SEARCH · Search NASA

Results for “staffing”

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.

SourceResearch connectionFrom yearThrough year

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 163 records · Page 9

All sources NASA NTRS DOE OSTI

NASA NTRS1992

Human safety in the lunar environment

Any attempt to establish a continuously staffed base or permanent settlement on the Moon must safely meet the challenges posed by the Moon's surface environment. This environment is drastically different from the Earth's, and radiation and meteoroids are significant hazards to human safety. These dangers may be mitigated through the use of underground habitats, the piling up of lunar materials as shielding, and the use of teleoperated devices for surface operations. The lunar environment is detailed along with concepts for survival.

Lewis, Robert H.↗

NASA NTRS1993

The X-15/HL-20 operations support comparison

During the 1960's, the United States X-15 rocket-plane research program successfully demonstrated the ability to support a reusable vehicle operating in a near-space environment. The similarity of the proposed HL-20 lifting body concept in general size, weight, and subsystem composition to that of the X-15 provided an opportunity for a comparison of the predicted support manpower and turnaround times with those experienced in the X-15 program. Information was drawn from both reports and discussions with X-15 program personnel to develop comparative operations and support data. Based on the assumption of comparability between the two systems, the predicted staffing levels, skill mix, and refurbishment times of an operational HL-20 appear to be similar to those experienced by the X-15 for ground support. However, safety, environmental, and support requirements have changed such that the HL-20 will face a different operating environment than existed at Edwards during the 1950's and 1960's. Today's operational standards may impose additional requirements on the HL-20 that will add to the maintenance and support burden estimate based on the X-15 analogy.

Morris, W. Douglas↗

NASA NTRS1993

HL-20 operations and support requirements for the Personnel Launch System mission

The processing, mission planning, and support requirements were defined for the HL-20 lifting-body configuration that can serve as a Personnel Launch System. These requirements were based on the assumption of an operating environment that incorporates aircraft and airline support methods and techniques that are applicable to operations. The study covered the complete turnaround process for the HL-20, including landing through launch, and mission operations, but did not address the support requirements of the launch vehicle except for the integrated activities. Support is defined in terms of manpower, staffing levels, facilities, ground support equipment, maintenance/sparing requirements, and turnaround processing time. Support results were drawn from two contracted studies, plus an in-house analysis used to define the maintenance manpower. The results of the contracted studies were used as the basis for a stochastic simulation of the support environment to determine the sufficiency of support and the effect of variance on vehicle processing. Results indicate the levels of support defined for the HL-20 through this process to be sufficient to achieve the desired flight rate of eight flights per year.

Morris, W. D.↗

NASA NTRS1991

Modeling personnel turnover in the parametric organization

A model is developed for simulating the dynamics of a newly formed organization, credible during all phases of organizational development. The model development process is broken down into the activities of determining the tasks required for parametric cost analysis (PCA), determining the skills required for each PCA task, determining the skills available in the applicant marketplace, determining the structure of the model, implementing the model, and testing it. The model, parameterized by the likelihood of job function transition, has demonstrated by the capability to represent the transition of personnel across functional boundaries within a parametric organization using a linear dynamical system, and the ability to predict required staffing profiles to meet functional needs at the desired time. The model can be extended by revisions of the state and transition structure to provide refinements in functional definition for the parametric and extended organization.

Dean, Edwin B.↗

NASA NTRS1992

Development and application of an acceptance testing model

The process of acceptance testing large software systems for NASA has been analyzed, and an empirical planning model of the process constructed. This model gives managers accurate predictions of the staffing needed, the productivity of a test team, and the rate at which the system will pass. Applying the model to a new system shows a high level of agreement between the model and actual performance. The model also gives managers an objective measure of process improvement.

Pendley, Rex D.↗

NASA NTRS1992

A recent Cleanroom success story: The Redwing project

Redwing is the largest completed Cleanroom software engineering project in IBM, both in terms of lines of code and project staffing. The product provides a decision-support facility that utilizes artificial intelligence (AI) technology for predicting and preventing complex operating problems in an MVS environment. The project used the Cleanroom process for development and realized a defect rate of 2.6 errors/KLOC, measured from first execution. This represents the total amount of errors that were found in testing and installation at three field test sites. Development productivity was 486 LOC/PM, which included all development labor expended in design specification through completion of incremental testing. In short, the Redwing team produced a complex systems software product with an extraordinarily low error rate, while maintaining high productivity. All of this was accomplished by a project team using Cleanroom for the first time. An 'introductory implementation' of Cleanroom was defined and used on Redwing. This paper describes the quality and productivity results, the Redwing project, and how Cleanroom was implemented.

