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At least 127 records · Page 7

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NASA NTRS1995

Predictive Engineering Implementation at KSC

This paper provides an overview of what the primary contractors at Kennedy Space Center (KSC) are doing in the field of predictive engineering. The technologies employed by each of the contractors and the cost savings associated with the implementation of these predictive engineering methods are discussed. The sources include predictive engineering implementation plans, published by each of the contractors and interviews with the authors of these implementation plans.

Mosconi, Jane↗

NASA NTRS1997

Final Design and Integration of Micro-Chip Inductive Edge Sensors for the Seven Segment Demonstrator. Testing of Integrated Edge Sensors in Test Packages

The contractor attended the critical design review and evaluated the presentations of other team members and presented data on the inductive edge sensor. The prototype micro-chip inductive edge sensor was evaluated, and devices were found to have a number of characteristics which made them unsuitable for installation on the seven segment demonstrator. The amplifier bandwidth was too low, the output drive current was too small, and there is an interaction between the digital circuitry and the amplifier that causes the amplifier to stop functioning. Therefore, the inductive edge sensors were not installed on the seven segment demonstrator. The contractor has participated in instruction, problem analysis, and provided technical assistance to NASA and its contractors for the development of 8 hexagonal mirror faceplates with electronics and edge sensors.

Karpinsky, John↗

NASA NTRS2000

Shuttle Upgrade Using 5-Segment Booster (FSB)

In support of NASA's continuing effort to improve the over-all safety and reliability of the Shuttle system- a 5-segment booster (FSB) has been identified as an approach to satisfy that overall objective. To assess the feasibility of a 5-segment booster approach, NASA issued a feasibility study contract to evaluate the potential of a 5-segment booster to improve the overall capability of the Shuttle system, especially evaluating the potential to increase the system reliability and safety. In order to effectively evaluate the feasibility of the 5-segment concept, a four-member contractor team was established under the direction of NASA Marshall Space Flight Center (MSFC). MSFC provided the overall program oversight and integration as well as program contractual management. The contractor team consisted of Thiokol, Boeing North American Huntington Beach (BNA), Lockheed Martin Michoud Space Systems (LMMSS) and United Space Alliance (USA) and their subcontractor bd Systems (Control Dynamics Division, Huntsville, AL). United Space Alliance included the former members of United Space Booster Incorporated (USBI) who managed the booster element portion of the current Shuttle solid rocket boosters. Thiokol was responsible for the overall integration and coordination of the contractor team across all of the booster elements. They were also responsible for all of the motor modification evaluations. Boeing North American (BNA) was responsible for all systems integration analyses, generation of loads and environments. and performance and abort mode capabilities. Lockheed Martin Michoud Space Systems (LMMSS) was responsible for evaluating the impacts of any changes to the booster on the external tank (ET), and evaluating any design changes on the external tank necessary to accommodate the FSB. USA. including the former USBI contingent. was responsible for evaluating any modifications to facilities at the launch site as well as any booster component design modifications.

Sauvageau, Donald R.↗

NASA NTRS2004

James Webb Space Telescope: Supporting Multiple Ground System Transitions in One Year

Ideas, requirements, and concepts developed during the very early phases of the mission design often conflict with the reality of a situation once the prime contractors are awarded. This happened for the James Webb Space Telescope (JWST) as well. The high level requirement of a common real-time ground system for both the Integration and Test (I&T), as well as the Operation phase of the mission is meant to reduce the cost and time needed later in the mission development for re-certification of databases, command and control systems, scripts, display pages, etc. In the case of JWST, the early Phase A flight software development needed a real-time ground system and database prior to the spacecraft prime contractor being selected. To compound the situation, the very low level requirements for the real-time ground system were not well defined. These two situations caused the initial real-time ground system to be switched out for a system that was previously used by the Bight software development team. To meet the high-!evel requirement, a third ground system was selected based on the prime spacecraft contractor needs and JWST Project decisions. The JWST ground system team has responded to each of these changes successfully. The lessons learned from each transition have not only made each transition smoother, but have also resolved issues earlier in the mission development than what would normally occur.

