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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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NASA NTRS2008

Software Schedules Missions, Aids Project Management

NASA missions require advanced planning, scheduling, and management, and the Space Agency has worked extensively to develop the programs and software suites necessary to facilitate these complex missions. These enormously intricate undertakings have hundreds of active components that need constant management and monitoring. It is no surprise, then, that the software developed for these tasks is often applicable in other high-stress, complex environments, like in government or industrial settings. NASA work over the past few years has resulted in a handful of new scheduling, knowledge-management, and research tools developed under contract with one of NASA s partners. These tools have the unique responsibility of supporting NASA missions, but they are also finding uses outside of the Space Program.

Source record↗
NASA NTRS2009

Achieving a Prioritized Research and Technology Development Portfolio for the Dust Management Project

Mission architectures for human exploration of the lunar surface continue to advance as well as the definitions of capability needs, best practices and engineering design to mitigate the impact of lunar dust on exposed systems. The NASA DMP has been established as the agency focal point for dust characterization, technology, and simulant development. As described in this paper, the DMP has defined a process for selecting and justifying its R&T portfolio. The technology prioritization process, which is based on a ranking system according to weighted criteria, has been successfully applied to the current DMP dust mitigation technology portfolio. Several key findings emerged from this assessment. Within the dust removal and cleaning technologies group, there are critical technical challenges that must be overcome for these technologies to be implemented for lunar applications. For example, an in-situ source of CO2 on the moon is essential to the CO2 shower technology. Also, significant development effort is required to achieve technology readiness level TRL 6 for the electrostatic cleaning system for removal of particles smaller than 50 pm. The baseline materials related technologies require considerable development just to achieve TRL 6. It is also a nontrivial effort to integrate the materials in hardware for lunar application. At present, there are no terrestrial applications that are readily adaptable to lunar surface applications nor are there any obvious leading candidates. The unique requirements of dust sealing systems for lunar applications suggest an extensive development effort will be necessary to mature dust sealing systems to TRL 6 and beyond. As discussed here, several alternate materials and technologies have achieved high levels of maturity for terrestrial applications and warrant due diligence in ongoing assessment of the technology portfolio. The present assessment is the initial step in an ongoing effort to continually evaluate the DMP technology portfolio and external non-NASA relevant technology developments efforts to maintain an optimal investment profile. At the same time, there is an ongoing review of agency-wide dust-related R&T activities. The results of these ongoing assessments will be reported in future publications.

Hyatt, Mark J.↗
NASA NTRS2011

IT Project Management and Systems Engineering Internship

In the summer of 2009 I had the privilege of participating in the NASA INSPIRE program and during the summer of 2010 I was hired by ASRC Aerospace, a NASA contractor on the USTDC contract, as an Engineering Aide. These experiences combined inspired me to pursue a career in engineering and a goal to work as a NASA engineer and astronaut.

Cardamone, Lauren↗
NASA NTRS2008

Reaching for the APEX at Ames

The multidimensional design of the APEX program is the result of an extensive research and development effort dating back nearly a decade. "In the late 1990s and early 2000, we were pretty successful at getting new research and technology projects here at the center," Johnson says, "and we had a lack of critical mass of project managers. We were taking people who were primarily researchers and putting them in the position of managing projects." Smith and Johnson held a series of workshops across the center during 2000 and 2001 to gather feedback about how to address this issue. When they briefed the center's senior management on their findings, one of the top recommendations was to establish a project manager development program at Ames. At that point, they cast a wide net for ideas and information. "We did centerwide needs assessment, we did focus groups, we did surveys," Smith says. "We came up with a proposal for what a program would look like, tying in what we knew about the Academy of Program1 Project Leadership (now the Academy for Program/Project and Engineering Leadership, or APPEL), what we've seen at other centers, what other centers have tried. We were always checking to make sure our program mapped to APPEL. We also looked at the PMI [Project Management Institute] model, INCOSE [International Council on Systems Engineering], CMMI [Capability Maturity Model Integration], you name it." "We had a lot of conversations with the Jet Propulsion Lab and Goddard," Johnson adds. "We saw those centers as models for what Ames was aspiring to be in terms of a center for managing space flight missions." Their research confirmed what they already knew-that strong practitioner involvement would be critical to their program design process. 'XPEX is for the practitioner by the practitioner," Smith says. "They have to be a part of designing it. Otherwise there's no way we could design a program that meets their needs." At the same time that they worked at the grassroots level, they also solicited feedback from the center's senior management. "We recognized that in order for anything to succeed here, we needed to have a champion at the center management level," Johnson said. "You have to have champions, and you have to listen to what the senior managers are saying. They have their own ideas." In the case of APEX, one of those ideas fundamentally reshaped the program. "When we originally started, it was a project management development program," Johnson says, "but in our meeting with our center director, he said, 'Project management is important, but we also need to strengthen our systems engineering.' So we basically added that component to the program based on what he wanted."

