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NASA NTRS2022

Building a Transdisciplinary, Exascale-Capable Workforce for Geospace Science

Key Points: ●First-principles, self-consistent geospace modeling will require at least exascale-level computing capabilities; however, the technical skills necessary to develop such simulation codes are not taught as part of Heliophysics training/PhD programs. ●Developing exascale Heliophysics codes will require transdisciplinary collaborations between physicists, computer scientists, software engineers, data scientists, and applied mathematics. Such teams must be persistent and formed around specific skills, not specific problems. ●We must have stable, positive long-term career outcomes for Heliophysics scientific developers in order to retain knowledge of and promote future innovation in scientific algorithm development and advanced computing techniques. One such way to do this is by funding long-term scientific programming groups, akin to Heliophysics DRIVE Centers. ●We must have a balance between promoting innovation via funding short-term closed-source development and allowing the open-source community to benefit from and build on the newest scientific modeling techniques.

C Bard↗

NASA NTRS2023

Understanding Workforce Agility at NASA Kennedy Space Center

NASA leads the world in space research and provides other government agencies, educational institutions, and companies opportunities to explore, launch, and conduct research in and around space. NASA has 11 formal locations based around the United States, and each has different goals and objectives to help NASA meet its overall mission. 2004, President George Bush announced a new vision for the Space Exploration program. During his grand announcement, he discussed that the Space Shuttles would retire due to the 2003 Space Shuttle Columbia accident, where the crew and the space vehicle were lost. The Kennedy Space Center (KSC) would no longer manage the day-to-day operations of maintaining the US Space Shuttle fleet. Our NASA teams would continue working to finish the Space Shuttle program's mission to build the International Space Station. Afterward, NASA would transition to develop and test a new spacecraft, the Crew Exploration Vehicle. The third goal was to return to the moon by 2020 as the launching point for missions beyond, to get humans from lower Earth orbit to the moon and Mars. (Secretary, 2004) The KSC engineering workforce had to prepare to transition from Operational support of the Space Shuttle program to the design and development of over 50 subsystems for the future SLS and Orion Launch Systems at the Kennedy Space Center. These subsystems developed at the Kennedy Space Center Engineering Directorate followed a comprehensive design process that required several different product deliverables during various phases for each subsystem. (Schafer et al., 2013) What allowed these systems to be successful? What enabled NASA KSC to complete over 130 Artemis 1 Design Certification and System Acceptance Reviews, closing over 21,656 Requirements to deem the Artemis 1 rocket ready for launch? Little is known about the NASA engineering workforce agility characteristics that enabled the organization to transition from the Space Shuttle program that ended in 2011 and launch the Artemis Program's SLS rocket on November 16, 2022.

Workforce Agility↗

NASA NTRS2016

IDEAS and App Development Internship in Hardware and Software Design

In this report, I will discuss the tasks and projects I have completed while working as an electrical engineering intern during the spring semester of 2016 at NASA Kennedy Space Center. In the field of software development, I completed tasks for the G-O Caching Mobile App and the Asbestos Management Information System (AMIS) Web App. The G-O Caching Mobile App was written in HTML, CSS, and JavaScript on the Cordova framework, while the AMIS Web App is written in HTML, CSS, JavaScript, and C# on the AngularJS framework. My goals and objectives on these two projects were to produce an app with an eye-catching and intuitive User Interface (UI), which will attract more employees to participate; to produce a fully-tested, fully functional app which supports workforce engagement and exploration; to produce a fully-tested, fully functional web app that assists technicians working in asbestos management. I also worked in hardware development on the Integrated Display and Environmental Awareness System (IDEAS) wearable technology project. My tasks on this project were focused in PCB design and camera integration. My goals and objectives for this project were to successfully integrate fully functioning custom hardware extenders on the wearable technology headset to minimize the size of hardware on the smart glasses headset for maximum user comfort; to successfully integrate fully functioning camera onto the headset. By the end of this semester, I was able to successfully develop four extender boards to minimize hardware on the headset, and assisted in integrating a fully-functioning camera into the system.

