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Software Engineering for Human Spaceflight

The Spacecraft Software Engineering Branch of NASA Johnson Space Center (JSC) provides world‐class products, leadership, and technical expertise in software engineering, processes, technology, and systems management for human spaceflight. The branch contributes to major NASA programs (e.g. ISS, MPCV/Orion) with in‐house software development and prime contractor oversight, and maintains the JSC Engineering Directorate CMMI rating for flight software development. Software engineering teams work with hardware developers, mission planners, and system operators to integrate flight vehicles, habitats, robotics, and other spacecraft elements. They seek to infuse automation and autonomy into missions, and apply new technologies to flight processor and computational architectures. This presentation will provide an overview of key software‐related projects, software methodologies and tools, and technology pursuits of interest to the JSC Spacecraft Software Engineering Branch.

Fredrickson, Steven E.↗

Green Propellant Infusion Mission Program Development and Technology Maturation

The NASA Space Technology Mission Directorate's (STMD) Green Propellant Infusion Mission (GPIM) Technology Demonstration Mission (TDM) is comprised of a cross-cutting team of domestic spacecraft propulsion and storable green propellant technology experts. This TDM is led by Ball Aerospace & Technologies Corp. (BATC), who will use their BCP- 100 spacecraft to carry a propulsion system payload consisting of one 22 N thruster for primary divert (DeltaV) maneuvers and four 1 N thrusters for attitude control, in a flight demonstration of the AF-M315E technology. The GPIM project has technology infusion team members from all three major market sectors: Industry, NASA, and the Department of Defense (DoD). The GPIM project team includes BATC, includes Aerojet Rocketdyne (AR), Air Force Research Laboratory, Aerospace Systems Directorate, Edwards AFB (AFRL), NASA Glenn Research Center (GRC), NASA Kennedy Space Center (KSC), and NASA Goddard Space Flight Center (GSFC). STMD programmatic and technology oversight is provided by NASA Marshall Space Flight Center. The GPIM project shall fly an operational AF-M315E green propulsion subsystem on a Ball-built BCP-100 spacecraft.

AF-M315E↗

Regulatory Compliance in Multi-Tier Supplier Networks

Over the years, avionics systems have increased in complexity to the point where 1st tier suppliers to an aircraft OEM find it financially beneficial to outsource designs of subsystems to 2nd tier and at times to 3rd tier suppliers. Combined with challenging schedule and budgetary pressures, the environment in which safety-critical systems are being developed introduces new hurdles for regulatory agencies and industry. This new environment of both complex systems and tiered development has raised concerns in the ability of the designers to ensure safety considerations are fully addressed throughout the tier levels. This has also raised questions about the sufficiency of current regulatory guidance to ensure: proper flow down of safety awareness, avionics application understanding at the lower tiers, OEM and 1st tier oversight practices, and capabilities of lower tier suppliers. Therefore, NASA established a research project to address Regulatory Compliance in a Multi-tier Supplier Network. This research was divided into three major study efforts: 1. Describe Modern Multi-tier Avionics Development 2. Identify Current Issues in Achieving Safety and Regulatory Compliance 3. Short-term/Long-term Recommendations Toward Higher Assurance Confidence This report presents our findings of the risks, weaknesses, and our recommendations. It also includes a collection of industry-identified risks, an assessment of guideline weaknesses related to multi-tier development of complex avionics systems, and a postulation of potential modifications to guidelines to close the identified risks and weaknesses.

