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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 109 records · Page 6
All sourcesNASA NTRSDOE OSTI
NASA NTRS2012

Leveraging Independent Management and Chief Engineer Hierarchy: Vertically and Horizontally-Derived Technical Authority Value

In the development of complex spacecraft missions, project management authority is usually extended hierarchically from NASA's highest agency levels down to the implementing institution's project team level, through both the center and the program. In parallel with management authority, NASA utilizes a complementary, but independent, hierarchy of technical authority (TA) that extends from the agency level to the project, again, through both the center and the program. The chief engineers (CEs) who serve in this technical authority capacity oversee and report on the technical status and ensure sound engineering practices, controls, and management of the projects and programs. At the lowest level, implementing institutions assign project CEs to technically engage projects, lead development teams, and ensure sound technical principles, processes, and issue resolution. At the middle level, programs and centers independently use CEs to ensure the technical success of their projects and programs. At the agency level, NASA's mission directorate CEs maintain technical cognizance over every program and project in their directorate and advise directorate management on the technical, cost, schedule, and programmatic health of each. As part of this vertically-extended CE team, a program level CE manages a continually varying balance between penetration depth and breadth across his or her assigned missions. Teamwork issues and information integration become critical for management at all levels to ensure value-added use of both the synergy available between CEs at the various agency levels, and the independence of the technical authority at each organization.

Barley, Bryan↗
NASA NTRS2012

Command Center Training Tool (C2T2)

This abstract presents the training approach taken to create a management-centered, experiential learning solution for the Virginia Port Authority's Port Command Center. The resultant tool, called the Command Center Training Tool (C2T2), follows a holistic approach integrated across the training management cycle and within a single environment. The approach allows a single training manager to progress from training design through execution and AAR. The approach starts with modeling the training organization, identifying the organizational elements and their individual and collective performance requirements, including organizational-specific performance scoring ontologies. Next, the developer specifies conditions, the problems, and constructs that compose exercises and drive experiential learning. These conditions are defined by incidents, which denote a single, multi-media datum, and scenarios, which are stories told by incidents. To these layered, modular components, previously developed meta-data is attached, including associated performance requirements. The components are then stored in a searchable library An event developer can create a training event by searching the library based on metadata and then selecting and loading the resultant modular pieces. This loading process brings into the training event all the previously associated task and teamwork material as well as AAR preparation materials. The approach includes tools within an integrated management environment that places these materials at the fingertips of the event facilitator such that, in real time, the facilitator can track training audience performance and resultantly modify the training event. The approach also supports the concentrated knowledge management requirements for rapid preparation of an extensive AAR. This approach supports the integrated training cycle and allows a management-based perspective and advanced tools, through which a complex, thorough training event can be developed.

Jones, Phillip↗
NASA NTRS2014

Earth Radiation Budget Research at the NASA Langley Research Center

In the 1970s research studies concentrating on satellite measurements of Earth's radiation budget started at the NASA Langley Research Center. Since that beginning, considerable effort has been devoted to developing measurement techniques, data analysis methods, and time-space sampling strategies to meet the radiation budget science requirements for climate studies. Implementation and success of the Earth Radiation Budget Experiment (ERBE) and the Clouds and the Earth's Radiant Energy System (CERES) was due to the remarkable teamwork of many engineers, scientists, and data analysts. Data from ERBE have provided a new understanding of the effects of clouds, aerosols, and El Nino/La Nina oscillation on the Earth's radiation. CERES spacecraft instruments have extended the time coverage with high quality climate data records for over a decade. Using ERBE and CERES measurements these teams have created information about radiation at the top of the atmosphere, at the surface, and throughout the atmosphere for a better understanding of our climate. They have also generated surface radiation products for designers of solar power plants and buildings and numerous other applications