CSS↗

NASA NTRS2006

NASA Crew Launch Vehicle Approach Builds on Lessons from Past and Present Missions

The United States Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with a new human-rated system suitable for missions to the Moon and Mars. The Crew Exploration Vehicle (CEV) that the new Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station and be capable of carrying crews back to lunar orbit and of supporting missions to Mars orbit. NASA is using its extensive experience gained from past and ongoing launch vehicle programs to maximize the CLV system design approach, with the objective of reducing total lifecycle costs through operational efficiencies. To provide in-depth data for selecting this follow-on launch vehicle, the Exploration Systems Architecture Study was conducted during the summer of 2005, following the confirmation of the new NASA Administrator. A team of aerospace subject matter experts used technical, budget, and schedule objectives to analyze a number of potential launch systems, with a focus on human rating for exploration missions. The results showed that a variant of the Space Shuttle, utilizing the reusable Solid Rocket Booster as the first stage, along with a new upper stage that uses a derivative of the RS-25 Space Shuttle Main Engine to deliver 25 metric tons to low-Earth orbit, was the best choice to reduce the risks associated with fielding a new system in a timely manner. The CLV Project, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operation of this new human-rated system. The CLV Project works closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch system . leveraging a wealth of lessons learned from Shuttle operations. The CL V is being designed to reduce costs through a number of methods, ranging from validating requirements to conducting trades studies against the concept design. Innovations such as automated processing will build on lessons learned from the Shuttle, other launch systems, Department of Defense operations experience, and subscale flight tests such as the Delta Clipper-Experimental Advanced (DCXA) vehicle operations that utilized minimal touch labor, automated cryogen ic propellant loading , and an 8-hour turnaround for a cryogenic propulsion system. For the CLV, the results of hazard analyses are contributing to an integrated vehicle health monitoring system that will troubleshoot anomalies and determine which ones can be solved without human intervention. Such advances will help streamline the mission operations process for pilots and ground controllers alike. In fiscal year 2005, NASA invested approximately $4.5 billion of its $16 bill ion budget on the Space Shuttle. The ultimate goal of the CLV Project is to deliver a safe, reliable system designed to minimize lifecycle costs so that NASA's budget can be invested in missions of scientific discovery. Lessons learned from developing the CLV will be applied to the growth path for future systems, including a heavy lift launch vehicle.

Dumbacher, Daniel L.↗

NASA NTRS1997

Summer High School Apprenticeship Research Program (SHARP)

The summer of 1997 will not only be noted by NASA for the mission to Mars by the Pathfinder but also for the 179 brilliant apprentices that participated in the SHARP Program. Apprentice participation increased 17% over last year's total of 153 participants. As indicated by the End-of-the-Program Evaluations, 96% of the programs' participants rated the summer experience from very good to excellent. The SHARP Management Team began the year by meeting in Cocoa Beach, Florida for the annual SHARP Planning Conference. Participants strengthened their Education Division Computer Aided Tracking System (EDCATS) skills, toured the world-renowned Kennedy Space Center, and took a journey into space during the Alien Encounter Exercise. The participants returned to their Centers with the same goals and objectives in mind. The 1997 SHARP Program goals were: (1) Utilize NASA's mission, unique facilities and specialized workforce to provide exposure, education, and enrichment experiences to expand participants' career horizons and inspire excellence in formal education and lifelong learning. (2) Develop and implement innovative education reform initiatives which support NASA's Education Strategic Plan and national education goals. (3) Utilize established statistical indicators to measure the effectiveness of SHARP's program goals. (4) Explore new recruiting methods which target the student population for which SHARP was specifically designed. (5) Increase the number of participants in the program. All of the SHARP Coordinators reported that the goals and objectives for the overall program as well as their individual program goals were achieved. Some of the goals and objectives for the Centers were: (1) To increase the students' awareness of science, mathematics, engineering, and computer technology; (2) To provide students with the opportunity to broaden their career objectives; and (3) To expose students to a variety of enrichment activities. Most of the Center goals and objectives were consistent with the overall program goals. Modem Technology Systems, Inc., was able to meet the SHARP Apprentices, Coordinators and Mentors during their site visits to Stennis Space Center, Ames Research Center and Dryden Flight Research Center. All three Centers had very efficient programs and adhered to SHARP's general guidelines and procedures. MTSI was able to meet the apprentices from the other Centers via satellite in July during the SHARP Video-Teleconference(ViTS). The ViTS offered the apprentices and the NASA and SHARP Coordinators the opportunity to introduce themselves. The apprentices from each Center presented topical "Cutting Edge Projects". Some of the accomplishments for the 1997 SHARP Program year included: MTSI hiring apprentices from four of the nine NASA Centers, the full utilization of the EDCATS by apprentices and NASA/SHARP Coordinators, the distribution of the SHARP Apprentice College and Scholarship Directory, a reunion with former apprentices from Langley Research Center and the development of a SHARP Recruitment Poster. MTSI developed another exciting newsletter containing graphics and articles submitted by the apprentices and the SHARP Management Team.

