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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 163 records · Page 9
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NASA NTRS2005

STS-114: Post Launch Press Conference

Dean Acosta, Deputy Assistant Administrator for Public Affairs hosted this post launch press conference. Present were Mike Griffin, NASA Administrator; William Ready, Associate Administrator for Space Operations; Bill Parsons, Space Shuttle Program Manager; Mike Leinbach, NASA Launch Director; and Wayne Hill, Deputy Program Manager for Space Shuttle Program. Each expressed thanks to all of NASA Officials and employees, contractors, vendors and the crew for their hard work the past two and a half years that resulted the successful and pristine launch of Space Shuttle Discovery. The Panel emphasized that through extensive technical analysis, thorough planning and tremendous amount of public support brought them full circle again to return to flight. Flight safety, debris during rocket separation, sensors, observations from the mission control, launch conditions were some of the topics discussed with the News media.

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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.

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NASA NTRS1999

Lightning Mapper Sensor Lens Assembly S.O. 5459: Project Management Plan

Kaiser Electro-Optics, Inc. (KEO) has developed this Project Management Plan for the Lightning Mapper Sensor (LMS) program. KEO has integrated a team of experts in a structured program management organization to meet the needs of the LMS program. The project plan discusses KEO's approach to critical program elements including Program Management, Quality Assurance, Configuration Management, and Schedule.

Zeidler, Janet↗
NASA NTRS2001

STS-102 Prelaunch Press Conference

Joel Wells, NASA Public Affairs, introduces Ron Dittemore, NASA Shuttle Program Manager, Tommy Holloway, NASA International Space Station Program Manager, Dave King, NASA Director of Shuttle Processing, and Captain Clif Stargardt, US Air Force Meteorologist, in this STS-102 prelaunch press conference. The men give an overview of the prelaunch processing for the Discovery Orbiter (such as the PRSD loading) and give a weather forecast for launch. They then answer questions from the press.

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NASA NTRS1993

STS-55 Post Launch Press Conference

Dick Young, NASA Public Affairs, introduces Brewster Shaw, Deputy Program Manager Space Shuttle, Professor Heinz Stoewer, D-2 Program Manager German Space Agency, and Bob Sieck, Launch Director, Kennedy Space Center, who give an overview of the mission and the launch countdown. They then answer questions from the press.

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NASA NTRS2002

Constellation X-Ray Mission and Support

This Fourth Annual Report summarizes work performed by the Smithsonian Astrophysical Observatory (SAO) for NASA Goddard Space Flight Center (GSFC) under Cooperative Agreement NCC5-368. The Agreement is entitled Constellation X-ray Mission Study and SAO continues to perform work under the overall direction of Dr. Harvey Tananbaum, the SAO Principal Investigator for the program. Mr. Robert Rasche is the SAO Program Manager and is responsible for day-to-day program management at SAO and coordination with GSFC. The report summarizes the main areas of SAO activity. Most of the work has been done jointly with personnel from GSFC and Marshall Space Flight Center (MSFC). We describe SAO participation in these efforts. As is appropriate to a Cooperative Agreement, SAO continued to work with GSFC in an integrated team mode. SAO was involved in the overall mission management, technology development, scientific direction, and mission definition. While formal overall management responsibility resides with GSFC, scientific lead and subordinate responsibilities continue to be shared by GSFC and SAO. The work performed by SAO is consistent with the SAO proposal 'Constellation X-ray Mission Study and Optics Development' dated September 1997, which was the basis for establishing the Cooperative Agreement under which SAO is currently funded. Over time, the scope of the effort has expanded somewhat to accommodate the needs of the project. Work, except for meeting support and high priority program tasks, has been at a level of effort. Priorities and work progress have been closely coordinated with the Constellation-X Project Formulation Manager at GSFC. Funding limitations constrained the work accomplished during this period. Nonetheless, a significant amount of work was accomplished. Under the Agreement, SAO performed work in seven major areas of activity. These areas related to: Constellation X-ray Mission Facility Definition Team and Study Management; Science Support; Spectroscopy X-ray Telescope (SXT); Systems Engineering; Travel in Support of the Work Effort; In-house Management and Coordination.