Goossen, Emray R.↗

Imagery Integration Team

The Human Exploration Science Office (KX) provides leadership for NASA's Imagery Integration (Integration 2) Team, an affiliation of experts in the use of engineering-class imagery intended to monitor the performance of launch vehicles and crewed spacecraft in flight. Typical engineering imagery assessments include studying and characterizing the liftoff and ascent debris environments; launch vehicle and propulsion element performance; in-flight activities; and entry, landing, and recovery operations. Integration 2 support has been provided not only for U.S. Government spaceflight (e.g., Space Shuttle, Ares I-X) but also for commercial launch providers, such as Space Exploration Technologies Corporation (SpaceX) and Orbital Sciences Corporation, servicing the International Space Station. The NASA Integration 2 Team is composed of imagery integration specialists from JSC, the Marshall Space Flight Center (MSFC), and the Kennedy Space Center (KSC), who have access to a vast pool of experience and capabilities related to program integration, deployment and management of imagery assets, imagery data management, and photogrammetric analysis. The Integration 2 team is currently providing integration services to commercial demonstration flights, Exploration Flight Test-1 (EFT-1), and the Space Launch System (SLS)-based Exploration Missions (EM)-1 and EM-2. EM-2 will be the first attempt to fly a piloted mission with the Orion spacecraft. The Integration 2 Team provides the customer (both commercial and Government) with access to a wide array of imagery options - ground-based, airborne, seaborne, or vehicle-based - that are available through the Government and commercial vendors. The team guides the customer in assembling the appropriate complement of imagery acquisition assets at the customer's facilities, minimizing costs associated with market research and the risk of purchasing inadequate assets. The NASA Integration 2 capability simplifies the process of securing one-of-a-kind imagery assets and skill sets, such as ground-based fixed and tracking cameras, crew-in the-loop imaging applications, and the integration of custom or commercial-off-the-shelf sensors onboard spacecraft. For spaceflight applications, the Integration 2 Team leverages modeling, analytical, and scientific resources along with decades of experience and lessons learned to assist the customer in optimizing engineering imagery acquisition and management schemes for any phase of flight - launch, ascent, on-orbit, descent, and landing. The Integration 2 Team guides the customer in using NASA's world-class imagery analysis teams, which specialize in overcoming inherent challenges associated with spaceflight imagery sets. Precision motion tracking, two-dimensional (2D) and three-dimensional (3D) photogrammetry, image stabilization, 3D modeling of imagery data, lighting assessment, and vehicle fiducial marking assessments are available. During a mission or test, the Integration 2 Team provides oversight of imagery operations to verify fulfillment of imagery requirements. The team oversees the collection, screening, and analysis of imagery to build a set of imagery findings. It integrates and corroborates the imagery findings with other mission data sets, generating executive summaries to support time-critical mission decisions.