Detter, Ryan↗

NASA NTRS1978

Report of the Seasat Failure Review Board

The Seasat spacecraft failed on October 9, 1978, after satisfactory operation in orbit for 105 days, as a result of a loss of electrical power in the Agena bus that was used as a part of the spacecraft. This loss of power was caused by a massive and progressive short in one of the slip ring assemblies that was used to connect the rotating solar arrays into the power subsystem. The most likely cause of this short was the initiation of an arc between adjacent slip ring brush assemblies. The triggering mechanism of this arc could have been either a wire-to-brush assembly contact, a brush-to-brush contact, or a momentary short caused by a contaminant that bridged internal components of opposite electrical polarity. The slip ring assembly, as used in the Seasat spacecraft, was connected into the power subsystem in such a way that most of the adjacent brush assemblies were of opposite electrical polarity. This wiring arrangement, together with the congested nature of the design itself, made the Seasat slip ring assembly a unique, first-of-a-kind component that was particularly prone to shorting. The possibility of slip ring failures resulting from placing opposite electrical polarities on adjacent brush assemblies was known at least as early-as the summer of 1977 to other projects within the contractor's organization. Furthermore, failures of slip ring assemblies due to shorting between brushes had been experienced by the prime contractor on slip ring assemblies used by other programs. That the Seasat organization was not fully aware of these potential failure modes was due to a breakdown in communication within the contractor's organization.

Lundin, Bruce T.↗

NASA NTRS2005

Documentation: No Substitute for Communication

SO WHAT IS AN RFI? IT WAS ONE OF THE FIRST THINGS I learned about back when I started my project management career with my first large construction firm. I learned how to use these forms as a convenient and effective means of documenting the many legitimate clarifications needed on a major project. However, like most other young engineers, I also learned to use the RFI as a weapon in the ongoing battle between owners. or their designer and the construction contractors. Recently, our project team has done a few simple things to greatly reduce the waste and frustration that comes from this type of battle. The RFI form can be a great tool if used properly, and I certainly don t recommend that they be eliminated entirely. The RFI form was created to document the many clarifications that are commonly required on projects. Typically, the contractor uses the top half of the form to clarify-or request permission to vary from-the contract documents. The bottom half of the form is used to record the answer. But this seemingly simple process is plagued by a number of problems. From the contractor s perspective, RFIs are needed to secure information that should have been in the contract documents in the first place. The missing information keeps their crews from working effectively, and it makes hitting already demanding cost and schedule targets even more difficult. Owners, or their design firms, often view the RFI as a means of harassment. Both sides of the issue have legitimate complaints, and both sides cause most of their own pain.

Strickland, John↗

NASA NTRS2005

Putting EVM to the Test

IN MANY INSTANCES THERE IS NO FOREWARNING; SCHEDULES slip, costs soar, and the project manager is faced with the near impossible task of explaining why each impact occurred. With contractors performing the majority of the work, the management job can become even more obscure. The simple lack of proximity to the contractor can limit effective communication. Add to that a mixture of cultural differences and a desire for the contractor to portray the most optimistic view of their performance, and you create an even more difficult task for the project manager. This was the scenario when the Habitat Holding Rack (HHR) manager at Marshall Space Flight Center (MSFC), Stacy Counts, was introduced to the overall concept of Earned Value Management (EVM). Faced with increased costs (which eventually resulted in decreased scope of the project), continued schedule slides, and several technical anomalies, she was looking for a way to gain a better handle on the project performance. As a component of the Space Station Biological Research Program (SSBRP), the HHR project is an integral piece of the Program content. The HHR is the first rack hardware to be delivered for the Program and has therefore been the first rack to move through the trials of test and verification-documenting anomalies and technical difficulties that will benefit the other SSBRP rack projects. For these reasons, the HHR maintained high visibility throughout the manufacturing and assembly process, continuing through test and verification activities. Needless to say, the higher visibility emphasized the need for improved performance on this project. And to improve project performance, Stacy first had to figure out how to measure the cost, schedule and technical objectives effectively.

