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NASA NTRS2018

Collaborative Systems Engineering in the Ascent Abort-2 Crew Module/Separation Ring Project

Generally speaking, systems engineering (SE) tool-sets face a dilemma balancing power and accessibility. High-powered SE tools (MagicDraw, Cradle, Core, etc.) tend to be specialized and are available only to highly trained Systems Engineers, and/or through the use of a 'back room' developer team making the output products available to the broader team. On the other hand, highly accessible tools (MS Word, Excel, etc.) do not have the power to implement SE in a rigorous manner. NASA has to test all aspects of the new human-rated Orion Multi-Purpose Crew Vehicle spacecraft prior to its first crewed mission. The test program includes uncrewed launch abort flight tests to demonstrate the capability to save the crew in the event that a launch failure occurs. Orion's second abort flight test will be a low-altitude flight test known as "Ascent Abort 2 (AA-2)." This test is currently scheduled to be carried out at Cape Canaveral Air Force Station's Space Launch Complex 46 (SLC-46) in Florida in 2019. NASA's in-house AA-2 Crew Module and Separation Ring (CSR) Team is producing the crew module and separation ring. Operating jointly as both an Advanced Exploration Systems (AES) Project and an Orion Project, the CSR project charter includes development of innovative, streamlined and generally more efficient practices for creation of flight hardware and software. One result of this tasking has been development of a collaborative and data-centric systems engineering environment within the team's shared web environment (Microsoft SharePoint). Through the use of built-in, 'out of the box capabilities' present in MS SharePoint, the CSR Systems Engineering team has created (with some limited developer support) a data-centric architecture for the project's SE implementation, including functional and interface analysis, requirements development and management, risk management, verification planning and management, test results, and end item management. Data elements are linked between data structures so as to define and control relationships between item types, link requirements to parents and children, and link tests to the requirements that they verify. The overall project team integration is increased by also linking SE content to project management content over the project life cycle, including team communication, action items, configuration management, decisional and meeting materials, and life cycle reviews. This presentation will provide an overview of the collaborative SE environment, showing how it provides the power for a number of SE tasks while still providing the accessibility and transparency to allow the full project team to collaborate and succeed. Given the project phase, we'll be able to present a nearly full lifecycle discussion, from concept through verification and approaching delivery.

Systems Engineering environments↗
NASA NTRS2010

The Astrophysics Science Division Annual Report 2009

The Astrophysics Science Division (ASD) at Goddard Space Flight Center (GSFC) is one of the largest and most diverse astrophysical organizations in the world, with activities spanning a broad range of topics in theory, observation, and mission and technology development. Scientific research is carried out over the entire electromagnetic spectrum - from gamma rays to radio wavelengths - as well as particle physics and gravitational radiation. Members of ASD also provide the scientific operations for three orbiting astrophysics missions - WMAP, RXTE, and Swift, as well as the Science Support Center for the Fermi Gamma-ray Space Telescope. A number of key technologies for future missions are also under development in the Division, including X-ray mirrors, space-based interferometry, high contrast imaging techniques to search for exoplanets, and new detectors operating at gamma-ray, X-ray, ultraviolet, infrared, and radio wavelengths. The overriding goals of ASD are to carry out cutting-edge scientific research, provide Project Scientist support for spaceflight missions, implement the goals of the NASA Strategic Plan, serve and support the astronomical community, and enable future missions by conceiving new concepts and inventing new technologies.

Oegerle, William↗
NASA NTRS2012

Goddard's Astrophysics Science Division Annual Report 2011

The Astrophysics Science Division(ASD) at Goddard Space Flight Center(GSFC)is one of the largest and most diverse astrophysical organizations in the world, with activities spanning a broad range of topics in theory, observation, and mission and technology development. Scientific research is carried out over the entire electromagnetic spectrum from gamma rays to radiowavelengths as well as particle physics and gravitational radiation. Members of ASD also provide the scientific operations for three orbiting astrophysics missions WMAP, RXTE, and Swift, as well as the Science Support Center for the Fermi Gamma-ray Space Telescope. A number of key technologies for future missions are also under development in the Division, including X-ray mirrors, space-based interferometry, high contract imaging techniques to serch for exoplanets, and new detectors operating at gamma-ray, X-ray, ultraviolet, infrared, and radio wavelengths. The overriding goals of ASD are to carry out cutting-edge scientific research, and provide Project Scientist support for spaceflight missions, implement the goals of the NASA Strategic Plan, serve and suppport the astronomical community, and enable future missions by conceiving new conepts and inventing new technologies.