Source record↗

NASA NTRS2007

A Decision Tool that Combines Discrete Event Software Process Models with System Dynamics Pieces for Software Development Cost Estimation and Analysis

The development process for a large software development project is very complex and dependent on many variables that are dynamic and interrelated. Factors such as size, productivity and defect injection rates will have substantial impact on the project in terms of cost and schedule. These factors can be affected by the intricacies of the process itself as well as human behavior because the process is very labor intensive. The complex nature of the development process can be investigated with software development process models that utilize discrete event simulation to analyze the effects of process changes. The organizational environment and its effects on the workforce can be analyzed with system dynamics that utilizes continuous simulation. Each has unique strengths and the benefits of both types can be exploited by combining a system dynamics model and a discrete event process model. This paper will demonstrate how the two types of models can be combined to investigate the impacts of human resource interactions on productivity and ultimately on cost and schedule.

Mizell, Carolyn Barrett↗

NASA NTRS1992

Mission operations technology

Developments in the area of spacecraft operations are examined that can be utilized in mission and spacecraft designs to enhance the efficiency of planetary and other mission operations. The technology enhancements described address four major systems: the spacecraft, the tracking and data system, the spaceflight operations center, and the flight projects. Specific technological advances are detailed in the areas of telemetry monitoring and fault analysis, scheduling systems, and scientific data analysis. The Spacecraft Health Automated Reasoning Prototype and the Engineering Analysis Subsystem Environment can provide real-time monitoring and analysis with limited workforce resources. The Multimission Automation for Real-time Verification of Spacecraft Engineering Link, the Operation Mission Planner, and the Sky Image Classification and Archiving Tool are other examples of systems developed by NASA that enhance operations technology by reducing the need for human input.