Kerby, Jerald↗

NASA NTRS2006

The TPS Advanced Development Project for CEV

The CEV TPS Advanced Development Project (ADP) is a NASA in-house activity for providing two heatshield preliminary designs (a Lunar direct return as well as a LEO only return) for the CEV, including the TPS, the carrier structure, the interfaces and the attachments. The project s primary objective is the development of a single heatshield preliminary design that meets both Lunar direct return and LEO return requirements. The effort to develop the Lunar direct return capable heatshield is considered a high risk item for the NASA CEV development effort due to the low TRL (approx. 4) of the candidate TPS materials. By initiating the TPS ADP early in the development cycle, the intent is to use materials analysis and testing in combination with manufacturing demonstrations to reduce the programmatic risk of using advanced TPS technologies in the critical path for CEV. Due to the technical and schedule risks associated a Lunar return heatshield, the ADP will pursue a parallel path design approach, whereby a back-up TPS/heatshield design that only meets LEO return requirements is also developed. The TPS materials and carrier structure design concept selections will be based on testing, analysis, design and evaluation of scalability and manufacturing performed under the ADP. At the TPS PDR, the preferred programmatic strategy is to transfer the continued (detailed) design, development, testing and evaluation (DDT&E) of both the Lunar direct and LEO return designs to a government/prime contractor coordinated sub-system design team. The CEV prime contractor would have responsibility for the continued heatshield sub-system development. Continued government participation would include analysis, testing and evaluation as well as decision authority at TPS Final System Decision (FSD) (choosing between the primary and back-up heatshields) occurring between TPS PDR and TPS Critical Design Review (CDR). After TPS FSD the prime CEV contractor will complete the detailed design, certification testing, procurement, and integration of the CEV TPS.

Reuther, James↗

NASA NTRS2010

ISS Logistics Hardware Disposition and Metrics Validation

I was assigned to the Logistics Division of the International Space Station (ISS)/Spacecraft Processing Directorate. The Division consists of eight NASA engineers and specialists that oversee the logistics portion of the Checkout, Assembly, and Payload Processing Services (CAPPS) contract. Boeing, their sub-contractors and the Boeing Prime contract out of Johnson Space Center, provide the Integrated Logistics Support for the ISS activities at Kennedy Space Center. Essentially they ensure that spares are available to support flight hardware processing and the associated ground support equipment (GSE). Boeing maintains a Depot for electrical, mechanical and structural modifications and/or repair capability as required. My assigned task was to learn project management techniques utilized by NASA and its' contractors to provide an efficient and effective logistics support infrastructure to the ISS program. Within the Space Station Processing Facility (SSPF) I was exposed to Logistics support components, such as, the NASA Spacecraft Services Depot (NSSD) capabilities, Mission Processing tools, techniques and Warehouse support issues, required for integrating Space Station elements at the Kennedy Space Center. I also supported the identification of near-term ISS Hardware and Ground Support Equipment (GSE) candidates for excessing/disposition prior to October 2010; and the validation of several Logistics Metrics used by the contractor to measure logistics support effectiveness.

Rogers, Toneka R.↗

NASA NTRS2003

The Technical Work Plan Tracking Tool

The Technical Work Plan Tracking Tool is a web-based application that enables interactive communication and approval of contract requirements that pertain to the administration of the Science, Engineering, Analysis, and Test (SEAT) contract at Johnson Space Center. The implementation of the application has (1) shortened the Technical Work Plan approval process, (2) facilitated writing and documenting requirements in a performance-based environment with associated surveillance plans, (3) simplified the contractor s estimate of the cost for the required work, and (4) allowed for the contractor to document how they plan to accomplish the work. The application is accessible to over 300 designated NASA and contractor employees via two Web sites. For each employee, the application regulates access according to the employee s authority to enter, view, and/or print out diverse information, including reports, work plans, purchase orders, and financial data. Advanced features of this application include on-line approval capability, automatic e-mail notifications requesting review by subsequent approvers, and security inside and outside the firewall.