Smith, G. Louis↗
NASA NTRS2013

Small Payload Launch Integrated Testing Services (SPLITS) - SPSDL

My experience working on the Small Payload Launch Integrated Testing Services project has been both educational and rewarding. I have been given the opportunity to work on and experiment with a number of exciting projects and initiatives, each offering different challenges and opportunities for teamwork and collaboration. One of my assignments is to aid in the design and construction of a small-scale two stage rocket as part of a Rocket University initiative. My duties include programming a microcontroller to control the various sensors on the rocket as well as process and transmit data. Additionally, I am writing a graphical user interface application for the ground station that will receive the transmitted data from the rocket and display the information on screen along with a 3D rendering displaying the rocket orientation. Another project I am working on is to design and develop the avionics that will be used to control a high altitude balloon flight that will test a sensor called a Micro Dosimeter that will measure the total ionizing dose absorbed by electrical components during a flight. This includes assembling and soldering the various sensors and components, programming a microcontroller to input and process data from the Micro Dosimeter, and transmitting the data down to a ground station as well as save the data to an on-board SD card. Additionally, I am aiding in the setup and development of ITOS (Integrated Test and Operations System) capability in the SPSDL (Spaceport Processing System Development Lab).

Intern↗
NASA NTRS2015

Critical Team Composition Issues for Long-Distance and Long-Duration Space Exploration: A Literature Review, an Operational Assessment, and Recommendations for Practice and Research

Prevailing team effectiveness models suggest that teams are best positioned for success when certain enabling conditions are in place (Hackman, 1987; Hackman, 2012; Mathieu, Maynard, Rapp, & Gilson, 2008; Wageman, Hackman, & Lehman, 2005). Team composition, or the configuration of member attributes, is an enabling structure key to fostering competent teamwork (Hackman, 2002; Wageman et al., 2005). A vast body of research supports the importance of team composition in team design (Bell, 2007). For example, team composition is empirically linked to outcomes such as cooperation (Eby & Dobbins, 1997), social integration (Harrison, Price, Gavin, & Florey, 2002), shared cognition (Fisher, Bell, Dierdorff, & Belohlav, 2012), information sharing (Randall, Resick, & DeChurch, 2011), adaptability (LePine, 2005), and team performance (e.g., Bell, 2007). As such, NASA has identified team composition as a potentially powerful means for mitigating the risk of performance decrements due to inadequate crew cooperation, coordination, communication, and psychosocial adaptation in future space exploration missions. Much of what is known about effective team composition is drawn from research conducted in conventional workplaces (e.g., corporate offices, production plants). Quantitative reviews of the team composition literature (e.g., Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011) are based primarily on traditional teams. Less is known about how composition affects teams operating in extreme environments such as those that will be experienced by crews of future space exploration missions. For example, long-distance and long-duration space exploration (LDSE) crews are expected to live and work in isolated and confined environments (ICEs) for up to 30 months. Crews will also experience communication time delays from mission control, which will require crews to work more autonomously (see Appendix A for more detailed information regarding the LDSE context). Given the unique context within which LDSE crews will operate, NASA identified both a gap in knowledge related to the effective composition of autonomous, LDSE crews, and the need to identify psychological and psychosocial factors, measures, and combinations thereof that can be used to compose highly effective crews (Team Gap 8). As an initial step to address Team Gap 8, we conducted a focused literature review and operational assessment related to team composition issues for LDSE. The objectives of our research were to: (1) identify critical team composition issues and their effects on team functioning in LDSE-analogous environments with a focus on key composition factors that will most likely have the strongest influence on team performance and well-being, and 1 Astronaut diary entry in regards to group interaction aboard the ISS (p.22; Stuster, 2010) 2 (2) identify and evaluate methods used to compose teams with a focus on methods used in analogous environments. The remainder of the report includes the following components: (a) literature review methodology, (b) review of team composition theory and research, (c) methods for composing teams, (d) operational assessment results, and (e) recommendations.

Bell, Suzanne T.↗
NASA NTRS2016

Best Practices for Fatigue Risk Management in Non-Traditional Shiftwork

Fatigue risk management programs provide effective tools to mitigate fatigue among shift workers. Although such programs are effective for typical shiftwork scenarios, where individuals of equal skill level can be divided into shifts to cover 24 hour operations, traditional programs are not sufficient for managing sleep loss among individuals with unique skill sets, in occupations where non-traditional schedules are required. Such operations are prevalent at NASA and in other high stress occupations, including among airline pilots, military personnel, and expeditioners. These types of operations require fatigue risk management programs tailored to the specific requirements of the mission. Without appropriately tailored fatigue risk management, such operations can lead to an elevated risk of operational failure, disintegration of teamwork, and increased risk of accidents and incidents. In order to design schedules for such operations, schedule planners must evaluate the impact of a given operation on circadian misalignment, acute sleep loss, chronic sleep loss and sleep inertia. In addition, individual-level factors such as morningness-eveningness preference and sleep disorders should be considered. After the impact of each of these factors has been identified, scheduling teams can design schedules that meet operational requirements, while also minimizing fatigue.

