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NASA NTRS2004

Combustion Branch Website Development

The NASA combustion branch is a leader in developing and applying combustion science to focused aerospace propulsion systems concepts. It is widely recognized for unique facilities, analytical tools, and personnel. In order to better communicate the outstanding research being done in this Branch to the public and other research organization, a more substantial website was desired. The objective of this project was to build an up-to-date site that reflects current research in a usable and attractive manner. In order to accomplish this, information was requested from all researchers in the Combustion branch, on their professional skills and on the current projects. This information was used to fill in the Personnel and Research sections of the website. A digital camera was used to photograph all personnel and these photographs were included in the personnel section as well. The design of the site was implemented using the latest web standards: xhtml and external css stylesheets. This implementation conforms to the guidelines recommended by the w3c. It also helps to ensure that the web site is accessible by disabled users, and complies with Section 508 Federal legislation (which mandates that all Federal websites be accessible). Graphics for the new site were generated using the gimp (www.gimp.org) an open-source graphics program similar to Adobe Photoshop. Also, all graphics on the site were of a reasonable size (less than 20k, most less than 2k) so that the page would load quickly. Technologies such as Macromedia Flash and Javascript were avoided, as these only function on some clients which have the proper software installed or enabled. The website was tested on different platforms with many different browsers to ensure there were no compatibility issues. The website was tested on windows with MS IE 6, MSIE 5 , Netscape 7, Mozilla and Opera. On a Mac, the site was tested with MS IE 5 , Netscape 7 and Safari.

Bishop, Eric↗
NASA NTRS2004

Evaluating the Emergency Notification Systems of the NASA White Sands Test

The problem was that the NASA Fire and Emergency Services did not know if the current emergency notification systems on the NASA White Sands Test Facility were appropriate for alerting the employees of an emergency. The purpose of this Applied Research Project was to determine if the current emergency notification systems of the White Sands Test Facility are appropriate for alerting the employees of an emergency. This was a descriptive research project. The research questions were: 1) What are similar facilities using to alert the employees of an emergency?; 2) Are the current emergency notification systems suitable for the community hazards on the NASA White Sands Test Facility?; 3) What is the NASA Fire and Emergency Services currently using to measure the effectiveness of the emergency notification systems?; and 4) What are the current training methods used to train personnel to the emergency notification systems at the NASA White Sands Test Facility? The procedures involved were to research other established facilities, research published material from credible sources, survey the facility to determine the facility perception of the emergency notification systems, and evaluate the operating elements of the established emergency notification systems for the facility. The results were that the current systems are suitable for the type of hazards the facility may endure. The emergency notification systems are tested frequently to ensure effectiveness in the event of an emergency. Personnel are trained and participate in a yearly drill to make certain personnel are educated on the established systems. The recommendations based on the results were to operationally improve the existing systems by developing and implementing one system that can overall notify the facility of a hazard. Existing procedures and training should also be improved to ensure that all personnel are educated on what to do when the emergency notification systems are activated.

Chavez, Alfred Paul↗
NASA NTRS2008

Human Rating Requirements for NASA's Constellation Program

NASA s Constellation Program (CxP) will conduct a series of human space expeditions of increasing scope, starting with missions supporting the International Space Station and expanding to encompass the Moon and Mars. Although human-rating is an integral part of all CxP activities throughout their life cycle, NASA Procedural Requirements document NPR 8705.2B, Human-Rating Requirements (HRR) for Space Flight Systems, defines the additional processes, procedures, and requirements necessary to produce human-rated space systems that protect the safety of crew members and passengers on these NASA missions. In order to be in compliance with 8705.2B the CxP must show appropriate implementation or progression toward the HRR, or justification for an exception. Compliance includes an explanation of how the CxP intends to meet the HRR, analyses to be performed to determine implementation; and a matrix to trace the HRR to CxP requirements. The HRR requires the CxP to establish a human system integration team (HSIT), consisting of astronauts, mission operations personnel, training personnel, ground processing personnel, human factors personnel, and human engineering experts, with clearly defined authority, responsibility, and accountability to lead the human-system integration. For example, per the HRR the HSIT is involved in the evaluation of crew workload, human-in-the-loop usability evaluations, determining associated criteria, and in assessment of how these activities influenced system design. In essence, the HSIT is invaluable in CxP s ability to meet the three fundamental tenets of human rating: the process of designing, evaluating, and assuring that the total system can safely conduct the required human missions; the incorporation of design features and capabilities that accommodate human interaction with the system to enhance overall safety and mission success; and the incorporation of design features and capabilities to enable safe recovery of the crew from hazardous situations.

