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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 127 records · Page 7
All sourcesNASA NTRSDOE OSTI
NASA NTRS2003

Effective Team Support: From Modeling to Software Agents

The purpose of this research contract was to perform multidisciplinary research between CMU psychologists, computer scientists and engineers and NASA researchers to design a next generation collaborative system to support a team of human experts and intelligent agents. To achieve robust performance enhancement of such a system, we had proposed to perform task and cognitive modeling to thoroughly understand the impact technology makes on the organization and on key individual personnel. Guided by cognitively-inspired requirements, we would then develop software agents that support the human team in decision making, information filtering, information distribution and integration to enhance team situational awareness. During the period covered by this final report, we made substantial progress in modeling infrastructure and task infrastructure. Work is continuing under a different contract to complete empirical data collection, cognitive modeling, and the building of software agents to support the teams task.

Remington, Roger W.↗
NASA NTRS2002

Advances in space technology: the NSBRI Technology Development Team

As evidenced from Mir and other long-duration space missions, the space environment can cause significant alterations in the human physiology that could prove dangerous for astronauts. The NASA programme to develop countermeasures for these deleterious human health effects is being carried out by the National Space Biomedical Research Institute (NSBRI). The NSBRI has 12 research teams, ten of which are primarily physiology based, one addresses on-board medical care, and the twelfth focuses on technology development in support of the other research teams. This Technology Development (TD) Team initially supported four instrumentation developments: (1) an advanced, multiple projection, dual energy X ray absorptiometry (AMPDXA) scanning system: (2) a portable neutron spectrometer; (3) a miniature time-of-flight mass spectrometer: and (4) a cardiovascular identification system. Technical highlights of the original projects are presented along with an introduction to the five new TD Team projects being funded by the NSBRI.

Non-NASA Center↗
NASA NTRS2005

Managed Development Environment Successes for MSFC's VIPA Team

This paper outlines the best practices of the Vehicle Design Team for VIPA. The functions of the VIPA Vehicle Design (VVD) discipline team are to maintain the controlled reference geometry and provide linked, simplified geometry for each of the other discipline analyses. The core of the VVD work, and the approach for VVD s first task of controlling the reference geometry, involves systems engineering, top-down, layout-based CAD modeling within a Product Data Manager (PDM) development environment. The top- down approach allows for simple control of very large, integrated assemblies and greatly enhances the ability to generate trade configurations and reuse data. The second VVD task, model simplification for analysis, is handled within the managed environment through application of the master model concept. In this approach, there is a single controlling, or master, product definition dataset. Connected to this master model are reference datasets with live geometric and expression links. The referenced models can be for drawings, manufacturing, visualization, embedded analysis, or analysis simplification. A discussion of web based interaction, including visualization, between the design and other disciplines is included. Demonstrated examples are cited, including the Space Launch Initiative development cycle, the Saturn V systems integration and verification cycle, an Orbital Space Plane study, and NASA Exploration Office studies of Shuttle derived and clean sheet launch vehicles. The VIPA Team has brought an immense amount of detailed data to bear on program issues. A central piece of that success has been the Managed Development Environment and the VVD Team approach to modeling.

Finckenor, Jeff↗
NASA NTRS2004

Low Emissions Alternative Power (LEAP) Project Office Business Team of the Aeropropulsion Research Program Office (ARPO) Org. 0140