Hausler, Philip A.↗

NASA NTRS1992

Teamwork for Oversight of Processes and Systems (TOPS). Implementation guide for TOPS version 2.0, 10 August 1992

As the nation redefines priorities to deal with a rapidly changing world order, both government and industry require new approaches for oversight of management systems, particularly for high technology products. Declining defense budgets will lead to significant reductions in government contract management personnel. Concurrently, defense contractors are reducing administrative and overhead staffing to control costs. These combined pressures require bold approaches for the oversight of management systems. In the Spring of 1991, the DPRO and TRW created a Process Action Team (PAT) to jointly prepare a Performance Based Management (PBM) system titled Teamwork for Oversight of Processes and Systems (TOPS). The primary goal is implementation of a performance based management system based on objective data to review critical TRW processes with an emphasis on continuous improvement. The processes are: Finance and Business Systems, Engineering and Manufacturing Systems, Quality Assurance, and Software Systems. The team established a number of goals: delivery of quality products to contractual terms and conditions; ensure that TRW management systems meet government guidance and good business practices; use of objective data to measure critical processes; elimination of wasteful/duplicative reviews and audits; emphasis on teamwork--all efforts must be perceived to add value by both sides and decisions are made by consensus; and synergy and the creation of a strong working trust between TRW and the DPRO. TOPS permits the adjustment of oversight resources when conditions change or when TRW systems performance indicate either an increase or decrease in surveillance is appropriate. Monthly Contractor Performance Assessments (CPA) are derived from a summary of supporting system level and process-level ratings obtained from objective process-level data. Tiered, objective, data-driven metrics are highly successful in achieving a cooperative and effective method of measuring performance. The teamwork-based culture developed by TOPS proved an unequaled success in removing adversarial relationships and creating an atmosphere of continuous improvement in quality processes at TRW. The new working relationship does not decrease the responsibility or authority of the DPRO to ensure contract compliance and it permits both parties to work more effectively to improve total quality and reduce cost. By emphasizing teamwork in developing a stronger approach to efficient management of the defense industrial base TOPS is a singular success.

Strand, Albert A.↗

NASA NTRS1993

Illness/injury pattern complex 40 (Titan)

On July 31, 1991, EG&G Medical began providing medical support at the Titan Area Clinic (TAC). The hours of operation are 0700-2300, Monday through Friday, with Emergency Medical Services (EMS) provided 24-hours a day, seven days a week. The TAC consists of a 10 x 10 ft section of a trailer that also houses Bechtel Safety. Supplies consisted of an examining table, an eye wash chair, first aid equipment, over-the-counter medications, spine boards, a portable rescuscitator, etc. All of the nurses are Advanced Cardiac Life Support (ACLS) certified. Although the Titan Area Clinic is strictly a first-aid station with no ACLS facilities on-site, it is staffed with an Occupational Health Nurse with ACLS certification. If ACLS or additional help is needed, the nurse activates EMS by dialing 911. The nurse responds to any medical problems or emergencies on the complex, but activates EMS prior to leaving the TAC. A Bechtel Safety Representative accompanies the nurse to the site and assists as needed. Other aspects of the complex and its functions are presented.

Blasdell, Sharon↗

NASA NTRS1993

Ames Fitness Program

The Ames Fitness Program services 5,000 civil servants and contractors working at Ames Research Center. A 3,000 square foot fitness center, equipped with cardiovascular machines, weight training machines, and free weight equipment is on site. Thirty exercise classes are held each week at the Center. A weight loss program is offered, including individual exercise prescriptions, fitness testing, and organized monthly runs. The Fitness Center is staffed by one full-time program coordinator and 15 hours per week of part-time help. Membership is available to all employees at Ames at no charge, and there are no fees for participation in any of the program activities. Prior to using the Center, employees must obtain a physical examination and complete a membership package. Funding for the Ames Fitness Program was in jeopardy in December 1992; however, the employees circulated a petition in support of the program and collected more than 1500 signatures in only three days. Funding has been approved through October 1993.