Berdich, Debbie↗
NASA NTRS2014

Exploration Medical System Demonstration

BACKGROUND: Exploration class missions will present significant new challenges and hazards to the health of the astronauts. Regardless of the intended destination, beyond low Earth orbit a greater degree of crew autonomy will be required to diagnose medical conditions, develop treatment plans, and implement procedures due to limited communications with ground-based personnel. SCOPE: The Exploration Medical System Demonstration (EMSD) project will act as a test bed on the International Space Station (ISS) to demonstrate to crew and ground personnel that an end-to-end medical system can assist clinician and non-clinician crew members in optimizing medical care delivery and data management during an exploration mission. Challenges facing exploration mission medical care include limited resources, inability to evacuate to Earth during many mission phases, and potential rendering of medical care by non-clinicians. This system demonstrates the integration of medical devices and informatics tools for managing evidence and decision making and can be designed to assist crewmembers in nominal, non-emergent situations and in emergent situations when they may be suffering from performance decrements due to environmental, physiological or other factors. PROJECT OBJECTIVES: The objectives of the EMSD project are to: a. Reduce or eliminate the time required of an on-orbit crew and ground personnel to access, transfer, and manipulate medical data. b. Demonstrate that the on-orbit crew has the ability to access medical data/information via an intuitive and crew-friendly solution to aid in the treatment of a medical condition. c. Develop a common data management framework that can be ubiquitously used to automate repetitive data collection, management, and communications tasks for all activities pertaining to crew health and life sciences. d. Ensure crew access to medical data during periods of restricted ground communication. e. Develop a common data management framework that allows for scalability, extensibility, and interoperability of data sources and data users. f. Lower total cost of ownership for development and sustainment of peripheral hardware and software that use EMSD for data management. g. Provide a better standard of healthcare for crew members through reductions in the time required by crew and ground personnel to provide medical treatment and the number of crew errors experienced during treatment.

Rubin, D. A.↗
NASA NTRS2015

Carbon Structure Hazard Control

Carbon composite structures are widely used in virtually all advanced technology industries for a multitude of applications. The high strength-to-weight ratio and resistance to aggressive service environments make them highly desirable. Automotive, aerospace, and petroleum industries extensively use, and will continue to use, this enabling technology. As a result of this broad range of use, field and test personnel are increasingly exposed to hazards associated with these structures. No single published document exists to address the hazards and make recommendations for the hazard controls required for the different exposure possibilities from damaged structures including airborne fibers, fly, and dust. The potential for personnel exposure varies depending on the application or manipulation of the structure. The effect of exposure to carbon hazards is not limited to personnel, protection of electronics and mechanical equipment must be considered as well. The various exposure opportunities defined in this document include pre-manufacturing fly and dust, the cured structure, manufacturing/machining, post-event cleanup, and post-event test and/or evaluation. Hazard control is defined as it is applicable or applied for the specific exposure opportunity. The carbon exposure hazard includes fly, dust, fiber (cured/uncured), and matrix vapor/thermal decomposition products. By using the recommendations in this document, a high level of confidence can be assured for the protection of personnel and equipment.

Yoder, Tommy↗
NASA NTRS2008

Preparing Cassini Uplink Operations for Extended Mission

The Cassini-Huygens Mission to Saturn and Titan, a joint venture between the National Aeronautics and Space Administration, the European Space Agency, and the Italian Space Agency, is conducting a four-year, prime mission exploring the Saturnian system, including its atmosphere, rings, magnetosphere, moons and icy satellites. Launched in 1997, Cassini began its prime mission in 2004. Cassini is now preparing for a new era, a two-year extended mission to revisit many of the highlights and new discoveries made during the prime mission. Because of the light time delay from Earth to Saturn, and the time needed to coordinate the complicated science and engineering activities that take place on the spacecraft, commanding on Cassini is done in approximately 40-day intervals known as sequences. The Cassini Uplink Operations team is responsible for the final development and validation of the pointing profile and instrument and spacecraft commands that are contained in a sequence. During this final analysis prior to uplink to the spacecraft, thorough and exact evaluation is necessary to ensure there are no mistakes during commanding. In order to perform this evaluation, complete and refined processes and procedures are fundamental. The Uplink Operations team is also responsible for anomaly response during sequence execution, a process in which critical decisions often are made in real-time. Recent anomalies on other spacecraft missions have highlighted two major risks in the operations process: (1) personnel turnover and the retirement of critical knowledge and (2) aging, outdated operations procedures. If other missions are a good barometer, the Cassini extended mission will be presented with a high personnel turnover of the Cassini flight team, which could lead to a loss of expertise that has been essential to the success of the prime mission. In order to prepare the Cassini Uplink Operations Team for this possibility and to continue to develop and operate safe science and engineering sequences, a review and major update of the current documentation and operations procedures was needed. This paper will address the changes made to extended mission sequence generation processes primarily due to new restrictions in spacecraft operating capability and lessons learned from prime mission. In addition, it will address the state of the prime mission operations procedures, the philosophy changes and updates that were made to those procedures in response to process improvement, and the validation of those new procedures through the training of current and new personnel. And lastly, it will address the lessons learned throughout prime mission and how the Uplink Operations team chose to incorporate those lessons into the working documentation and team knowledge. This incorporation was necessary to facilitate the success of the extended mission with potentially all new personnel at some point prior to the end of the mission.

