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NASA NTRS2018

Supply Chain Research and Analysis for Space Systems

The implementation of NASA GSFC's portfolio of mission projects relies upon inter-connected, multi-tiered supply chains of organizations operating under direct and indirect contracts and other agreements throughout the U.S. and around the world. These supply chains are subject to an inter-related array of technical/production, business, market and security risks that are amplified by the ongoing globalization of industry and technology and which can disrupt or threaten the production and delivery of products and services when needed and in conformance with requirements. In recognition of such risks and associated challenges, GSFC's SMA directorate launched an innovative Supply Chain Research and Analysis capability three years ago to gain greater insight into the operating environment, performance, capabilities and viability of current and prospective suppliers for GSFC projects and proposals. The capability uses business intelligence techniques and primarily open source information resources as part of a cost-effective, non-intrusive methodology to produce several types of research and analysis reports. The reports are based on a holistic analytical framework encompassing key technical/production, business enterprise management, market and security factors, and feature in-depth information, summary information profiles, SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, and candidate risk concerns in order to pro-actively support SMA and project management needs. The SRA capability, which is designed to complement and support ongoing SMA/project management activities and practices, has produced over 105 reports since its start-up in early 2015.This presentation addresses the approach, methodology and performance of the Supply Chain Research and Analysiscapability and its value in assuring the success of NASA mission projects. In doing so, the presentation provides lessons-learned, best practices, case examples and address how it fits into the development of an enterprise-level Supply Chain Risk Management capability.

supply chain risk management↗

NASA NTRS2000

Information Power Grid: Distributed High-Performance Computing and Large-Scale Data Management for Science and Engineering

We use the term "Grid" to refer to distributed, high performance computing and data handling infrastructure that incorporates geographically and organizationally dispersed, heterogeneous resources that are persistent and supported. This infrastructure includes: (1) Tools for constructing collaborative, application oriented Problem Solving Environments / Frameworks (the primary user interfaces for Grids); (2) Programming environments, tools, and services providing various approaches for building applications that use aggregated computing and storage resources, and federated data sources; (3) Comprehensive and consistent set of location independent tools and services for accessing and managing dynamic collections of widely distributed resources: heterogeneous computing systems, storage systems, real-time data sources and instruments, human collaborators, and communications systems; (4) Operational infrastructure including management tools for distributed systems and distributed resources, user services, accounting and auditing, strong and location independent user authentication and authorization, and overall system security services The vision for NASA's Information Power Grid - a computing and data Grid - is that it will provide significant new capabilities to scientists and engineers by facilitating routine construction of information based problem solving environments / frameworks. Such Grids will knit together widely distributed computing, data, instrument, and human resources into just-in-time systems that can address complex and large-scale computing and data analysis problems. Examples of these problems include: (1) Coupled, multidisciplinary simulations too large for single systems (e.g., multi-component NPSS turbomachine simulation); (2) Use of widely distributed, federated data archives (e.g., simultaneous access to metrological, topological, aircraft performance, and flight path scheduling databases supporting a National Air Space Simulation systems}; (3) Coupling large-scale computing and data systems to scientific and engineering instruments (e.g., realtime interaction with experiments through real-time data analysis and interpretation presented to the experimentalist in ways that allow direct interaction with the experiment (instead of just with instrument control); (5) Highly interactive, augmented reality and virtual reality remote collaborations (e.g., Ames / Boeing Remote Help Desk providing field maintenance use of coupled video and NDI to a remote, on-line airframe structures expert who uses this data to index into detailed design databases, and returns 3D internal aircraft geometry to the field); (5) Single computational problems too large for any single system (e.g. the rotocraft reference calculation). Grids also have the potential to provide pools of resources that could be called on in extraordinary / rapid response situations (such as disaster response) because they can provide common interfaces and access mechanisms, standardized management, and uniform user authentication and authorization, for large collections of distributed resources (whether or not they normally function in concert). IPG development and deployment is addressing requirements obtained by analyzing a number of different application areas, in particular from the NASA Aero-Space Technology Enterprise. This analysis has focussed primarily on two types of users: the scientist / design engineer whose primary interest is problem solving (e.g. determining wing aerodynamic characteristics in many different operating environments), and whose primary interface to IPG will be through various sorts of problem solving frameworks. The second type of user is the tool designer: the computational scientists who convert physics and mathematics into code that can simulate the physical world. These are the two primary users of IPG, and they have rather different requirements. The results of the analysis of the needs of these two types of users provides a broad set of requirements that gives rise to a general set of required capabilities. The IPG project is intended to address all of these requirements. In some cases the required computing technology exists, and in some cases it must be researched and developed. The project is using available technology to provide a prototype set of capabilities in a persistent distributed computing testbed. Beyond this, there are required capabilities that are not immediately available, and whose development spans the range from near-term engineering development (one to two years) to much longer term R&D (three to six years). Additional information is contained in the original.

