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This report summarizes the current and future plans of the Crustal Dynamics Data Information System (CDDIS) with respect to the International VLBI Service for Geodesy and Astrometry (IVS). Included are background information about the CDDIS, the computer architecture, staffing supporting the system, archive contents, and future plans for the CDDIS within the IVS.
The current climate of budget cuts has forced the space mission operations community to reconsider how it does business. Gone are the days of building one-of-kind control centers with teams of controllers working in shifts 24 hours per day, 7 days per week. Increasingly, automation is used to significantly reduce staffing needs. In some cases, missions are moving towards lights-out operations where the ground system is run semi-autonomously. On-call operators are brought in only to resolve anomalies. Some operations concepts also call for smaller operations teams to manage an entire family of spacecraft. In the not too distant future, a skeleton crew of full-time general knowledge operators will oversee the operations of large constellations of small spacecraft, while geographically distributed specialists will be assigned to emergency response teams based on their expertise. As the operations paradigms change, so too must the tools to support the mission operations team's tasks. Tools need to be built not only to automate routine tasks, but also to communicate varying types of information to the part-time, generalist, or on-call operators and specialists more effectively. Thus, the proper design of a system's user-system interface (USI) becomes even more importance than before. Also, because the users will be accessing these systems from various locations (e.g., control center, home, on the road) via different devices with varying display capabilities (e.g., workstations, home PCs, PDAS, pagers) over connections with various bandwidths (e.g., dial-up 56k, wireless 9.6k), the same software must have different USIs to support the different types of users, their equipment, and their environments. In other words, the software must now adapt to the needs of the users! This paper will focus on the needs and the challenges of designing USIs for mission operations. After providing a general discussion of these challenges, the paper will focus on the current efforts of creatin(y an effective USI for one specific suite of tools, SERS (The Spacecraft Emergency Response System), which has been built to enable lights-out operations. SERS is a Web-based collaborative environment that enables secure distributed fault management.
The Microwave Anisotropy Probe (MAP) mission is the second mission in NASA's Office of Space Science low-cost, Medium-class Explorers (MIDEX) program. The Explorers Program is designed to accomplish frequent, low cost, high quality space science investigations utilizing innovative, streamlined, efficient management, design and operations approaches. The MAP spacecraft will produce an accurate full-sky map of the cosmic microwave background temperature fluctuations with high sensitivity and angular resolution. The MAP spacecraft is planned for launch in early 2001, and will be staffed by only single-shift operations. During the rest of the time the spacecraft must be operated autonomously, with personnel available only on an on-call basis. Four (4) innovations will work cooperatively to enable a significant reduction in operations costs for the MAP spacecraft. First, the use of a common ground system for Spacecraft Integration and Test (I&T) as well as Operations. Second, the use of Finite State Modeling for intelligent autonomy. Third, the integration of a graphical planning engine to drive the autonomous systems without an intermediate manual step. And fourth, the ability for distributed operations via Web and pager access.
The Crustal Dynamics Data Information System (CDDIS) has supported the archive and distribution of laser ranging data (both lunar and satellite) since its inception in 1982. This report summarizes the current and future plans of the CDDIS with respect to the International Laser Ranging Service (ILRS). Included here is background information about the CDDIS, its computer architecture, staffing, and archive contents, as well as future plans for the system within the ILRS.
This report summarizes activities for the year 2000 and future plans of the Crustal Dynamics Data Information System (CDDIS) with respect to the International Very Long Base Interferometry (VLBI) Service for Geodesy and Astrometry (IVS). Included in this report are background information about the CDDIS, the computer architecture, staffing supporting the system, archive contents, and future plans for the CDDIS within the IVS.
Reducing spacecraft ground system operations costs is a major goal in all missions. The Fast Auroral Snapshot (FAST) flight operations team at the NASA/Goddard Spacecraft Flight Center developed in-house scripts and procedures to automate monitoring of critical spacecraft functions. The initial staffing profile of 16x7 was reduced first to 8x5 and then to 'lights out'. Operations functions became an offline review of system performance and the generation of future science plans for subsequent upload to the spacecraft. Lessons learned will be applied to the challenging Triana mission, where 24x7 contact with the spacecraft will be necessary at all times.
This document summarizes the activities of the Goddard Earth Sciences and Technology Center (GEST), a consortium of scientists and engineers led by the University of Maryland, Baltimore County (UMBC), during the contract reporting period. Topics covered include: new programs, eligibility and selection criteria, Goddard Coastal Research Graduate Fellowship Program and staffing changes.
Santa Barbara Remote Sensing (SBRS), Raytheon Company, is pleased to submit this quarterly progress report of the work performed in the third quarter of Year 2 of the Advanced THEMIS Project, July through September 2002. We review here progress in the proposed tasks. During July through September 2002 progress was made in two major tasks, Spectral Response Characterization and Flight Instrument Definition. Because of staffing problems and technical problems earlier in the program we have refocused the remaining time and budget on the key technical tasks. Current technical problems with a central piece of test equipment has lead us to request a 1 quarter extension to the period of performance. This request is being made through a separate letter independent of this report.