research↗
NASA NTRS2016

Hexapod Robot

The project I am working on at NASA-Johnson Space Center in Houston, TX is a hexapod robot. This project was started by various engineers at the Trick Lab. The goal of this project is to have the hexapod track a yellow ball or possibly another object from left to right and up/down. The purpose is to have it track an object like a real creature. The project will consist of using software and hardware. This project started with a hexapod robot which uses a senor bar to track a yellow ball but with a limited field of vision. The sensor bar acts as the robots "head." Two servos will be added to the hexapod to create flexion and extension of the head. The neck and head servos will have to be programmed to be added to the original memory map of the existing servos. I will be using preexisting code. The main programming language that will be used to add to the preexisting code is C++. The trick modeling and simulation software will also be used in the process to improve its tracking and movement. This project will use a trial and error approach, basically seeing what works and what does not. The first step is to initially understand how the hexapod works. To get a general understanding of how the hexapod maneuvers and plan on how to had a neck and head servo which works with the rest of the body. The second step would be configuring the head and neck servos with the leg servos. During this step, limits will be programmed specifically for the each servo. By doing this, the servo is limited to how far it can rotate both clockwise and counterclockwise and this is to prevent hardware damage. The hexapod will have two modes in which it works in. The first mode will be if the sensor bar does not detect an object. If the object it is programmed to look for is not in its view it will automatically scan from left to right 3 times then up and down once. The second mode will be if the sensor bar does detect the object. In this mode the hexapod will track the object from left to right or up and down. The hexapod will eventually be able to track the object moving its head and body in sync with on another and being able to rotate its body at 360 degrees. This is the plans and possible end results for the hexapod robot I will be working on during my summer internship at NASA Johnson Space Center. Since working on the hexapod project I have gained an increase interest in robotics. I enjoy the process of critical thinking. Also will working on this project I was challenged in a way that made more passionate to strive even more to become an engineer. I've learned that asking questions is an important part of the learning process. Also I learn that much more is accomplished when teamwork is applied.

Begody, Ericka↗
NASA NTRS2016

Flight Operations

Outline the process that takes new hires with zero knowledge all the way to the point of completing missions in Flight Operations. Audience members should be able to outline the attributes of a flight controller and instructor, outline the training flow for flight controllers and instructors, and identify how the flight controller and instructor attributes are necessary to ensure operational excellence in mission prep and execution. Identify how the simulation environment is used to develop crisis management, communication, teamwork, and leadership skills for SGT employees beyond what can be provided by classroom training.

Forest, Greg↗
NASA NTRS2017

Training Early Career Scientists in Flight Instrument Design Through Experiential Learning: NASA Goddard's Planetary Science Winter School.

The NASA Goddard Planetary Science Winter School (PSWS) is a Goddard Space Flight Center-sponsored training program, managed by Goddard's Solar System Exploration Division (SSED), for Goddard-based postdoctoral fellows and early career planetary scientists. Currently in its third year, the PSWS is an experiential training program for scientists interested in participating on future planetary science instrument teams. Inspired by the NASA Planetary Science Summer School, Goddard's PSWS is unique in that participants learn the flight instrument lifecycle by designing a planetary flight instrument under actual consideration by Goddard for proposal and development. They work alongside the instrument Principal Investigator (PI) and engineers in Goddard's Instrument Design Laboratory (IDL; idc.nasa.gov), to develop a science traceability matrix and design the instrument, culminating in a conceptual design and presentation to the PI, the IDL team and Goddard management. By shadowing and working alongside IDL discipline engineers, participants experience firsthand the science and cost constraints, trade-offs, and teamwork that are required for optimal instrument design. Each PSWS is collaboratively designed with representatives from SSED, IDL, and the instrument PI, to ensure value added for all stakeholders. The pilot PSWS was held in early 2015, with a second implementation in early 2016. Feedback from past participants was used to design the 2017 PSWS, which is underway as of the writing of this abstract.