Centrella, Joan↗
NASA NTRS2014

Goddard's Astrophysics Science Division Annual Report 2013

The Astrophysics Science Division (ASD) at Goddard Space Flight Center (GSFC) is one of the largest and most diverse astrophysical organizations in the world, with activities spanning a broad range of topics in theory, observation, and mission and technology development. Scientific research is carried out over the entire electromagnetic spectrum from gamma rays to radio wavelengths as well as particle physics and gravitational radiation. Members of ASD also provide the scientific operations for two orbiting astrophysics missions Fermi Gamma-ray Space Telescope and Swift as well as the Science Support Center for Fermi. A number of key technologies for future missions are also under development in the Division, including X-ray mirrors, space-based interferometry, high contrast imaging techniques to search for exoplanets, and new detectors operating at gamma-ray, X-ray, ultraviolet, infrared, and radio wavelengths. The overriding goals of ASD are to carry out cutting-edge scientific research, provide Project Scientist support for spaceflight missions, implement the goals of the NASA Strategic Plan, serve and support the astronomical community, and enable future missions by conceiving new concepts and inventing new technologies.

ultraviolet astrophysics↗
NASA NTRS1993

Role of strategic planning in engineering management

Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.

Krishen, Kumar↗
NASA NTRS1993

Study and Demonstration of Planning and Scheduling Concepts for the Earth Observing System Data and Information System

The University of Colorado's Laboratory for Atmospheric and Space Physics (CU/LASP) along with the Goddard Space Flight Center (GSFC) and the Jet Propulsion Laboratory (JPL) designed, implemented, tested, and demonstrated a prototype of the distributed, hierarchical planning and scheduling system comtemplated for the Earth Observing System (EOS) project. The planning and scheduling prototype made use of existing systems: CU/LASP's Operations and Science Instrument Support Planning and Scheduling (OASIS-PS) software package; GSFC's Request Oriented Scheduling Engine (ROSE); and JPL's Plan Integrated Timeliner 2 (Plan-It-2). Using these tools, four scheduling nodes were implemented and tied together using a new communications protocol for scheduling applications called the Scheduling Applications Interface Language (SAIL). An extensive and realistic scenario of EOS satellite operations was then developed and the prototype scheduling system was tested and demonstrated using the scenario. Two demonstrations of the system were given to NASA personnel and EOS core system (ECS) contractor personnel. A comprehensive volume of lessons learned was generated and a meeting was held with NASA and ECS representatives to review these lessons learned. A paper and presentation on the project's final results was given at the American Institute of Aeronautics and Astronautics Computing in Aerospace 9 conference.

Davis, Randal↗
NASA NTRS2016

Systems Engineering and Management Applications of ISO 9001:2015 for Government

The manufacturing segment of the business world is busy assessing the impact of ISO 9001:2015, and updating their management systems to meet the required compliance date. What does the new revision mean for government agencies that deliver large engineering projects rather than mass production? In fact, the standard, especially the new revision, can be used quite readily for government agencies, or applied to specific projects, once it is understood in terms of the similarities with systems engineering and project management. From there it can be extrapolated to "mission realization" systems, and a Quality Management System (QMS) is a logical result that can bring order to processes and systems that likely already exist in some fashion. ISO 9001:2015 is less product-oriented than previous versions. It can be more broadly applied to public organizations as well as private; and to services (missions) as well as products. The emphasis on risk management in the revised standard provides the needed balance for weighing decisions with respect to cost, schedule, technical, safety, and regulatory compliance; so if this is not part of agency governance already, this is a good place to start, especially for large engineering projects. The Systems Engineering standard used for this analysis is from NASA's NPR 7123.1 NASA Systems Engineering Processes and Requirements; however, those who are more familiar with ISO/IEC 26702 Systems Engineering-application and management of the systems engineering process, or SAE/EIA 632 Processes for Engineering a System will also recognize the similarities. In reality, the QMS outlined by ISO 9001 reinforces the systems engineering processes, and serves to ensure that they are adequately implemented, although most of the ISO 9001 literature emphasizes the production and process aspects of the standard. Rather than beginning with ISO 9001and getting lost in the vocabulary, it is useful to begin with the systems engineering lifecycle. Identification of stakeholder expectations, identifying solutions, creating specific product or service designs, production of the product or service, delivery to the public, and the associated management, planning, and control processes, are a familiar place to begin thinking of the overall system of identifying, designing, and competing a project or mission. Lining up this lifecycle with the ISO requirements (see Figure 1) illustrates how a quality management system is concerned with the same processes, and provides a governance and assurance function. If implemented properly, there are cost savings resulting from less rework, repair, reprocessing, failures, misplaced documents, and similar types of deficiencies1. Starting with an organization's systems engineering processes allows the organization to use their own terminology for a QMS plan, and tailor the plan to their own project or organization, so that it is more easily developed, understood, and implemented.