Varsi, Giulio↗

NASA NTRS2010

Altitude Testing of Large Liquid Propellant Engines

The National Aeronautics and Space Administration entered a new age on January 14, 2004 with President Bush s announcement of the creation the Vision for Space Exploration that will take mankind back to the Moon and on beyond to Mars. In January, 2006, after two years of hard, dedicated labor, engineers within NASA and its contractor workforce decided that the J2X rocket, based on the heritage of the Apollo J2 engine, would be the new engine for the NASA Constellation Ares upper stage vehicle. This engine and vehicle combination would provide assured access to the International Space Station to replace that role played by the Space Shuttle and additionally, would serve as the Earth Departure Stage, to push the Crew Excursion Vehicle out of Earth Orbit and head it on a path for rendezvous with the Moon. Test as you fly, fly as you test was chosen to be the guiding philosophy and a pre-requisite for the engine design, development, test and evaluation program. An exhaustive survey of national test facility assets proved the required capability to test the J2X engine at high altitude for long durations did not exist so therefore, a high altitude/near space environment testing capability would have to be developed. After several agency concepts the A3 High Altitude Testing Facility proposal was selected by the J2X engine program on March 2, 2007 and later confirmed by a broad panel of NASA senior leadership in May 2007. This facility is to be built at NASA s John C. Stennis Space Center located near Gulfport, Mississippi. 30 plus years of Space Shuttle Main Engine development and flight certification testing makes Stennis uniquely suited to support the Vision For Space Exploration Return to the Moon. Propellant handling infrastructure, engine assembly facilities, a trained and dedicated workforce and a broad and varied technical support base will all ensure that the A3 facility will be built on time to support the schedule needs of the J2X engine and the ultimate flight of the first Ares I vehicle. The A3 facility will be able to simulate pre-ignition altitude from sea-level to 100,000 feet and maintain it up to 650 seconds. Additionally the facility will be able to accommodate initial ignition, shutdown and then restart test profiles. A3 will produce up to 5000 lbm/sec of superheated steam utilizing a Chemical Steam generation system. Two separate inline steam ejectors will be used to produce a test cell vacuum to simulate the 100,000 ft required altitude. Operational capability will ensure that the facility can start up and shutdown without producing adverse pressure gradients across the J2X nozzle. The facility will have a modern thrust measurement system for accurate determination of engine performance. The latest advances in data acquisition and control will be incorporated to measure performance parameters during hotfire testing. Provisions are being made in the initial design of the new altitude facility to allow for testing of other, larger engines and potential upper stage launch vehicles that might require vacuum start testing of the engines. The new facility at Stennis Space Center will be complete and ready for hotfire operations in late 2010.

Maynard, Bryon T.↗

NASA NTRS2014

NASA's Space Launch System Development Status

Development of the National Aeronautics and Space Administration's (NASA's) Space Launch System (SLS) heavy lift rocket is shifting from the formulation phase into the implementation phase in 2014, a little more than 3 years after formal program establishment. Current development is focused on delivering a vehicle capable of launching 70 metric tons (t) into low Earth orbit. This "Block 1" configuration will launch the Orion Multi-Purpose Crew Vehicle (MPCV) on its first autonomous flight beyond the Moon and back in December 2017, followed by its first crewed flight in 2021. SLS can evolve to a130t lift capability and serve as a baseline for numerous robotic and human missions ranging from a Mars sample return to delivering the first astronauts to explore another planet. Benefits associated with its unprecedented mass and volume include reduced trip times and simplified payload design. Every SLS element achieved significant, tangible progress over the past year. Among the Program's many accomplishments are: manufacture of core stage test barrels and domes; testing of Solid Rocket Booster development hardware including thrust vector controls and avionics; planning for RS- 25 core stage engine testing; and more than 4,000 wind tunnel runs to refine vehicle configuration, trajectory, and guidance. The Program shipped its first flight hardware - the Multi-Purpose Crew Vehicle Stage Adapter (MSA) - to the United Launch Alliance for integration with the Delta IV heavy rocket that will launch an Orion test article in 2014 from NASA's Kennedy Space Center. The Program successfully completed Preliminary Design Review in 2013 and will complete Key Decision Point C in 2014. NASA has authorized the Program to move forward to Critical Design Review, scheduled for 2015 and a December 2017 first launch. The Program's success to date is due to prudent use of proven technology, infrastructure, and workforce from the Saturn and Space Shuttle programs, a streamlined management approach, and judicious use of new technologies. The result is a safe, affordable, sustainable, and evolutionary path to development of an unprecedented capability for future missions across the solar system. In an environment of economic challenges, the nationwide SLS team continues to meet ambitious budget and schedule targets. This paper will discuss SLS Program and technical accomplishments over the past year and provide a look at the milestones and challenges ahead.