Johnston, William E.↗

NASA NTRS2000

Lay and Expert Perceptions of Planetary Protection

As space scientists and engineers plan new missions to Mars and other planets in our solar system, they will face critical questions about the potential for biological contamination of planetary surfaces. In a society that places ever-increasing importance on the role of public involvement in science and technology policy, questions about risks of biological contamination will be examined and debated in the media, and will lead to the formation of public perceptions of planetary-contamination risks. These perceptions will, over time, form an important input to the development of space policy. Previous research in public and expert perceptions of technological risks and hazards has shown that many of the problems faced by risk-management organizations are the result of differing perceptions of risk (and risk management) between the general public and scientific and technical experts. These differences manifest themselves both as disagreements about the definition (and level) of risk associated with a scientific, technological or industrial enterprise, and as distrust about the ability of risk-management organizations (both public and private) to adequately protect people's health and safety. This report presents the results of a set of survey studies designed to reveal perceptions of planetary exploration and protection from a wide range of respondents, including both members of the general public and experts in the life sciences. The potential value of this research lies in what it reveals about perceptions of risk and benefit that could improve risk-management policies and practices. For example, efforts to communicate with the public about Mars sample return missions could benefit from an understanding of the specific concerns that nonscientists have about such a mission by suggesting areas of potential improvement in public education and information. Assessment of both public and expert perceptions of risk can also be used to provide an advanced signal of aspects of planetary exploration and protection that may be particularly sensitive or controversial and that could prove problematic from a risk-management standpoint, perhaps warranting a more stringent risk-management approach than would otherwise be the case based on technical considerations alone. The design of the study compares perceptions and attitudes about space exploration relevant to a Mars sample return mission between three respondent groups: (1) members of The Planetary Society, a group representing individuals with a strong interest in space-related issues, (2) a group of university-aged students, representing a population relatively sensitive to environmental hazards, and (3) a group of life scientists outside of the space research community. Members of The Planetary Society received the survey as part of a special issue of The Planetary Report on planetary protection, which contained a number of background articles on planetary protection and related topics. A synopsis of the issue was prepared as an introduction to the survey for the other two groups.

Race, Margaret S.↗

NASA NTRS2010

Information Technology Research Services: Powerful Tools to Keep Up with a Rapidly Moving Field

Marty firms offer Information Technology Research reports, analyst calls, conferences, seminars, tools, leadership development, etc. These entities include Gartner, Forrester Research, IDC, The Burton Group, Society for Information Management, 1nfoTech Research, The Corporate Executive Board, and so on. This talk will cover how a number of such services are being used at the Goddard Space Flight Center to improve our IT management practices, workforce skills, approach to innovation, and service delivery. These tools and services are used across the workforce, from the executive leadership to the IT worker. The presentation will cover the types of services each vendor provides and their primary engagement model. The use of these services at other NASA Centers and Headquarters will be included. In addition, I will explain how two of these services are available now to the entire NASA IT workforce through enterprise-wide subscriptions.