Grady, Jean↗
NASA NTRS1985

Technology requirements to be addressed by the NASA Lewis Research Center Cryogenic Fluid Management Facility program

The NASA Lewis Research Center is responsible for the planning and execution of a scientific program which will provide advance in space cryogenic fluid management technology. A number of future space missions were identified that require or could benefit from this technology. These fluid management technology needs were prioritized and a shuttle attached reuseable test bed, the cryogenic fluid management facility (CFMF), is being designed to provide the experimental data necessary for the technology development effort.

Aydelott, J. C.↗
NASA NTRS1985

Technology requirements to be addressed by the NASA Lewis Research Center Cryogenic Fluid Management Facility program

The NASA Lewis Research Center is responsible for the planning and execution of a scientific program which will provide advance in space cryogenic fluid management technology. A number of future space missions were identified that require or could benefit from this technology. These fluid management technology needs were prioritized and a shuttle attached reuseable test bed, the cryogenic fluid management facility (CFMF), is being designed to provide the experimental data necessary for the technology development effort.

Aydelott, J. C.↗
NASA NTRS2002

Constellation X-Ray Mission and Support

This report is a supplement to the Third Annual Report summarizing work performed by the Smithsonian Astrophysical Observatory (SAO) for NASA Goddard Space Flight Center (GSFC) under Cooperative Agreement NCC5-3681. The Agreement is entitled 'Constellation X-ray Mission Study and Support.' This supplementary report covers the period from October 1, 2001 through January 10, 2002. The report has been prepared and submitted to ensure that the Constellation-X Project Office at GSFC has current performance information needed to evaluate a proposed modified budget for FY02. That proposed budget is being submitted separately. SAO continues to perform work under the overall direction of Dr. Harvey Tananbaum, the SAO Principal Investigator for the program. Mr. Robert Rasche is the SAO Program Manager and is responsible for day-to-day program management at SAO and coordination with GSFC. The report summarizes the main areas of SAO activity. Most of the work has been done jointly with personnel from GSFC and Marshall Space Flight Center (MSFC). We describe SAO participation in these efforts. Under the Agreement, SAO performed work in seven major areas of activity. These areas related to: (1) Constellation X-ray Mission Facility Definition Team and Study Management; (2) Science Support; (3) Spectroscopy X-ray Telescope (SXT); (4) Systems Engineering; (5) Travel in Support of the Work Effort; and (6) In-house Management and Coordination.

Tananbaum, H.↗
NASA NTRS2007

Science and the Constellation Systems Program Office

An underlying tension has existed throughout the history of NASA between the human spaceflight programs and the external scientific constituencies of the robotic exploration programs. The large human space projects have been perceived as squandering resources that might otherwise be utilized for scientific discoveries. In particular, the history of the relationship of science to the International Space Station Program has not been a happy one. The leadership of the Constellation Program Office, created in NASA in October, 2005, asked me to serve on the Program Manager s staff as a liaison to the science community. Through the creation of my position, the Program Manager wanted to communicate and elucidate decisions inside the program to the scientific community and, conversely, ensure that the community had a voice at the highest levels within the program. Almost all of my technical contributions at NASA, dating back to the Apollo Program, has been within the auspices of what is now known as the Science Mission Directorate. However, working at the Johnson Space Center, where human spaceflight is the principal activity, has given me a good deal of incidental contact and some more direct exposure through management positions to the structures and culture of human spaceflight programs. I entered the Constellation family somewhat naive but not uninformed. In addition to my background in NASA science, I have also written extensively over the past 25 years on the topic of human exploration of the Moon and Mars. (See, for example, Mendell, 1985). I have found that my scientific colleagues generally have little understanding of the structure and processes of a NASA program office; and many of them do not recognize the name, Constellation. In many respects, the international ILEWG community is better informed. Nevertheless, some NASA decision processes on the role of science, particularly with respect to the formulation of a lunar surface architecture, are not well known, even in ILEWG. At the recent annual Lunar and Planetary Science Conference, I reviewed the evolution of the program as a function of Agency leadership and the constraints put on NASA by the President in his 2004 announcement. I plan to continue my long-time ILEWG tradition of reporting a personal view of the state of development of human exploration of the solar system, this time coming from within the program office tasked to implement the vision for the United States. The current NASA implementation of the Vision for Space Exploration is consistent with certain classical scenarios that have been discussed extensively in the literature. I will discuss the role of science within the Vision, both from official policy and from a de facto interaction. While science goals are not officially driving the implementation of the Vision, the tools of scientific exploration are integral to defining the extraterrestrial design environments. In this respect the sharing of results from international missions to the Moon can make significant contributions to the success of the future human activities.