Calhoun, Tracy↗

Human System Risk Management for Space Flight

This brief abstract reviews the development of the current day approach to human system risk management for space flight and the development of the critical components of this process over the past few years. The human system risk management process now provides a comprehensive assessment of each human system risk by design reference mission (DRM) and is evaluated not only for mission success but also for long‐term health impacts for the astronauts. The discipline of bioastronautics is the study of the biological and medical effects of space flight on humans. In 1997, the Space Life Sciences Directorate (SLSD) initiated the Bioastronautics Roadmap (Roadmap) as the "Critical Path Roadmap", and in 1998 participation in the roadmap was expanded to include the National Space Biomedical Research Institute (NSBRI) and the external community. A total of 55 risks and 250 questions were identified and prioritized and in 2000, the Roadmap was base-lined and put under configuration control. The Roadmap took into account several major advisory committee reviews including the Institute of Medicine (IOM) "Safe Passage: Astronaut care for Exploration Missions", 2001. Subsequently, three collaborating organizations at NASA HQ (Chief Health and Medical Officer, Office of Space Flight and Office of Biological & Physical Research), published the Bioastronautics Strategy in 2003, that identified the human as a "critical subsystem of space flight" and noted that "tolerance limits and safe operating bands must be established" to enable human space flight. These offices also requested a review by the IOM of the Roadmap and that review was published in October 2005 as "A Risk Reduction Strategy for Human Exploration of Space: A Review of NASA's Bioastronautics Roadmap", that noted several strengths and weaknesses of the Roadmap and made several recommendations. In parallel with the development of the Roadmap, the Office of the Chief Health and Medical Officer (OCHMO) began a process in 2004 of evaluating the tolerance limits and safe operating bands called for in the Bioastronautics Strategy. Over the next several years, the concept of the "operating bands" were turned into Space Flight Human System Standards (SFHSS), developed by the technical resources of the SLSD at the NASA Johnson Space Center (JSC). These standards were developed and reviewed at the SLSD and then presented to the OCHMO for acceptance. The first set of standards was published in 2007 as the NASA‐STD‐3001, Volume 1, Crew Health that elaborated standards for several physiological areas such as cardiovascular, musculoskeletal, radiation exposure and nutrition. Volume 2, Human Factors, Habitability and Human Health was published in 2011, along with development guidance in the Human Integration Design Handbook (HIDH). Taken together, the SFHSS Volumes 1 and 2, and the HIDH replaced the NASA‐STD‐3000 with new standards and revisions of the older document. Three other changes were also taking place that facilitated the development of the human system risk management approach. In 2005, the life sciences research and development portfolio underwent a comprehensive review through the Exploration Systems Architecture Study (ESAS) that resulted in the reformulation of the Bioastronautics Program into Human Research Program (HRP) that was focused on appropriate mitigation results for high priority human health risks. The baseline HRP budget was established in August 2005. In addition, the OCHMO formulated the Health and Medical Technical Authority (HMTA) in 2006 that established the position of the Chief Medical Officer (CMO) at the NASA JSC along with other key technical disciplines, and the OCHMO became the responsible office for the SFHSS as noted above. The final change was the establishment in 2008 of the Human System Risk Board (HSRB), chaired by the CMO with representation from the HRP, SLSD management and technical experts. The HSRB then began to review all human system risks, established a comprehensive risk management and configuration management plan and data sharing policy. These major developments of standards, the HRP, the HMTA and a forum for review of human system risks (HSRB) facilitated the integration of human research, medical operations, systems engineering and many other disciplines in the comprehensive review of human system risks. The HSRB began a comprehensive review of all potential inflight medical conditions and events and over the course of several reviews consolidated the number of human system risks to 30 where the greatest emphasis is placed for investing program dollars for risk mitigation. The HSRB considers all available evidence from human research, medical operations and occupational surveillance in assessing the risks for appropriate mitigation and future work. All applicable DRMs (low earth orbit 6 and 12 months, deep space sortie for 30 days and 1 year, a one year lunar mission, and a planetary mission for 3 years) are considered as human system risks are modified by the hazards associated with space flight such as microgravity, exposure to radiation, distance from the earth, isolation and a closed environment. Each risk has a summary assessment representing the state of knowledge/evidence base for that risk, the available risk mitigations, traceability to the SFHSS and program requirements, and future work required. These data then can drive coordinated budgets across the HRP, the International Space Station, Crew Health and Safety and Advanced Exploration System budgets. These risk assessments were completed for 6 DRMs in December of 2014 and serve as the baseline for which subsequent research and technology development and crew health care portfolios can be assessed. The HSRB will review each risk at least annually and especially when new information is available that must be considered for effective risk mitigation. The current status of each risk can be reported to program management for operations, budget reviews and general oversight of the human system risk management program.

Davis, Jeffrey↗

Spreadsheets in Team X: Preserving Order in an Inherently Chaotic Environment

JPL is NASA's prime center for deep space missions. In response to the need to reduce the cost and time to complete early concept studies and proposals JPL created the first concurrent engineering team in the aerospace industry: Team X. Started in 1995, Team X has carried out over 800 studies, dramatically reducing the time and cost involved, and has been the model for other concurrent engineering teams both within NASA and throughout the larger aerospace community. Since its inception, the software backbone of this highly successful design team - engaged in examining some of NASA's cutting edge concepts - has been the unassuming spreadsheet. Over the years the Team X spreadsheet-based tools have evolved from simple standalone engineering models into a networked spreadsheet intensive system with real time parameter updating. Recent new capabilities include stochastic cost estimation and a graphical drag and drop block diagram that automatically populates the related spreadsheet parameters of cost, mass and power. This paper describes how the spreadsheet functions within Team X: its history, architecture, current capabilities, enabling strengths and persistent weaknesses. In addition, the verification methods and institutional oversight that have evolved as the Team X products became increasingly critical to Laboratory success are also discussed.

concurrent engineering↗

Bridging the Generation Gap: A Rapid Early Career Hire Training Program

This paper describes a training program to provide Early Career Hires (ECHs) in the aerospace industry with real, rapid, hands-on exposure to multiple phases and multiple disciplines of flight project development. Such a program has become necessary to close the Generation Gap and ensure that aerospace organizations maintain a highly skilled workforce as experienced personnel begin to retire. This paper discusses the specific motivations for and implementation of such a program at the Jet Propulsion Laboratory. However, the essential features are widely applicable to other NASA centers and organizations delivering large llight systems. This paper details the overall program concept, stages of participation by an ECH, oversight and mentoring, program assessment, training project selection, and facilities requirements.