Kohut, Matthew↗
NASA NTRS2017

Future ATM Concepts Evaluation Tool (FACET) Interface Control Document

This Interface Control Document (ICD) documents the airspace adaptation and air traffic inputs of NASA's Future ATM Concepts and Evaluation Tool (FACET). Its intended audience is the project manager, project team, development team, and stakeholders interested in interfacing with the system. FACET equips Air Traffic Management (ATM) researchers and service providers with a way to explore, develop and evaluate advanced air transportation concepts before they are field-tested and eventually deployed. FACET is a flexible software tool that is capable of quickly generating and analyzing thousands of aircraft trajectories. It provides researchers with a simulation environment for preliminary testing of advanced ATM concepts. Using aircraft performance profiles, airspace models, weather data, and flight schedules, the tool models trajectories for the climb, cruise, and descent phases of flight for each type of aircraft. An advanced graphical interface displays traffic patterns in two and three dimensions, under various current and projected conditions for specific airspace regions or over the entire continental United States. The system is able to simulate a full day's dynamic national airspace system (NAS) operations, model system uncertainty, measure the impact of different decision-makers in the NAS, and provide analysis of the results in graphical form, including sector, airport, fix, and airway usage statistics. NASA researchers test and analyze the system-wide impact of new traffic flow management algorithms under anticipated air traffic growth projections on the nation's air traffic system. In addition to modeling the airspace system for NASA research, FACET has also successfully transitioned into a valuable tool for operational use. Federal Aviation Administration (FAA) traffic flow managers and commercial airline dispatchers have used FACET technology for real-time operations planning. FACET integrates live air traffic data from FAA radar systems and weather data from the National Weather Service to summarize NAS performance. This information allows system operators to reroute flights around congested airspace and severe weather to maintain safety and minimize delay. FACET also supports the planning and post-operational evaluation of reroute strategies at the national level to maximize system efficiency. For the commercial airline passenger, strategic planning with FACET can result in fewer flight delays and cancellations. The performance capabilities of FACET are largely due to its architecture, which strikes a balance between flexibility and fidelity. FACET is capable of modeling the airspace operations for the continental United States, processing thousands of aircraft on a single computer. FACET was written in Java and C, enabling the portability of its software to a variety of operating systems. In addition, FACET was designed with a modular software architecture to facilitate rapid prototyping of diverse ATM concepts. Several advanced ATM concepts have already been implemented in FACET, including aircraft self-separation, prediction of aircraft demand and sector congestion, system-wide impact assessment of traffic flow management constraints, and wind-optimal routing.

FACET↗
NASA NTRS2003

Integration and Test of Shuttle Small Payloads

Recommended approaches for space shuttle small payload integration and test (I&T) are presented. The paper is intended for consideration by developers of shuttle small payloads, including I&T managers, project managers, and system engineers. Examples and lessons learned are presented based on the extensive history of NASA's Hitchhiker project. All aspects of I&T are presented, including: (1) I&T team responsibilities, coordination, and communication; (2) Flight hardware handling practices; (3) Documentation and configuration management; (4) I&T considerations for payload development; (5) I&T at the development facility; (6) Prelaunch operations, transfer, orbiter integration and interface testing; (7) Postflight operations. This paper is of special interest to those payload projects that have small budgets and few resources: that is, the truly faster, cheaper, better projects. All shuttle small payload developers are strongly encouraged to apply these guidelines during I&T planning and ground operations to take full advantage of today's limited resources and to help ensure mission success.

Wright, Michael R.↗