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A status of the Turbine Technology Team activities

The recent activities of the Turbine Technology Team of the Consortium for Computational Fluid Dynamics (CFD) Application in Propulsion Technology is presented. The team consists of members from the government, industry, and universities. The goal of this team is to demonstrate the benefits to the turbine design process attainable through the application of CFD. This goal is to be achieved by enhancing and validating turbine design tools for improved loading and flowfield definition and loss prediction, and transferring the advanced technology to the turbine design process. In order to demonstrate the advantages of using CFD early in the design phase, the Space Transportation Main Engine (STME) turbines for the National Launch System (NLS) were chosen on which to focus the team's efforts. The Turbine Team activities run parallel to the STME design work.

Griffin, Lisa W.↗

Space shuttle solid rocket booster main parachute damage reduction team report

This report gives the findings of the space shuttle solid rocket booster main parachute damage reduction team. The purpose of the team was to investigate the causes of main parachute deployment damage and to recommend methods to eliminate or substantially reduce the damage. The team concluded that the two primary causes of significant damage during deployment are vent entanglement and contact of the parachutes with the main parachute support structure. As an inexpensive but effective step towards damage reduction, the team recommends modification of the parachute packing procedure to eliminate vent entanglement. As the most effective design change, the team recommends a pilot chute-deployed soft-pack system. Alternative concepts are also recommended that provide a major reduction in damage at a total cost lower than the pilot chute-deployed soft pack.

Watts, G.↗

NASA Science Institutes Plan. Report of the NASA Science Institutes Team: Final Publication (Incorporating Public Comments and Revisions)

This NASA Science Institute Plan has been produced in response to direction from the NASA Administrator for the benefit of NASA Senior Management, science enterprise leaders, and Center Directors. It is intended to provide a conceptual framework for organizing and planning the conduct of science in support of NASA's mission through the creation of a limited number of science Institutes. This plan is the product of the NASA Science Institute Planning Integration Team (see Figure A). The team worked intensively over a three-month period to review proposed Institutes and produce findings for NASA senior management. The team's activities included visits to current NASA Institutes and associated Centers, as well as approximately a dozen non-NASA research Institutes. In addition to producing this plan, the team published a "Benchmarks" report. The Benchmarks report provides a basis for comparing NASA's proposed activities with those sponsored by other national science agencies, and identifies best practices to be considered in the establishment of NASA Science Institutes. Throughout the team's activities, a Board of Advisors comprised of senior NASA officials (augmented as necessary with other government employees) provided overall advice and counsel.

Source record↗

STS-121: Discovery Mission Management Team Briefing

The briefing opened with Bruce Buckingham (NASA Public Affairs) introducing John Shannon (Chairman, Mission Management Team, JSC), John Chapman (External Tank Project Manager), Mike Leinbach (Shuttle Launch Director), and 1st Lt. Kaleb Nordgren (USAF 45th Weather Squadron). John Shannon reported that the team for hydrogen loading was proceeding well and the external tank detanking was completed. During detanking the inspection team cracked foam caused by condensation and ice formation as the tank expanded and contracted. Aerothermal analysis and analysis fro ice formation will be completed before launch. John Chapman explained the mechanics of the external tank design, the foam cracking, bracket design, etc. Mike Leinbach discussed the inspection teams and their inspection final inspection for ice formation before and after external tank filling. The inspection team of eight very experienced personnel also use telescopes with cameras to find any problems before launch. Kaleb Nordgren discussed weather and said there was a 40% chance of weather prohibiting launch. The floor was the opened for questions from the press.

Source record↗

The Role of a Multidimensional Concept of Trust in the Performance of Global Virtual Teams

This paper focuses on the concept of trust as an important ingredient of effective global virtual team performance. Definitions of trust and virtual teams are presented. The concept of trust is developed from its unilateral application (trust, absence of trust) to a multidimensional concept including cognitive and affective components. The special challenges of a virtual team are then discussed with particular emphasis on how a multidimensional concept of trust impacts these challenges. Propositions suggesting the multidimensional concept of trust moderates the negative impacts of distance, cross cultural and organizational differences, the effects of electronically mediated communication, reluctance to share information and a lack of hi story/future on the performance of virtual teams are stated. The paper concludes with recommendations and a set of techniques to build both cognitive and affective trust in virtual teams.