With the successful implementation of the International Space Station (ISS), the National Aeronautics and Space Administration (NASA) enters a new era of opportunity for scientific research. The ISS provides a working laboratory in space, with tremendous capabilities for scientific research. Utilization of these capabilities requires a launch system capable of routinely transporting crew and logistics to/from the ISS, as well as supporting ISS assembly and maintenance tasks. The Space Shuttle serves as NASA's launch system for performing these functions. The Space Shuttle also serves as NASA's launch system for supporting other science and servicing missions that require a human presence in space. The Space Shuttle provides proof that reusable launch vehicles are technically and physically implementable. However, a couple of problems faced by NASA are the prohibitive cost of operating and maintaining the Space Shuttle and its relative inability to support high launch rates. The 2nd Generation Reusable Launch Vehicle (2nd Gen RLV) is NASA's solution to this problem. The 2nd Gen RLV will provide a robust launch system with increased safety, improved reliability and performance, and less cost. The improved performance and reduced costs of the 2nd Gen RLV will free up resources currently spent on launch services. These resource savings can then be applied to scientific research, which in turn can be supported by the higher launch rate capability of the 2nd Gen RLV. The result is a win - win situation for science and NASA. While meeting NASA's needs, the 2nd Gen RLV also provides the United States aerospace industry with a commercially viable launch capability. One of the keys to achieving the goals of the 2nd Gen RLV is to develop and implement new technologies and processes in the area of flight operations. NASA's experience in operating the Space Shuttle and the ISS has brought to light several areas where automation can be used to augment or eliminate functions performed by crew and ground controllers. This experience has also identified the need for new approaches to staffing and training for both crew and ground controllers. This paper provides a brief overview of the mission capabilities provided by the 2nd Gen RLV, a description of NASA's approach to developing the 2nd Gen RLV, a discussion of operations concepts, and a list of challenges to implementing those concepts.
The three main objectives of the overall project were: 1. Adaptation of environmental constraint methods to take advantage of EOS sensors, specifically, MODIS, ASTER, and Landsat-7, in addition to the PM AVHRR observations 2. Refinement of environmental constraint methods based on fundamental scientific knowledge. 3. Assessment of spatial scaling patterns in environmental constraint measurements to evaluate the potential biases and errors that occur when estimating regional and global-scale NPP patterns with moderate to coarse satellite observations. These goals were modified because, on one hand, MODIS data did not become available until after the first year of the project and because of project staffing issues at the University of Maryland., The OSU portion of the project contained a modest amount of funding and responsibility compared to the University of Maryland and the University of Toledo.
In the 1980s, the National Aeronautics and Space Administration (NASA) embarked upon a major Earth-focused program called Mission to Planet Earth. The Goddard Space Flight Center (GSFC) was selected to manage and develop a key component - the Earth Observing System (EOS). The EOS consisted of four major missions designed to monitor the Earth. The missions included 4 spacecraft. Terra (launched December 1999), Aqua (launched May 2002), ICESat (Ice, Cloud, and Land Elevation Satellite, launched January 2003), and Aura (scheduled for launch January 2004). The purpose of these missions was to provide support for NASA s long-term research effort for determining how human-induced and natural changes affect our global environment. The EOS Data and Information System (EOSDIS), a globally distributed, large-scale scientific system, was built to support EOS. Its primary function is to capture, collect, process, and distribute the most voluminous set of remotely sensed scientific data to date estimated to be 350 Gbytes per day. The EOSDIS is composed of a diverse set of elements with functional capabilities that require the implementation of a complex set of computers, high-speed networks, mission-unique equipment, and associated Information Technology (IT) software along with mission-specific software. All missions are constrained by schedule, budget, and staffing resources, and rigorous testing has been shown to be critical to the success of each mission. This paper addresses the challenges associated with the planning, test definition. resource scheduling, execution, and discrepancy reporting involved in the mission readiness testing of a ground system on the scale of EOSDIS. The size and complexity of the mission systems supporting the Aqua flight operations, for example, combined with the limited resources available, prompted the project to challenge the prevailing testing culture. The resulting success of the Aqua Mission Readiness Testing (MRT) program was due in no small measure to re-structuring the traditional programmatic and technical approach to a more efficient and robust program. Programmatically, it meant gaining the endorsement, commitment, and cooperation of the numerous subsystem element managers and other stakeholder organizations. Technically, it required an MRT program that was agile, could rapidly adapt to requirements changes, and was flexible in its overall approach. Furthermore, this paper addresses the following questions: 1. What are the key ingredients (e.g., test tools, organization) needed to conduct a successful MRT program? 2. What distinguishes EOS MRT from the traditional system testing approach? 3. Where should the focus of testing be since it is infeasible to test every element or subsystem? 4. How can MRT be applied effectively to other systems or missions? To provide answers to these questions, this paper relies heavily on real-life, hands-on experiences ("lessons learned") gained during mission readiness testing of the Terra ground system and, most recently, the Aqua and ICESat missions. Moreover, this paper explores how lessons learned were turned into lessons applied for the upcoming Aura mission. Although derived from the EOS missions, MRT techniques and strategies can be applied to enhance the testing of other missions.
