SEARCH · Search NASA
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.
Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.
Chuck Shaw, Lead Flight Director, and Teresa Vanhooser, Mission Manager, each give an overview of of the STS-56 Discovery mission's objectives, activities, payloads (ATLAS-2, SPARTAN-201, etc.), and experiments. They then answer questions from the press.
It is widely accepted that human error is a major contributing factor in aircraft accidents. There has been a significant amount of research in why these errors occurred, and many reports state that the design of flight deck can actually dispose humans to err. This research has led to the call for changes in design according to human factors and human-centered principles. The National Aeronautics and Space Administration's (NASA) Langley Research Center has initiated an effort to design a human-centered flight deck from a clean slate (i.e., without constraints of existing designs.) The effort will be based on recent research in human-centered design philosophy and mission management categories. This design will match the human's model of the mission and function of the aircraft to reduce unnatural or non-intuitive interfaces. The product of this effort will be a flight deck design description, including training and procedures, and a cross reference or paper trail back to design hypotheses, and an evaluation of the design. The present paper will discuss the philosophy, process, and status of this design effort.
The paper describes the joint NASA/ESA extensive Spacelab simulation using the NASA CV-990 airborne laboratory. The scientific payload was selected to conduct studies in upper atmospheric physics and infrared astronomy. Two experiment operators from Europe and two from the U.S. were selected to live aboard the aircraft along with a mission manager for a six-day period and operate the experiments in behalf of the principal scientists. The mission was successful and provided extensive data relevant to Spacelab objectives on overall management of a complex international payload; experiment preparation, testing, and integration; training for proxy operation in space; data handling; multiexperimenter use of common experimenter facilities (telescopes); and schedule requirements to prepare for such a Spacelab mission.
The NASA aircraft operations program is a multifaceted, highly diverse entity that directly supports the agency mission in aeronautical research and development, space science and applications, space flight, astronaut readiness training, and related activities through research and development, program support, and mission management aircraft operations flights. Users of the program are interagency, inter-government, international, and the business community. This manual provides guidelines to establish policy for the management of NASA aircraft resources, aircraft operations, and related matters. This policy is an integral part of and must be followed when establishing field installation policy and procedures covering the management of NASA aircraft operations. Each operating location will develop appropriate local procedures that conform with the requirements of this handbook. This manual should be used in conjunction with other governing instructions, handbooks, and manuals.
A data management analysis methodology is being proposed. The objective of the methodology is to assist mission managers by identifying a series of ordered activities to be systematically followed in order to arrive at an effective ground system design. Existing system engineering tools and concepts have been assembled into a structured framework to facilitate the work of a mission planner. It is intended that this methodology can be gainfully applied (with probable modifications and/or changes) to the EOS payloads and their associated data systems.
This paper identifies the roles and responsibilities of the Office of Space Science and Applications Flight Systems Division for Spacelab Payload Mission Management. It discusses a typical 4-year development cycle for a dedicated Spacelab mission and briefly describes the dedicated discipline laboratory concept. All Spacelab missions previously flown and those currently manifested for flight are identified and briefly discussed.
Wayne Hale, Space Shuttle Deputy Program Manager and Steve Poulos, Manager Orbit Project Office at Johnson Space Center is seen during a post Mission Management Team (MMT) briefing. The purpose of this briefing is to talk about the status of the Space Shuttle Discovery Orbiter, the Thermal Protection System (TPS) and the External Tank. Hale presents pictures of the missing foam off of the Hydrogen Protuberance Air Load (PAL) ramp and trajectory debris particles. Poulos explains in detail diagrams of the reinforced carbon-carbon system, possible scuff on the wing panel, coating damage, protruding gap filler and damaged tile blanket. Poulos tells what concerns him the most in terms of tile damage to the Space Shuttle Discovery.
Bruce Buckingham of NASA Public Affair hosted this briefing. Jeff Spaulding, NASA Test Director; Scott Higgenbotham, STS-114 Payload-Mission Manager; Cathy Winters, Shuttle Weather Officer were present. Jeff specifically noted that the mission represents NASA's first step towards fulfilling the President's visions of returning to the Moon and then on to Mars and beyond. Scott reports that the 28,000 pounds of ISS hardware that is in the payload bay of the Discovery is ready to go, and completed final close outs. Cathy mentioned that Hurricane Dennis is not a threat, however, main threat of inland thunderstorms would result to 30% weather prohibiting launch. Cathy further gave current weather forecast supported with charts: the Launch Forecast, Tanking Forecast, SRB (Shuttle Solid Rocket Booster) Forecast, CONUS and TAL Launch Sites Forecast and with 24 hours and 48 hours turn around plan. Final inspections, ice formation, ice inspection, effect of weather conditions to the external tank, delays and contingencies were some of the topics covered with the News Media.