Chullen, Cinda↗

NASA NTRS2012

Summer Final Report

The summer of 2012 has been filled with many memorable events and activities. As an intern, I had responsibilities that had to be fulfilled. My tour of duty was completed as an administrative student trainee in the Information Technology and Communications Services Business Office (IT-A). In accordance with the Business Objectives and Agreement of the Business Office and my performance plan, I was to provide business office support, improve business, project management, and technical work processes. With this being stated, I supported a project called "The Big Move Project" (TBMP), which will take course over the next several years. The Big Move Project is the planning of the Information Technology (IT) Directorate's relocation to various buildings in the course of upcoming years, when designs and the building of Central Campus have been completed. Working directly with my supervisor and the project manager, I was responsible for gathering both administrative and operational area requirements for the Information Technology (IT) Directorate, along with its outsourced support and contractors, such as IMCS, NICS, and ACES. My first action was to create rubrics that will serve as a guideline for the information that should be given by each branch of IT. After receiving that information via a few KAITS actions, I was able to start the consolidation process, and begin working on a presentation. A SharePoint was created shortly after for others to view the progression of the project, which I managed. During the consolidation ofthis information, I would occasionally present to the IT Deputy Director and IT Chiefs. The draft of this presentation was shown to employees of Center Operations (T A) and stakeholders-IT Chief Officers and contractor managers-in the relocation of IT to make them aware of what requirements must be met that will enable IT to be accommodated appropriately in the design of Central Campus Phase 11-the time in which IT and its contractors are scheduled to be relocated. Besides supporting TBMP, I also supported the Section 508 Policy Compliance Coordinator, R. Liang. Section 508 is a policy that requires employers to implement accessibility assurance of information and technology to disabled communities. On Thursday, July 19, 2012, I was able to go to Camp Boggy Creek-a camp for disabled children-for an education outreach, in collaboration with the Education Office. We shared with them information about how astronauts live and work in space, they were able to ride hovercrafts, build paper rockets, and then launch them outside. Although this outreach was quite fun with the kids at the camp, this was a learning opportunity to gain some insight to those with cognitive and physical disabilities, the problems they typically face, and in tum, how to accommodate those with disabilities in the work environment. In the process of implementing accessibility and Section 508 compliance, I attended various teleconferences, did field runs to supply closed-caption call phones to employees with limited hearing, and helped with the development of the charter ofthe Section 508 Compliance Working Group.

Makidi, Nitou↗

NASA NTRS2017

Upgrades to Common Data Acquisition System Software Development for NASA's Rocket Propulsion Test Facilities and Software Reuse

Approximately five years ago, the National Aeronautics and Space Administration (NASA) Stennis Space Center (SSC) resumed operation of its large rocket engine test facilities after thirty years of contractor control. During this period, contactors used their own proprietary Data Acquisition System (DAS) to record and process rocket propulsion test data. The transition from a contractor managed facility to a NASA managed facility posed a difficult challenge. In order to support the commercial space launch initiative, SSC needed to develop a software replacement for the contractor proprietary DAS. This replacement software would enable SSC to operate propulsion test facilities more cost effectively and to be more readily able to adapt software for reuse, while at the same time provide internal and external customers with reliable population test data. Therefore, SSC developed in-house, a non-proprietary software suite of applications to replace the previously used proprietary DAS. The requirements for the DAS suite included recording and processing propulsion test data. This capability eliminates the necessity for customers to provide a DAS or rely on a competitor's DAS. An additional benefit of owning the software suite included enabling the ability to add additional features and functionality at a lower cost. The Rocket Propulsion Test (RPT) Program Office reviewed consideration for funding this project with the caveat that development of the software included availability for use with minimal modifications to all SSC test facilities and RPT centers: Marshall Space Flight Center (MSFC), White Sands Test Facility (WSTF), and Glenn Research Center (GRC) Plum Brook Station. Based upon this guideline, SSC created the NASA Data Acquisition System (NDAS) software suite. The ability to use the software at multiple centers, even though each field center uses differing DAS hardware with different capabilities, drove a requirement that the software design be portable with minimal modifications to the software. Then, with software release requirements, evaluations, and approvals completed, the NDAS software suite could also become available to other government agencies, corporations, universities, and the general United States public.