Flight↗
NASA NTRS2017

A Human-Autonomy Teaming Approach for a Flight-Following Task

Managing aircraft is becoming more complex with increasingly sophisticated automation responsible for more flight tasks. With this increased complexity, it is becoming more difficult for operators to understand what the automation is doing and why. Human involvement with increasingly autonomous systems must adjust to allow for a more dynamic relationship involving cooperation and teamwork. As part of an ongoing project to develop a framework for human-autonomy teaming (HAT) in aviation, a part-task study was conducted to demonstrate, evaluate and refine proposed critical aspects of HAT. These features were built into an automated recommender system on a ground station available from previous studies. Participants performed a flight-following task once with the original ground station (i.e., No HAT condition) and once with the HAT features enabled (i.e., HAT condition). Behavioral and subjective measures were collected; subjective measures are presented here. Overall, participants preferred the ground station with HAT features enabled compared to the station without the HAT features. Participants reported that the HAT displays and automation were preferred for keeping up with operationally important issues. Additionally, participants reported that the HAT displays and automation provided enough situation awareness to complete the task and reduced workload relative to the No HAT baseline.

ACFP↗
NASA NTRS2017

Using A Model-Based Systems Engineering Approach For Exploration Medical System Development

NASA's Human Research Program's Exploration Medical Capabilities (ExMC) element is defining the medical system needs for exploration class missions. ExMC's Systems Engineering (SE) team will play a critical role in successful design and implementation of the medical system into exploration vehicles. The team's mission is to "Define, develop, validate, and manage the technical system design needed to implement exploration medical capabilities for Mars and test the design in a progression of proving grounds." Development of the medical system is being conducted in parallel with exploration mission architecture and vehicle design development. Successful implementation of the medical system in this environment will require a robust systems engineering approach to enable technical communication across communities to create a common mental model of the emergent engineering and medical systems. Model-Based Systems Engineering (MBSE) improves shared understanding of system needs and constraints between stakeholders and offers a common language for analysis. The ExMC SE team is using MBSE techniques to define operational needs, decompose requirements and architecture, and identify medical capabilities needed to support human exploration. Systems Modeling Language (SysML) is the specific language the SE team is utilizing, within an MBSE approach, to model the medical system functional needs, requirements, and architecture. Modeling methods are being developed through the practice of MBSE within the team, and tools are being selected to support meta-data exchange as integration points to other system models are identified. Use of MBSE is supporting the development of relationships across disciplines and NASA Centers to build trust and enable teamwork, enhance visibility of team goals, foster a culture of unbiased learning and serving, and be responsive to customer needs. The MBSE approach to medical system design offers a paradigm shift toward greater integration between vehicle and the medical system and directly supports the transition of Earth-reliant ISS operations to the Earth-independent operations envisioned for Mars. Here, we describe the methods and approach to building this integrated model.

Hanson, A.↗
NASA NTRS2017

A Human-Autonomy Teaming Approach for a Flight-Following Task

Human involvement with increasingly autonomous systems must adjust to allow for a more dynamic relationship involving cooperation and teamwork. As part of an ongoing project to develop a framework for human autonomy teaming (HAT) in aviation, a study was conducted to evaluate proposed tenets of HAT. Participants performed a flight-following task at a ground station both with and without HAT features enabled. Overall, participants preferred the ground station with HAT features enabled over the station without the HAT features. Participants reported that the HAT displays and automation were preferred for keeping up with operationally important issues. Additionally, participants reported that the HAT displays and automation provided enough situation awareness to complete the task, reduced the necessary workload and were efficient. Overall, there was general agreement that HAT features supported teaming with the automation. These results will be used to refine and expand our proposed framework for human-autonomy teaming.