Lyles, Garry↗

NASA NTRS2018

NASA Guidelines for Promoting Scientific and Research Integrity

The National Aeronautics and Space Administration (NASA) seeks to explore and expand human knowledge of the Earth, solar system, and universe and to enable the development of aeronautical and space exploration systems. NASA's ability to achieve these purposes depends on the integrity of the research and technology activities the agency conducts and supports. The NASA workforce - as well as all external entities who review proposals for or receive NASA funding - must maintain the highest standards of scientific integrity. These responsibilities include selecting the most meritorious research activities through open and fair competition, peer review and other appropriate merit review processes, and avoidance of actual and perceived conflicts of interest; avoiding fabrication, falsification, or plagiarism in proposing, performing, or reviewing research, or in reporting research results; openly sharing results and methods not subject to classification or privacy standards; disclosing assumptions and biases in sharing and applying scientific information and data; and acting honestly and transparently in using and serving on advisory committees and in engaging in professional development activities.

Guidelines↗

NASA NTRS2014

Space Launch System Development Status

Development of NASA's Space Launch System (SLS) heavy lift rocket is shifting from the formulation phase into the implementation phase in 2014, a little more than three years after formal program approval. Current development is focused on delivering a vehicle capable of launching 70 metric tons (t) into low Earth orbit. This "Block 1" configuration will launch the Orion Multi-Purpose Crew Vehicle (MPCV) on its first autonomous flight beyond the Moon and back in December 2017, followed by its first crewed flight in 2021. SLS can evolve to a130-t lift capability and serve as a baseline for numerous robotic and human missions ranging from a Mars sample return to delivering the first astronauts to explore another planet. Benefits associated with its unprecedented mass and volume include reduced trip times and simplified payload design. Every SLS element achieved significant, tangible progress over the past year. Among the Program's many accomplishments are: manufacture of Core Stage test panels; testing of Solid Rocket Booster development hardware including thrust vector controls and avionics; planning for testing the RS-25 Core Stage engine; and more than 4,000 wind tunnel runs to refine vehicle configuration, trajectory, and guidance. The Program shipped its first flight hardware - the Multi-Purpose Crew Vehicle Stage Adapter (MSA) - to the United Launch Alliance for integration with the Delta IV heavy rocket that will launch an Orion test article in 2014 from NASA's Kennedy Space Center. Objectives of this Earth-orbit flight include validating the performance of Orion's heat shield and the MSA design, which will be manufactured again for SLS missions to deep space. The Program successfully completed Preliminary Design Review in 2013 and Key Decision Point C in early 2014. NASA has authorized the Program to move forward to Critical Design Review, scheduled for 2015 and a December 2017 first launch. The Program's success to date is due to prudent use of proven technology, infrastructure, and workforce from the Saturn and Space Shuttle programs, a streamlined management approach, and judicious use of new technologies. The result is a safe, affordable, sustainable, and evolutionary path to development of an unprecedented capability for future missions across the solar system. In an environment of economic challenges, the nationwide SLS team continues to meet ambitious budget and schedule targets. This paper will discuss SLS program and technical accomplishments over the past year and provide a look at the milestones and challenges ahead.

Lyles, Garry↗

NASA NTRS2008

Integrated Vehicle Ground Vibration Testing of Manned Spacecraft: Historical Precedent

For the first time in nearly 30 years, NASA is developing a new manned space flight launch system. The Ares I will carry crew and cargo to not only the International Space Station, but onward for the future exploration of the Moon and Mars. The Ares I control system and structural designs use complex computer models for their development. An Integrated Vehicle Ground Vibration Test (IVGVT) will validate the efficacy of these computer models. The IVGVT will reduce the technical risk of unexpected conditions that could place the vehicle or crew in jeopardy. The Ares Project Office's Flight and Integrated Test Office commissioned a study to determine how historical programs, such as Saturn and Space Shuttle, validated the structural dynamics of an integrated flight vehicle. The study methodology was to examine the historical record and seek out members of the engineering community who recall the development of historic manned launch vehicles. These records and interviews provided insight into the best practices and lessons learned from these historic development programs. The information that was gathered allowed the creation of timelines of the historic development programs. The timelines trace the programs from the development of test articles through test preparation, test operations, and test data reduction efforts. These timelines also demonstrate how the historical tests fit within their overall vehicle development programs. Finally, the study was able to quantify approximate staffing levels during historic development programs. Using this study, the Flight and Integrated Test Office was able to evaluate the Ares I Integrated Vehicle Ground Vibration Test schedule and workforce budgets in light of the historical precedents to determine if the test had schedule or cost risks associated with it.