Herbert, Phillip W., Sr.↗

NASA NTRS2017

NASA's Space Launch System Gains Momentum Toward Integration and Testing

NASA's Space Launch System (SLS) entered a new phase in 2017, completing major structural manufacturing on the core stage and delivering the first flight hardware to NASA's Kennedy Space Center (KSC). The program is now transitioning to integration, assembly and testing in preparation for launch readiness in late 2019. Core stage prime contractor Boeing concluded welding of the major core stage components for Exploration Mission 1 (EM-1) with the liquid hydrogen flight tank, following completion of the engine section, liquid oxygen tank, and forward skirt. Technicians also completed assembly of the bolted intertank, and all sections are currently in hardware integration. The engine section structural test article was shipped to NASA's Marshall Space Flight Center (MSFC) and began testing in 2017. The core stage pathfinder shipped to NASA's Michoud Assembly Facility (MAF). Booster prime contractor Orbital ATK made significant progress casting motor segments for SLS, with several segments finishing processing and in storage. Forward and aft sections of the boosters are being refurbished at KSC. RS-25 prime contractor Aerojet Rocketdyne completed SLS adaptation testing and qualification of four new EM-1 controllers. The four EM-1 engines are ready and waiting for shipment from NASA's Stennis Space Center (SSC) to Michoud Assembly Facility (MAF) for core stage integration in preparation for green run testing at SSC. The EM-1 Interim Cryogenic Propulsion System (ICPS) became the first major piece of SLS to arrive at KSC. Welding is complete on the EM-1 Launch Vehicle Stage Adapter (LVSA) and the flight Orion Stage Adapter (OSA). SLS is critical to U.S. leadership in future human and robotic space exploration, including a presence on the moon in preparation for missions deeper into space. This paper will elaborate on 2017 SLS progress and progress envisioned for 2018.

Askins, Bruce R.↗

NASA NTRSDate not supplied

Convertor Development for Dynamic Radioisotope Power Systems

Dynamic power conversion technologies are being developed for future space science and exploration missions by NASA’s Radioisotope Power Systems (RPS) Program, in collaboration with the U.S. Department of Energy (DOE). The Dynamic Radioisotope Power Systems (DRPS) Project is working to mature dynamic power convertors and controllers for infusion into a potential future flight generators.1,2 Maturation of power conversion technologies is being executed by the DRPS Project and the Thermal Energy Conversion Branch, located at NASA’s Glenn Research Center (GRC), and includes convertor technology development contracts and in-house controller development. The convertor technology development contracts consist of three contractors tasked to design, fabricate, and complete performance testing before the units are delivered to GRC for independent assessment. All contractors have completed convertor designs and are fabricating convertors to enable performance testing, while one has demonstrated initial performance of their design. The contractors also have provided generator conceptual designs, which utilize their respective convertor technologies being developed.

Dynamic↗

NASA NTRSDate not supplied

Lessons Learned From the Construction of a Portable Cleanroom for NASA OSIRIS-REx Mission Deintegration