Bodensteiner, Nan Muir↗

Results from the NASA Capability Roadmap Team for In-Situ Resource Utilization (ISRU)

On January 14, 2004, the President of the United States unveiled a new vision for robotic and human exploration of space entitled, "A Renewed Spirit of Discovery". As stated by the President in the Vision for Space Exploration (VSE), NASA must "... implement a sustained and affordable human and robotic program to explore the solar system and beyond " and ".. .develop new technologies and harness the moon's abundant resources to allow manned exploration of more challenging environments." A key to fulfilling the goal of sustained and affordable human and robotic exploration will be the ability to use resources that are available at the site of exploration to "live off the land" instead of bringing everything from Earth, known as In-Situ Resource Utilization (ISRU). ISRU can significantly reduce the mass, cost, and risk of exploration through capabilities such as: mission consumable production (propellants, fuel cell reagents, life support consumables, and feedstock for manufacturing & construction); surface construction (radiation shields, landing pads, walls, habitats, etc.); manufacturing and repair with in-situ resources (spare parts, wires, trusses, integrated systems etc.); and space utilities and power from space resources. On January 27th, 2004 the President's Commission on Implementation of U.S. Space Exploration Policy (Aldridge Committee) was created and its final report was released in June 2004. One of the report's recommendations was to establish special project teams to evaluate enabling technologies, of which "Planetary in situ resource utilization" was one of them. Based on the VSE and the commission's final report, NASA established fifteen Capability Roadmap teams, of which ISRU was one of the teams established. From Oct. 2004 to May 2005 the ISRU Capability Roadmap team examined the capabilities, benefits, architecture and mission implementation strategy, critical decisions, current state-of-the-art (SOA), challenges, technology gaps, and risks of ISRU for future human Moon and Mars exploration. This presentation will provide an overview of the ISRU capability, architecture, and implementation strategy examined by the ISRU Capability Roadmap team, along with a top-level review of ISRU benefits, resources and products of interest, and the current SOA in ISRU processes and systems. The presentation will also highlight the challenges of incorporating ISRU into future missions and the gaps in technologies and capabilities that need to be filled to enable ISRU.

Sanders, Gerald B.↗

Improving Human/Autonomous System Teaming Through Linguistic Analysis

An area of increasing interest for the next generation of aircraft is autonomy and the integration of increasingly autonomous systems into the national airspace. Such integration requires humans to work closely with autonomous systems, forming human and autonomous agent teams. The intention behind such teaming is that a team composed of both humans and autonomous agents will operate better than homogenous teams. Procedures exist for licensing pilots to operate in the national airspace system and current work is being done to define methods for validating the function of autonomous systems, however there is no method in place for assessing the interaction of these two disparate systems. Moreover, currently these systems are operated primarily by subject matter experts, limiting their use and the benefits of such teams. Providing additional information about the ongoing mission to the operator can lead to increased usability and allow for operation by non-experts. Linguistic analysis of the context of verbal communication provides insight into the intended meaning of commonly heard phrases such as "What's it doing now?" Analyzing the semantic sphere surrounding these common phrases enables the prediction of the operator's intent and allows the interface to supply the operator's desired information.

Meszaros, Erica L.↗

Addressing Human Error in International Space Station Flight Control Teams: Advances in Ground Training for Science Operators