Hunter, Paul↗

NASA NTRS1995

A synthetic design environment for ship design

Rapid advances in computer science and information system technology have made possible the creation of synthetic design environments (SDE) which use virtual prototypes to increase the efficiency and agility of the design process. This next generation of computer-based design tools will rely heavily on simulation and advanced visualization techniques to enable integrated product and process teams to concurrently conceptualize, design, and test a product and its fabrication processes. This paper summarizes a successful demonstration of the feasibility of using a simulation based design environment in the shipbuilding industry. As computer science and information science technologies have evolved, there have been many attempts to apply and integrate the new capabilities into systems for the improvement of the process of design. We see the benefits of those efforts in the abundance of highly reliable, technologically complex products and services in the modern marketplace. Furthermore, the computer-based technologies have been so cost effective that the improvements embodied in modern products have been accompanied by lowered costs. Today the state-of-the-art in computerized design has advanced so dramatically that the focus is no longer on merely improving design methodology; rather the goal is to revolutionize the entire process by which complex products are conceived, designed, fabricated, tested, deployed, operated, maintained, refurbished and eventually decommissioned. By concurrently addressing all life-cycle issues, the basic decision making process within an enterprise will be improved dramatically, leading to new levels of quality, innovation, efficiency, and customer responsiveness. By integrating functions and people with an enterprise, such systems will change the fundamental way American industries are organized, creating companies that are more competitive, creative, and productive.

Chipman, Richard R.↗

NASA NTRS2008

Enabling and Enhancing Space Mission Success and Reduction of Risk through the Application of an Integrated Data Architecture

The engineering phases of design, development, test, and evaluation (DDT and E) and subsequent planning, preparation, and operation (Ops) of space vehicles in a complex and distributed environment requires massive and continuous flows of information across the enterprise and across temporal stages of the vehicle lifecycle. The resulting capabilities at each subsequent stage depend in part on the capture, preparation, storage, and subsequent provision of information from prior stages. The United States National Aeronautics and Space Administration (NASA) is currently designing a fleet of new vehicles that will replace the Space Shuttle and expand space operations and exploration capabilities. This includes the 2 stage human rated lift vehicle Ares 1 and its associated crew vehicle the Orion, and a service module; the heavy lift cargo vehicle, Ares 5, and an associated cargo stage known as the Earth Departure Stage; and a Lunar Lander vehicle that contains a descent stage, and ascent stage, and a habitation module. A variety of concurrent assorted ground operations infrastructure including software and facilities are also being developed, assorted technology and assembly designs and development for equipment such as EVA suits, life support systems, command and control technologies are also in the pipeline. The development is occurring in a distributed manner, with project deliverables being contributed by a large and diverse assortment of vendors and most space faring nations. Critical information about all of the components, software, and procedures must be shared during the DDT and E phases and then made readily available to the mission operations staff for access during the planning, preparation, and operations phases, and also need to be readily available for system to system interactions. The Constellation Data Systems Project (CxDS) is identifying the needs, and designing and deploying systems and processes to support these needs. This paper details the steps and processes that NASA is applying within the Constellation Program to manage this data and information, and to insure that the correct information is available, correctly annotated, and can be provisioned digitally to enhance response times, and support engineering analysis and anomaly resolution.