Lemke, Paul R.↗

NASA NTRS2022

Ideas on the NASA Senior Review and Mission Extension Process

Extended mission budgets fund a significant part of our community, particularly young scientists who in a relatively short time are exposed to a broad range of experiences and opportunities available in space science and other STEM fields. In particular, mission-funded science offers a relatively stable funding stream that enables meaningful mentoring efforts and interactions, including apprenticeships ranging from project management, to mission operations, to data processing and analysis, to hardware and software development, to STEM-related education and outreach. It moreover provides professional contacts that fuel diversity in mission leadership and in the science and technical workforce at-large. Last but not least, it sustains the scientific productivity of NASA’s missions, which constitute major national investments meriting their full exploitation. Budgets cuts, however, are exercising pressure on the science and operations of the extended mission fleet despite being only a small portion of the overall Division budget. The history of Heliophysics has demonstrated that maintaining the operation of missions beyond their prime phase invariably leads to a much deeper knowledge of the original mission science goals, together with new applications often not foreseen during their original design. Their operation as part of the Heliophysics System Observatory (HSO)---a coordinated, 1eliophysics, multipoint observing system of the heliosphere, is a prime example. Some of the first activities undertaken by the Parker Solar Probe and Solar Orbiter missions required recreating the larger context of their new observations by using the diversity of HSO mission capabilities. The marginal cost of maintaining this valuable, working science resource, in the form of both continuing high quality data access and expertise, is small compared to the cost of the original missions or of new missions to achieve similar objectives, making the operation of extended missions, the best “science per dollar” investment in Heliophysics. We argue that reducing both extended mission operations and science budgets will have a ripple effect across the community, including reducing employment and training opportunities for young scientists, to lowering the quality/impact of the Heliophysics Systems Observatory. Instead, we suggest that the proposal process for mission extension should be re-examined. We offer several ideas for reducing costs of extended missions toward maintaining science output and streamlining the management process.

A. Vourlidas↗

NASA NTRSDate not supplied

Verification and Validation of a Conceptual Model of the Auto-Rigging Payload Handling and Off-Loading System Using LEGO Technic System and Three-Dimensional Printed Parts

A conceptual model (CM) can be used to validate a concept in modeling and simulation life cycles. During the 2020-2022 Coronavirus disease 2019 (COVID-19) pandemic, for employee safety NASA implemented center closures and mandatory telework for the entire workforce. During this challenging time, engineers and researchers at NASA Langley Research Center (LaRC) looked for safe and innovative approaches and methods to continue the development of CMs for various projects. Engineers and researchers at LaRC researched Auto-Rigging Payload Handling and Off-Loading System (ARPHOLS) for payload handing and off-loading a system on an inclined lunar lander deck. In this paper, the development of a CM and the verification and validation of a conceptual idea for ARPHOLS using a LEGO Technic system and three-dimensional printed parts is presented.

Design↗

NASA NTRSDate not supplied

Verification and Validation of a Conceptual Model of the Auto-Rigging Payload Handling and Off-Loading System Using LEGO Technic System and Three-Dimensional Printed Parts

Payload offloading↗

NASA NTRS2003

Development of a safe ground to space laser propagation system for the optical communications telescope laboratory