The program for which I am working at this summer is Propulsion and Power/Low Emissions Alternative Power (P&P/LEAP). It invests in a fundamental TRL 1-6 research and technology portfolio that will enable the future of: Alternative fuels and/or alternative propulsion systems, non-combustion (electric) propulsion systems. P&P/LEAP will identify and capitalize on the highest potential concepts generated both internal and external to the Agency. During my 2004 summer at NASA Glenn Research Center, I worked with my mentor Barbara Mader, in the Project Office with the Business Team completing various tasks for the project and personnel. The LEAP project is a highly matrixed organization. The Project Office is responsible for the goals advocacy and dollar (budget) of the LEAP project. The objectives of the LEAP Project are to discover new energy sources and develop unconventional engines and power systems directed towards greatly reduced emissions, enable new vehicle concepts for public mobility, new science missions and national security. The Propulsion and PowerLow Emissions Alternative Power directly supports the environmental, mobility, national security objectives of the Vehicle Systems Program and the Aeronautics Technology Theme. Technology deliverables include the demonstration through integrated ground tests, a constant volume combustor in an engine system, and UAV/small transport aircraft all electric power system. My mentor serves as a key member of the management team for the Aeropropulsion Research Program Office (ARPO). She has represented the office on numerous occasions, and is a member of a number of center-wide panels/teams, such as the Space management Committee and is chair to the Business Process Consolidation Team. She is responsible for the overall coordination of resources for the Propulsion and Power Project - from advocacy to implementation. The goal for my summer at NASA was to document processes and archive program documents from the past years. I used the computer and office machines, and also worked with personnel in setting up a Cost Estimation Plan. I gained office experience in Word, Excel, and Power Point, with the completion of a variety of tasks. I made spreadsheets that pertained to the budget plan for Journey to Tomorrow, to name a few I have supported the office by tracking resource information: including programmatic travel, project budget at the center level to budgets for individual research sub-projects and grants. I also assisted the Program Support Office in their duties including, representing the office on numerous occasions on center-wide team/panels, such as the Space management committee, IFMP Budget Formulation, Journey to Tomorrow Committee, and the Vehicle Systems Program Business Process Team.

Buttler, Jennifer A.↗
NASA NTRS2005

Effective Team Support: From Task and Cognitive Modeling to Software Agents for Time-Critical Complex Work Environments

The purpose of this research contract was to perform multidisciplinary research between CMU psychologists, computer scientists and NASA researchers to design a next generation collaborative system to support a team of human experts and intelligent agents. To achieve robust performance enhancement of such a system, we had proposed to perform task and cognitive modeling to thoroughly understand the impact technology makes on the organization and on key individual personnel. Guided by cognitively-inspired requirements, we would then develop software agents that support the human team in decision making, information filtering, information distribution and integration to enhance team situational awareness. During the period covered by this final report, we made substantial progress in completing a system for empirical data collection, cognitive modeling, and the building of software agents to support a team's tasks, and in running experiments for the collection of baseline data.

Remington, Roger W.↗
NASA NTRS2005

Decentralized Formation Flying Control in a Multiple-Team Hierarchy

This paper presents the prototype of a system that addresses these objectives-a decentralized guidance and control system that is distributed across spacecraft using a multiple-team framework. The objective is to divide large clusters into teams of manageable size, so that the communication and computational demands driven by N decentralized units are related to the number of satellites in a team rather than the entire cluster. The system is designed to provide a high-level of autonomy, to support clusters with large numbers of satellites, to enable the number of spacecraft in the cluster to change post-launch, and to provide for on-orbit software modification. The distributed guidance and control system will be implemented in an object-oriented style using MANTA (Messaging Architecture for Networking and Threaded Applications). In this architecture, tasks may be remotely added, removed or replaced post-launch to increase mission flexibility and robustness. This built-in adaptability will allow software modifications to be made on-orbit in a robust manner. The prototype system, which is implemented in MATLAB, emulates the object-oriented and message-passing features of the MANTA software. In this paper, the multiple-team organization of the cluster is described, and the modular software architecture is presented. The relative dynamics in eccentric reference orbits is reviewed, and families of periodic, relative trajectories are identified, expressed as sets of static geometric parameters. The guidance law design is presented, and an example reconfiguration scenario is used to illustrate the distributed process of assigning geometric goals to the cluster. Next, a decentralized maneuver planning approach is presented that utilizes linear-programming methods to enact reconfiguration and coarse formation keeping maneuvers. Finally, a method for performing online collision avoidance is discussed, and an example is provided to gauge its performance.

