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NASA NTRS2017

Management by Trajectory Trade Study of Roles and Responsibilities Between Participants and Automation Report

This report describes a trade study of roles and responsibilities associated with the Management by Trajectory (MBT) concept. The MBT concept describes roles, responsibilities, and information and automation requirements for providing air traffic controllers and managers the ability to quickly generate, evaluate and implement changes to an aircraft's trajectory. In addition, the MBT concept describes mechanisms for imposing constraints on flight operator preferred trajectories only to the extent necessary to maintain safe and efficient traffic flows, and the concept provides a method for the exchange of trajectory information between ground automation systems and the aircraft that allows for trajectory synchronization and trajectory negotiation. The participant roles considered in this trade study include: airline dispatcher, flight crew, radar controller, traffic manager, and Air Traffic Control System Command Center (ATCSCC) traffic management specialists. The proposed allocation of roles and responsibilities was based on analysis of several use cases that were developed for this purpose as well as for walking through concept elements. The resulting allocation of roles and responsibilities reflects both increased automation capability to support many aviation functions, as well as increased flexibility to assign responsibilities to different participants - in many cases afforded by the increased automation capabilities. Note that the selection of participants to consider for allocation of each function is necessarily rooted in the current environment, in that MBT is envisioned as an evolution of the National Airspace System (NAS), and not a revolution. A key feature of the MBT allocations is a vision for the traffic management specialist to take on a greater role. This is facilitated by the vision that separation management functions, in addition to traffic management functions, will be carried out as trajectory management functions. This creates an opportunity for flexibility, allowing the traffic management specialist to carry out tasks that today can only be carried out by the controller currently in contact with the aircraft. This additional tasking for the traffic management specialist comes with requirements for workload management. An increased role for the Data-side (D-side) controller relative to the Radar-side (R-side) controller is a potential approach to mitigating workload for the traffic management specialist, as the D-side controller would have similar ability to perform separation management functions in what today might be considered the "trajectory management" timeframe. This analysis did not distinguish between the D-side and R-side controllers since in many cases the R-side controller works unassisted.

Fernandes, Alicia D.↗
NASA NTRS2002

Managing Risk for Cassini During Mission Operations and Data Analysis (MOandDA)

A Risk Management Process has been tailored for Cassini that not only satisfies the requirements of NASA and JPL, but also allows the Program to proactively identify and assess risks that threaten mission objectives. Cassini Risk Management is a team effort that involves both management and engineering staff. The process is managed and facilitated by the Mission Assurance Manager (MAM), but requires regular interactions with Program Staff and team members to instill the risk management philosophy into the day to day mission operations. While Risk Management is well defined for projects in the development phase, it is a relatively new concept for Mission Operations. The Cassini team has embraced this process and has begun using it in an effective, proactive manner, to ensure mission success. It is hoped that the Cassini Risk Management Process will form the basis by which risk management is conducted during MO&DA on future projects. proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working put into place will become visible and will be illusmted in future papers.

risk management↗
NASA NTRS2024

NASA Risk Management Handbook: Version 2.0, Part 1

The purpose of this handbook is to provide an in-depth reference for the practice of risk management in NASA, updating the guidance offered in its original version, NASA/SP-2011-3422 (November 2011), and closely aligning the updated guidance with the current NASA Procedural Requirements for Agency Risk Management, NPR 8000.4, and the parent NASA Policy Directive for NASA Governance and Strategic Management, NPD 1000.0. NPD 1000.0 introduces with emphasis the concept of “Risk Leadership,” making it a fundamental tenet and pillar of the risk management culture that it advocates for the Agency. NPR 8000.4 applies this concept and establishes Risk Management (RM) requirements for the Agency as an integrated enterprise, as well as the RM requirements for portfolio elements within the enterprise. Such elements include the various programs and projects that contribute to the Agency’s objectives and the various institutional activities carried out by entities that contribute to mission support. The present version of the handbook also emphasizes the integration of risk management processes across activity and project life cycles and their coordination and interaction with day-to-day programmatic and organizational functions. Areas of application of risk assessment and management that were not covered with specific guidance in the preceding version are addressed in this version with in-depth examples. The handbook is structured into two parts, whose chapters are in turn organized in a sequential order intended to facilitate a gradual and progressive introduction of the reader to risk management principles and practices. Part 1 of the handbook is dedicated to the introduction of the basic foundations of the NASA integrated risk management framework, the related fundamental risk concepts, the description of the risk management and decision processes that are to be implemented within the framework, the discussion of the risk assessment techniques that should be utilized in support of such processes, and the management and organizational interactions and interfaces that should be enabled to implement an effective integration of risk management activities within the Agency. Part 2 provides self-contained, end-to-end examples of application of the processes and techniques introduced in Part 1, in the context of both programmatic (i.e., project and/or mission related) and institutional activities.