Workforce↗

NASA Human System Risk Assessment Process

NASA utilizes an evidence based system to perform risk assessments for the human system for spaceflight missions. The center of this process is the multi-disciplinary Human System Risk Board (HSRB). The HSRB is chartered from the Chief Health and Medical Officer (OCHMO) at NASA Headquarters. The HSRB reviews all human system risks via an established comprehensive risk and configuration management plan based on a project management approach. The HSRB facilitates the integration of human research (terrestrial and spaceflight), medical operations, occupational surveillance, systems engineering and many other disciplines in a comprehensive review of human system risks. The HSRB considers all factors that influence human risk. These factors include pre-mission considerations such as screening criteria, training, age, sex, and physiological condition. In mission factors such as available countermeasures, mission duration and location and post mission factors such as time to return to baseline (reconditioning), post mission health screening, and available treatments. All of the factors influence the total risk assessment for each human risk. The HSRB performed a comprehensive review of all potential inflight medical conditions and events and over the course of several reviews consolidated the number of human system risks to 30, where the greatest emphasis is placed for investing program dollars for risk mitigation. The HSRB considers all available evidence from human research and, medical operations and occupational surveillance in assessing the risks for appropriate mitigation and future work. All applicable DRMs (low earth orbit for 6 and 12 months, deep space for 30 days and 1 year, a lunar mission for 1 year, and a planetary mission for 3 years) are considered as human system risks are modified by the hazards associated with space flight such as microgravity, exposure to radiation, distance from the earth, isolation and a closed environment. Each risk has a summary two-page assessment representing the state of knowledge/evidence of that risk, available risk mitigations, traceability to the Space Flight Human System Standards (SFHSS) and program requirements, and future work required. These data then can drive coordinated budgets across the Human Research Program, the International Space Station, Crew Health and Safety and Advanced Exploration System budgets to provide the most economical and timely mitigations. The risk assessments were completed for the 6 DRMs and serve as the baseline for which subsequent research and technology development and crew health care portfolios can be assessed. The HSRB reviews each risk at least annually or when new evidence/information is available that adds to the body of evidence. The current status of each risk can be reported to program management for operations, budget reviews and general oversight of the human system risk management program.

Francisco, D.↗

Total and Spectral Solar Irradiance Sensor (TSIS) Project Overview

The main objective of the Total and Spectral solar Irradiance Sensor (TSIS) is to acquire measurements to determine the direct and indirect effects of solar radiation on climate. TSIS total solar irradiance measurements will extend a 37-year long uninterrupted measurement record of incoming solar radiation, the dominant energy source driving the Earths climate and the most precise indicator of changes in the Suns energy output. TSIS solar spectral irradiance measurements will determine the regions of the Earths multi-layered atmosphere that are affected by solar variability, from which the solar forcing mechanisms causing changes in climate can be quantified. TSIS includes two instruments: the Total Irradiance Monitor (TIM) and the Spectral Irradiance Monitor (SIM), integrated into a single payload. The TSIS TIM and SIM instruments are upgraded versions of the two instruments that are flying on the Solar Radiation and Climate Experiment (SORCE) mission launched in January 2003. TSIS was originally planned for the nadir-pointing National Polar-orbiting Operational Environmental Satellite System (NPOESS) spacecraft. The TSIS instrument passed a Critical Design Review (CDR) for NPOESS in December 2009. In 2010, TSIS was re-planned for the Joint Polar Satellite System (JPSS) Polar Free Flyer (PFF). The TSIS TIM, SIM, and associated electronics were built, tested, and successfully completed pre-ship review as of December 2013.In early 2014, NOAA and NASA agreed to fly TSIS on the International Space Station (ISS). In the FY16 Presidents Budget, NASA assumes responsibility for the TSIS mission on ISS. The TSIS project includes requirements, interface, design, build and test of the TSIS payload, including an updated pointing system, for accommodation on the ISS. It takes advantage of the prior development of the TSIS sensors and electronics. The International Space Station (ISS) program contributions include launch services and robotic installation of the TSIS payload onto an ISS Express Logistics Carrier, mission operations, and communications. Total and Spectral solar irradiance data products will be produced, calibrated, and made publically available through the Goddard Earth Science Data and Information Services Center (GES DISC).The NASA GSFC TSIS project at GSFC is responsible for project management, system engineering, safety and mission assurance, and engineering oversight for the TSIS payload. The TSIS project has contracted with the University of Colorado Laboratory for Atmospheric and Space Physics (LASP) for the design, development and testing of TSIS, support for ISS integration, science operations of the TSIS instrument, data processing, data evaluation and delivery to the GES DISC. TSIS will be delivered to Kennedy Space Center for integration in 2017, with launch and installation onto ISS planned for late 2017-early 2018. After a 90-day check-out period, NASA plans five years of TSIS operations.