Maxwell, Jennifer L.↗
NASA NTRS1972

Apollo 16 Press Kit

The Apollo 16 spacecraft is scheduled for launch on Apr. 16, 1972 from Complex 39A at the Kennedy Space Center, Florida by the Saturn V launch vehicle. Crewmen are mission commander John W. Young, command module pilot Thomas K. Mattingly II and lunar module pilot Charles M. Duke Jr. Objectives of the mission, to last up to 12 days, as outlined by NASA: to perform selenological inspection, survey and sampling of materials in a preselected region of Descartes using a lunar roving' vehicle; deploy and activate Apollo surface experiments; develop man's capability to work in the lunar environment; obtain photographs of candidate exploration sites; and toconduct inflight experiments and photographic tasks in lunar orbit. Following launch, the spacecraft will reach Earth Parking Orbit and remain in orbit for about two and one-half revolutions prior to Translunar Injection. Next, the Command and Service Module docks with the Lunar Module and the spacecraft "coasts" to the moon. In orbit around the moon, the Command and Service Module/Lunar Module combination will descend to within 50,000 feet of the lunar surface before undocking. The Lunar Module will continue to descend while the Command and Service Module returns to an orbit approximately 60 miles high. Stay time on the lunar surface is scheduled for approximately 73 hours. The ascent stage of the Lunar Module then lifts the astronauts back into lunar orbit where they will dock with the Command/Service Module. The Lunar Module is jettisoned and Transearth Injection follows. Just prior to reentry into the earth's atmosphere, the Service Module is jettisoned, and the astronauts in the Command Module splashdown in the Pacific Ocean. The target point for end-of-mission splashdown is at 05 degrees 0 minutes north latitude and 158 degrees 40 minutes west longitude or approximately 985 nautical miles south of Honolulu, Hawaii. Splashdown is scheduled for Apr. 28, 1972 at 10:30 a.m. Hawaiian Standard Time (2:30 p.m. CST). Recovery forces for Apollo 16, stationed in both the Atlantic and Pacific Oceans, will consist of three ships, nine aircraft and nearly 1,700 personnel. CTF-130 (Manned Spacecraft Recovery Force, Pacific) forces will be stationed south of Hawaii. Three ships, eight helicopters and three Air Force HC-130H aircraft, and nearly 1,100 personnel, will take part. Task Force 140 (Manned Spacecraft Recovery Force, Atlantic), comprising one ship, six HC-130H aircraft, three helicopters and approximately 300 personnel, will be positioned for possible launch abort operations. Two ships in the Atlantic will also be used for acoustical testing. Other forces, primarily aircraft and personnel of the Air Force Aerospace Rescue and Recovery Service will be on alert around the world for contingency recovery support.

Source record↗
NASA NTRS2018

History and Archives Contribute to the Success of Space Flight Programs

Final Paper, not the Abstract, is attached: This report discusses how history can be used by management, engineering, and operations personnel within space flight programs. Works by professional historians and sociologists inform key decision makers and policy specialists on lessons learned from space flight program management successes and failures, as well as from legislative affairs, policy making, and commercial space efforts. Vehicle engineering history written by engineers for an engineering or operations audience informs project management and technical personnel on lessons learned, best practices, and the rationale behind the design and operation of flight vehicles and supporting ground systems. Archives play a critical role in supporting the efforts of both professional historians and flight program personnel. Suggestions are made concerning how professional historians could leverage the interests and knowledge of flight program personnel to obtain more insight that is needed to support historical research efforts.

