SEARCH · Search NASA

Results for “organizational learning”

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.

SourceResearch connectionFrom yearThrough year

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

90 records · Page 5

All sources NASA NTRS DOE OSTI

NASA NTRS2012

Analog Design for Digital Deployment of a Serious Leadership Game

This paper presents the design, development, and user testing of a leadership development simulation. The authors share lessons learned from using a design process for a board game to allow for quick and inexpensive revision cycles during the development of a serious leadership development game. The goal of this leadership simulation is to accelerate the development of leadership capacity in high-potential mid-level managers (GS-15 level) in a federal government agency. Simulation design included a mixed-method needs analysis, using both quantitative and qualitative approaches to determine organizational leadership needs. Eight design iterations were conducted, including three user testing phases. Three re-design iterations followed initial development, enabling game testing as part of comprehensive instructional events. Subsequent design, development and testing processes targeted digital application to a computer- and tablet-based environment. Recommendations include pros and cons of development and learner testing of an initial analog simulation prior to full digital simulation development.

Maxwell, Nicholas↗

NASA NTRS2009

Columbia Crew Survival Investigation Report

NASA commissioned the Columbia Accident Investigation Board (CAIB) to conduct a thorough review of both the technical and the organizational causes of the loss of the Space Shuttle Columbia and her crew on February 1, 2003. The accident investigation that followed determined that a large piece of insulating foam from Columbia s external tank (ET) had come off during ascent and struck the leading edge of the left wing, causing critical damage. The damage was undetected during the mission. The CAIB's findings and recommendations were published in 2003 and are available on the web at http://caib.nasa.gov/. NASA responded to the CAIB findings and recommendations with the Space Shuttle Return to Flight Implementation Plan. Significant enhancements were made to NASA's organizational structure, technical rigor, and understanding of the flight environment. The ET was redesigned to reduce foam shedding and eliminate critical debris. In 2005, NASA succeeded in returning the space shuttle to flight. In 2010, the space shuttle will complete its mission of assembling the International Space Station and will be retired to make way for the next generation of human space flight vehicles: the Constellation Program. The Space Shuttle Program recognized the importance of capturing the lessons learned from the loss of Columbia and her crew to benefit future human exploration, particularly future vehicle design. The program commissioned the Spacecraft Crew Survival Integrated Investigation Team (SCSIIT). The SCSIIT was asked to perform a comprehensive analysis of the accident, focusing on factors and events affecting crew survival, and to develop recommendations for improving crew survival for all future human space flight vehicles. To do this, the SCSIIT investigated all elements of crew survival, including the design features, equipment, training, and procedures intended to protect the crew. This report documents the SCSIIT findings, conclusions, and recommendations.

Source record↗

NASA NTRS1990

The Johnson Space Center Management Information Systems (JSCMIS): An interface for organizational databases

The Management Information and Decision Support Environment (MIDSE) is a research activity to build and test a prototype of a generic human interface on the Johnson Space Center (JSC) Information Network (CIN). The existing interfaces were developed specifically to support operations rather than the type of data which management could use. The diversity of the many interfaces and their relative difficulty discouraged occasional users from attempting to use them for their purposes. The MIDSE activity approached this problem by designing and building an interface to one JSC data base - the personnel statistics tables of the NASA Personnel and Payroll System (NPPS). The interface was designed against the following requirements: generic (use with any relational NOMAD data base); easy to learn (intuitive operations for new users); easy to use (efficient operations for experienced users); self-documenting (help facility which informs users about the data base structure as well as the operation of the interface); and low maintenance (easy configuration to new applications). A prototype interface entitled the JSC Management Information Systems (JSCMIS) was produced. It resides on CIN/PROFS and is available to JSC management who request it. The interface has passed management review and is ready for early use. Three kinds of data are now available: personnel statistics, personnel register, and plan/actual cost.