In flight control, as with any human in the loop system, operator error is an inevitable reality. On the International Space Station (ISS) where crew time and physical resources are precious and often irreplaceable, operator errors can result in significant, irreversible consequences. Flight controllers at the Payload Operations Integration Center (POIC) located at NASA’s Marshall Space Flight Center (MSFC) in Huntsville, Alabama know this reality well. At the POIC, operator errors can be caused by a variety of factors, from poor hardware or software design to environmental factors such as time pressure or fatigue. The most difficult errors to address, however, are those which result from ineffective teamwork.Academic research in teamwork has resulted in the identification of many factors which make cross-functional teaming difficult, including leadership, trust building, and communication challenges. These factors, especially when combined with the challenging environmental factors flight control teams must contend with daily, make the goal of minimizing operator errors in payload operations challenging to achieve. To address such teamwork errors, trainers at the POIC have drawn best practices from high reliability industries such as commercial aviation, healthcare, and nuclear power plants, as well as from our sister ISS control center in Houston, Texas, to develop and institute a new training program focused specifically on teamwork skills.This training program, called the Team Skills Curriculum, is based on the concept of Crew Resource Management (CRM) which was developed by NASA in the 1970s for the commercial aviation industry in response to a series of aviation disasters resulting from ineffective teamwork. CRM was later tailored by the Johnson Space Center (JSC) for use in astronaut and flight control training. The result, called Space Flight Resource Management (SFRM) was formally introduced into manned spaceflight training in the late 90s. SFRM has evolved over the years, but the focus has remained on helping operators develop the skills needed to work as part of an effective team. Using these concepts as well as the latest research in cross-functional teaming and data on specific errors occurring at the POIC, trainers in the integrated flight control training branch created a custom training program for both new and certified payload operations specialists.

Harris, Samantha S.↗

How Do You Go From a Concept Idea to a NASA Selected Mission? Formulating the Psyche Discovery Mission with JPL's Concurrent Engineering Teams

JPL’s Office of Formulation provides continuity of support and access to domain subject matter experts, as Principal Investigators mature their mission concepts from “cocktail napkin” ideas to Preliminary Design Reviews [1]. Using NASA’s Psyche mission as a case study, we describe JPL’s concurrent engineering A-Team and Team X support to the Psyche competed concept study team in the areas of 1) Initial Feasibility, 2) Trade Space Exploration, 3) Spacecraft Point Design and Cost Estimate, 4) Science, Technical, Management, and Cost Review, and 5) Strategy and Communication Development. NASA’s Psyche Discovery-class mission started as a grassroots idea from Principal Investigator L.T. ElkinsTanton. Is there a compelling Discovery mission to visit the interior of a body for the first time, by sending a mission to an iron metal asteroid? In less than five years the Psyche concept was selected as a mission under NASA’s Discovery Program. While Psyche had a dedicated concept development team [2], they utilized JPL’s concurrent engineering teams, methods, analysis tools, and subject matter experts throughout their mission concept formulation lifecycle

Ziemer, John↗

How Do You Go From a Concept Idea to a NASA Selected Mission? Formulating the Psyche Discovery Mission with JPL's Concurrent Engineering Teams

JPL’s Office of Formulation provides continuity of support and access to domain subject matter experts, as Principal Investigators mature their mission concepts from “cocktail napkin” ideas to Preliminary Design Reviews [1]. Using NASA’s Psyche mission as a case study, we will describe JPL’s concurrent engineering ATeam and Team X support to the Psyche competed concept study team in the areas of 1) Science Feasibility, 2) Trade Space Exploration, 3) Spacecraft Point Design and Cost Estimate, 4) Science, Technical, Management, and Cost Review, and 5) Strategy and Communication Development. NASA’s Psyche Discovery class mission started as a grassroots idea in our A-Team facility, and in less than five years was selected as a mission under NASA’s Discovery Program. While Psyche had a dedicated concept development team [2], they utilized JPL’s concurrent engineering teams, methods, analysis tools, and experts throughout their mission concept lifecycle.

Ziemer, John↗

Human Factors and Behavioral Performance Exploration Measures Harmonized Across HERA, NEK, and ISS Teams Risk

The Human Factors and Behavioral Performance Exploration Measures (HFBP-EM) suite is a set of standardized measures to assess behavioral health and performance risk related to future exploration class missions, and to support reduction of the Human Research Program’s (HRP) Behavioral Medicine (BMed), Team, Sleep, and Human Systems Integration Architecture risks. HFBP-EM were collected during Human Exploration Research Analogs (HERA) campaigns 4 (C4) and 5 (C5), and during SIRIUS 17 and 19 missions in the Russian Ground Based Experiment Complex, NEK, to document the feasibility, flexibility, and acceptability of these measures in analogs of the spaceflight environment. A subset of the HFBP-EM suite was collected during spaceflight as part HRP’s Standard Measures in Spaceflight Project. Whenever possible, the HFBP-EM protocol and measures are kept the same across studies, however, differences across research settings (e.g., experimental manipulations, mission scenarios, mission length) and implementation of the measures require the data are harmonized to ensure comparable views across missions. The purpose of our project is to develop a harmonized database of HFBP-EM data from different settings, and to summarize the trajectory of behavioral health and performance within and between research settings. In this presentation, we will summarize the harmonized dataset and the trajectory of measures related to the Team Risk, including team performance, team cohesion, team processes, and psychological safety, over time and between and within settings.