Uncertainty↗
NASA NTRS2024

NASA Risk Management Handbook: Version 2.0, Part 2

The purpose of this handbook is to provide an in-depth reference for the practice of risk management in NASA, updating the guidance offered in its original version, NASA/SP-2011-3422 (November 2011), and closely aligning the updated guidance with the current NASA Procedural Requirements for Agency Risk Management, NPR 8000.4, and the parent NASA Policy Directive for NASA Governance and Strategic Management, NPD 1000.0 (January 2020). NPD 1000.0 introduces with emphasis the concept of “Risk Leadership,” making it a fundamental tenet and pillar of the risk management culture that it advocates for the Agency. NPR 8000.4 applies this concept and establishes Risk Management (RM) requirements for the Agency as an integrated enterprise, as well as the RM requirements for portfolio elements within the enterprise. Such elements include the various programs and projects that contribute to the Agency’s objectives and the various institutional activities carried out by entities that contribute to mission support. The present version of the handbook also emphasizes the integration of risk management processes across activity and project life cycles and their coordination and interaction with day-to-day programmatic and organizational functions. Areas of application of risk assessment and management that were not covered with specific guidance in the preceding version are addressed in this version with in-depth examples. The handbook is structured into two parts, whose chapters are in turn organized in a sequential order intended to facilitate a gradual and progressive introduction of the reader to risk management principles and practices. Part 1 of the handbook is dedicated to the introduction of the basic foundations of the NASA integrated risk management framework, the related fundamental risk concepts, the description of the risk management and decision processes that are to be implemented within the framework, the discussion of the risk assessment techniques that should be utilized in support of such processes, and the management and organizational interactions and interfaces that should be enabled to implement an effective integration of risk management activities within the Agency. Part 2 provides self-contained, end-to-end examples of application of the processes and techniques introduced in Part 1, in the context of both programmatic (i.e., project and/or mission related) and institutional activities.

Risk Leadership↗
NASA NTRS2016

Unmanned Aerial Systems Traffic Management (UTM): Safely Enabling UAS Operations in Low-Altitude Airspace

Currently, there is no established infrastructure to enable and safely manage the widespread use of low-altitude airspace and UAS flight operations. Given this, and understanding that the FAA faces a mandate to modernize the present air traffic management system through computer automation and significantly reduce the number of air traffic controllers by FY 2020, the FAA maintains that a comprehensive, yet fully automated UAS traffic management (UTM) system for low-altitude airspace is needed. The concept of UTM is to begin by leveraging concepts from the system of roads, lanes, stop signs, rules and lights that govern vehicles on the ground today. Building on its legacy of work in air traffic management (ATM), NASA is working with industry to develop prototype technologies for a UAS Traffic Management (UTM) system that would evolve airspace integration procedures for enabling safe, efficient low-altitude flight operations that autonomously manage UAS operating in an approved low-altitude airspace environment. UTM is a cloud-based system that will autonomously manage all traffic at low altitudes to include UASs being operated beyond visual line of sight of an operator. UTM would thus enable safe and efficient flight operations by providing fully integrated traffic management services such as airspace design, corridors, dynamic geofencing, severe weather and wind avoidance, congestion management, terrain avoidance, route planning re-routing, separation management, sequencing spacing, and contingency management. UTM removes the need for human operators to continuously monitor aircraft operating in approved areas. NASA envisions concepts for two types of UTM systems. The first would be a small portable system, which could be moved between geographical areas in support of operations such as precision agriculture and public safety. The second would be a Persistent system, which would support low-altitude operations in an approved area by providing continuous automated coverage. Both would require persistent communication, navigation, and surveillance (CNS) coverage to track, ensure, and monitor conformance. UTM is creating an airspace management tool that allows the ATM system to accommodate the number of UAS that will operate in the low altitude airspace. The analogy is just because we have a car, whether its autonomous or someone is driving, does not diminish the need for a road or road signs or rules of the road.