spectral emission↗

Preliminary Characterization Results from the DebriSat Project

The DebriSat project is a continuing effort sponsored by NASA and DoD to update existing break-up models using data obtained from two separate hypervelocity impact tests used to simulate on-orbit collisions. To protect the fragments resulting from the impact tests, "soft-catch" arenas made of polyurethane foam panels were utilized. After each impact test, the test chamber was cleaned and debris resulting from the catastrophic demise of the test article were collected and shipped to the University of Florida for post-impact processing. The post-impact processing activities include collecting, characterizing, and cataloging of the fragments. Since the impact tests, a team of students has been working to characterize the fragments in terms of their mass, size, shape, color and material content. The focus of the 20 months since the impact tests has been on the collection of 2 millimeters- and larger fragments resulting from impact test on the 56 kilogram-representative LEO (Low Earth Orbit) satellite referred to as DebriSat. To date we have recovered in excess of 115,000 fragments, 30,000 more than the prediction of 85,000 fragments from the existing model. We continue to collect fragments but have transitioned to the characterization phase of the post-impact activities. Since the start of the characterization phase, the focus has been to utilize automation to (i) expedite fragment characterization process and (ii) minimize human-in-the- loop. We have developed and implemented such automated processes; e.g., we have automated the data entry process to reduce operator errors during transcription of the measurement data. However, at all steps of the process, there is human oversight to ensure the integrity of the data. Additionally, we have developed and implemented repeatability and reproducibility tests to ensure that the instrumentation used in the characterization process is accurate and properly calibrated. In this paper, the implemented processes are described and preliminary results presented. Additionally, lessons learned from the implemented automations and their impacts on the integrity of the results are discussed.

Rivero, M.↗

Evolution of the Lunar Receiving Laboratory to the Astromaterial Sample Curation Facility: Technical Tensions Between Containment and Cleanliness, Between Particulate and Organic Cleanliness

The Lunar Receiving Laboratory (LRL) was planned and constructed in the 1960s to support the Apollo program in the context of landing on the Moon and safely returning humans. The enduring science return from that effort is a result of careful curation of planetary materials. Technical decisions for the first facility included sample handling environment (vacuum vs inert gas), and instruments for making basic sample assessment, but the most difficult decision, and most visible, was stringent biosafety vs ultra-clean sample handling. Biosafety required handling of samples in negative pressure gloveboxes and rooms for containment and use of sterilizing protocols and animal/plant models for hazard assessment. Ultra-clean sample handling worked best in positive pressure nitrogen environment gloveboxes in positive pressure rooms, using cleanable tools of tightly controlled composition. The requirements for these two objectives were so different, that the solution was to design and build a new facility for specific purpose of preserving the scientific integrity of the samples. The resulting Lunar Curatorial Facility was designed and constructed, from 1972-1979, with advice and oversight by a very active committee comprised of lunar sample scientists. The high precision analyses required for planetary science are enabled by stringent contamination control of trace elements in the materials and protocols of construction (e.g., trace element screening for paint and flooring materials) and the equipment used in sample handling and storage. As other astromaterials, especially small particles and atoms, were added to the collections curated, the technical tension between particulate cleanliness and organic cleanliness was addressed in more detail. Techniques for minimizing particulate contamination in sample handling environments use high efficiency air filtering techniques typically requiring organic sealants which offgas. Protocols for reducing adventitious carbon on sample handling surfaces often generate particles. Further work is needed to achieve both minimal particulate and adventitious carbon contamination. This paper will discuss these facility topics and others in the historical context of nearly 50 years' curation experience for lunar rocks and regolith, meteorites, cosmic dust, comet particles, solar wind atoms, and asteroid particles at Johnson Space Center.