NASA Johnson Space Center (JSC) Infrastructure and Astromaterials Acquisition & Curation Office completed construction and commissioning of the OSIRIS-REx (OREx) Deintegration portable cleanroom at the Utah Test and Training Range (UTTR). The new portable cleanroom was designed to receive the OREx sample return capsule from the landing point on the range to an ISO7 environment. Scientists used the portable clean-room to deintegrate the sample canister from the sample return capsule. Once separated, the sample canister was put in a container under nitrogen purge for transportation to B31 at the Johnson Space Center for astromaterial sample extraction, preliminary analysis, and long-term curation. The portable cleanroom was built by a subcontractor at their facility and then deconstructed to be transported to the remote location at UTTR. Since construction was completed in a remote location all tools and materials had to be transported from contractor site in Dallas, TX. The cleanroom was constructed within an existing facility, which provided conditioned air, electric power, and protection from the elements. Careful coordination was required between the host facility, cleanroom contractor, mission scientists, and JSC facilities and curation personnel. An existing anteroom at JSC was transported to UTTR and added to the portable cleanroom after there was concern about contamination without one for personnel entry/exit. The scientific study of organics is critical for the mission, so a stringent contamination control plan was implemented for low organics. Given these mission requirements the cleanroom construction materials were carefully selected to not hinder the scientific search for amino acids and the study of organics in the samples. The same cleanroom contractor that built the long-term astromaterial curation cleanroom back at JSC Houston, TX was selected to build the portable cleanroom and instructed to use the same materials. The cleanroom had double doors to open and allow the sample return capsule to fit into the cleanroom on its stand and be transferred to a clean stand already in the cleanroom. The portable cleanroom successfully completed its mission and the sample canister was safely deintegrated and transported to JSC under nitrogen purge.

astromaterials curation↗

NASA NTRSDate not supplied

Portable Cleanroom for NASA OSIRIS-REx Mission Deintegration

astromaterials curation↗

NASA NTRS1962

Proceedings of the Nimbus Program Review

The Nimbus program review was conducted at the George Washington Motor Lodge and at General Electric Missiles and Space Division, Valley Forge, Pennsylvania, on November 14, 15, and 16, 1962. The purpose of the review was twofold: first, to present to top management of the Goddard Space Flight Center (GSFC), National Aeronautics and Space Administration (NASA) Headquarters, other NASA elements, Joint Meteorological Satellite Advisory Committee (_MSAC), Weather Bureau, subsystem contractors, and others, a clear picture of the Nimbus program, its organization, its past accomplishments, current status, and remaining work, emphasizing the continuing need and opportunity for major contributions by the industrial community; second, to bring together project and contractor technical personnel responsible for the planning, execution, and support of the integration and test of the spacecraft to be initiated at General Electric shortly. This book is a compilation of the papers presented during the review and also contains a list of those attending.

SYSTEMS ANALYSIS↗

NASA NTRS1965

Report from Mars - Mariner IV, 1964-1965

The successful mission of Mariner IV is a most gratifying conclusion to the first generation of lunar and planetary exploration, which has been based on lightweight automatic unmanned spacecraft in constant communication with Earth, designed for lunar impact or planetary encounter. The flight of this first Mars probe is noteworthy not only for the outstanding quantity and quality of scientific data but also as the verification of large and useful advances in a number of technological areas. The Mariner Mars Project of 1964-1965 was conducted for the National Aeronautics and Space Administration by the Jet Propulsion Laboratory; it was made possible by the valued assistance and support of many government agencies, scientific institutions, and industrial concerns. Among these are NASA's Lewis Research Center (Launch Vehicle Systems Manager) and their prime contractors, Lockheed Missiles and Space Corporation and General Dynamics/Convair; Goddard Space Flight Center (Launch Operations) and other agencies at Cape Kennedy; the agencies of the Australian, South African, and Spanish governments which operate overseas tracking stations; many hundreds of American industrial contractors and vendors; and a number of scientists in various fields of endeavor. The Project was established in late 1962 with the objective of conducting scientific observations near the planet Mars and returning the data to Earth for study and analysis; secondary objectives were to develop and study the equipment and techniques involved and to make certain scientific measurements of the interplanetary environment on the way to Mars. Successful accomplishment of these objectives under the severe constraints which were a part of the mission is a tribute to every single individual who shared in the preparation and execution of the Mariner Mars Project.

MARINER IV SPACE PROBE↗