traffic management↗
NASA NTRS2004

Risk Management Implementation Tool

Continuous Risk Management (CM) is a software engineering practice with processes, methods, and tools for managing risk in a project. It provides a controlled environment for practical decision making, in order to assess continually what could go wrong, determine which risk are important to deal with, implement strategies to deal with those risk and assure the measure effectiveness of the implemented strategies. Continuous Risk Management provides many training workshops and courses to teach the staff how to implement risk management to their various experiments and projects. The steps of the CRM process are identification, analysis, planning, tracking, and control. These steps and the various methods and tools that go along with them, identification, and dealing with risk is clear-cut. The office that I worked in was the Risk Management Office (RMO). The RMO at NASA works hard to uphold NASA s mission of exploration and advancement of scientific knowledge and technology by defining and reducing program risk. The RMO is one of the divisions that fall under the Safety and Assurance Directorate (SAAD). I worked under Cynthia Calhoun, Flight Software Systems Engineer. My task was to develop a help screen for the Continuous Risk Management Implementation Tool (RMIT). The Risk Management Implementation Tool will be used by many NASA managers to identify, analyze, track, control, and communicate risks in their programs and projects. The RMIT will provide a means for NASA to continuously assess risks. The goals and purposes for this tool is to provide a simple means to manage risks, be used by program and project managers throughout NASA for managing risk, and to take an aggressive approach to advertise and advocate the use of RMIT at each NASA center.

Wright, Shayla L.↗
NASA NTRS2009

Software Tools Streamline Project Management

Three innovative software inventions from Ames Research Center (NETMARK, Program Management Tool, and Query-Based Document Management) are finding their way into NASA missions as well as industry applications. The first, NETMARK, is a program that enables integrated searching of data stored in a variety of databases and documents, meaning that users no longer have to look in several places for related information. NETMARK allows users to search and query information across all of these sources in one step. This cross-cutting capability in information analysis has exponentially reduced the amount of time needed to mine data from days or weeks to mere seconds. NETMARK has been used widely throughout NASA, enabling this automatic integration of information across many documents and databases. NASA projects that use NETMARK include the internal reporting system and project performance dashboard, Erasmus, NASA s enterprise management tool, which enhances organizational collaboration and information sharing through document routing and review; the Integrated Financial Management Program; International Space Station Knowledge Management; Mishap and Anomaly Information Reporting System; and management of the Mars Exploration Rovers. Approximately $1 billion worth of NASA s projects are currently managed using Program Management Tool (PMT), which is based on NETMARK. PMT is a comprehensive, Web-enabled application tool used to assist program and project managers within NASA enterprises in monitoring, disseminating, and tracking the progress of program and project milestones and other relevant resources. The PMT consists of an integrated knowledge repository built upon advanced enterprise-wide database integration techniques and the latest Web-enabled technologies. The current system is in a pilot operational mode allowing users to automatically manage, track, define, update, and view customizable milestone objectives and goals. The third software invention, Query-Based Document Management (QBDM) is a tool that enables content or context searches, either simple or hierarchical, across a variety of databases. The system enables users to specify notification subscriptions where they associate "contexts of interest" and "events of interest" to one or more documents or collection(s) of documents. Based on these subscriptions, users receive notification when the events of interest occur within the contexts of interest for associated document or collection(s) of documents. Users can also associate at least one notification time as part of the notification subscription, with at least one option for the time period of notifications.