S T Bell↗

Usability Evaluation Technical Report: A Usability Evaluation of the Communication Tool Prototype Prepared in Adobe XD for High Density Vertiplex (HDV) Team

Purpose: As cities get more crowded, the roadway infrastructure cannot keep up with the travel demands. Aviation can be a solution. Organizations supporting NASA’s Urban Air Mobility (UAM) concept are conducting studies on feasible concepts of operations for the new air traffic management system required to implement UAM. NASA’s High Density Vertiplex (HDV) team conducts studies using both live flights and simulations. Significance: The goal of this study is to evaluate the effectiveness of a communication tool developed for this team to enhance team situation awareness. Specifically, the study aims to determine if the communication tool is effective in allowing NASA-Langley and NASA-Ames team members playing different roles to understand what others are doing so that completed steps can be communicated to the whole team. Methods: This study asks participants to conduct four distinct scenarios using an Adobe XD prototype. Participants included five members of the target audience, who each received up to 15 minutes of training on how to use the Adobe XD prototype. The participants were NASA-Ames or NASA-Langley researchers, developers or tech leads who had 0 to 15 years of experience. Their ages ranged from 20 to 40 years old, and they were of both genders. After training, each participant was asked to do 4 tasks of varying difficulty, using the prototype testbed. After each task they reported on task difficulty and after all tasks were completed they were asked to fill out the System Usability Survey (SUS). Performance will be assessed through task completion time and accuracy rating. Results: User perception was evaluated by the SUS which showed a mean score over the six participants of 84. All the participants were above the acceptable range which was 70 and nobody was in the marginal usability zone between 50 and 70. In addition, most of the participants did well in terms of time on task, success rate and task difficulty on all the tasks except for Task 3. Participants had two minutes to do the task correctly to succeed at the task, otherwise it was marked as a failure. The geomean for Task 1 for completion time was 22.20; Task 2 was 58.28; Task 3 was 84.68 and Task 4 was 19.61. In Task 3, three out of six people failed this task but all five scored this with an average score 4.2 out of 5 for self-rating on task difficulty.

human factors↗

Examining Performance and Usability of Situation Awareness Communication Tool for NASA's High Density Vertiplex (HDV) Team

Purpose: As cities get more crowded, the roadway infrastructure cannot keep up with the travel demands. Aviation can be a solution. Organizations supporting NASA’s Urban Air Mobility (UAM) concept are conducting studies on feasible concepts of operations for the new air traffic management system required to implement UAM. NASA’s High Density Vertiplex (HDV) team conducts studies using both live flights and simulations. Significance: The goal of this study is to evaluate the effectiveness of a communication tool developed for this team to enhance team situation awareness. Specifically, the study aims to determine if the communication tool is effective in allowing NASA-Langley and NASA-Ames team members playing different roles to understand what others are doing so that completed steps can be communicated to the whole team. Methods: This study asks participants to conduct four distinct scenarios using an Adobe XD prototype. Participants included five members of the target audience, who each received up to 15 minutes of training on how to use the Adobe XD prototype. The participants were NASA-Ames or NASA-Langley researchers, developers or tech leads who had 0 to 15 years of experience. Their ages ranged from 20 to 40 years old, and they were of both genders. After training, each participant was asked to do 4 tasks of varying difficulty, using the prototype testbed. After each task they reported on task difficulty and after all tasks were completed they were asked to fill out the System Usability Survey (SUS). Performance will be assessed through task completion time and accuracy rating. Results: User perception was evaluated by the SUS which showed a mean score over the six participants of 84. All the participants were above the acceptable range which was 70 and nobody was in the marginal usability zone between 50 and 70. In addition, most of the participants did well in terms of time on task, success rate and task difficulty on all the tasks except for Task 3. Participants had two minutes to do the task correctly to succeed at the task, otherwise it was marked as a failure. The geomean for Task 1 for completion time was 22.20; Task 2 was 58.28; Task 3 was 84.68 and Task 4 was 19.61. In Task 3, three out of six people failed this task but all five scored this with an average score 4.2 out of 5 for self-rating on task difficulty.