Wayne Hale Space Shuttle Deputy Program Manager, and Chuck Campbell Subsystem Engineer in Aerothermodynamics are seen in this post mission management teem briefing on this seventh day of space flight. Wayne Hale begins with talking about how the International Space Station has been resupplied with its necessities, and that the Control Moment Gyroscope (CSG) has been replaced. Hale expresses his concern about the health of the Space Shuttle Discovery with the two protruding gap fillers present, and the aerothermodynamics surrounding the gap fillers. These concerns led to the conclusion to have spacewalker Stephen Robinson remove the gap fillers during EVA-3. Campbell shows a video of the protruding gap filler aft of Nose Landing Gear Door (NLGD). Campbell and Hale answer questions from the news media about the risks of performing this spacewalk, boundary layer transitions, flight safety, inspections, and temperature concerns.
This software provides a new set of capabilities for the Mars Relay Operations Service (MaROS) in support of Strategic and Tactical relay, including a highly interactive relay request Web user interface, mission control over relay planning time periods, and mission management of allowed strategic vs. tactical request parameters. Together, these new capabilities expand the scope of the system to include all elements critical for Tactical relay operations. Planning of replay activities spans a time period that is split into two distinct phases. The first phase is called Strategic, which begins at the time that relay opportunities are identified, and concludes at the point that the orbiter generates the flight sequences for on board execution. Any relay request changes from this point on are called Tactical. Tactical requests, otherwise called Orbit - er Relay State Changes (ORSC), are highly restricted in terms of what types of changes can be made, and the types of parameters that can be changed may differ from one orbiter to the next. For example, one orbiter may be able to delay the start of a relay request, while another may not. The legacy approach to ORSC management involves exchanges of e-mail with "requests for change" and "acknowledgement of approval," with no other tracking of changes outside of e-mail folders. MaROS Phases 1 and 2 provided the infrastructure for strategic relay for all supported missions. This new version, 3.0, introduces several capabilities that fully expand the scope of the system to include tactical relay. One new feature allows orbiter users to manage and "lock" Planning Periods, which allows the orbiter team to formalize the changeover from Strategic to Tactical operations. Another major feature allows users to interactively submit tactical request changes via a Web user interface. A third new feature allows orbiter missions to specify allowed tactical updates, which are automatically incorporated into the tactical change process. This software update is significant in that it provides the only centralized service for tactical request management available for relay missions.
Project and Resource Management System (PRMS) is a web-based, mid-level management tool developed at KSC to provide a unified enterprise framework for Project and Mission management. The addition of a data warehouse as a strategic component to the PRMS is investigated through the analysis design and implementation processes of a data warehouse prototype. As a proof of concept, a demonstration of the prototype with its OLAP's technology for multidimensional data analysis is made. The results of the data analysis and the design constraints are discussed. The prototype can be used to motivate interest and support for an operational data warehouse.
Project and Resource Management System (PRMS) is a web-based, mid-level management tool developed at KSC to provide a unified enterprise framework for Project and Mission management. The addition of a data warehouse as a strategic component to the PRMS is investigated through the analysis, design and implementation processes of a data warehouse prototype. As a proof of concept, a demonstration of the prototype with its OLAP's technology for multidimensional data analysis is made. The results of the data analysis and the design constraints are discussed. The prototype can be used to motivate interest and support for an operational data warehouse.
Under the theme of 'Opportunities in Ground Data Systems for High Efficiency Operations of Space Missions,' the SpaceOps '94 symposium included presentations of more than 150 technical papers spanning five topic areas: Mission Management, Operations, Data Management, System Development, and Systems Engineering. The symposium papers focus on improvements in the efficiency, effectiveness, and quality of data acquisition, ground systems, and mission operations. New technology, methods, and human systems are discussed. Accomplishments are also reported in the application of information systems to improve data retrieval, reporting, and archiving; the management of human factors; the use of telescience and teleoperations; and the design and implementation of logistics support for mission operations. This volume covers expert systems, systems development tools and approaches, and systems engineering issues.
Under the theme of 'Opportunities in Ground Data Systems for High Efficiency Operations of Space Missions,' the SpaceOps '94 symposium included presentations of more than 150 technical papers spanning five topic areas: Mission Management, Operations, Data Management, System Development, and Systems Engineering. The papers focus on improvements in the efficiency, effectiveness, productivity, and quality of data acquisition, ground systems, and mission operations. New technology, techniques, methods, and human systems are discussed. Accomplishments are also reported in the application of information systems to improve data retrieval, reporting, and archiving; the management of human factors; the use of telescience and teleoperations; and the design and implementation of logistics support for mission operations.