Brummett, Robert C.↗

NASA NTRS2000

Earth Science Microwave Remote Sensing at NASA's Goddard Space Flight Center

The Goddard Space Flight Center (GSFC) was established as NASA's first space flight center in 1959. Its 12,000 personnel are active in the Earth and space sciences, astronomy, space physics, tracking and communications. GSFC's mission is to expand our knowledge of the Earth and its environment, the solar system, and the universe through observations from space. The main Goddard campus is located in Greenbelt, Maryland, USA, just north of Washington, D.C. The Wallops Flight Facility (operational since 1945), located on the Atlantic coast of Virginia was consolidated with the Goddard Space Flight Center in 1982. Wallops is now NASA's principal facility for management and implementation of suborbital research programs, and supports a wide variety of airborne science missions as well. As the lead Center for NASA's Earth Science Enterprise (ESE)--a long-term, coordinated research effort to study the Earth as a global environmental system--GSFC scientists and engineers are involved in a wide range of Earth Science remote sensing activities. Their activities range from basic geoscience research to the development of instruments and technology for space missions, as well as the associated Calibration/Validation (Cal/Val) work. The shear breadth of work in these areas precludes an exhaustive description here. Rather, this article presents selected brief overviews of microwave-related Earth Science applications and the ground-based, airborne, and space instruments that are in service, under development, or otherwise significantly involving GSFC. Likewise, contributing authors are acknowledged for each section, but the results and projects they describe represent the cumulative efforts of many persons at GSFC as well as at collaborating institutions. For further information, readers are encouraged to consult the listed websites and references.

Kim, Edward↗

NASA NTRS2006

A New Heavy-Lift Capability for Space Exploration: NASA's Ares V Cargo Launch Vehicle

The National Aeronautics and Space Administration (NASA) is developing new launch systems in preparation for the retirement of the Space Shuttle by 2010, as directed in the United States (U.S.) Vision for Space Exploration. The Ares I Crew Launch Vehicle (CLV) and the Ares V heavy-lift Cargo Launch Vehicle (CaLV) systems will build upon proven, reliable hardware derived from the Apollo Saturn (1961 to 1975) and Space Shuttle (1972 to 2010) programs to deliver safe, reliable, affordable space transportation solutions. This approach leverages existing aerospace talent and a unique infrastructure, as well as the vast amount of legacy knowledge gained from almost a half-century of hard-won experience in the space enterprise. Beginning early next decade, the Ares I will launch the new Crew Exploration Vehicle (CEV) to the International Space Station (ISS) or to low-Earth orbit for trips to the Moon and, ultimately, Mars. Late next decade, the Ares V's Earth Departure Stage will carry larger payloads such as the lunar lander into orbit, and the Crew Exploration Vehicle will dock with it for missions to the Moon, where astronauts will explore new territories and conduct science and technology experiments. Both the Ares I and Ares V systems are being designed to support longer future trips to Mars. The Exploration Launch Projects Office, located at NASA's Marshall Space Flight Center, is designing, developing, testing, and evaluating both launch vehicle systems in partnership with other NASA Centers, Government agencies, and industry contractors. This paper provides top-level information regarding the genesis and evolution of the baseline configuration for the Ares V heavy-lift system. It also touches on risk-based management strategies, such as building on powerful hardware and promoting common features between the Ares I and Ares V systems to reduce technical, schedule, and cost risks, as well as development and operations costs. Finally, it gives a summary of several notable accomplishments over the past year, since the Exploration Launch Projects effort officially kicked off in October 2005, and looks ahead at work planned for 2007 and beyond.

Sumrall, John P.↗

NASA NTRS2018

A Concept of Operations for Earth Science Data Archive and Distribution in the Cloud

Science data systems can enable more comprehensive Earth system research by evolving to take advantage of advances in commercial computer technology services. Since their inception twenty five years ago, NASA's Earth Observing System Data and Information System (EOSDIS) Distributed Active Archive Centers (DAACs) have periodically evolved to utilize new technology and expand research using the exponential growth and diversity of Earth observations. Recently, with the advent of a maturing commercial compute services industry and upcoming high data volume missions such as the Surface Water and Ocean Topography (SWOT) mission and the NASA-Indian Space Research Organization Synthetic Aperture Radar (NISAR) mission, options were explored and a decision made to utilize commercial compute and storage services. This paper presents an overview of the concept of operations under development for the DAACs in the Cloud. We highlight the goals and expected advantages of utilizing Cloud services. We outline EOSDIS operations tenets and driving principles. A high-level view of EOSDIS system of systems target architecture serves as context for describing principle interactions. Concepts for key DAAC system and EOSDIS enterprise functions characterize automated end-to-end operations but mark nominal check and recovery points. Concepts are presented for managing Cloud resources, including organizational roles and responsibilities of the NASA project and DAAC personnel. Scenarios we use to further distinguish between what the system will do and what configuration and controls operators will have. Examples include interactions with data providers and data consumers with both in-cloud and on-premise facilities.