Mueller, Joseph .↗
NASA NTRS2005

Development of a New Approach to Instrument Model Design Used by Team X

The Jet Propulsion Laboratory's Advanced Design Team was formed in April 1995 to improve the quality and reduce the cost of JPL proposals and advanced mission studies. Currently a consolidation attempt is underway to develop a Model Library for use by JPL's Advanced Projects Design Team by collecting existing instrument models for inclusion in the library. This will allow users to readily find models of interest. In addition to this, there is also an attempt underway to develop a new approach to instrument model design used by the Advanced Design Team (Team X). This new approach consists of splitting up the different model parts such as orbital parameters, instrument parameters and instrument outputs into separate searchable parts. The user can then decide between design trades and use the different pieces to construct a model that will fit their needs. As well, this will lead to the opportunity for the large variety of usable instrument models.

Andrew, Shanna E.↗
NASA NTRS2005

Modeling Leadership Styles in Human-Robot Team Dynamics

The recent proliferation of robotic systems in our society has placed questions regarding interaction between humans and intelligent machines at the forefront of robotics research. In response, our research attempts to understand the context in which particular types of interaction optimize efficiency in tasks undertaken by human-robot teams. It is our conjecture that applying previous research results regarding leadership paradigms in human organizations will lead us to a greater understanding of the human-robot interaction space. In doing so, we adapt four leadership styles prevalent in human organizations to human-robot teams. By noting which leadership style is more appropriately suited to what situation, as given by previous research, a mapping is created between the adapted leadership styles and human-robot interaction scenarios-a mapping which will presumably maximize efficiency in task completion for a human-robot team. In this research we test this mapping with two adapted leadership styles: directive and transactional. For testing, we have taken a virtual 3D interface and integrated it with a genetic algorithm for use in &le-operation of a physical robot. By developing team efficiency metrics, we can determine whether this mapping indeed prescribes interaction styles that will maximize efficiency in the teleoperation of a robot.

Cruz, Gerardo E.↗
NASA NTRS2005

Mishap Investigation Team (MIT) - Barksdale AFB, Louisiana

The Shuttle Program is organized to support a Shuttle mishap using the resources of the MIT. The afternoon of Feb. 1, 2003, the MIT deployed to Barksdale AFB. This location became the investigative center and interim storage location for crewmembers received from the Lufkin Disaster Field Office (DFO). Working under the leadership of the MIT Lead, the medical team executed a short-term plan that included search, recovery, and identification including coordination with the Armed Forces Institute of Pathology Temporary operations was set up at Barksdale Air Force Base for two weeks. During this time, coordination with the DFO field recovery teams, AFIP personnel, and the crew surgeons was on going. In addition, the crewmember families and NASA management were updated daily. The medical team also dealt with public reports and questions concerning biological and chemical hazards, which were coordinated with SPACEHAB, Inc., Kennedy Space Center (KSC) Medical Operations and the Johnson Space Center (JSC) Space Medicine office. After operations at Barksdale were concluded the medical team transitioned back to Houston and a long-term search, recovery and identification plan was developed.

Stepaniak, Philip↗
NASA NTRS2008

Integrated Safety Analysis Teams

Today's complex systems require understanding beyond one person s capability to comprehend. Each system requires a team to divide the system into understandable subsystems which can then be analyzed with an Integrated Hazard Analysis. The team must have both specific experiences and diversity of experience. Safety experience and system understanding are not always manifested in one individual. Group dynamics make the difference between success and failure as well as the difference between a difficult task and a rewarding experience. There are examples in the news which demonstrate the need to connect the pieces of a system into a complete picture. The Columbia disaster is now a standard example of a low consequence hazard in one part of the system; the External Tank is a catastrophic hazard cause for a companion subsystem, the Space Shuttle Orbiter. The interaction between the hardware, the manufacturing process, the handling, and the operations contributed to the problem. Each of these had analysis performed, but who constituted the team which integrated this analysis together? This paper will explore some of the methods used for dividing up a complex system; and how one integration team has analyzed the parts. How this analysis has been documented in one particular launch space vehicle case will also be discussed.