Bishop, Peter C.↗

NASA NTRS2006

Advancing the practice of systems engineering at JPL

In FY 2004, JPL launched an initiative to improve the way it practices systems engineering. The Lab's senior management formed the Systems Engineering Advancement (SEA) Project in order to "significantly advance the practice and organizational capabilities of systems engineering at JPL on flight projects and ground support tasks." The scope of the SEA Project includes the systems engineering work performed in all three dimensions of a program, project, or task: 1. the full life-cycle, i.e., concept through end of operations 2. the full depth, i.e., Program, Project, System, Subsystem, Element (SE Levels 1 to 5) 3. the full technical scope, e.g., the flight, ground and launch systems, avionics, power, propulsion, telecommunications, thermal, etc. The initial focus of their efforts defined the following basic systems engineering functions at JPL: systems architecture, requirements management, interface definition, technical resource management, system design and analysis, system verification and validation, risk management, technical peer reviews, design process management and systems engineering task management, They also developed a list of highly valued personal behaviors of systems engineers, and are working to inculcate those behaviors into members of their systems engineering community. The SEA Project is developing products, services, and training to support managers and practitioners throughout the entire system lifecycle. As these are developed, each one needs to be systematically deployed. Hence, the SEA Project developed a deployment process that includes four aspects: infrastructure and operations, communication and outreach, education and training, and consulting support. In addition, the SEA Project has taken a proactive approach to organizational change management and customer relationship management - both concepts and approaches not usually invoked in an engineering environment. This paper'3 describes JPL's approach to advancing the practice of systems engineering at the Lab. It describes the general approach used and how they addressed the three key aspects of change: people, process and technology. It highlights a list of highly valued personal behaviors of systems engineers, discusses the various products, services and training that were developed, describes the deployment approach used, and concludes with several lessons learned.

process improvement↗

NASA NTRS2009

Shuttle Shortfalls and Lessons Learned for the Sustainment of Human Space Exploration

Much debate and national soul searching has taken place over the value of the Space Shuttle which first flew in 1981 and which is currently scheduled to be retired in 2010. Originally developed post-Saturn Apollo to emphasize affordability and safety, the reusable Space Shuttle instead came to be perceived as economically unsustainable and lacking the technology maturity to assure safe, routine access to low earth orbit (LEO). After the loss of two crews, aboard Challenger and Columbia, followed by the decision to retire the system in 2010, it is critical that this three decades worth of human space flight experience be well understood. Understanding of the past is imperative to further those goals for which the Space Shuttle was a stepping-stone in the advancement of knowledge. There was significant reduction in life cycle costs between the Saturn Apollo and the Space Shuttle. However, the advancement in life cycle cost reduction from Saturn Apollo to the Space Shuttle fell far short of its goal. This paper will explore the reasons for this shortfall. Shortfalls and lessons learned can be categorized as related to design factors, at the architecture, element and sub-system levels, as well as to programmatic factors, in terms of goals, requirements, management and organization. Additionally, no review of the Space Shuttle program and attempt to take away key lessons would be complete without a strategic review. That is, how do national space goals drive future space transportation development strategies? The lessons of the Space Shuttle are invaluable in all respects - technical, as in design, program-wise, as in organizational approach and goal setting, and strategically, within the context of the generational march toward an expanded human presence in space. Beyond lessons though (and the innumerable papers, anecdotes and opinions published on this topic) this paper traces tangible, achievable steps, derived from the Space Shuttle program experience, that must be a part of any 2l century initiatives furthering a growing human presence beyond earth.