Shepherd, Christena C.↗
NASA NTRS1971

Modular space station phase B extension program master plan

The project is defined for design, development, fabrication, test, and pre-mission and mission operations of a shuttle-launched modular space station. The project management approach is described in terms of organization, management requirements, work breakdown structure, schedule, time-phased logic, implementation plans, manpower, and funding. The programmatic and technical problems are identified.

Munsey, E. H.↗
NASA NTRS1984

NASA's satellite relay tracking and data acquisition program

The Tracking and Data Acquisition System (TDAS) is currently being planned to support NASA missions and the Space Station and will serve as a replacement to the present Tracking and Data Relay Satellite System (TDRSS). Its operational date is currently projected for the late 1990s. Near term objectives involve the definition of a TDAS architecture, the development of functional and performance specifications and implementation of a TDRSS-to-TDAS transition plan. The present paper provides an overview of the baseline TDAS architecture and summarizes key ingredients of system and technology studies in progress. In particular, this paper addresses a summary of projected mission requirements for the TDAS era; a characterization of the space segment constellation; use of lasers, 60 GHz, and multibeam 30/20 GHz technologies; ground architecture and operational interfaces; a distributed hardware/software processing concept for more flexible and reliable interfaces, signal processing and operations. Also included is a status summary of the TDAS program plan for the 1984-1990 time frame. Finally, an overview is presented of NASA's current plans to augment the TDRSS to meet the Space Station IOC requirements in the time period 1993-2000.

Schwartz, J. J.↗
NASA NTRS1994

Design of a walking robot

Carnegie Mellon University's Autonomous Planetary Exploration Program (APEX) is currently building the Daedalus robot; a system capable of performing extended autonomous planetary exploration missions. Extended autonomy is an important capability because the continued exploration of the Moon, Mars and other solid bodies within the solar system will probably be carried out by autonomous robotic systems. There are a number of reasons for this - the most important of which are the high cost of placing a man in space, the high risk associated with human exploration and communication delays that make teleoperation infeasible. The Daedalus robot represents an evolutionary approach to robot mechanism design and software system architecture. Daedalus incorporates key features from a number of predecessor systems. Using previously proven technologies, the Apex project endeavors to encompass all of the capabilities necessary for robust planetary exploration. The Ambler, a six-legged walking machine was developed by CMU for demonstration of technologies required for planetary exploration. In its five years of life, the Ambler project brought major breakthroughs in various areas of robotic technology. Significant progress was made in: mechanism and control, by introducing a novel gait pattern (circulating gait) and use of orthogonal legs; perception, by developing sophisticated algorithms for map building; and planning, by developing and implementing the Task Control Architecture to coordinate tasks and control complex system functions. The APEX project is the successor of the Ambler project.

Whittaker, William↗
NASA NTRS1975

ATS-6 - Experiment summary

A general overview is given of experiment planning and implementation for the ATS-6. Included in the review are discussions of project office activities, experiment selection, spacecraft implementation, ground terminal implementation, the operations control center, and the information processing division. A table is included summarizing the various experiments among which are communications, scientific and technological experiments.

Corrigan, J. P.↗
NASA NTRS1993

GEWEX Water Vapor Project (GVaP)

The goal of the Global Energy and Water Cycle Experiment (GEWEX) Water Vapor Project (GVaP) is to improve the understanding of water vapor in meteorological, hydrological, and climatological processes through improving knowledge of water vapor and its variability on all scales. This goal clearly requires a multiscale observing strategy. A pilot project was deemed the most appropriate first step toward achieving this goal. An implementation plan was developed for this pilot phase. The four research components of the pilot phase are presented here.

Starr, David↗
NASA NTRS2009

Design and Implementation of Collaborative Research Approaches

This poster reviews the collarborative research approaches that NASA has been designing and implementing for the Integrated Vehicle Health Management (IVHM) Project. The inputs for the technical plan are reviewed, the Research Test and Integration Plan (RTIP) WIKI, is used to create and propose a multi-themed and multi-partner research testing opportunities. The outputs are testing opportunities.