This paper will summarize the thirty-year history of Space Shuttle operations from the perspective of training in NASA Johnson Space Center's Mission Control Center. It will focus on training and development of flight controllers and instructors, and how training practices have evolved over the years as flight experience was gained, new technologies developed, and programmatic needs changed. Operations of human spaceflight systems is extremely complex, therefore the training and certification of operations personnel is a critical piece of ensuring mission success. Mission Control Center (MCC-H), at the Lyndon B. Johnson Space Center, in Houston, Texas manages mission operations for the Space Shuttle Program, including the training and certification of the astronauts and flight control teams. This paper will give an overview of a flight control team s makeup and responsibilities during a flight, and details on how those teams are trained and certified. The training methodology for developing flight controllers has evolved significantly over the last thirty years, while the core goals and competencies have remained the same. In addition, the facilities and tools used in the control center have evolved. These changes have been driven by many factors including lessons learned, technology, shuttle accidents, shifts in risk posture, and generational differences. Flight controllers will share their experiences in training and operating the Space Shuttle throughout the Program s history. A primary method used for training Space Shuttle flight control teams is by running mission simulations of the orbit, ascent, and entry phases, to truly "train like you fly." The audience will learn what it is like to perform a simulation as a shuttle flight controller. Finally, we will reflect on the lessons learned in training for the shuttle program, and how those could be applied to future human spaceflight endeavors.
Operations of human spaceflight systems is extremely complex, therefore the training and certification of operations personnel is a critical piece of ensuring mission success. Mission Control Center (MCC-H), at the Lyndon B. Johnson Space Center, in Houston, Texas manages mission operations for the Space Shuttle Program, including the training and certification of the astronauts and flight control teams. This paper will give an overview of a flight control team s makeup and responsibilities during a flight, and details on how those teams are trained and certified. The training methodology for developing flight controllers has evolved significantly over the last thirty years, while the core goals and competencies have remained the same. In addition, the facilities and tools used in the control center have evolved. These changes have been driven by many factors including lessons learned, technology, shuttle accidents, shifts in risk posture, and generational differences. Flight controllers will share their experiences in training and operating the Space Shuttle throughout the Program s history. A primary method used for training Space Shuttle flight control teams is by running mission simulations of the orbit, ascent, and entry phases, to truly "train like you fly." The reader will learn what it is like to perform a simulation as a shuttle flight controller. Finally, the paper will reflect on the lessons learned in training for the shuttle program, and how those could be applied to future human spaceflight endeavors. These endeavors could range from going to the moon or to Mars. The lessons learned from operating the space shuttle for over thirty years will help the space industry build the next human transport space vehicle and inspire the next generation of space explorers.
Operations of human spaceflight systems is extremely complex, therefore the training and certification of operations personnel is a critical piece of ensuring mission success. Mission Control Center (MCC-H), at the Lyndon B. Johnson Space Center, in Houston, Texas manages mission operations for the Space Shuttle Program, including the training and certification of the astronauts and flight control teams. As the space shuttle program ends in 2011, a review of how training for STS-1 was conducted compared to STS-134 will show multiple changes in training of shuttle flight controller over a thirty year period. This paper will additionally give an overview of a flight control team s makeup and responsibilities during a flight, and details on how those teams have been trained certified over the life span of the space shuttle. The training methods for developing flight controllers have evolved significantly over the last thirty years, while the core goals and competencies have remained the same. In addition, the facilities and tools used in the control center have evolved. These changes have been driven by many factors including lessons learned, technology, shuttle accidents, shifts in risk posture, and generational differences. A primary method used for training Space Shuttle flight control teams is by running mission simulations of the orbit, ascent, and entry phases, to truly "train like you fly." The reader will learn what it is like to perform a simulation as a shuttle flight controller. Finally, the paper will reflect on the lessons learned in training for the shuttle program, and how those could be applied to future human spaceflight endeavors.
Operations of human spaceflight systems is extremely complex; therefore, the training and certification of operations personnel is a critical piece of ensuring mission success. Mission Control Center (MCC-H), at the Lyndon B. Johnson Space Center in Houston, Texas, manages mission operations for the Space Shuttle Program, including the training and certification of the astronauts and flight control teams. An overview of a flight control team s makeup and responsibilities during a flight, and details on how those teams are trained and certified, reveals that while the training methodology for developing flight controllers has evolved significantly over the last thirty years the core goals and competencies have remained the same. In addition, the facilities and tools used in the control center have evolved. Changes in methodology and tools have been driven by many factors, including lessons learned, technology, shuttle accidents, shifts in risk posture, and generational differences. Flight controllers share their experiences in training and operating the space shuttle. The primary training method throughout the program has been mission simulations of the orbit, ascent, and entry phases, to truly train like you fly. A review of lessons learned from flight controller training suggests how they could be applied to future human spaceflight endeavors, including missions to the moon or to Mars. The lessons learned from operating the space shuttle for over thirty years will help the space industry build the next human transport space vehicle.