Mendell, Wendell↗
NASA NTRS2001

Flight Manifesting Process for NASA Microgravity Payloads

The objective of NASA's Microgravity Research Program is to utilize the low gravity environment of space to explore the nature of physical phenomena that contributes to progress in science and technology on Earth. Under the oversight of NASA Headquarters, the Microgravity Research Program Office (MRPO) at the Marshall Space Flight Center (MSFC) assumes all program management responsibilities associated with Microgravity Research and Space Product Development. One program management responsibility that plays a vital role to the success of the MRPO is the flight manifesting process for MRPO-sponsored payloads. In this paper, the authors will examine the various processes utilized by MRPO personnel in acquiring flight opportunities for MRPO-sponsored payloads.

Matisak, Brian↗
NASA NTRS2001

National Aeronautics and Space Administration Marshall Space Flight Center Space Transportation Directorate Risk Management Implementation Program

The US civil aerospace program has been a great contributor to the creation and implementation of techniques and methods to identify, analyze, and confront risk. NASA has accomplished mission success in many instances, but also has had many failures. Anomalies have kept the Agency from achieving success on other occasions, as well. While NASA has mastered ways to prevent risks, and to quickly and effectively react and recover from anomalies or failures, it was not until few years ago that a comprehensive Risk Management process started being implemented in some of its programs and projects. A Continuous Risk Management (CRM) cycle process was developed and has been promoted and used successfully in programs and projects across the Agency.

Duarte, Luis Alberto↗
NASA NTRS2011

Risk Acceptance Personality Paradigm: How We View What We Don't Know We Don't Know

The purpose of integrated hazard analyses, probabilistic risk assessments, failure modes and effects analyses, fault trees and many other similar tools is to give managers of a program some idea of the risks associated with their program. All risk tools establish a set of undesired events and then try to evaluate the risk to the program by assessing the severity of the undesired event and the likelihood of that event occurring. Some tools provide qualitative results, some provide quantitative results and some do both. However, in the end the program manager and his/her team must decide which risks are acceptable and which are not. Even with a wide array of analysis tools available, risk acceptance is often a controversial and difficult decision making process. And yet, today's space exploration programs are moving toward more risk based design approaches. Thus, risk identification and good risk assessment is becoming even more vital to the engineering development process. This paper explores how known and unknown information influences risk-based decisions by looking at how the various parts of our personalities are affected by what they know and what they don't know. This paper then offers some criteria for consideration when making risk-based decisions.

Massie, Michael J.↗
NASA NTRS1967

Graphic visualization of program performance aids management review

Chart technique /PERTREE/ which displays the essential status elements of a PERT system in a vertical flow array, of high graphic quality, enables visual review by management of program performance. Since the display is versatile, it can accommodate any aspect of the program which the presenter wishes to accent.

Eisenhart, G. N.↗
NASA NTRS1967

Technical facilities catalog, volume II

This Technical Facilities Catalog has been developed in response to an increasing demand for general and specific information on NASA technical facilities. The Catalog is intended to: a)provide NASA management, facilities managers, program and project managers, individual research engineers and scientists, and other agencies of the Government with knowledge of existing NASA research, development, test and evaluation facilities and b)provide the reader with a basic concept of the capabilities and functions of the wide variety of NASA technical facilities and the technological areas they support.

Wind tunnel↗
NASA NTRS2004

Managing Risk to Ensure a Successful Cassini/Huygens Saturn Orbit Insertion (SOI)

I. Design: a) S/C designed to be largely single fault tolerant; b) Operate in flight demonstrated envelope, with margin; and c) Strict compliance with requirements & flight rules. II. Test: a) Baseline, fault & stress testing using flight system testbeds (H/W & S/W); b) In-flight checkout & demos to remove first time events. III. Failure Analysis: a) Critical event driven fault tree analysis; b) Risk mitigation & development of contingencies. IV) Residual Risks: a) Accepted pre-launch waivers to Single Point Failures; b) Unavoidable risks (e.g. natural disaster). V) Mission Assurance: a) Strict process for characterization of variances (ISAs, PFRs & Waivers; b) Full time Mission Assurance Manager reports to Program Manager: 1) Independent assessment of compliance with institutional standards; 2) Oversight & risk assessment of ISAs, PFRs & Waivers etc.; and 3) Risk Management Process facilitator.

risk managment↗