human factors↗

A Preliminary Study on the Feasibility of Large Language Models for Detecting Micro-Behaviors Among Team Members in Space Missions

Large-language models (LLMs) have been recently used for spoken language understanding (SLU) to infer meaning and semantics from speech in tasks such as speaker intent and sentiment classification. Due to being trained on large amounts of data, and their ability to understand context and relationships between words, LLMs are competent, enabling them to generalize across tasks without requiring many task-specific training samples. This research examines the feasibility of few-shot learning in LLMs for detecting subtle, brief, and possibly unconscious interactions between team members, called ``micro-behaviors," and provides insights into the appropriate design of LLMs for this task. Our data came from 5 teams participating in a 45-day mission at the US National Aeronautics and Space Administration’s (NASA) Human Exploration Research Analog (HERA). More specifically we used data collected from team interaction battery (TIB) tasks teams performed five times in-mission which comprise an average 1.5 hours of conversation data per day. Micro-behaviors were coded according to an adapted version of Smith & Griffins (2022) theoretical framework in terms of Violation (i.e., presence of valenced behavior, uplifting/positive or discouraging/negative), Intensity (i.e., force of behavior in terms of how uplifting or discouraging is the behavior), and Intent (i.e., motive of the behavior in terms of whether it was deliberate or unintentional). We explore the ability of LLMs to detect the presence and intensity of micro-behaviors. We examine employing and fine-tuning readily available LLMs (i.e., RoBERTa, DistilBERT), as well as prompting state-of-the-art sequence classification models (i.e., Llama-2, Llama-3). In a total of 13,058 conversational turns (17.8% uplifting, 3.3% discouraging, 75.76% neutral, 3.14% nulls), we compute the macro F1-score of the 3-way micro-behavior classification task (i.e., classifying among uplifting, discouraging, and neutral; 33% chance). Results indicate that the RoBERTa model achieves a F1-score of 36.2% (uplift: 43.3% precision (P), 15.1% recall (R); discourage: 20% P, 0.5% R). These results significantly improve when we augment the data via paraphrasing in the RoBERTa model, reaching a 41.2% macro F1-score (uplift: 37.7% P, 86.3% R; discourage: 3.5% P, 1.8% R). Finally, the Llama-2 model with 3-shot prompting yields 38% macro F1-score (uplift: 28.7% P, 20% R; discourage: 7.2% P, 18% R), which is slightly better compared to the RoBERTa model without data augmentation, highlighting the effectiveness of sequence classification models in detecting minority classes with a small sample size. Findings indicate that LLMs hold potential to detect subtle behaviors in conversations, which could be valuable in assessing team behavior in space exploration missions. Future studies will evaluate the performance of different LLM prompting strategies or fine-tuning methods.

Ankush Raut↗

Communication Delays in Cislunar Space: A Lab Study Examining Human System Integration Architecture (HSIA) and Team Risk Concerns