Source record↗
NASA NTRS2011

Project Management Using Modern Guidance, Navigation and Control Theory

Implementing guidance, navigation, and control (GN&C) theory principles and applying them to the human element of project management and control is not a new concept. As both the literature on the subject and the real-world applications are neither readily available nor comprehensive with regard to how such principles might be applied, this paper has been written to educate the project manager on the "laws of physics" of his or her project (not to teach a GN&C engineer how to become a project manager) and to provide an intuitive, mathematical explanation as to the control and behavior of projects. This paper will also address how the fundamental principles of modern GN&C were applied to the National Aeronautics and Space Administration's (NASA) Constellation Program (CxP) space suit project, ensuring the project was managed within cost, schedule, and budget. A project that is akin to a physical system can be modeled and managed using the same over arching principles of GN&C that would be used if that project were a complex vehicle, a complex system(s), or complex software with time-varying processes (at times nonlinear) containing multiple data inputs of varying accuracy and a range of operating points. The classic GN&C theory approach could thus be applied to small, well-defined projects; yet when working with larger, multiyear projects necessitating multiple organizational structures, numerous external influences, and a multitude of diverse resources, modern GN&C principles are required to model and manage the project. The fundamental principles of a GN&C system incorporate these basic concepts: State, Behavior, Feedback Control, Navigation, Guidance and Planning Logic systems. The State of a system defines the aspects of the system that can change over time; e.g., position, velocity, acceleration, coordinate-based attitude, and temperature, etc. The Behavior of the system focuses more on what changes are possible within the system; this is denoted in the state of the system. The behavior of a system, as captured in the system modeling, when properly done will aid in accurately predicting future system performance. The Feedback Control system understands the state and behavior of the system and uses feedback to adjust control inputs into the system. The feedback, which is the right arm of the Control system, allows change to be affected in the overall system; it therefore is important to not only correctly identify the system feedback inputs, but also the system response to the feedback inputs. The Navigation system takes multiple data inputs and based on a priori knowledge of the inputs, develops a statistically based weighting of the inputs and measurements to determine the system's state. Guidance and Planning Logic of the system, complete with an understanding of where the system is (provided by the Navigation system), will in turn determine where the system needs to be and how to get it there. With any system/project, it is critical that the objective of the system/project be clearly defined -- not only to plan but to measure performance and to aid in guiding the system or the project. The system principles discussed above, which can be and have been applied to the current CxP space suit development project, can also be mapped to real-world constituents, thus allowing project managers to apply systems theories that are well defined in engineering and mathematics to a discipline (i.e., Project Management) that historically has been based in personal experience and intuition. This mapping of GN&C theory to Project Management will, in turn, permit a direct, methodical approach to Project Management, planning and control providing a tool to help predict (and guide) performance and an understanding of the project constraints, how the project can be controlled, and the impacts to external influences and inputs. This approach, to a project manager, flows down to the three bottom-line variables of cost, schedule, and scope ando the needed control of these three variables to successfully perform and complete a project.

Hill, Terry R.↗
NASA NTRS2014

Exploration Systems Development (ESD) Approach to Enterprise Risk Management

The National Aeronautics and Space Administration (NASA) Exploration Systems Development (ESD) Division has implemented an innovative approach to Enterprise Risk Management under a unique governance structure and streamlined integration model. ESD's mission is to design and build the capability to extend human existence to deep space. The Enterprise consists of three Programs: Space Launch System (SLS), Orion, and Ground Systems Development and Operations (GSDO). The SLS is a rocket and launch system that will be capable of powering humans, habitats, and support systems to deep space. Orion will be the first spacecraft in history capable of taking humans to multiple destinations within deep space. GSDO is modernizing Kennedy's spaceport to launch spacecraft built and designed by both NASA and private industry. ESD's approach to Enterprise Risk Management is commensurate with affordability and a streamlined management philosophy. ESD Enterprise Risk Management leverages off of the primary mechanisms for integration within the Enterprise. The Enterprise integration approach emphasizes delegation of authority to manage and execute the majority of cross-program activities and products to the individual Programs, while maintaining the overall responsibility for all cross-program activities at the Division. The intent of the ESD Enterprise Risk Management approach is to improve risk communication, to avoid replication and/or contradictory strategies, and to minimize overhead process burden. This is accomplished by the facilitation and integration of risk information within ESD. The ESD Division risks, Orion risks, SLS risks, and GSDO risks are owned and managed by the applicable Program. When the Programs have shared risks with multiple consequences, they are jointly owned and managed. When a risk is associated with the integrated system that involves more than one Program in condition, consequence, or mitigation plan, it is considered an Exploration Systems Integration (ESI) Risk. An ESI risk may require visibility and risk handling by multiple organizations. The Integrated Risk Working Group (IRWG) is a small team of Risk experts that are responsible for collaborating and communicating best practices. In addition, the forum facilitates proper integration of risks across the Enterprise. The IRWG uses a Continuous Risk Management approach for facilitating the identification, analysis, planning, tracking, and controlling of ESI Risks. The ESD Division, Programs, and Integrated Task Teams identify ESI Risks. The IRWG maintains a set of metrics for understanding Enterprise Risk process and the overall Risk Posture. The team is also actively involved in the modeling of risk for Enterprise Performance Management. With the Enterprise being constrained in Schedule and Budget, and with significant technical complexity, the appropriate use of Risk Management techniques is crucial to the success of the Enterprise. The IRWG achieves this through the modified approach, providing a forum for collaboration on risks that cross boundaries between the separate entities.