Venti, Mike W.↗
NASA NTRSDate not supplied

Current and Future ESPO Supported Missions

The Earth Science Project Office (ESPO) at NASA Ames Research Center is a group of success-oriented individuals providing project management for NASA's Science Mission Directorate, Earth Science Division. We provide planning, implementation, and post-mission support for large, complex, multi-agency, domestic and international field campaigns. ESPO has led over 60 successful field campaigns, dating back to 1987. ESPO supports several of NASA's Earth Science Division’s programs, including Upper Atmosphere Research, Tropospheric Chemistry, Radiation Sciences, Weather and Atmospheric Dynamics, Ocean Biology and Biochemistry, Airborne Science, and the Earth System Science Pathfinder Program.

Erin Czech↗
DOE OSTI2026

Technical Assistance for Igiugig, Alaska

Igiugig, Alaska received technical assistance through the Energy Technology Innovation Partnership Project (ETIPP) to implement high-priority strategies detailed in their 2022 Community Energy Plan.

24 POWER TRANSMISSION AND DISTRIBUTION↗
NASA NTRS1971

Space station MSFC-DPD-235/DR no. MA-05 phase C/D program development plan. Volume 2: Phase C/D, programmatic requirements

The design plan requirements define the design implementation and control requirements for Phase C/D of the Modular Space Station Project and specifically address the Initial Space Station phase of the Space Station Program (modular). It is based primarily on the specific objective of translating the requirements of the Space Station Program, Project, Interface, and Support Requirements and preliminary contract end x item specifications into detail design of the operational systems which comprise the initial space station. This document is designed to guide aerospace contractors in the planning and bidding for Phase C/D.

Source record↗
NASA NTRS1975

CARETS: A prototype regional environmental information system. Volume 7: Land use information and air quality planning

The pilot national land use information system developed by the U.S. Geological Survey in the Central Atlantic Regional Ecological Test Site project has provided an improved technique for estimating emissions, diffusion, and impact patterns of sulfur dioxide (S0 2 ) and particulate matter. Implementation of plans to control air quality requires land use information, which, until this time, has been inadequate. The pilot system, however, provided data for updating information on the sources of point and area emissions of S0 2 and particulate matter affecting the Norfolk--Portsmouth area of Virginia for the 1971-72 winter (Dec.-Jan.-Feb.) and the annual 1972 period, and for a future annual period--1985. This emission information is used as input to the Air Quality Display Model of the Environmental Protection Agency to obtain diffusion and impact patterns for the three periods previously mentioned. The results are: (1) During the 1971-72 winter, estimated SO 2 amounts over an area with a SW-NE-axis in the central section of Norfolk exceeded both primary and secondary levels; (2) future annual levels of SO 2 , estimated by anticipated residential development and point-source changes, are not expected to cause serious deterioration of the region's present air quality; and (3) for the 1971-72 winter and annual 1972 period the diffusion results showed that both primary and secondary standards for particulate matter are regularly exceeded in central Norfolk and Portsmouth. In additions on the bas is of current control programs, the 1985 levels of particulate matter are expected to exceed the presently established secondary air quality standards throughout central Norfolk and Portsmouth and in certain areas of Virginia Beach. The land use information can be used to estimate emissions for inputs to diffusion models and to interpret the implications of diffusion patterns for: (1) Implementing various control strategies (2) selecting sites of air sampling stations, and (3) predicting the effects that proposed changes in land use might have on emission patterns and air quality.

Remote sensing↗
NASA NTRS1988

Software engineering and Ada (Trademark) training: An implementation model for NASA

The choice of Ada for software engineering for projects such as the Space Station has resulted in government and industrial groups considering training programs that help workers become familiar with both a software culture and the intricacies of a new computer language. The questions of how much time it takes to learn software engineering with Ada, how much an organization should invest in such training, and how the training should be structured are considered. Software engineering is an emerging, dynamic discipline. It is defined by the author as the establishment and application of sound engineering environments, tools, methods, models, principles, and concepts combined with appropriate standards, guidelines, and practices to support computing which is correct, modifiable, reliable and safe, efficient, and understandable throughout the life cycle of the application. Neither the training programs needed, nor the content of such programs, have been well established. This study addresses the requirements for training for NASA personnel and recommends an implementation plan. A curriculum and a means of delivery are recommended. It is further suggested that a knowledgeable programmer may be able to learn Ada in 5 days, but that it takes 6 to 9 months to evolve into a software engineer who uses the language correctly and effectively. The curriculum and implementation plan can be adapted for each NASA Center according to the needs dictated by each project.

Legrand, Sue↗