Zapata, Edgar↗

NASA NTRS2004

A Three-fold Outlook of the Ultra-Efficient Engine Technology Program Office (UEET)

The Ultra-Efficient Engine Technology (UEET) Office at NASA Glenn Research Center is a part of the Aeronautics Directorate. Its vision is to develop and hand off revolutionary turbine engine propulsion technologies that will enable future generation vehicles over a wide range of flight speeds. There are seven different technology area projects of UEET. During my tenure at NASA Glenn Research Center, my assignment was to assist three different areas of UEET, simultaneously. I worked with Kathy Zona in Education Outreach, Lynn Boukalik in Knowledge Management, and Denise Busch with Financial Management. All of my tasks were related to the business side of UEET. As an intern with Education Outreach I created a word search to partner with an exhibit of a Turbine Engine developed out of the UEET office. This exhibit is a portable model that is presented to students of varying ages. The word search complies with National Standards for Education which are part of every science, engineering, and technology teachers curriculum. I also updated a Conference Planning/Workshop Excel Spreadsheet for the UEET Office. I collected and inputted facility overviews from various venues, both on and off site to determine where to hold upcoming conferences. I then documented which facilities were compliant with the Federal Emergency Management Agency's (FEMA) Hotel and Motel Fire Safety Act of 1990. The second area in which I worked was Knowledge Management. a large knowledge management system online which has extensive documentation that continually needs reviewing, updating, and archiving. Knowledge management is the ability to bring individual or team knowledge to an organizational level so that the information can be stored, shared, reviewed, archived. Livelink and a secure server are the Knowledge Management systems that UEET utilizes, Through these systems, I was able to obtain the documents needed for archiving. My assignment was to obtain intellectual property including reports, presentations, or any other documents related to the project. My next task was to document the author, date of creation, and all other properties of each document. To archive these documents I worked extensively with Microsoft Excel. different financial systems of accounting such as the SAP business accounting system. I also learned the best ways to present financial data and shadowed my mentor as she presented financial data to both UEET's project management and the Resources Analysis and Management Office (RAMO). I analyzed the June 2004 financial data of UEET and used Microsoft Excel to input the results of the data. This process made it easier to present the full cost of the project in the month of June. In addition I assisted in the End of the Year 2003 Reconciliation of Purchases of UEET.

Graham, La Quilia E.↗

NASA NTRS2005

Implementation of Programmatic Quality and the Impact on Safety

The purpose of this paper is to discuss the implementation of a programmatic quality assurance discipline within the International Space Station Program and the resulting impact on safety. NASA culture has continued to stress safety at the expense of quality when both are extremely important and both can equally influence the success or failure of a Program or Mission. Although safety was heavily criticized in the media after Col~imbiaa, strong case can be made that it was the failure of quality processes and quality assurance in all processes that eventually led to the Columbia accident. Consequently, it is possible to have good quality processes without safety, but it is impossible to have good safety processes without quality. The ISS Program quality assurance function was analyzed as representative of the long-term manned missions that are consistent with the President s Vision for Space Exploration. Background topics are as follows: The quality assurance organizational structure within the ISS Program and the interrelationships between various internal and external organizations. ISS Program quality roles and responsibilities with respect to internal Program Offices and other external organizations such as the Shuttle Program, JSC Directorates, NASA Headquarters, NASA Contractors, other NASA Centers, and International Partner/participants will be addressed. A detailed analysis of implemented quality assurance responsibilities and functions with respect to NASA Headquarters, the JSC S&MA Directorate, and the ISS Program will be presented. Discussions topics are as follows: A comparison of quality and safety resources in terms of staffing, training, experience, and certifications. A benchmark assessment of the lessons learned from the Columbia Accident Investigation (CAB) Report (and follow-up reports and assessments), NASA Benchmarking, and traditional quality assurance activities against ISS quality procedures and practices. The lack of a coherent operational and sustaining quality assurance strategy for long-term manned space flight. An analysis of the ISS waiver processes and the Problem Reporting and Corrective Action (PRACA) process implemented as quality functions. Impact of current ISS Program procedures and practices with regards to operational safety and risk A discussion regarding a "defense-in-depth" approach to quality functions will be provided to address the issue of "integration vs independence" with respect to the roles of Programs, NASA Centers, and NASA Headquarters. Generic recommendations are offered to address the inadequacies identified in the implementation of ISS quality assurance. A reassessment by the NASA community regarding the importance of a "quality culture" as a component within a larger "safety culture" will generate a more effective and value-added functionality that will ultimately enhance safety.