Furthering pursuits in high bandwidth communications to future NASA deep space and neat-Earth probes, the Jet Propulsion Laboratory (JPL) is building the Optical communications Telescope Laboratory (OCTL) atop Table Mountain in Southern California. This R&D optical antenna will be used to develop optical communication strategies for future optical ground stations. Initial experiments to be conducted include propagating high-powered, Q-switched laser beams to retro-reflecting satellites. Yet laser beam propagation from the ground to space is under the cognizance of various government agencies, namely: the Occupational Safety and Health Administration (ISHA) that is responsible for protecting workforce personnel; the Federal Aviation Administration (FAA) responsible for protecting pilots and aircraft; and the Laser Clearinghouse of Space Command responsible for protecting space assets. To ensure that laser beam propagation from the OCTL and future autonomously operated ground stations comply with the guidelines of these organizations, JPL is developing a multi-tiered safety system that will meet the coordination, monitoring, and reporting functions required by the agencies. At Tier 0, laser operators will meet OSHA safety standards for protection and access to the high power lasers area will be restricted and interlocked. Tier 1, the area defined from the telescope dome out to a range of 3.4-km, will utilize long wave infrared camera sensors to alert operators of at risk aircraft in the FAA controlled airspace. Tier 2, defined to extend from 3.4-km out to the aircraft service ceiling in FAA airspace, will detect at risk aircraft by radar. Lastly, beam propagation into space, defined as Tier 3, will require coordination with the Laser Clearinghouse. A detailed description of the four tiers is presented along with the design of the integrated monitoring and beam transmission control system.

laser safety↗

NASA NTRS2014

Using AUTORAD for Cassini File Uplinks: Incorporating Automated Commanding into Mission Operations

As the Cassini spacecraft embarked on the Solstice Mission in October 2010, the flight operations team faced a significant challenge in planning and executing the continuing tour of the Saturnian system. Faced with budget cuts that reduced the science and engineering staff by over a third in size, new and streamlined processes had to be developed to allow the Cassini mission to maintain a high level of science data return with a lower amount of available resources while still minimizing the risk. Automation was deemed an important key in enabling mission operations with reduced workforce and the Cassini flight team has made this goal a priority for the Solstice Mission. The operations team learned about a utility called AUTORAD which would give the flight operations team the ability to program selected command files for radiation up to seven days in advance and help minimize the need for off-shift support that could deplete available staffing during the prime shift hours. This paper will describe how AUTORAD is being utilized by the Cassini flight operations team and the processes that were developed or modified to ensure that proper oversight and verification is maintained in the generation and execution of radiated command files.

Goo, Sherwin↗

NASA NTRS2010

Ares I-X Flight Test Development Challenges and Success Factors

The NASA Constellation Program's Ares I-X rocket launched successfully on October 28, 2009 collecting valuable data and providing risk reduction for the Ares I project. The Ares I-X mission was formulated and implemented in less than four years commencing with the Exploration Systems Architecture Study in 2005. The test configuration was founded upon assets and processes from other rocket programs including Space Shuttle, Atlas, and Peacekeeper. For example, the test vehicle's propulsion element was a Shuttle Solid Rocket Motor. The Ares I-X rocket comprised a motor assembly, mass and outer mold line simulators of the Ares I Upper Stage, Orion Spacecraft and Launch Abort System, a roll control system, avionics, and other miscellaneous components. The vehicle was 327 feet tall and weighed approximately 1,800,000 pounds. During flight the rocket reached a maximum speed of Mach 4.8 and an altitude of 150,000 feet. The vehicle demonstrated staging at 130,000 feet, tested parachutes for recovery of the motor, and utilized approximately 900 sensors for data collection. Developing a new launch system and preparing for a safe flight presented many challenges. Specific challenges included designing a system to withstand the environments, manufacturing large structures, and re-qualifying heritage hardware. These and other challenges, if not mitigated, may have resulted in test cancellation. Ares I-X succeeded because the mission was founded on carefully derived objectives, led by decisive and flexible management, implemented by an exceptionally talented and dedicated workforce, and supported by a thorough independent review team. Other major success factors include the use of proven heritage hardware, a robust System Integration Laboratory, multi-NASA center and contractor team, concurrent operations, efficient vehicle assembly, effective risk management, and decentralized element development with a centralized control board. Ares I-X was a technically complex test that required creative thinking, risk taking, and a passion to succeed.

Askins, Bruce↗