Bauder, Stephen P.↗
NASA NTRS2018

Air Traffic Management-eXploration Testbed for Urban Air Mobility Research and Development

The presentation will describe the architecture, current capabilities and some future enhancements of the testbed that is being developed at the National Aeronautics and Space Administration (NASA) to enable benefit, impact, safety and cost assessments for accelerating the deployment of air traffic management concept and technologies in the national airspace system. The testbed will support analysis of operational feasibility of urban air mobility operations, a part of NASA's Air Traffic Management eXploration project, and provide the data needed by regulatory agencies charged with public safety. Introduction of concepts and technologies, especially new concepts and technologies, is difficult and often takes decades because of the inability to assess the operational impact of the interaction between the proposed concept and technology and operationally deployed systems in terms of system-wide safety, traffic flow efficiency, roles and workload of controllers and traffic managers, and impact on airlines and other operators. To overcome these limitations, the testbed is developing infrastructure to enable mathematical modeling, human-in-the-loop evaluations and testing with operational systems in a simulated environment. In addition to the difficulty of establishing communications between geographically distributed systems, downloading/installing software, and management of startup, error-handling and shutdown, a major impediment for conducting simulations and human-in-the-loop testing with operational systems is the tedious manual scenario generation process. Several of these difficulties have been addressed in the current state of the testbed. The testbed can be described in terms of the following elements- (1) web-based frontend and backend, (2) Testbed Builder, (3) Data Distribution Service, (4) Component Library, (5) Simulation Management, and (6) Scenario Generation. The web-based frontend and backend enable the user to interact with the testbed for tasks such as composing a simulation, running a simulation and retrieving output data. The Testbed Builder application launched from the web frontend is a graphical user interface for the user to drag-and-drop and connect predefined blocks for composing a simulation/scenario generation task. The Builder writes a set of instructions for Simulation Management based on the links between the blocks and the block properties such as the component (executable) associated with a particular block. Management of the distributed simulation is accomplished by Execution and Component Managers. Execution Manager interprets the instructions provided by the Builder to instruct the Component Managers to download components from the Component Library to specified computers and to start them up. Once started, the components communicate with each other by publishing messages and subscribing to messages that are delivered by the Data Distribution Service. The Scenario Generation capability can be used for creating traffic scenarios for Multi-Aircraft Control System, which has been used extensively at NASA for human-in-the-loop-based concept evaluations. The presentation will provide a testbed enabled example scenario of Multi-Aircraft Control System based simulation in which the urban air mobility pilot using the conflict detection and resolution system would interact with the air traffic controllers for resolving conflicts with other aircraft during terminal area operations.

Simulation↗
NASA NTRS1996

The Integrated Mode Management Interface

Mode management is the processes of understanding the character and consequences of autoflight modes, planning and selecting the engagement, disengagement and transitions between modes, and anticipating automatic mode transitions made by the autoflight system itself. The state of the art is represented by the latest designs produced by each of the major airframe manufacturers, the Boeing 747-400, the Boeing 777, the McDonnell Douglas MD-11, and the Airbus A320/A340 family of airplanes. In these airplanes autoflight modes are selected by manipulating switches on the control panel. The state of the autoflight system is displayed on the flight mode annunciators. The integrated mode management interface (IMMI) is a graphical interface to autoflight mode management systems for aircraft equipped with flight management computer systems (FMCS). The interface consists of a vertical mode manager and a lateral mode manager. Autoflight modes are depicted by icons on a graphical display. Mode selection is accomplished by touching (or mousing) the appropriate icon. The IMMI provides flight crews with an integrated interface to autoflight systems for aircraft equipped with flight management computer systems (FMCS). The current version is modeled on the Boeing glass-cockpit airplanes (747-400, 757/767). It runs on the SGI Indigo workstation. A working prototype of this graphics-based crew interface to the autoflight mode management tasks of glass cockpit airplanes has been installed in the Advanced Concepts Flight Simulator of the CSSRF of NASA Ames Research Center. This IMMI replaces the devices in FMCS equipped airplanes currently known as mode control panel (Boeing), flight guidance control panel (McDonnell Douglas), and flight control unit (Airbus). It also augments the functions of the flight mode annunciators. All glass cockpit airplanes are sufficiently similar that the IMMI could be tailored to the mode management system of any modern cockpit. The IMMI does not replace the functions of the FMCS control and display unit. The purpose of the INMI is to provide flight crews with a shared medium in which they can assess the state of the autoflight system, take control actions on it, reason about its behavior, and communicate with each other about its behavior. The design is intended to increase mode awareness and provide a better interface to autoflight mode management. This report describes the IMMI, the methods that were used in designing and developing it, and the theory underlying the design and development processes.