Huls, Dale Thomas↗

NASA NTRS2012

An Altair Overview: Designing a Lunar Lander for 21st Century Human Space Exploration

Altair, the lunar lander element of NASA's Constellation program, was conducted in a different design environment than many other NASA projects of similar scope. Because of this relatively unique approach, there are a number of significant success stories that should be considered during the development of any future lunar landers or human spacecraft. This paper is divided into two separate themes; the first is the approach used during the conceptual design studies, including the systematic analysis cycles and the decision making process associated with each: and the second is a summary of the resulting lessons learned that were compiled after looking back at the lifetime of the Project. Altair was terminated before entering Phase B of its design, and was often criticized for being a very heavy and very large vehicle. While there was specific rationale for all of the decisions that led up to that configuration, future design cycles were specifically planned to re-address the mass challenge. Had the project continued, the deliberate, stepwise design process would have converged on an optimized lander design that balanced mass, risk, cost and capabilities. Some of the specific items that will be addressed in this paper include project development strategy, organizational approach and team dynamics, risk-informed design process, mission architecture constraints, mission key driving requirements, model-based systems engineering process, configuration studies, contingency considerations, subsystem overviews and key trade studies. The paper will conclude with a summary of the lessons identified during the Altair project and make suggestions for application to future studies.

Brown, Kendall K.↗

NASA NTRS1999

Interoperability Trends in Extravehicular Activity (EVA) Space Operations for the 21st Century

No other space operations in the 21 st century more comprehensively embody the challenges and dependencies of interoperability than EVA. This discipline is already functioning at an W1paralleled level of interagency, inter-organizational and international cooperation. This trend will only increase as space programs endeavor to expand in the face of shrinking budgets. Among the topics examined in this paper are hardware-oriented issues. Differences in design standards among various space participants dictate differences in the EVA tools that must be manufactured, flown and maintained on-orbit. Presently only two types of functional space suits exist in the world. However, three versions of functional airlocks are in operation. Of the three airlocks, only the International Space Station (ISS) Joint Airlock can accommodate both types of suits. Due to functional differences in the suits, completely different operating protocols are required for each. Should additional space suit or airlock designs become available, the complexity will increase. The lessons learned as a result of designing and operating within such a system are explored. This paper also examines the non-hardware challenges presented by interoperability for a discipline that is as uniquely dependent upon the individual as EVA. Operation of space suits (essentially single-person spacecrafts) by persons whose native language is not that of the suits' designers is explored. The intricacies of shared mission planning, shared control and shared execution of joint EVA's are explained. For example, once ISS is fully functional, the potential exists for two crewmembers of different nationality to be wearing suits manufactured and controlled by a third nation, while operating within an airlock manufactured and controlled by a fourth nation, in an effort to perform tasks upon hardware belonging to a fifth nation. Everything from training issues, to procedures development and writing, to real-time operations is addressed. Finally, this paper looks to the management challenges presented by interoperability in general. With budgets being reduced among all space-faring nations, the need to expand cooperation in the highly expensive field of human space operations is only going to intensify. The question facing management is not if the trend toward interoperation will continue, but how to best facilitate its doing so. Real-world EVA interoperability experience throughout the ShuttlelMir and ISS Programs is discussed to illustrate the challenges and

Miller, Gerald E.↗

NASA NTRS1991

From biological neural networks to thinking machines: Transitioning biological organizational principles to computer technology