Contents include the following: 1. Launch Vehicle Interface Work Performed: a. S3 provided to KSC the new launch inclination targets needed for the April '04 launch date. 2. Prelaunch operations work performed: a. S3 updated the staffing plan for MSFC on-console personnel\during the Final Countdown prior to launch. 3. Software Assessment Work Performed: a. S3 evaluated and recommended approval for Program Control Board (PCB) proposed change 649 for ground software changes, as well as change 650 and 650A for Stored Program Commands. 4. Education and Public Outreach Work Performed: a. S3 continues to coordinate the effort for the design and fabrication of scale models of the GP-3 for use at the launch site, education forums, and management/technical briefings. S3 also prepared a Change Request for additional funds needed for fabrication of additional scale models. S3 drafted the planned uses of these models, including the possibility of participation in the Boston, MA showings of the traveling Einstein Exhibit. 5. Program Management Support Work Performed: a. S3 prepared the input for and closed three MSFC Centerwide Action Item Tracking Systems (CAITS) actions during this period.
This paper investigates several published hypotheses to determine which might explain the observed cyclic pattern in programmatic findings by independent review teams over a ten-year period. The data does not neatly support any of the intra-project theories considered; however, something is obviously triggering these findings. A closer examination of the narratives associated with the programmatic findings did reveal consistency. The recurring themes that appeared with more numerous findings were unclear roles and staffing problems. Other explanations, external to the project teams, were also explored and the data supported a distributed political influence on project performance.
Galileo has completed the Europa leg of the Galileo Europa Mission, and is now pumping down the apojove in each succeeding orbit in preparation for the Io phase. Including three encounters earlier in the primary mission, the total of ten close passes by Europa have provided a wealth of interesting and provocative information about this intriguing body. The results presented include new and exciting information about Europa's interactions with Jupiter's magnetosphere, its interior structure, and its tantalizing surface features, which strongly hint at a watery subsurface layer. Additional data concerning Callisto, and its own outlook for a subsurface ocean are also presented. In addition the engineering aspects of operating the spacecraft during the past year are explored, as well as a brief examination of what will be the challenges to prepare for the Io encounters. The steadily increasing radiation dosage that the spacecraft is experiencing is well beyond the original design parameters, and is contributing to a number of spacecraft problems and concerns. The ability of the flight team to analyze and solve these problems, even at the reduced staffing levels of an extended mission, is a testament to their tenacity and loyalty to the mission. The engineering data being generated by these continuing radiation-induced anomalies will prove invaluable to designers of future spacecraft to Jupiter and its satellites. The lessons learned during this arduous process are presented. c 2000 International Astronautical Federation. Published by Elsevier Science Ltd. All rights reserved.
The Voyager Interstellar Mission began on January 1, 1990, with the primary objective being to characterize the interplanetary medium beyond Neptune and to search for the transition region between the interplanetary medium and the interstellar medium. At the start of this mission, the two Voyager spacecraft had already been in flight for over twelve years, having successfully returned a wealth of scientific information about the planetary systems of Jupiter, Saturn, Uranus, and Neptune, and the interplanetary medium between Earth and Neptune. The two spacecraft have the potential to continue returning science data until around the year 2020. With this extended operating lifetime, there is a high likelihood of one of the two spacecraft penetrating the termination shock and possibly the heliopause boundary, and entering interstellar space before that time. This paper describes the Voyager Interstellar Mission--the mission objectives, the spacecraft and science payload, the mission operations system used to support operations, and the mission operations strategy being used to maximize science data return even in the event of certain potential spacecraft subsystem failures. The implementation of automated analysis tools to offset and enable reduced flight team staffing levels is also discussed.
This report summarizes activities during the year 2003 and future plans of the Crustal Dynamics Data Information System (CDDIS) with respect to the International VLBI Service for Geodesy and Astrometry (IVS). Included in this report are background information about the CDDIS, the computer architecture, staffing supporting the system, archive contents, and future plans for the CDDIS within the IVS.
ASA will begin naming "a few hundred" engineers soon who will constitute the Independent. Technical Authority (ITA) recommended by the Columbia Accident Investigation Board to pro- vide an effective check and balance on space programs for safety. Within the next month, the directors of Johnson and Kennedy space centers will name "a couple of dozen at each place" to backstop human spaceflight engineers, according to Theron M. Bradley, Jr., NASA chief engineer. By the time the new fiscal year begins Oct. 1, the ITA should be fully staffed across the agency, with a system of "warrants" delineating who is an expert in what. Overseeing the whole organization
The Collaborative Information Portal was enterprise software developed jointly by the NASA Ames Research Center and the Jet Propulsion Laboratory for NASA's Mars Exploration Rover mission. Mission managers, engineers, scientists, and researchers used this Internet application to view current staffing and event schedules, download data and image files generated by the rovers, receive broadcast messages, and get accurate times in various Mars and Earth time zones. This article describes the features, architecture, and implementation of this software, and concludes with lessons we learned from its deployment and a look towards future missions.