BACKGROUND: Communication delays are an inherent challenge of space missions to the Moon and beyond. Past research studies showed that 50+ second delays adversely affected individual well-being, team cohesion, and overall task performance (Kintz et al., 2016; Larson et al., 2019). However, there is a dearth of research on the effects of shorter delays (on the order of 4-12 seconds one-way) that may present a more immediate challenge during the upcoming Artemis missions. Even these shorter delays could make it difficult or infeasible for ground control to provide real-time support to Artemis astronauts, especially in complex and time-critical tasks such as extra-vehicular activities (EVAs). Results from studies on longer or Mars-like delays cannot be directly applied to Artemis-like delays, due to the large differences in delay magnitude and task types between these mission categories. For example, real-time oversight and guidance from ground control is impossible under Mars-like delays but may be performed under Artemis-like delays, albeit with potentially high workload and communication difficulty. Thus, a better understanding of the effects of Artemis-like communication delays on collaborative task performance is needed. Additionally, there is a need to develop reliable task paradigms that can be used in future studies on communication delays. METHODS: This project will study the effects of Artemis-like communication delays on collaborative task performance in a simulated space-to-ground team task via a lunar Gateway-like interface prototype. Teams of two astronaut-like participants - one serving as “crewmember” and one as “flight controller” - will perform a spaceflight-relevant task under six delay conditions (i.e., 0, 4, 6, 8, 10, and 12 seconds). Audio, video, texting, and file transfer will be delayed between the participants to mimic lunar-like communication delays. Measures related to workload, situation awareness, system usability, task performance, team cohesion, well-being, and communication strategies will be collected. These measures will be compared across delay levels, participant roles, and off-nominal and nominal tasks. Participants will be given the choice to use any combination of video and text communication in order to study preferences in interaction modality. RESEARCH AIMS: One aim is to identify a delay level or range of levels at which there may be significant decrements in individual and team-based measures. Identifying such ranges may help design novel workload management or communication countermeasures for future space missions. Also, the spaceflight-relevant research tasks and corresponding communication delay technology developed as part of this effort may be used for future studies on communication delays. Results from this work are also expected to inform study scenarios in the Human Exploration Research Analog (HERA) Campaign.

S Upasani↗

Using a Crew Resource Management Framework to Develop Human-Autonomy Teaming Measures

Recent developments in technology have permitted an increased use of autonomy. To work best with humans, autonomy should have the qualities of a good team member. But how can these qualities be measured? One way is to use similar measures to those used to measure good teams with human members. For example, the Non-Technical Skills (NOTECHS) framework measures Crew Resource Management (CRM) skills that allow pilots to work together as a team. The framework consists of skill categories, elements of those categories, and behavioral markers that demonstrate good or poor performance in the elements. This paper introduces CMSD (CooperationManagementSituation AwarenessDecision Making), a measurement system based on NOTECHS and other widely-used skill level systems, which provides quantitative measures of Human-Autonomy Teaming (HAT).

Crew Resource Manaagement↗

Measuring the Effectiveness of Human Autonomy Teaming

Human-Automation Teaming (HAT), is now recognized as a promising solution to the problems of humans managing increasingly complex work systems. A human-automation team can be defined as the interdependent coupling between one or more human operators and one or more autonomous systems requiring collaboration and coordination to accomplish system and task goals (e.g., Langan-Fox et al., 2009). In this conception, automated agents are considered team members that can operate at various levels of automation, be focused on one or more human-information-processing stages, and the interactions with human operators may be adaptable, adjustable or mixed initiative. We investigated some metrics for assessing HAT effectiveness in a demonstration of a HAT tool used by ground station operators in a Reduced Crew Operations project that was conducted at NASA Ames Human Automation Teaming Laboratory. In this paper, we focus on operator metrics of HAT effectiveness, specifically workload and operator behaviors.

measurements↗

Using AI Simulations to Dynamically Model Multi-agent Multi-team Energy Systems

The complexity of energy systems is well known as they are complex and intricate systems. As a result, many extant studies have used many simplifications or generalizations that do not accurately reflect the nature of this complex system. In particular, most HVAC systems are modeled as a single unit, or several large units, rather than as a hierarchical composite (e.g., as a floor rather than as a collection of disparate rooms). The net result of this is that the simulations are too generic to perform meaningful analysis, machine learning, or integrated simulation. We propose using a multi-agent multi-team strategic simulations framework called SiMAMT to better define, model, simulate, and learn the HVAC environment. SiMAMT allows us to create distinct models for each type of room, hierarchically aggregate them into units (like floors, or sections), and then into larger sets (like buildings or a campus), and then perform a simulation that interacts with each sub-element individually, the teams of sub-elements collectively, and the entire set in aggregation. Further, and most importantly, we additionally model another ‘team’ within the simulation framework - the users of the systems. Again, each individual is modeled distinctly, aggregated into sub-sets, then collected into large sets. Each user, or agent, is performing on their own but with respect to the larger team goals. This provides a simulation that has a much higher model fidelity and more applicable results that match the real-world.

Franklin, D. Michael↗