Pratt, Randy↗

NASA NTRS1993

An approach to the design of operations systems

The MultiMission Control Team (MMCT) consists of mission controllers which provides Real-Time operations support for the Mars Observer project. The Real-Time Operations task is to insure the integrity of the ground data system, to insure that the configuration is correct to support the mission, and to monitor the spacecraft for the Spacecraft Team. Operations systems are typically developed by adapting operations systems from previous projects. Problems tend to be solved empirically when they are either anticipated or observed in testing. This development method has worked in the past when time was available for extensive Ops testing. In the present NASA budget environment, a more cost conscious design approach has become necessary. Cost is a concern because operations is an ongoing, continuous activity. Reducing costs entails reducing staff. Reducing staffing levels potentially increases the risk of mission failure. Therefore, keeping track of the risk level is necessary.

Chafin, Roy L.↗

NASA NTRS1994

Using virtual reality for science mission planning: A Mars Pathfinder case

NASA's Mars Pathfinder Project requires a Ground Data System (GDS) that supports both engineering and scientific payloads with reduced mission operations staffing, and short planning schedules. Also, successful surface operation of the lander camera requires efficient mission planning and accurate pointing of the camera. To meet these challenges, a new software strategy that integrates virtual reality technology with existing navigational ancillary information and image processing capabilities. The result is an interactive workstation based applications software that provides a high resolution, 3-dimensial, stereo display of Mars as if it were viewed through the lander camera. The design, implementation strategy and parametric specification phases for the development of this software were completed, and the prototype tested. When completed, the software will allow scientists and mission planners to access simulated and actual scenes of Mars' surface. The perspective from the lander camera will enable scientists to plan activities more accurately and completely. The application will also support the sequence and command generation process and will allow testing and verification of camera pointing commands via simulation.

Kim, Jacqueline H.↗

NASA NTRS1994

Communication network for decentralized remote tele-science during the Spacelab mission IML-2

The ESA communication network for decentralized remote telescience during the Spacelab mission IML-2, called Interconnection Ground Subnetwork (IGS), provided data, voice conferencing, video distribution/conferencing and high rate data services to 5 remote user centers in Europe. The combination of services allowed the experimenters to interact with their experiments as they would normally do from the Payload Operations Control Center (POCC) at MSFC. In addition, to enhance their science results, they were able to make use of reference facilities and computing resources in their home laboratory, which typically are not available in the POCC. Characteristics of the IML-2 communications implementation were the adaptation to the different user needs based on modular service capabilities of IGS and the cost optimization for the connectivity. This was achieved by using a combination of traditional leased lines, satellite based VSAT connectivity and N-ISDN according to the simulation and mission schedule for each remote site. The central management system of IGS allows minimization of staffing and the involvement of communications personnel at the remote sites. The successful operation of IGS for IML-2 as a precursor network for the Columbus Orbital Facility (COF) has proven the concept for communications to support the operation of the COF decentralized scenario.

Christ, Uwe↗

NASA NTRS1994

The role of mission operations in spacecraft integration and test

The participation of mission operations personnel in the spacecraft integration and test process offers significant benefits to spacecraft programs in terms of test efficiency, staffing and training efficiency, test completeness, and subsequent cost containment. Operations personnel who have had real-time contact experience and have been responsible for the assessment of on orbit spacecraft operations bring a unique view of spacecraft operations to pre-launch spacecraft test activities. Because of the unique view of the spacecraft/ground interface that experienced operations personnel have, they can propose optimum test approaches and optimum test data analysis techniques. Additionally, the testing that is typically required to validate operations methodologies can be integrated into spacecraft performance testing scenarios.

Harvey, Raymond J.↗

NASA NTRS1994

Increases in efficiency and enhancements to the Mars Observer non-stored commanding process

The Mars Observer team was, until the untimely loss of the spacecraft on August 21, 1993, performing flight operations with greater efficiency and speed than any previous JPL mission of its size. This level of through-put was made possible by a mission operations system which was composed of skilled personnel using sophisticated sequencing and commanding tools. During cruise flight operations, however, it was realized by the project that this commanding level was not going to be sufficient to support the activities planned for mapping operations. The project had committed to providing the science instrument principle investigators with a much higher level of commanding during mapping. Thus, the project began taking steps to enhance the capabilities of the flight team. One mechanism used by project management was a tool available from total quality management (TQM). This tool is known as a process action team (PAT). The Mars Observer PAT was tasked to increase the capacity of the flight team's nonstored commanding process by fifty percent with no increase in staffing and a minimal increase in risk. The outcome of this effort was, in fact, to increase the capacity by a factor of 2.5 rather than the desired fifty percent and actually reduce risk. The majority of these improvements came from the automation of the existing command process. These results required very few changes to the existing mission operations system. Rather, the PAT was able to take advantage of automation capabilities inherent in the existing system and make changes to the existing flight team procedures.