Wetherholt, Jonathan C.↗
NASA NTRS2009

Soccer Matches as Experiments - How Often Does the 'Best' Team Win?

Models in which the number of goals scored by a team in a soccer match follow a Poisson distribution or a closely related one, have been widely discussed. We here consider a soccer match as an experiment to assess which of two teams is superior and examine the probability that the outcome of the experiment (match) truly represents the relative abilities of the two teams. Given a final score it is possible by using a Bayesian approach to quantify the probability that it was or was not the case that the best team won. For typical scores, the probability of a misleading result is significant. Modifying the rules of the game to increase thc typical number of goals scored would improve the situation, but a level of confidence that would normally be regarded as satisfactory could not be obtained unless the character of the game were radically changed.

Skinner, Gerald K.↗
NASA NTRS2010

Recent Experiences of the NASA Engineering and Safety Center (NESC) GN and C Technical Discipline Team (TDT)

The NASA Engineering and Safety Center (NESC), initially formed in 2003, is an independently funded NASA Program whose dedicated team of technical experts provides objective engineering and safety assessments of critical, high risk projects. The GN&C Technical Discipline Team (TDT) is one of fifteen such discipline-focused teams within the NESC organization. The TDT membership is composed of GN&C specialists from across NASA and its partner organizations in other government agencies, industry, national laboratories, and universities. This paper will briefly define the vision, mission, and purpose of the NESC organization. The role of the GN&C TDT will then be described in detail along with an overview of how this team operates and engages in its objective engineering and safety assessments of critical NASA projects. This paper will then describe selected recent experiences, over the period 2007 to present, of the GN&C TDT in which they directly performed or supported a wide variety of NESC assessments and consultations.

Dennehy, Cornelius J.↗
NASA NTRS2011

Recent Experiences of the NASA Engineering and Safety Center (NESC) Guidance Navigation and Control (GN and C) Technical Discipline Team (TDT)

The NASA Engineering and Safety Center (NESC) is an independently funded NASA Program whose dedicated team of technical experts provides objective engineering and safety assessments of critical, high risk projects. NESC's strength is rooted in the diverse perspectives and broad knowledge base that add value to its products, affording customers a responsive, alternate path for assessing and preventing technical problems while protecting vital human and national resources. The Guidance Navigation and Control (GN&C) Technical Discipline Team (TDT) is one of fifteen such discipline-focused teams within the NESC organization. The TDT membership is composed of GN&C specialists from across NASA and its partner organizations in other government agencies, industry, national laboratories, and universities. This paper will briefly define the vision, mission, and purpose of the NESC organization. The role of the GN&C TDT will then be described in detail along with an overview of how this team operates and engages in its objective engineering and safety assessments of critical NASA.

Dennehy, Cornelius J.↗
NASA NTRS2011

Theoretically-Driven Infrastructure for Supporting Healthcare Teams Training at a Military Treatment Facility

The Team Resource Center (TRC) at Naval Medical Center Portsmouth (NMCP) currently hosts a tri-service healthcare teams training course three times annually . The course consists of didactic learning coupled with simulation exercises to provide an interactive educational experience for healthcare professionals. The course is also the foundation of a research program designed to explore the use of simulation technologies for enhancing team training and evaluation. The TRC has adopted theoretical frameworks for evaluating training readiness and efficacy, and is using these frameworks to guide a systematic reconfiguration of the infrastructure supporting healthcare teams training and research initiatives at NMCP.