Moses, John F.↗

NASA NTRSDate not supplied

NASA R&M Efficiency through Findable, Accessible, Interoperable, and Reusable (FAIR) Digital Assets

At the intersection of mission, technology, and place is NASA’s need to modernize for a digital-forward future. Digitalization, the process of moving toward digital business, is occurring everywhere and remains an ongoing process across the federal government.”[1] Whereas, Digital Transformation is “employing digitization/digital technologies (e.g., Artificial Intelligence (AI), mobile, cloud, data) to change a process, product, or capability so dramatically (e.g., real-time, intelligent, personalized, anywhere, anytime) that it is unrecognizable compared to its traditional form.” [2] In order to facilitate a digital transformation it is essential for NASA to understand and identify where data exists today and which data are value-needed in the future, understand where there are unfulfilled data needs that limit the advancement of NASA work, and ensure NASA efficiency through Findable, Accessible, Interoperable, and Reusable (FAIR) digital assets in the future. Therefore, NASA’s Reliability & Maintainability (R&M) Enterprise Data Sharing team is working to leverage both Digitization and Digital Transformation to achieve their vision of developing an R&M data discovery framework that enables our community, our partners, and our stakeholders with the ability to efficiently, robustly, and seamlessly access information that enables real-time knowledge and model-based, analytics driven, decision-making impacting R&M. As a result the R&M Enterprise Data Sharing team has conducted a survey of its Reliability, Maintainability, and Availability (RMA) community members to identify data existence (created or used) and where there are corresponding barriers to data acquisition and/or R&M or other issues as shown within this presentation.

Digital Transformation↗

NASA NTRSDate not supplied

Trilateral Task Force – Reliability Analysis Supporting Mission Extension/Post Mission Disposal

Digital Transformation, Reliability Engineering↗

NASA NTRS2020

Broadening JPL’s Mission Formulation Paradigm with Human Centered Design

Within NASA’s highly competitive environment for funding, Human Centered Design (HCD) and cybernetics could provide advantages to proposers during the mission formulation phase. Opportunities are limited when it comes to funding new science missions. Proposers are challenged to make a compelling case about the scientific desirability, technical feasibility, and resource viability of their concepts. Organizations follow established processes for proposal development using teams that typically include scientists, engineers, and managers. These team members are highly experienced subject matter experts (SME) in their own disciplines, and can respond to requirements from the solicitation. However, they are typically not trained as designers and communicators. Their approach is rooted within NASA’s science and technology paradigm. How can we improve the proposal development process, refine workflow between team members, and deliver clear and appealing offerings to the stakeholders and evaluators? These questions have been addressed by today’s most innovative companies (e.g., Apple, Google, 3M, Dyson), where the design process is not limited simply to engineering and management, but involves an all-encompassing approach drawing from fields such as social sciences, design, and the arts. Like these commercial enterprises, NASA currently employs systems thinking and integrated design, but can benefit further by moving beyond its current practices, which are mostly driven by rigid engineering, technology, science, and project management considerations. At JPL’s Innovation Foundry and through the Solar System Mission Formulation Office, we broadened this paradigm by including HCD in the mission formulation workflow. Our goal was to create a proposal with improved clarity and appeal, thus helping our team to communicate its message and aid evaluators with their work. In this paper we provide examples and lessons learned from our recent proposal development effort using HCD. We discuss touch points where we infused non-linear designerly approaches and cybernetic circularity into the workflow. Implemented design topics include operational design for team building; process design throughout distinct phases of the proposal development and writing process; communication design for streamlined exchange of information within the team and to stakeholders; interaction design; graphic design; and creating boundary objects. While these approaches may feel new or foreign to SMEs and managers in the aerospace community, they produced significant benefits in this mission formulation effort. We will describe how such approaches can be used to broaden NASA’s technology-driven paradigm through design, thus creating an environment which fosters innovation, improved communication, and strategic advantage for proposers and their organizations.