The three-dimensional organization of the vestibular macula is under study by computer assisted reconstruction and simulation methods as a model for more complex neural systems. One goal of this research is to transition knowledge of biological neural network architecture and functioning to computer technology, to contribute to the development of thinking computers. Maculas are organized as weighted neural networks for parallel distributed processing of information. The network is characterized by non-linearity of its terminal/receptive fields. Wiring appears to develop through constrained randomness. A further property is the presence of two main circuits, highly channeled and distributed modifying, that are connected through feedforward-feedback collaterals and biasing subcircuit. Computer simulations demonstrate that differences in geometry of the feedback (afferent) collaterals affects the timing and the magnitude of voltage changes delivered to the spike initiation zone. Feedforward (efferent) collaterals act as voltage followers and likely inhibit neurons of the distributed modifying circuit. These results illustrate the importance of feedforward-feedback loops, of timing, and of inhibition in refining neural network output. They also suggest that it is the distributed modifying network that is most involved in adaptation, memory, and learning. Tests of macular adaptation, through hyper- and microgravitational studies, support this hypothesis since synapses in the distributed modifying circuit, but not the channeled circuit, are altered. Transitioning knowledge of biological systems to computer technology, however, remains problematical.

Ross, Muriel D.↗

NASA NTRSDate not supplied

NASA Extravehicular Activity Technology Roadmaps for Exploration

The National Aeronautics and Space Administration (NASA) has developed and matured many technologies over the decades to advance extravehicular activity (EVA) systems. Over the last 15 years, major steps were taken to advance the technology with the Exploration Extravehicular Mobility Unit (xEMU) government reference design at the Johnson Space Center (JSC) in Houston, Texas. The xEMU builds on the lessons learned of the Apollo, Space Shuttle, and International Space Station (ISS) EMUs, evolving the technology to increase performance for extreme environments. As NASA sets its goals toward Earth’s Moon and Mars, a spacesuit design tolerable of gravity and dust will be needed for these adverse environments. NASA has used roadmaps as the means of documenting actionable plans for strategizing technology developments needed to meet NASA’s mission and goals. To help reach and create a sustained presence on the Moon, NASA procured EVA services from industry through the Exploration EVA Services (xEVAS) contract. These services include certified contractor-provided spacesuits, tools, equipment, vehicle interfaces, and support to training and real-time operations. NASA will now focus on a mission to Mars. NASA leadership has set goals and objectives related to the Agency’s vision and a Moon to Mars (M2M) strategy. This paper presents an organizational framework to provide insight into how NASA’s vision is realized. Additionally, this paper covers the maturation and development of the spacesuit technology and reveals the EVA technology roadmaps for the M2M Program. These EVA roadmaps visualize an actionable path to EVA capabilities needed for Mars exploration.

Cinda Chullen↗

NASA NTRSDate not supplied

NASA Extravehicular Activity Technology Roadmaps for Exploration

Cinda Chullen↗

NASA NTRS1999

Overview of Fluid Dynamics Activities at the Marshall Space Flight Center

Since its inception 40 years ago, Marshall Space Flight Center (MSFC) has had the need to maintain and advance state-of-the-art flow analysis and cold-flow testing capability to support its roles and missions. This overview discusses the recent organizational changes that have occurred at MSFC with emphasis on the resulting three groups that form the core of fluid dynamics expertise at MSFC: the Fluid Physics and Dynamics Group, the Applied Fluid Dynamics Analysis Group, and the Experimental Fluid Dynamics Group. Recently completed activities discussed include the analysis and flow testing in support of the Fastrac engine design, the X-33 vehicle design, and the X34 propulsion system design. Ongoing activities include support of the RLV vehicle design, Liquid Fly Back Booster aerodynamic configuration definition, and RLV focused technologies development. Other ongoing activities discussed are efforts sponsored by the Center Director's Discretionary Fund (CDDF) to develop an advanced incompressible flow code and to develop optimization techniques. Recently initiated programs and their anticipated required fluid dynamics support are discussed. Based on recent experiences and on the anticipated program needs, required analytical and experimental technique improvements are presented. Due to anticipated budgetary constraints, there is a strong need to leverage activities and to pursue teaming arrangements in order to advance the state-of-the-art and to adequately support concept development. Throughout this overview there is discussion of the lessons learned and of the capabilities demonstrated and established in support of the hardware development programs.