Human-Autonomy Teaming (HAT)↗
NASA NTRS2018

Crew Resource Management for Automated Teammates (CRM-A)

Crew Resource Management (CRM) is the application of human factors knowledge and skills to ensure that teams make effective use of all resources. This includes ensuring that pilots bring in opinions of other teammates and utilize their unique capabilities. CRM was originally developed 40 years ago in response to a number of airline accidents in which the crew was found to be at fault. The goal was to improve teamwork among airline cockpit crews. The notion of "team" was later expanded to include cabin crew and ground resources. CRM has also been adopted by other industries, most notably medicine. Automation research now finds itself faced with similar issues to those faced by aviation 40 years ago: how to create a more robust system by making full use of both the automation and its human operators. With advances in machine intelligence, processing speed and cheap and plentiful memory, automation has advanced to the point that it can and should be treated as a teammate to fully take advantage of its capabilities and contributions to the system. This area of research is known as Human-Autonomy Teaming (HAT). Research on HAT has identified reusable patterns that can be applied in a wide range of applications. These patterns include features such as bi-directional communication and working agreements. This paper will explore the synergies between CRM and HAT. We believe that HAT research has much to learn from CRM and that there are benefits to expanding CRM to cover automation.

Crew Resource Management↗
NASA NTRS2017

Flight Deck Surface Trajectory-Based Operations (STBO): A Four-Dimensional Trajectory (4DT) Simulation

Within human factors there is burgeoning interest in the Human-Autonomy Teaming (HAT) concept as away to address the challenges of interacting with complex, increasingly autonomous systems. The HAT concept comes out of an aspiration to interact with increasingly autonomous automation as a team member, rather than simply use automation as a tool. The authors, and others, have proposed core tenets for HAT that include bi-directional communication, automation and system transparency, and advanced coordination between human and automated teammates via predefined, dynamic task sequences known as plays (Shively et al., 2017). It is believed that, with proper implementation, HAT should foster appropriate teamwork, thus increasing trust and reliance on the system, which in turn will reduce workload, increase situation awareness, and improve performance. To this end, HAT has been demonstrated and/or studied in multiple applications including search and rescue operations (Nourbakhsh et al., 2005), healthcare and medicine (Tsui Yanco, 2007), autonomous vehicles (Parasuraman, Barnes, Cosenzo, Mulgund, 2007), photography (Lachter, Brandt, Sadler, Shively, in press), and aviation (Shively et al., in press). The current paper presents one such effort to apply HAT. It details the design of a R-HAT Agent developed as part of a NASA Research Agreement awarded to Human-Autonomy Teaming Solutions Inc. (HATS Inc), and developed in collaboration with the Human-Autonomy Teaming Laboratory at NASA Ames Research Center. The role of this Agent is to mediate interaction between the automation and the human operator of an advanced ground dispatch station, with this mediation based upon previously mentioned core tenets for HAT and the many lessons learned from the HAT research literature. This dispatch station was developed to support a NASA project investigating a concept called Reduced Crew Operations (RCO; Lachter, Brandt, Battiste, Matessa, Johnson, in press). Part of the RCO concept involves a ground operator providing enhanced support to a large number of aircraft with a single pilot on the flight deck. When assisted by the Agent, operators can monitor and support or manage a large number of aircraft and use plays to respond in real-time to complicated, workload-intensive events (e.g., an airport closure). A play is a plan that encapsulates goals, tasks, and a task allocation strategy appropriate for a particular situation. In the current implementation, when a play is initiated by a user, the Agent determines what tasks need to be done and has the ability to autonomously execute them (e.g., determining diversion options and uplinking new routes to aircraft) when it is safe and appropriate. The R-HAT Agent has been designed to both support end users and research in RCO and HAT. Additionally, the Agent and its underlying architecture were developed with generalizability in mind as a modular piece of software applicable outside of RCO aviation in domains such as those mentioned above. This paper will also discuss future further development and testing of the R-HAT Agent.

Bakowski, Deborah L.↗
NASA NTRS2018

Assessment and Mitigation of the Effects of Noise on Habitability in Deep Space Environments: Report on Non-Auditory Effects of Noise

This presentation reviews non-auditory effects of noise relevant to habitable volume requirements in cislunar space. The non-auditory effects of noise in future long-term space habitats are likely to be impactful on team and individual performance, sleep, and cognitive well-being. Recommendations are provided for future standards and procedures for long-term space flight habitats, along with recommendations for NASA's Human Research Program in support of DST mission success. The following non-auditory effects of noise are addressed: performance-teamwork; sleep disturbance; and cognitive well-being, all of which impact crew performance and readiness to perform. It reviews the relevance of research performed on earth to the space environment, the quality of the measurement metrics used, and potentially significant research gaps. Auditory effects of noise are considered to the degree that measurement metrics overlap with non-auditory effects.

