and interviews, which consisted of an Astronaut Selection Board (ASB) preliminary interview, medical review, and psychological testing. Of these, 48 individuals were invited to return for Round 2. This round consisted of medical testing, further behavioral assessments, and a second ASB interview. Following this, nine astronaut candidates (ASCANs) were ultimately chosen to go forward to basic training. The contents, benefits, and lessons learned from implementing this phased process will be discussed. The lessons learned can benefit the future selection of space flyers, whether they are NASA or commercial. Learning Objective: 1) Familiarization with the 2009 NASA behavioral screening process for astronaut applicants.

Holland, A. W.↗
NASA NTRS2008

GSFC Technical Outreach: The Capitol College Model

In February 2005, as part of the National Aeronautic and Space Administration (NASA) Technical Outreach Program, Goddard Space Flight Center (GSFC) awarded Capitol College of Laurel, Maryland an Educational Grant to establish a Space Operation academic curriculum to meet the future needs of mission operations engineers. This was in part due to the aerospace industry and GSFC concerns that a large number of professional engineers are projected to retire in the near term with evidence showing that current enrollment in engineering schools will not produce sufficient number of space operation trained engineers that will meet industry and government demands. Capitol College, under the agreement of the Educational Grant, established the Space Operations Institute (SOI) with a new curriculum in Space Operations that was approved and certified by the State of Maryland. The SO1 programs focuses on attracting, recruiting, and training a pipeline of highly qualified engineers with experience in mission operations, system engineering and development. The selected students are integrated as members of the engineering support team in any of the missions supported by the institute. The students are mentored by professional engineers from several aerospace companies that support GSFC. Initially, the institute was involved in providing console engineers and mission planning trainees for the Upper Atmosphere Research Satellite (UARS), the Earth Radiation Budget Satellite (ERBS) and the Total Ozone Mapping Spectrometer mission (TOMS). Subsequently, the students were also involved in the technology refresh of the TOMS ground system and other mission operations development. Further mission assignment by GSFC management included participation in the Tropical Rainfall Measuring Mission (TRMM) mission operations and ground system technology refresh. The SOI program has been very successful. Since October 2005, sixty-four students have been enrolled in the SOI program and twenty-five have already graduated from the program, nineteen of whom are employed by company's supporting GSFC. Due to the success of the program, the initial grant period was extended for another period of two years. This paper presents the process that established the SOI as a viable pipeline of mission operations engineers, the lessons learned in the process of dealing with grants, and experience gained in mentoring engineering students that are responsible for particular areas of expertise and functionality. This paper can also be considered a case study and model for integrating a student team with government and industry professionals in the real world of mission operations.

Marius, Julio L.↗
NASA NTRS2002

Lessons Learned In Developing Multiple Distributed Planning Systems for the International Space Station

The planning processes for the International Space Station (ISS) Program are quite complex. Detailed mission planning for ISS on-orbit operations is a distributed function. Pieces of the on-orbit plan are developed by multiple planning organizations, located around the world, based on their respective expertise and responsibilities. The "pieces" are then integrated to yield the final detailed plan that will be executed onboard the ISS. Previous space programs have not distributed the planning and scheduling functions to this extent. Major ISS planning organizations are currently located in the United States (at both the NASA Johnson Space Center (JSC) and NASA Marshall Space Flight Center (MSFC)), in Russia, in Europe, and in Japan. Software systems have been developed by each of these planning organizations to support their assigned planning and scheduling functions. Although there is some cooperative development and sharing of key software components, each planning system has been tailored to meet the unique requirements and operational environment of the facility in which it operates. However, all the systems must operate in a coordinated fashion in order to effectively and efficiently produce a single integrated plan of ISS operations, in accordance with the established planning processes. This paper addresses lessons learned during the development of these multiple distributed planning systems, from the perspective of the developer of one of the software systems. The lessons focus on the coordination required to allow the multiple systems to operate together, rather than on the problems associated with the development of any particular system. Included in the paper is a discussion of typical problems faced during the development and coordination process, such as incompatible development schedules, difficulties in defining system interfaces, technical coordination and funding for shared tools, continually evolving planning concepts/requirements, programmatic and budget issues, and external influences. Techniques that mitigated some of these problems will also be addressed, along with recommendations for any future programs involving the development of multiple planning and scheduling systems. Many of these lessons learned are not unique to the area of planning and scheduling systems, so may be applied to other distributed ground systems that must operate in concert to successfully support space mission operations.

Maxwell, Theresa G.↗
NASA NTRS2002

Lessons Learned in Developing Multiple Distributed Planning Systems for the International Space Station

The planning processes for the International Space Station (ISS) Program are quite complex. Detailed mission planning for ISS on-orbit operations is a distributed function. Pieces of the on-orbit plan are developed by multiple planning organizations, located around the world, based on their respective expertise and responsibilities. The pieces are then integrated to yield the final detailed plan that will be executed onboard the ISS. Previous space programs have not distributed the planning and scheduling functions to this extent. Major ISS planning organizations are currently located in the United States (at both the NASA Johnson Space Center (JSC) and NASA Marshall Space Flight Center (MSFC)), in Russia, in Europe, and in Japan. Software systems have been developed by each of these planning organizations to support their assigned planning and scheduling functions. Although there is some cooperative development and sharing of key software components, each planning system has been tailored to meet the unique requirements and operational environment of the facility in which it operates. However, all the systems must operate in a coordinated fashion in order to effectively and efficiently produce a single integrated plan of ISS operations, in accordance with the established planning processes. This paper addresses lessons learned during the development of these multiple distributed planning systems, from the perspective of the developer of one of the software systems. The lessons focus on the coordination required to allow the multiple systems to operate together, rather than on the problems associated with the development of any particular system. Included in the paper is a discussion of typical problems faced during the development and coordination process, such as incompatible development schedules, difficulties in defining system interfaces, technical coordination and funding for shared tools, continually evolving planning concepts/requirements, programmatic and budget issues, and external influences. Techniques that mitigated some of these problems will also be addressed, along with recommendations for any future programs involving the development of multiple planning and scheduling systems. Many of these lessons learned are not unique to the area of planning and scheduling systems, so may be applied to other distributed ground systems that must operate in concert to successfully support space mission operations.

Maxwell, Theresa G.↗