Allton, J. H.↗

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

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

Goo, Sherwin↗

DebriSat Fragment Characterization System and Processing Status

The DebriSat project is a continuing effort sponsored by NASA and DoD to update existing break-up models using data obtained from hypervelocity impact tests performed to simulate on-orbit collisions. After the impact tests, a team at the University of Florida has been working to characterize the fragments in terms of their mass, size, shape, color and material content. The focus of the post-impact effort has been the collection of 2 mm and larger fragments resulting from the hypervelocity impact test. To date, in excess of 125K fragments have been recovered which is approximately 40K more than the 85K fragments predicted by the existing models. While the fragment collection activities continue, there has been a transition to the characterization of the recovered fragments. Since the start of the characterization effort, the focus has been on the use of automation to (i) expedite the fragment characterization process and (ii) minimize the effects of human subjectivity on the results; e.g., automated data entry processes were developed and implemented to minimize errors during transcription of the measurement data. At all steps of the process, however, there is human oversight to ensure the integrity of the data. Additionally, repeatability and reproducibility tests have been developed and implemented to ensure that the instrumentations used in the characterization process are accurate and properly calibrated.

Rivero, M.↗

Spaceport Command and Control System Software Development

There is an immense challenge in organizing personnel across a large agency such as NASA, or even over a subset of that, like a center's Engineering directorate. Workforce inefficiencies and challenges are bound to grow over time without oversight and management. It is also not always possible to hire new employees to fill workforce gaps, therefore available resources must be utilized more efficiently. The goal of this internship was to develop software that improves organizational efficiency by aiding managers, making employee information viewable and editable in an intuitive manner. This semester I created an application for managers that aids in optimizing allocation of employee resources for a single division with the possibility of scaling upwards. My duties this semester consisted of developing frontend and backend software to complete this task. The application provides user-friendly information displays and documentation of the workforce to allow NASA to track diligently track the status and skills of its workforce. This tool should be able to prove that current employees are being effectively utilized and if new hires are necessary to fulfill skill gaps.

SCCS↗

Total and Spectral Solar Irradiance Sensor (TSIS) Project Status

TSIS-1 studies the Sun's energy input to Earth and how solar variability affects climate. TSIS-1 will measure both the total amount of light that falls on Earth, known as the total solar irradiance (TSI), and how that light is distributed among ultraviolet, visible and infrared wavelengths, called solar spectral irradiance (SSI). TSIS-1 will provide the most accurate measurements of sunlight and continue the long-term climate data record. TSIS-1 includes two instruments: the Total Irradiance Monitor (TIM) and the Spectral Irradiance Monitor (SIM), integrated into a single payload on the International Space Station (ISS). The TSIS-1 TIM and SIM instruments are upgraded versions of the two instruments that are flying on the Solar Radiation and Climate Experiment (SORCE) mission launched in January 2003. NASA Goddard's TSIS project responsibilities include project management, system engineering, safety and mission assurance, and engineering oversight for TSIS-1. TSIS-1 was installed on the International Space Station in December 2017. At the end of the 90-day commissioning phase, responsibility for TSIS-1 operations transitions to the Earth Science Mission Operations (ESMO) project at Goddard for its 5-year operations. NASA contracts with the University of Colorado Laboratory for Atmospheric and Space Physics (LASP) for the design, development and testing of TSIS-1, support for ISS integration, science operations of the TSIS-1 instrument, data processing, data evaluation, calibration and delivery to the Goddard Earth Science Data and Information Services Center (GES DISC).