Garcia, Roberto↗

NASA NTRS2019

Prognostic Launch Vehicle Probability of Failure Assessment Methodology for Conceptual Systems Predicated on Human Causal Factors

Lessons learned from past failures of launch vehicle developments and operations were used to create a new method to predict the probability of failure of conceptual systems. Existing methods such as Probabilistic Risk Assessments and Human Risk Assessments were considered but found to be too cumbersome for this type of system-wide application for yet-to-be-flown vehicles. The basis for this methodology were historic databases of past failures, where it was determined that various faulty human-interactions were the predominant root causes of failure rather than deficient component reliabilities evaluated through statistical analysis. This methodology contains an expert scoring part which can be used in either a qualitative or a quantitative mode. The method produces two products: a numerical score of the probability of failure or guidance to program management on critical areas in need of increased focus to improve the probability of success. In order to evaluate the effectiveness of this new method, data from a concluded vehicle program (USAF's Titan IV with the Centaur G-Prime upper stage) was used as a test case. Although the theoretical vs. actual probability of failure was found to be in reasonable agreement (4.46% vs. 6.67% respectively) the underlying sub-root cause scoring had significant disparities attributable to significant organizational changes and acquisitions. Recommendations are made for future applications of this method to ongoing launch vehicle development programs.

Craig H Williams↗

NASA NTRS1996

Space Station Furnace Facility Management Information System (SSFF-MIS) Development

This report summarizes the chronology, results, and lessons learned from the development of the SSFF-MIS. This system has been nearly two years in development and has yielded some valuable insights into specialized MIS development. General: In December of 1994, the Camber Corporation and Science Applications International Corporation (SAIC) were contracted to design, develop, and implement a MIS for Marshall Space Flight Center's Space Station Furnace Facility Project. The system was to be accessible from both EBM-Compatible PC and Macintosh platforms. The system was required to contain data manually entered into the MIS as well as data imported from other MSFC sources. Electronic interfaces were established for each data source and retrieval was to be performed at prescribed time intervals. The SOW requirement that predominantly drove the development software selection was the dual-platform (IBM-PC and Macintosh) requirement. The requirement that the system would be maintained by Government personnel influenced the selection of Commercial Off-the-shelf software because of its inherent stability and readily available documentation and support. Microsoft FoxPro Professional 2.6 for Windows and Macintosh was selected as the development tool. This is a software development tool that has been in use for many years. It is stable and powerful. Microsoft has since released the replacement for this product, Microsoft Visual FoxPro, but at the time of this development, it was only available on the Windows platform. The initial contract included included the requirement for capabilities relating to the Work- and Organizational Breakdown Structures, cost (plan and actuals), workforce (plan and actuals), critical path scheduling, trend analysis, procurements and contracts, interface to manufacturing, Safety and Mission Assurance, risk analysis, and technical performance indicators. It also required full documentation of the system and training of users. During the course of the contract, the requirements for Safety and Mission Assurance interface, risk analysis, and technical performance indicators were deleted. Additional capabilities were added as reflected in the Contract Chronology below. Modification 4 added the requirement for Support Contractor manpower data, the ability to manually input data not imported from non-nal sources, a general 'health' indicator screen, and remote usage. Mod 6 included the ability to change the level of planning of Civil Service Manpower at any time and the ability to manually enter Op Codes in the manufacturing data where such codes were not provided by the EMPACS database. Modification 9 included a number of changes to report contents and formats. Modification 11 required the preparation of a detailed System Design Document.