Turner, Neal↗

NASA NTRS1998

Improving Student Achievement in Math and Science

As the new millennium approaches, a long anticipated reckoning for the education system of the United States is forthcoming, Years of school reform initiatives have not yielded the anticipated results. A particularly perplexing problem involves the lack of significant improvement of student achievement in math and science. Three "Partnership" projects represent collaborative efforts between Xavier University (XU) of Louisiana, Southern University of New Orleans (SUNO), Mississippi Valley State University (MVSU), and the National Aeronautics and Space Administration (NASA), Stennis Space Center (SSC), to enhance student achievement in math and science. These "Partnerships" are focused on students and teachers in federally designated rural and urban empowerment zones and enterprise communities. The major goals of the "Partnerships" include: (1) The identification and dissemination of key indices of success that account for high performance in math and science; (2) The education of pre-service and in-service secondary teachers in knowledge, skills, and competencies that enhance the instruction of high school math and science; (3) The development of faculty to enhance the quality of math and science courses in institutions of higher education; and (4) The incorporation of technology-based instruction in institutions of higher education. These goals will be achieved by the accomplishment of the following objectives: (1) Delineate significant ?best practices? that are responsible for enhancing student outcomes in math and science; (2) Recruit and retain pre-service teachers with undergraduate degrees in Biology, Math, Chemistry, or Physics in a graduate program, culminating with a Master of Arts in Curriculum and Instruction; (3) Provide faculty workshops and opportunities for travel to professional meetings for dissemination of NASA resources information; (4) Implement methodologies and assessment procedures utilizing performance-based applications of higher order thinking via the incorporation of Global Learning Observations To Benefit the Environment (GLOBE), Mission to Planet Earth and the use of Geographic Imaging Systems into the K-12th grade curriculum.

Sullivan, Nancy G.↗

NASA NTRS2002

Maximally Expressive Task Modeling

Planning and scheduling systems organize "tasks" into a timeline or schedule. The tasks are defined within the scheduling system in logical containers called models. The dictionary might define a model of this type as "a system of things and relations satisfying a set of rules that, when applied to the things and relations, produce certainty about the tasks that are being modeled." One challenging domain for a planning and scheduling system is the operation of on-board experiment activities for the Space Station. The equipment used in these experiments is some of the most complex hardware ever developed by mankind, the information sought by these experiments is at the cutting edge of scientific endeavor, and the procedures for executing the experiments are intricate and exacting. Scheduling is made more difficult by a scarcity of space station resources. The models to be fed into the scheduler must describe both the complexity of the experiments and procedures (to ensure a valid schedule) and the flexibilities of the procedures and the equipment (to effectively utilize available resources). Clearly, scheduling space station experiment operations calls for a "maximally expressive" modeling schema. Modeling even the simplest of activities cannot be automated; no sensor can be attached to a piece of equipment that can discern how to use that piece of equipment; no camera can quantify how to operate a piece of equipment. Modeling is a human enterprise-both an art and a science. The modeling schema should allow the models to flow from the keyboard of the user as easily as works of literature flowed from the pen of Shakespeare. The Ground Systems Department at the Marshall Space Flight Center has embarked on an effort to develop a new scheduling engine that is highlighted by a maximally expressive modeling schema. This schema, presented in this paper, is a synergy of technological advances and domain-specific innovations.