TSIS↗

Design Limit Loads and Verification Approach for the TESS Observatory

The Transiting Exoplanet Survey Satellite (TESS) is a NASA Explorer mission. The TESS Observatory is scheduled to launch on Falcon 9 in April 2018. This presentation covers the process used to define and update design limit loads for the observatory, instrument, and components throughout the life of the program. The limit loads that drove the need for a SoftRide isolation system are highlighted. The testing performed to qualify the observatory for launch loads at the instrument and observatory level is also detailed. In addition, exchanges with the launch vehicle provider in terms of loads predictions and hardware for test are discussed along with the associated issues encountered and lessons learned. The loads development and verification success on TESS was a team effort. Orbital ATK is the spacecraft provider, NASA GSFC provides project management and technical oversight, the instrument is managed by MIT Kavli Institute and the instrument cameras are built and tested by MIT Lincoln Laboratory. Since the instrument was designed in parallel with the spacecraft, the instrument design limit loads were developed in partnership with NASA and the instrument team. The three teams collaborated on a regular basis starting in the early design phase and continuing through observatory level testing.

Limit Loads↗

NASA CA Operations Devolution: Status Update

What is Devolution? Devolution is a spreading of CA (Conjunction Assessment) operations responsibilities to mission FOTs (Flight Operations Teams): Permits efficiencies in handling the increased workload caused by Space Fence and large constellations; Missions given more flexibility in choosing specific approach to CA requirements that resonates best with their particular needs; CARA (Conjunction Assessment Risk Analysis) retains Agency oversight through an established NASA Standard - will establish requirements for devolved CA preparations, processing, and operations conduct. Devolution is a PROPOSED paradigm under consideration by SMD (Space Missions Directorate): Number of activities required before Agency-level decision can be rendered; Agency requirements established via approved CA Standard; Operational experience testimony from two separate pilot programs; After these activities complete, decision will be made whether devolution is a feasible option for missions; CARA is recommending devolution to exist as an option for missions.

conjunction↗

How Public Private Partnerships Enable NASA Future Space Communication Needs

The NASA Space Communications and Navigation (SCaN) Program is responsible for providing communication and navigation services to scientific and human space exploration missions. SCaN's current Space Network provides radio frequency (RF) relay services to near Earth space missions via Tracking and Data Relay Satellites (TDRS). SCaN plans to offer a new generation of relay services beginning in 2025, including the addition of optical communications capabilities and enhanced RF capabilities. The primary drivers behind the development of these next generation relay network services are to enhance communication and navigation services with significantly reduced development and operational costs. Several approaches being considered for implementation of these services are through government owned capabilities, through commercial service providers, or a combination of the two. One approach receiving a great deal of attention is the use of Public-Private Partnerships (PPP) to develop and provide capabilities or services. Utilizing Public-Private Partnerships allows NASA and commercial entities to share the investment, standards, and risks of developing and testing new or enhanced capabilities which can benefit both NASA and the commercial space communication industry. The capabilities developed under the PPP can then be used to support the growth of the commercial satellite communications industry while simultaneously being introduced into NASA operations to provide service to future NASA missions as part of the NASA Next Generation Architecture. Partnerships formed for this purpose can also serve as the basis for further NASA acquisition activities where government and industry can continue to share the cost, risk, and benefits of space communications capability development and operations. This objective is consistent with the 2010 National Space Policy stated principles: "The United States is committed to encouraging and facilitating the growth of a U.S. commercial space sector that supports U.S. needs, is globally competitive, and advances U.S. leadership in the generation of new markets and innovation-driven entrepreneurship." [1]NASA has conducted several internal studies as well as externally funded studies with industry to define the next generation space communication architecture. NASA has approached the commercial industry through a Request for Information (RFI) to define further the next generation architecture and has conducted numerous internal and external studies. The results are promising and are shaping the approach to utilize Public Private Partnership to achieve NASA's objectives while reducing costs. The commercial satellite industry has begun to deploy high performance, high throughput global satellite constellations which have the potential to provide communication services to NASA Missions. Commercial satellite manufacturers have advanced their processes to rapidly design, build, and deliver, reliable communication satellites using minimum government oversight. In this paper, we will 1) describe the NASA Next Generation Architecture, Concept of Operations (ConOps), and salient characteristics; 2) Discuss the rational of Public-Private Partnerships to achieve NASA’s next generation communication architecture; and 3) Summarize the preliminary analysis performed to date and describe the path forward.

Stegeman, James↗