Meade, Robert M.↗

NASA NTRS2005

Business Intelligence Modeling in Launch Operations

This technology project is to advance an integrated Planning and Management Simulation Model for evaluation of risks, costs, and reliability of launch systems from Earth to Orbit for Space Exploration. The approach builds on research done in the NASA ARC/KSC developed Virtual Test Bed (VTB) to integrate architectural, operations process, and mission simulations for the purpose of evaluating enterprise level strategies to reduce cost, improve systems operability, and reduce mission risks. The objectives are to understand the interdependency of architecture and process on recurring launch cost of operations, provide management a tool for assessing systems safety and dependability versus cost, and leverage lessons learned and empirical models from Shuttle and International Space Station to validate models applied to Exploration. The systems-of-systems concept is built to balance the conflicting objectives of safety, reliability, and process strategy in order to achieve long term sustainability. A planning and analysis test bed is needed for evaluation of enterprise level options and strategies for transit and launch systems as well as surface and orbital systems. This environment can also support agency simulation .based acquisition process objectives. The technology development approach is based on the collaborative effort set forth in the VTB's integrating operations. process models, systems and environment models, and cost models as a comprehensive disciplined enterprise analysis environment. Significant emphasis is being placed on adapting root cause from existing Shuttle operations to exploration. Technical challenges include cost model validation, integration of parametric models with discrete event process and systems simulations. and large-scale simulation integration. The enterprise architecture is required for coherent integration of systems models. It will also require a plan for evolution over the life of the program. The proposed technology will produce long-term benefits in support of the NASA objectives for simulation based acquisition, will improve the ability to assess architectural options verses safety/risk for future exploration systems, and will facilitate incorporation of operability as a systems design consideration, reducing overall life cycle cost for future systems. The future of business intelligence of space exploration will focus on the intelligent system-of-systems real-time enterprise. In present business intelligence, a number of technologies that are most relevant to space exploration are experiencing the greatest change. Emerging patterns of set of processes rather than organizational units leading to end-to-end automation is becoming a major objective of enterprise information technology. The cost element is a leading factor of future exploration systems.

Bardina, Jorge E.↗

NASA NTRS1995

3-D Reconstruction of Macular Type II Cell Innervation Patterns in Space-Flight and Control Rats

A semiautomated method for reconstructing objects from serial thin sections has been developed in the Biocomputation Center. The method is being used to completely, for the first time, type II hair cells and their innervations. The purposes are to learn more about the fundamental circuitry of the macula on Earth and to determine whether changes in connectivities occur under space flight conditions. Data captured directly from a transmission electron microscope via a video camera are sent to a graphics workstation. There, the digitized micrographs are mosaicked into sections and contours are traced, registered and displayed by semiautomated methods. Current reconstructions are of type II cells from the medial part of rat maculas collected in-flight on the Space Life Sciences-2 mission, 4.5 hrs post-flight, and from a ground control. Results show that typical type II cells receive processes from tip to six nearby calyces or afferents. Nearly all processes are elongated and have bouton-like enlargements; some have numerous vesicles. Multiple (2 to 4) processes from a single calyx to a type II cell are common, and approximately 1/3 of the processes innervale 2 or 3 type II cells or a neighboring cluster. From 2% to 6% of the cells resemble type I cells morphologically but have demi-calyces. Thus far, increments in synaptic number in type II cells of flight rats are prominent along processes that supply two hair cells. It is clear that reconstruction methods provide insights into details of macular circuitry not obtainable by other techniques. The results demonstrate a morphological basis for interactions between adjacent receptive fields through feed back-feed forward connections, and for dynamic alterations in receptive field range and activity during preprocessing of linear acceleratory information by the maculas. The reconstruction method we have developed will find further applications in the study of the details of neuronal architecture of more complex systems, to seek out shared organizational properties or neuronal networks and to understand better localization of synaptic changes in altered environments.