Japp, John↗

NASA NTRS2000

EOSDIS: Archive and Distribution Systems in the Year 2000

Earth Science Enterprise (ESE) is a long-term NASA research mission to study the processes leading to global climate change. The Earth Observing System (EOS) is a NASA campaign of satellite observatories that are a major component of ESE. The EOS Data and Information System (EOSDIS) is another component of ESE that will provide the Earth science community with easy, affordable, and reliable access to Earth science data. EOSDIS is a distributed system, with major facilities at seven Distributed Active Archive Centers (DAACs) located throughout the United States. The EOSDIS software architecture is being designed to receive, process, and archive several terabytes of science data on a daily basis. Thousands of science users and perhaps several hundred thousands of non-science users are expected to access the system. The first major set of data to be archived in the EOSDIS is from Landsat-7. Another EOS satellite, Terra, was launched on December 18, 1999. With the Terra launch, the EOSDIS will be required to support approximately one terabyte of data into and out of the archives per day. Since EOS is a multi-mission program, including the launch of more satellites and many other missions, the role of the archive systems becomes larger and more critical. In 1995, at the fourth convening of NASA Mass Storage Systems and Technologies Conference, the development plans for the EOSDIS information system and archive were described. Five years later, many changes have occurred in the effort to field an operational system. It is interesting to reflect on some of the changes driving the archive technology and system development for EOSDIS. This paper principally describes the Data Server subsystem including how the other subsystems access the archive, the nature of the data repository, and the mass-storage I/O management. The paper reviews the system architecture (both hardware and software) of the basic components of the archive. It discusses the operations concept, code development, and testing phase of the system. Finally, it describes the future plans for the archive.

Behnke, Jeanne↗

NASA NTRS2017

Smashing the Stovepipe: Leveraging the GMSEC Open Architecture and Advanced IT Automation to Rapidly Prototype, Develop and Deploy Next-Generation Multi-Mission Ground Systems

Satellite/Payload Ground Systems - Typically highly-customized to a specific mission's use cases - Utilize hundreds (or thousands!) of specialized point-to-point interfaces for data flows / file transfers Documentation and tracking of these complex interfaces requires extensive time to develop and extremely high staffing costs Implementation and testing of these interfaces are even more cost-prohibitive, and documentation often lags behind implementation resulting in inconsistencies down the road With expanding threat vectors, IT Security, Information Assurance and Operational Security have become key Ground System architecture drivers New Federal security-related directives are generated on a daily basis, imposing new requirements on current / existing ground systems - These mandated activities and data calls typically carry little or no additional funding for implementation As a result, Ground System Sustaining Engineering groups and Information Technology staff continually struggle to keep up with the rolling tide of security Advancing security concerns and shrinking budgets are pushing these large stove-piped ground systems to begin sharing resources - I.e. Operational / SysAdmin staff, IT security baselines, architecture decisions or even networks / hosting infrastructure Refactoring these existing ground systems into multi-mission assets proves extremely challenging due to what is typically very tight coupling between legacy components As a result, many "Multi-Mission" ops. environments end up simply sharing compute resources and networks due to the difficulty of refactoring into true multi-mission systems Utilizing continuous integration / rapid system deployment technologies in conjunction with an open architecture messaging approach allows System Engineers and Architects to worry less about the low-level details of interfaces between components and configuration of systems GMSEC messaging is inherently designed to support multi-mission requirements, and allows components to aggregate data across multiple homogeneous or heterogeneous satellites or payloads - The highly-successful Goddard Science and Planetary Operations Control Center (SPOCC) utilizes GMSEC as the hub for it's automation and situational awareness capability Shifts focus towards getting GS to a final configuration-managed baseline, as well as multi-mission / big-picture capabilities that help increase situational awareness, promote cross-mission sharing and establish enhanced fleet management capabilities across all levels of the enterprise.