Archive↗
NASA NTRS2021

NASA Human Systems Integration Handbook

This handbook is intended to provide general guidance and information on Human Systems Integration (HSI) for the NASA community and the applicability of HSI to NASA programs and projects. The primary goals are to increase awareness and consistency across the Agency, advance the practice and implementation of HSI principles, and provide invaluable information and guidance to HSI practitioners in the performance of their duties. Specific aims of this handbook are to define HSI, illustrate the value of HSI in programmatic decisions, demonstrate how HSI fits into the NASA project life cycle process, describe how HSI applies across all three NASA Technical Authorities, provide guidance on HSI processes and products, and provide helpful information on HSI resources within the NASA community. Largely within the engineering community, a system is thought of as the integration or assemblance of hardware and software that together perform a function. HSI considers a system to be the integration of hardware, software, humans, data, and processes, where the human in HSI refers to all personnel involved with a given system, including system owners, users/customers, operators, maintainers, assemblers, support personnel, logistics suppliers, training personnel, test personnel, and others. This handbook should be used as a companion for implementing NPR 7123.1, Systems Engineering Processes and Requirements, the NASA Systems Engineering Handbook, NASA directives, and any Center-specific handbooks and directives developed for implementing programs and projects. As of 2021, both NPR 7123.1 and NPR 7120.5 require HSI to be implemented within NASA technical efforts.

Lisa O Rippy↗
NASA NTRS2022

“Just Do It” Mission Operations Training in a COVID World

“No”- “not”- “can’t do it” – these words don’t fly in M2020 Mission Operations. The M2020 Surface Mission Operations Team trained for landing the Perseverance Rover under COVID-19 remote work/mandatory stay-at-home conditions. Training activities included presenting Flight Schools to the team via video conferencing, training COVID personal safety requirements to on-premises staff, and constantly updating and communicating COVID restrictions to the team as safety requirements changed. This paper explores the impact of COVID on the Mission System Training for M2020 Mission Operations. The layers of COVID, aptly named the “COVID Tax” by team management, affected project roles, communications, personnel interactions, operations facility usage and training exercises practiced by the team. Flight Schools and Operational Readiness Tests (ORTs) are driving forces behind the surface mission operations training. These activities work hand-in-hand to prepare the team for landing day, surface operations that transition from cruise to nominal operations, and nominal operations. Under normal training conditions, Flight Schools and ORTs are only concerned with tactical operations for the Uplink (Command) Downlink (Analysis) and Campaign Implementation (Planning) Teams of scientists and system engineers. Due to COVID, and the necessity to maintain physical distance between people, training for the landing team needed to include the new category of COVID personal safety. COVID also necessitated remote teams and video conferencing of the entirety of Flight Schools. This reliance on distance learning had not been done on previous missions. We will explore the advantages and disadvantages of video conferencing as a training platform; training effectiveness in communicating and practicing the multiple changes to the COVID safety protocols; and the timing in which we received and responded to COVID directives. Additionally, this paper will review the practical measures taken by the on-premises team and how the team adapted during the readiness tests, landing, and early mission operations, as well as how the team responded to the post-vaccine ramping down of COVID Protocols. The M2020 Surface Mission Operations Team responded very well to the challenges of COVID. All pre-landing operational and COVID-related training was completed. Post-landing COVID Training was provided as needed to new on-premises personnel. Training presented on COVID for the first operational readiness test (ORT) consisted of 2.5 hours of training. Each ORT had COVID Training. A person who had participated in all of the ORTs from September 2020 – February 2021 would have received over 7 hours of COVID Training. By ORT-12 (approximately 8 weeks after the first ORT), the Training team consolidated the original COVID training to a one-hour COVID Basic Training course, with additional recommended training. The Basic training course was updated after landing, as vaccines became available. COVID Training had multiple Flight Schools in the self-directed Blackboard Learning system, as well as a Quick Reference Wiki for Onboarding of new on-premises personnel and keeping on-premises personnel up-to-date. COVID Training covered many topics including practical methods of 6-foot distancing, how to interact with an IT professional when help was needed at a workstation, and challenging indoor meal-eating protocols. COVID Training continued to be updated, as the lab and the project respond to the virus variants and federal, state and local ordinances.