Hutchins, Edwin↗
NASA NTRS2004

Integrated Risk Management Within NASA Programs/Projects

As NASA Project Risk Management activities continue to evolve, the need to successfully integrate risk management processes across the life cycle, between functional disciplines, stakeholders, various management policies, and within cost, schedule and performance requirements/constraints become more evident and important. Today's programs and projects are complex undertakings that include a myriad of processes, tools, techniques, management arrangements and other variables all of which must function together in order to achieve mission success. The perception and impact of risk may vary significantly among stakeholders and may influence decisions that may have unintended consequences on the project during a future phase of the life cycle. In these cases, risks may be unintentionally and/or arbitrarily transferred to others without the benefit of a comprehensive systemic risk assessment. Integrating risk across people, processes, and project requirements/constraints serves to enhance decisions, strengthen communication pathways, and reinforce the ability of the project team to identify and manage risks across the broad spectrum of project management responsibilities. The ability to identify risks in all areas of project management increases the likelihood a project will identify significant issues before they become problems and allows projects to make effective and efficient use of shrinking resources. By getting a total team integrated risk effort, applying a disciplined and rigorous process, along with understanding project requirements/constraints provides the opportunity for more effective risk management. Applying an integrated approach to risk management makes it possible to do a better job at balancing safety, cost, schedule, operational performance and other elements of risk. This paper will examine how people, processes, and project requirements/constraints can be integrated across the project lifecycle for better risk management and ultimately improve the chances for mission success.

Connley, Warren↗
NASA NTRS2005

Issues that Drive Waste Management Technology Development for Space Missions

Waste management technologies for space life support systems are currently at low development levels. Manual compaction of waste in plastic bags and overboard disposal to earth return vehicles are the primary current waste management methods. Particularly on future missions, continuance of current waste management methods would tend to expose the crew to waste hazards, forfeit recoverable resources such as water, consume valuable crew time, contaminate planetary surfaces, and risk return to Earth of extraterrestrial life. Improvement of waste management capabilities is needed for adequate management of wastes. Improvements include recovery of water and other resources, conversion of waste to states harmless to humans, long-term containment of wastes, and disposal of waste. Current NASA requirements documents on waste management are generally not highly detailed. More detailed requirements are needed to guide the development of waste management technologies that will adequately manage waste. In addition to satisfying requirements, waste management technologies must also recover resources. Recovery of resources such as water and habitat volume can reduce mission cost. This paper explores the drivers for waste management technology development including requirements and resource recovery.

Fisher, John W.↗
NASA NTRS2005

Step 1: Human System Integration (HSI) FY05 Pilot-Technology Interface Requirements for Contingency Management

This document involves definition of technology interface requirements for Contingency Management. This was performed through a review of Contingency Management-related, HSI requirements documents, standards, and recommended practices. Technology concepts in use by the Contingency Management Work Package were considered. Beginning with HSI high-level functional requirements for Contingency Management, and Contingency Management technology elements, HSI requirements for the interface to the pilot were identified. Results of the analysis describe (1) the information required by the pilot to have knowledge of system failures and associated contingency procedures, and (2) the control capability needed by the pilot to obtain system status and procedure information. Fundamentally, these requirements provide the candidate Contingency Management technology concepts with the necessary human-related elements to make them compatible with human capabilities and limitations. The results of the analysis describe how Contingency Management operations and functions should interface with the pilot to provide the necessary Contingency Management functionality to the UA-pilot system. Requirements and guidelines for Contingency Management are partitioned into four categories: (1) Health and Status and (2) Contingency Management. Each requirement is stated and is supported with a rationale and associated reference(s).