Ross, Muriel Dorothy↗

NASA NTRS2013

NASA Software Engineering Benchmarking Study

To identify best practices for the improvement of software engineering on projects, NASA's Offices of Chief Engineer (OCE) and Safety and Mission Assurance (OSMA) formed a team led by Heather Rarick and Sally Godfrey to conduct this benchmarking study. The primary goals of the study are to identify best practices that: Improve the management and technical development of software intensive systems; Have a track record of successful deployment by aerospace industries, universities [including research and development (R&D) laboratories], and defense services, as well as NASA's own component Centers; and Identify candidate solutions for NASA's software issues. Beginning in the late fall of 2010, focus topics were chosen and interview questions were developed, based on the NASA top software challenges. Between February 2011 and November 2011, the Benchmark Team interviewed a total of 18 organizations, consisting of five NASA Centers, five industry organizations, four defense services organizations, and four university or university R and D laboratory organizations. A software assurance representative also participated in each of the interviews to focus on assurance and software safety best practices. Interviewees provided a wealth of information on each topic area that included: software policy, software acquisition, software assurance, testing, training, maintaining rigor in small projects, metrics, and use of the Capability Maturity Model Integration (CMMI) framework, as well as a number of special topics that came up in the discussions. NASA's software engineering practices compared favorably with the external organizations in most benchmark areas, but in every topic, there were ways in which NASA could improve its practices. Compared to defense services organizations and some of the industry organizations, one of NASA's notable weaknesses involved communication with contractors regarding its policies and requirements for acquired software. One of NASA's strengths was its software assurance practices, which seemed to rate well in comparison to the other organizational groups and also seemed to include a larger scope of activities. An unexpected benefit of the software benchmarking study was the identification of many opportunities for collaboration in areas including metrics, training, sharing of CMMI experiences and resources such as instructors and CMMI Lead Appraisers, and even sharing of assets such as documented processes. A further unexpected benefit of the study was the feedback on NASA practices that was received from some of the organizations interviewed. From that feedback, other potential areas where NASA could improve were highlighted, such as accuracy of software cost estimation and budgetary practices. The detailed report contains discussion of the practices noted in each of the topic areas, as well as a summary of observations and recommendations from each of the topic areas. The resulting 24 recommendations from the topic areas were then consolidated to eliminate duplication and culled into a set of 14 suggested actionable recommendations. This final set of actionable recommendations, listed below, are items that can be implemented to improve NASA's software engineering practices and to help address many of the items that were listed in the NASA top software engineering issues. 1. Develop and implement standard contract language for software procurements. 2. Advance accurate and trusted software cost estimates for both procured and in-house software and improve the capture of actual cost data to facilitate further improvements. 3. Establish a consistent set of objectives and expectations, specifically types of metrics at the Agency level, so key trends and models can be identified and used to continuously improve software processes and each software development effort. 4. Maintain the CMMI Maturity Level requirement for critical NASA projects and use CMMI to measure organizations developing software for NASA. 5.onsolidate, collect and, if needed, develop common processes principles and other assets across the Agency in order to provide more consistency in software development and acquisition practices and to reduce the overall cost of maintaining or increasing current NASA CMMI maturity levels. 6. Provide additional support for small projects that includes: (a) guidance for appropriate tailoring of requirements for small projects, (b) availability of suitable tools, including support tool set-up and training, and (c) training for small project personnel, assurance personnel and technical authorities on the acceptable options for tailoring requirements and performing assurance on small projects. 7. Develop software training classes for the more experienced software engineers using on-line training, videos, or small separate modules of training that can be accommodated as needed throughout a project. 8. Create guidelines to structure non-classroom training opportunities such as mentoring, peer reviews, lessons learned sessions, and on-the-job training. 9. Develop a set of predictive software defect data and a process for assessing software testing metric data against it. 10. Assess Agency-wide licenses for commonly used software tools. 11. Fill the knowledge gap in common software engineering practices for new hires and co-ops.12. Work through the Science, Technology, Engineering and Mathematics (STEM) program with universities in strengthening education in the use of common software engineering practices and standards. 13. Follow up this benchmark study with a deeper look into what both internal and external organizations perceive as the scope of software assurance, the value they expect to obtain from it, and the shortcomings they experience in the current practice. 14. Continue interactions with external software engineering environment through collaborations, knowledge sharing, and benchmarking.

Rarick, Heather L.↗