Turner, Robert T.↗
NASA NTRS2006

The Effects of Development Team Skill on Software Product Quality

This paper provides an analysis of the effect of the skill/experience of the software development team on the quality of the final software product. A method for the assessment of software development team skill and experience is proposed, and was derived from a workforce management tool currently in use by the National Aeronautics and Space Administration. Using data from 26 smallscale software development projects, the team skill measures are correlated to 5 software product quality metrics from the ISO/IEC 9126 Software Engineering Product Quality standard. in the analysis of the results, development team skill is found to be a significant factor in the adequacy of the design and implementation. In addition, the results imply that inexperienced software developers are tasked with responsibilities ill-suited to their skill level, and thus have a significant adverse effect on the quality of the software product. Keywords: software quality, development skill, software metrics

Beaver, Justin M.↗
NASA NTRS2013

NASA Advanced Concepts Office, Earth-To-Orbit Team Design Process and Tools

The Earth to Orbit (ETO) Team of the Advanced Concepts Office (ACO) at NASA Marshal Space Flight Center (MSFC) is considered the preeminent group to go to for prephase A and phase A concept definition. The ACO team has been at the forefront of a multitude of launch vehicle studies determining the future direction of the Agency as a whole due, in part, to their rapid turnaround time in analyzing concepts and their ability to cover broad trade spaces of vehicles in that limited timeframe. Each completed vehicle concept includes a full mass breakdown of each vehicle to tertiary subsystem components, along with a vehicle trajectory analysis to determine optimized payload delivery to specified orbital parameters, flight environments, and delta v capability. Additionally, a structural analysis of the vehicle based on material properties and geometries is performed as well as an analysis to determine the flight loads based on the trajectory outputs. As mentioned, the ACO Earth to Orbit Team prides themselves on their rapid turnaround time and often need to fulfill customer requests within limited schedule or little advanced notice. Due to working in this fast paced environment, the ETO team has developed some finely honed skills and methods to maximize the delivery capability to meet their customer needs. This paper will describe the interfaces between the 3 primary disciplines used in the design process; weights and sizing, trajectory, and structural analysis, as well as the approach each discipline employs to streamline their particular piece of the design process.

Waters, Eric D.↗
NASA NTRS2011

Aerospace Concurrent Engineering Design Teams: Current State, Next Steps and a Vision for the Future

Over the past sixteen years, government aerospace agencies and aerospace industry have developed and evolved operational concurrent design teams to create novel spaceflight mission concepts and designs. These capabilities and teams, however, have evolved largely independently. In today's environment of increasingly complex missions with limited budgets it is becoming readily apparent that both implementing organizations and today's concurrent engineering teams will need to interact more often than they have in the past. This will require significant changes in the current state of practice. This paper documents the findings from a concurrent engineering workshop held in August 2010 to identify the key near term improvement areas for concurrent engineering capabilities and challenges to the long-term advancement of concurrent engineering practice. The paper concludes with a discussion of a proposed vision for the evolution of these teams over the next decade.

concurrent engineering design↗
NASA NTRS2013

Dawn Orbit Determination Team: Modeling and Fitting of Optical Data at Vesta

The Dawn spacecraft was launched on September 27th, 2007. Its mission is to consecutively rendezvous with and observe the two largest bodies in the main asteroid belt, Vesta and Ceres. It has already completed over a year's worth of direct observations of Vesta (spanning from early 2011 through late 2012) and is currently on a cruise trajectory to Ceres, where it will begin scientific observations in mid-2015. Achieving this data collection required careful planning and execution from all Dawn operations teams. Dawn's Orbit Determination (OD) team was tasked with reconstruction of the as-flown trajectory as well as determination of the Vesta rotational rate, pole orientation and ephemeris, among other Vesta parameters. Improved knowledge of the Vesta pole orientation, specifically, was needed to target the final maneuvers that inserted Dawn into the first science orbit at Vesta. To solve for these parameters, the OD team used radiometric data from the Deep Space Network (DSN) along with optical data reduced from Dawn's Framing Camera (FC) images. This paper will de-scribe the initial determination of the Vesta ephemeris and pole using a combination of radiometric and optical data, and also the progress the OD team has made since then to further refine the knowledge of Vesta's body frame orientation and rate with these data.

imagery↗