Rosette, Theresa↗
NASA NTRS2024

Soil Interim Measures Implementation Report Q6 Radar Station – Solid Waste Management Unit 112 Locations of Concern 3 and 10 Kennedy Space Center, Florida

This report presents a summary of the soil interim measures (IM) implementation activities that occurred from January 23 through June 6, 2023, at the Q6 Radar Station (Q6RS) Solid Waste Management Unit (SWMU) 112, located at the John F. Kennedy Space Center (KSC), Florida. The site is monitored under KSC’s Resource Conservation and Recovery Act Corrective Action Program, which also meets the requirements of Chapter 62-780, Florida Administrative Code. Assessment activities have previously been performed at 10 Q6RS Locations of Concern (LOCs), identified during a SWMU assessment in 2013 (NASA 2013). Since the SWMU assessment, further confirmatory sampling and assessment was conducted for each LOC, and based on the data collected during these assessments, it was determined that Resource Conservation and Recovery Act Facility Investigation to further evaluate soil and groundwater was to be conducted at two LOCs: LOC 1 – Former Underground Storage Tanks (groundwater) and LOC 3 – Radar Antenna Refurbishment Area (soil). The LOC 1 groundwater assessment is ongoing, and the results will be presented under a separate cover. It was also determined that soil IM would be completed at two of the LOCs, LOC 3 and LOC 10 – Compressor Building Condensate Discharge. A Soil IM Work Plan was prepared and submitted in October 2021 (NASA 2021). The plan proposed excavation and disposal of barium and copper impacted soil in the LOC 3 and 10 areas. This report presents a summary and results of the soil IM implementation activities conducted at LOCs 3 and 10. The site contaminates of concern for this soil IM are barium and copper. The activities presented in this report includes soil IM implementation and groundwater sampling. From January 23 through March 24, 2023, AECOM Technical Services, Inc. (AECOM) field personnel conducted IM implementation activities in the LOC 3 and 10 areas. As presented in the IM Work Plan, shallow soils, impacted with metals, were excavated to a depth of 2 feet below land surface in the central area of the site around the radar antenna and associated equipment. AECOM personnel excavated 77.43 tons of soil using hand tools and, when able, heavy equipment. The soils were placed into lined roll-off containers, which were covered and transported under manifest to the Cedar Trail Landfill in Bartow, Florida. The site was restored to original condition using certified clean backfill material (sand), with filter fabric, and gravel. Areas outside of the excavation were restored with grass seed. On June 6, 2023, AECOM field personnel conducted groundwater sampling activities within the soil IM excavation area. AECOM personnel collected one groundwater sample from monitoring well Q6RS-MW0003. The sample was submitted to a fixed-based laboratory for analysis by United States Environmental Protection Agency Method 6020B for metals (barium and copper). Barium and copper were detected at 18 micrograms per liter (µg/L) and 14 µg/L, respectively, and were below the State of Florida Groundwater Cleanup Target Levels (GCTLs) for barium at 2,000 µg/L and copper at 1,000 µg/L.

Chadwick Sloan Lee↗
NASA NTRS1982

An assessment of PERT as a technique for schedule planning and control

The PERT technique including the types of reports which can be computer generated using the NASA/LaRC PPARS System is described. An assessment is made of the effectiveness of PERT on various types of efforts as well as for specific purposes, namely, schedule planning, schedule analysis, schedule control, monitoring contractor schedule performance, and management reporting. This assessment is based primarily on the author's knowledge of the usage of PERT by NASA/LaRC personnel since the early 1960's. Both strengths and weaknesses of the technique for various applications are discussed. It is intended to serve as a reference guide for personnel performing project planning and control functions and technical personnel whose responsibilities either include schedule planning and control or require a general knowledge of the subject.

Sibbers, C. W.↗
NASA NTRS1981

The University of Kansas Applied Sensing Program: An operational perspective

The Kansas applied remote sensing (KARS) program conducts demonstration projects and applied research on remote sensing techniques which enable local, regional, state and federal agency personnel to better utilize available satellite and airborne remote sensing systems. As liason with Kansas agencies for the Earth Resources Laboratory (ERL), Kansas demonstration project, KARS coordinated interagency communication, field data collection, hands-on training, and follow-on technical assistance and worked with Kansas agency personnel in evaluating land cover maps provided by ERL. Short courses are being conducted to provide training in state-of-the-art remote sensing technology for university faculty, state personnel, and persons from private industry and federal government. Topics are listed which were considered in intensive five-day courses covering the acquisition, interpretation, and application of information derived through remote sensing with specific training and hands-on experience in image interpretation and the analysis of LANDSAT data are listed.