Readback Errors↗
NASA NTRS2018

Trusted Communication: Utilizing Speech Communication to Enhance Human-Machine Teaming Success

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 an integration requires humans to work closely with autonomous systems, forming teams. Our hypothesis is that a team composed of both humans and autonomous systems will operate better than either entity alone. We have existing procedures for certifying pilots to operate in the national airspace and are currently working on methods for validating the function of autonomous systems, however we have no method in place for assessing the interaction of these two disparate systems. Communication is one avenue. This paper will examine the use of language as a metric for ascertaining human-machine teaming effectiveness. A proof-of-concept of the application of two communication-based analysis techniques, Linguistic Inquiry and Word Count (LIWC) and Latent Semantic Analysis (LSA), for the prediction of success in human/chatbot teaming was conducted. By running these analyses over data from the 2014 and 2015 Loebner Prize competitions of human/chatbot teaming, numerical scores were obtained that can be associated with scores provided by human judges during the competition. Correlating their LIWC and LSA data with the scores provided by the judges, and using linear regression over this correlation, formulae were obtained that predict the score of human/chatbot interaction. These formulae were tested over the 2013 Loebner Prize transcripts, determining that, though there was strong correlation between predicted and actual scores, the predictive success of this method was not strong. However, with specialized topic spaces and lexica, as well as larger data sets, the predictive power of these metrics will improve. Given the importance of providing metrics for human-machine system team success and given the promise shown by the communication-basedLIWCand LSAmethods, continuing research in this area is necessary. After examining the potential for using communication and spoken language as a metric for the success of human/autonomous system teaming, this paper then examines aspects inherent to communication systems that may contribute to unreliability and reduced trust. Modern natural language processing tools rely on deep learning algorithms to create language rules that produce accurate results, but these rules are uninterpretable. The resulting blackbox system lacks transparency necessary for full validation and complete trust. Additionally, speech-based interfaces pose other difficulties to developing coordinated teamwork between humans and autonomous systems. Human communication is infrequently limited to speech only, instead usually relying on a combination of verbal, gestural, and general body language communication. Reducing an analysis of team effectiveness to a study of spoken language alone is problematic as it leaves these other equally important forms of communication out. This paper will examine these problems and the general deficiencies in speech-based metrics for human-machine teaming.

E L Meszaros↗
NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C Dempsey↗
NASA NTRSDate not supplied

Challenges of Operations in a Dynamic Environment: A Three-Year Perspective of SAGE III

The Stratospheric Aerosol and Gas Experiment~III on the International Space Station (SAGE III/ISS) was delivered to the International Space Station (ISS) on 23 February 2017. The SAGE III/ISS payload was robotically installed external to the ISS and began acquiring science measurements on 17 March 2017. The SAGE III/ISS instrument retrieves vertical profiles of atmospheric ozone, multi-wavelength aerosol extinctions, and other gaseous species. This paper will focus on the improvements made to the operations of the SAGE III/ISS payload. A key focus of the operations team following commissioning was to create robust tools that aide in the operations of the payload. A close collaboration with the SAGE III/ISS ground systems team allowed for the development of web-based tools to continuously monitor the health of the instrument. The mission operations team also worked with the SAGE III/ISS science team to gain a better sense of how the instrument works to maximize the quality and quantity of the science data collected. Another unique aspect of the SAGE III/ISS payload, that will be discussed, is the challenges of operating a hosted payload on the ISS; an active platform that has frequent attitude maneuvers, dockings, and EVA's. This active environment increases the need for the SAGE III/ISS operations team command the payload. Through coordination and teamwork, SAGE III/ISS mission has developed an operations team that has successfully managed the instrument around ISS activities and recovered from multiple instrument upsets. This has led the SAGE III/ISS payload to successfully surpass the acquisition metrics set forth prior to launch, allowing for the continued contribution to studying the atmospheric composition of the stratosphere and how it plays a role in earth’s climate.

SAGE III↗