Brooks, Robert N., Jr.↗

NASA NTRS1994

Small scale sequence automation pays big dividends

Galileo sequence design and integration are supported by a suite of formal software tools. Sequence review, however, is largely a manual process with reviewers scanning hundreds of pages of cryptic computer printouts to verify sequence correctness. Beginning in 1990, a series of small, PC based sequence review tools evolved. Each tool performs a specific task but all have a common 'look and feel'. The narrow focus of each tool means simpler operation, and easier creation, testing, and maintenance. Benefits from these tools are (1) decreased review time by factors of 5 to 20 or more with a concomitant reduction in staffing, (2) increased review accuracy, and (3) excellent returns on time invested.

Nelson, Bill↗

NASA NTRS1994

The Pacor 2 expert system: A case-based reasoning approach to troubleshooting

The Packet Processor 2 (Pacor 2) Data Capture Facility (DCF) acquires, captures, and performs level-zero processing of packet telemetry for spaceflight missions that adhere to communication services recommendations established by the Consultative Committee for Space Data Systems (CCSDS). A major goal of this project is to reduce life-cycle costs. One way to achieve this goal is to increase automation. Through automation, using expert systems, and other technologies, staffing requirements will remain static, which will enable the same number of analysts to support more missions. Analysts provide packet telemetry data evaluation and analysis services for all data received. Data that passes this evaluation is forwarded to the Data Distribution Facility (DDF) and released to scientists. Through troubleshooting, data that fails this evaluation is dumped and analyzed to determine if its quality can be improved before it is released. This paper describes a proof-of-concept prototype that troubleshoots data quality problems. The Pacor 2 expert system prototype uses the case-based reasoning (CBR) approach to development, an alternative to a rule-based approach. Because Pacor 2 is not operational, the prototype has been developed using cases that describe existing troubleshooting experience from currently operating missions. Through CBR, this experience will be available to analysts when Pacor 2 becomes operational. As Pacor 2 unique experience is gained, analysts will update the case base. In essence, analysts are training the system as they learn. Once the system has learned the cases most likely to recur, it can serve as an aide to inexperienced analysts, a refresher to experienced analysts for infrequently occurring problems, or a training tool for new analysts. The Expert System Development Methodology (ESDM) is being used to guide development.

Sary, Charisse↗

NASA NTRS1994

Development of a prototype real-time automated filter for operational deep space navigation

Operational deep space navigation has been in the past, and is currently, performed using systems whose architecture requires constant human supervision and intervention. A prototype for a system which allows relatively automated processing of radio metric data received in near real-time from NASA's Deep Space Network (DSN) without any redesign of the existing operational data flow has been developed. This system can allow for more rapid response as well as much reduced staffing to support mission navigation operations.

Masters, W. C.↗

NASA NTRS1994

The NASA Mission Operations and Control Architecture Program

The conflict between increases in space mission complexity and rapidly declining space mission budgets has created strong pressures to radically reduce the costs of designing and operating spacecraft. A key approach to achieving such reductions is through reducing the development and operations costs of the supporting mission operations systems. One of the efforts which the Communications and Data Systems Division at NASA Headquarters is using to meet this challenge is the Mission Operations Control Architecture (MOCA) project. Technical direction of this effort has been delegated to the Mission Operations Division (MOD) of the Goddard Space Flight Center (GSFC). MOCA is to develop a mission control and data acquisition architecture, and supporting standards, to guide the development of future spacecraft and mission control facilities at GSFC. The architecture will reduce the need for around-the-clock operations staffing, obtain a high level of reuse of flight and ground software elements from mission to mission, and increase overall system flexibility by enabling the migration of appropriate functions from the ground to the spacecraft. The end results are to be an established way of designing the spacecraft-ground system interface for GSFC's in-house developed spacecraft, and a specification of the end to end spacecraft control process, including data structures, interfaces, and protocols, suitable for inclusion in solicitation documents for future flight spacecraft. A flight software kernel may be developed and maintained in a condition that it can be offered as Government Furnished Equipment in solicitations. This paper describes the MOCA project, its current status, and the results to date.

Ondrus, Paul J.↗