Martinko, E. A.↗
NASA NTRS1984

Project resources planning and control

This report contains instructional guidelines for the resources planning and control of research and development (R&D) projects managed by NASA's Langley Research Center (LaRC). Although written to serve primarily as a practical guide and reference for those LaRC personnel who perform resources planning, analysis, control, and reporting functions, it should also be meaningful to other NASA personnel who are directly or indirectly involved in or affected by these functions, especially project technical managers whose responsibilities include resources management. Certain sections should help Contractor personnel to better understand what resources information must usually be submitted on LaRC projects and what use is made of such information. The Project Manager of a large R&D project typicaly receives support from an Analyst in the area of resources management. The Analyst provides assistance in four functional areas: Planning, Analysis/Control, Administration, and Reporting. Each of these functions are discussed in detail. Examples of techniques used effectively on LaRC projects have been included where applicable. A considerable amount of information has been included on the use of Performance Measurement (Earned Value) Systems for contract cost control and reporting as little information is currently available on this subject in NASA publications.

Sibbers, C. W.↗
NASA NTRS1987

Initial utilization of the CVIRB video production facility

Video disk technology is one of the central themes of a technology demonstrator workstation being assembled as a man/machine interface for the Space Station Data Management Test Bed at Johnson Space Center. Langley Research Center personnel involved in the conception and implementation of this workstation have assembled a video production facility to allow production of video disk material for this propose. This paper documents the initial familiarization efforts in the field of video production for those personnel and that facility. Although the entire video disk production cycle was not operational for this initial effort, the production of a simulated disk on video tape did acquaint the personnel with the processes involved and with the operation of the hardware. Invaluable experience in storyboarding, script writing, audio and video recording, and audio and video editing was gained in the production process.

Parrish, Russell V.↗
NASA NTRS1988

Design of an interim space rescue ferry vehicle

This paper proposes a stop-gap nonoptimum vehicle for transferring astronauts from a tumbling stranded spacecraft to a nearby rescue spacecraft. The design is limited to the use of available or 'soon-to-be' available flight-qualified hardware and consists of three major components: the manned maneuvering unit, the personnel rescue enclosure, and the apogee kick motor capture device. The apogee kick motor capture device is modified to serve as the connection between the manned maneuvering unit and the personnel rescue enclosure. The performance of this interim rescue vehicle is analyzed with NASA flight simulation software to test the feasibility of the design. Results show that the control system of the manned maneuvering unit adequately limits uncommanded rotations during all simulated maneuvers in the primary control mode but not during transverse translations in the backup control mode. Impingement of thruster plumes on the personnel rescue enclosure is shown to be of some importance in certain maneuvers. The satellite stabilization mode of the control system is found to have significant rotational-to-translational coupling that has associated adverse effects on flying qualities, making the mode undesirable for the rescue mission.

Halsell, James D., Jr.↗
NASA NTRS1989

Application Of Artificial Intelligence To Wind Tunnels

Report discusses potential use of artificial-intelligence systems to manage wind-tunnel test facilities at Ames Research Center. One of goals of program to obtain experimental data of better quality and otherwise generally increase productivity of facilities. Another goal to increase efficiency and expertise of current personnel and to retain expertise of former personnel. Third goal to increase effectiveness of management through more efficient use of accumulated data. System used to improve schedules of operation and maintenance of tunnels and other equipment, assignment of personnel, distribution of electrical power, and analysis of costs and productivity. Several commercial artificial-intelligence computer programs discussed as possible candidates for use.

Lo, Ching F.↗
NASA NTRS1986

Rational's experience using Ada for very large systems

The experience using the Rational Environment has confirmed the advantages forseen when the project was started. Interactive syntatic and semantic information makes a tremendous difference in the ease of constructing programs and making changes to them. The ability to follow semantic references makes it easier to understand exisiting programs and the impact of changes. The integrated debugger makes it much easier to find bugs and test fixes quickly. Taken together, these facilites have helped greatly in reducing the impact of ongoing maintenance of the ability to produce a new code. Similar improvements are anticipated as the same level of integration and interactivity are achieved for configuration management and version control. The environment has also proven useful in introducing personnel to the project and existing personnel to new parts of the system. Personnel benefit from the assistance with syntax and semantics; everyone benefits from the ability to traverse and understand the structure of unfamiliar software. It is often possible for someone completely unfamiliar with a body of code to use these facilities, to understand it well enough to successfully with a body of code to use these facilities to understand it well enough to successfully diagnose and fix bugs in a matter of minutes.

Archer, James E., Jr.↗