Source record↗
NASA NTRS2008

ePORT, NASA's Computer Database Program for System Safety Risk Management Oversight (Electronic Project Online Risk Tool)

ePORT (electronic Project Online Risk Tool) provides a systematic approach to using an electronic database program to manage a program/project risk management processes. This presentation will briefly cover the standard risk management procedures, then thoroughly cover NASA's Risk Management tool called ePORT. This electronic Project Online Risk Tool (ePORT) is a web-based risk management program that provides a common framework to capture and manage risks, independent of a programs/projects size and budget. It is used to thoroughly cover the risk management paradigm providing standardized evaluation criterion for common management reporting, ePORT improves Product Line, Center and Corporate Management insight, simplifies program/project manager reporting, and maintains an archive of data for historical reference.

Johnson, Paul W.↗
NASA NTRS2007

Program Management Tool

The Program Management Tool (PMT) is a comprehensive, Web-enabled business intelligence software tool for assisting program and project managers within NASA enterprises in gathering, comprehending, and disseminating information on the progress of their programs and projects. The PMT provides planning and management support for implementing NASA programmatic and project management processes and requirements. It provides an online environment for program and line management to develop, communicate, and manage their programs, projects, and tasks in a comprehensive tool suite. The information managed by use of the PMT can include monthly reports as well as data on goals, deliverables, milestones, business processes, personnel, task plans, monthly reports, and budgetary allocations. The PMT provides an intuitive and enhanced Web interface to automate the tedious process of gathering and sharing monthly progress reports, task plans, financial data, and other information on project resources based on technical, schedule, budget, and management criteria and merits. The PMT is consistent with the latest Web standards and software practices, including the use of Extensible Markup Language (XML) for exchanging data and the WebDAV (Web Distributed Authoring and Versioning) protocol for collaborative management of documents. The PMT provides graphical displays of resource allocations in the form of bar and pie charts using Microsoft Excel Visual Basic for Application (VBA) libraries. The PMT has an extensible architecture that enables integration of PMT with other strategic-information software systems, including, for example, the Erasmus reporting system, now part of the NASA Integrated Enterprise Management Program (IEMP) tool suite, at NASA Marshall Space Flight Center (MSFC). The PMT data architecture provides automated and extensive software interfaces and reports to various strategic information systems to eliminate duplicative human entries and minimize data integrity issues among various NASA systems that impact schedules and planning.

Gawadiak, Yuri↗
NASA NTRS2011

Risk Management Issues - An Aerospace Perspective

Phased-approach for implementation of risk management is necessary. Risk management system will be simple, accessible and promote communication of information to all relevant stakeholders for optimal resource allocation and risk mitigation. Risk management should be used by all team members to manage risks--risk office personnel. Each group is assigned Risk Integrators who are facilitators for effective risk management. Risks will be managed at the lowest-level feasible, elevate only those risks that require coordination or management from above. Risk reporting and communication is an essential element of risk management and will combine both qualitative and quantitative elements.. Risk informed decision making should be introduced to all levels of management. Provide necessary checks and balances to insure that risks are caught/identified and dealt with in a timely manner, Many supporting tools, processes & training must be deployed for effective risk management implementation. Process improvement must be included in the risk processes.

Perera, Jeevan S.↗
NASA NTRS2011

NASA's Risk Management System

Leadership is key to success. Phased-approach for implementation of risk management is necessary. Risk management system will be simple, accessible and promote communication of information to all relevant stakeholders for optimal resource allocation and risk mitigation. Risk management should be used by all team members to manage risks -- risk office personnel. Each group is assigned Risk Integrators who are facilitators for effective risk management. Risks will be managed at the lowest-level feasible, elevate only those risks that require coordination or management from above. Risk reporting and communication is an essential element of risk management and will combine both qualitative and quantitative elements. Risk informed decision making should be introduced to all levels of management. Provide necessary checks and balances to insure that risks are caught/identified and dealt with in a timely manner. Many supporting tools, processes & training must be deployed for effective risk management implementation. Process improvement must be included in the risk processes.

Perera, Jeevan S.↗