GMSEC↗

NASA NTRS2008

The Costs of Knowledge

Acquiring knowledge-genuinely learning something new-requires the consent and commitment of the person you're trying to learn from. In contrast to information, which can usually be effectively transmitted in a document or diagram, knowledge comes from explaining, clarifying, questioning, and sometimes actually working together. Getting this kind of attention and commitment often involves some form of negotiation, since even the most generous person's time and energy are limited. Few experts sit around waiting to share their knowledge with strangers or casual acquaintances. In reasonably collaborative enterprises- I think NASA is one-this sort of negotiation isn't too onerous. People want to help each other and share what they know, so the "cost" of acquiring knowledge is relatively low. In many organizations (and many communities and countries), however, there are considerable costs associated with this activity, and many situations in which negotiations fail. The greatest knowledge cost is in and adopting knowledge to one's own use. Sometimes this means formally organizing what one learns in writing. Sometimes it means just taking time to reflect on someone else's thoughts and experiences-thinking about knowledge that is not exactly what you need but can lead you to develop ideas that will be useful. A long, discursive conversation, with all the back-and-forth that defines conversation, can be a mechanism of knowledge exchange. I have seen many participants at NASA APPEL Masters Forums talking, reflecting, and thinking-adapting what they are hearing to their own needs. Knowledge transfer is not a simple proposition. An enormous amount of information flows through the world every day, but knowledge is local, contextual, and "stickyn-that is, it takes real effort to move it from one place to another. There is no way around this. To really learn a subject, you have to work at it, you have to pay your "knowledge dues." So while, thanks to advances in technology, almost infinite amounts of information are instantly available, it still takes the same amount of time and work to learn French as it did in the year 1800-or to master physics or philosophy.

Prusak, Laurence↗

NASA NTRS1996

The new organization: Rethinking work in the age of virtuality

Like two enormous steam engines, throttles wide-open, bells clanging and whistles screeching, careening toward each other down the same track, two powerful forces are about to collide and the point of collision will be smack in the middle of the white-collar workplace. Moreover, once the dust has settled, it is quite likely that we will never be able to think about the white-collar workplace in quite the same way again. The forces couldn't be more different. One force, the theory of complex adaptive systems, has its roots in the radical new sciences of chaos and complexity. The other force, the notion of organizations being learning systems, more like living organisms than 'information factories,' is an outgrowth of the new management thinking of leading organizational theorists like the Claremont Graduate School's Peter Drucker, MIT's Peter Senge, and Hitotsubashi University's Ikujiro Nonaka. Nevertheless, both the new science and the new management thinking seem to point to a similar and perhaps even startling conclusion: the business organization of the 21st century will look nothing like the bureaucratic organizational model that prevails in most companies today, a model that has remained largely unchanged since the manufacturing heydays of 1950s. While the details of the new organization remain sketchy, its rough outline is already beginning to take shape. Rather than simply being flatter through the elimination of layer upon layer of 'middle management,' the new organization is likely to be made up of networks of specialists who will be, for all practical purposes, self-managing. Rather than focusing on issues like re-engineering business processes, a holdover from Taylorism, the focus will be on supporting the continuous learning of an organization's specialists, the sharing of this learning with other specialists, and the embedding of this learning in the organization's physical structure. Finally, rather than viewing themselves as going through relatively long periods of stability punctuated by shorts bursts of 'reorganization,' business enterprises will come to realize that their very survival depends upon their being in a state of continuous organization. The implications of the new organization with respect to how companies approach the planning, design, and management of the technology infrastructure that enables individual learning, self-management, and continuous orgsnization, are both numerous and far-reaching. As part of this technology infrastructure, the white-collar workplace exists in the form it does today as a direct result of management's beliefs about how time, space, and tools ought to be organized and managed in order to accomplish useful intellectual work. Obviously, if these beliefs change radically, as both the new science and the new management thinking suggest is about to happen, then it is almost inevitable that the form and function of the white-collar workplace will change radically, as well. Will there even be a white-collar workplace in the 21st century, in the sense of purpose-built facilities designed to support the co-location of large numbers of white-collar workers? Only time will tell. However, the leading indicators seem to suggest that, as the old saying goes, 'We ain't seen nothin' yet!'

Sutherland, Duncan B., Jr.↗