Establishing an Enterprise Sustainment Training Framework for the Integrated Enterprise Management Program (IEMP)
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Buzzell, Bernadette↗
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Usability/Sentiment for the Enterprise and ENTERPRISE
The purpose of the Sentiment of Search Study for NASA Johnson Space Center (JSC) is to gain insight into the intranet search environment. With an initial usability survey, the authors were able to determine a usability score based on the Systems Usability Scale (SUS). Created in 1986, the freely available, well cited, SUS is commonly used to determine user perceptions of a system (in this case the intranet search environment). As with any improvement initiative, one must first examine and document the current reality of the situation. In this scenario, a method was needed to determine the usability of a search interface in addition to the user's perception on how well the search system was providing results. The use of the SUS provided a mechanism to quickly ascertain information in both areas, by adding one additional open-ended question at the end. The first ten questions allowed us to examine the usability of the system, while the last questions informed us on how the users rated the performance of the search results. The final analysis provides us with a better understanding of the current situation and areas to focus on for improvement. The power of search applications to enhance knowledge transfer is indisputable. The performance impact for any user unable to find needed information undermines project lifecycle, resource and scheduling requirements. Ever-increasing complexity of content and the user interface make usability considerations for the intranet, especially for search, a necessity instead of a 'nice-to-have'. Despite these arguments, intranet usability is largely disregarded due to lack of attention beyond the functionality of the infrastructure (White, 2013). The data collected from users of the JSC search system revealed their overall sentiment by means of the widely-known System Usability Scale. Results of the scores suggest 75%, +/-0.04, of the population rank the search system below average. In terms of a grading scaled, this equated to D or lower. It is obvious JSC users are not satisfied with the current situation, however they are eager to provide information and assistance in improving the search system. A majority of the respondents provided feedback on the issues most troubling them. This information will be used to enrich the next phase, root cause analysis and solution creation.
Meza, David↗
Enterprise: Exploration of Concepts, Perspectives and Implications for Systems Engineering
The purpose of this paper is to explore the concept of ‘enterprise’ in the context of Systems Engineering (SE). The term ‘enterprise’ has been used extensively to generally describe large complex entities that have an extensive scope of operations. However, a deeper examination of ‘enterprise’ significance for SE can provide insights as our challenges continue with increasingly complex, uncertain, ambiguous, and integrated entities struggling to thrive in the future. The paper explores three central topics. First, the concept of enterprise is introduced as a central aspect of the future focus for SE, as recognized in the INCOSE SE Vision 2035. Second, a more detailed examination of the enterprise concept is developed in relationship to SE. The thrust of this examination is to understand the nature and role of ‘enterprise’ across a broad spectrum of literature and knowledge, ultimately providing a more informed perspective of enterprise for SE. As part of this exploration, a bibliometric analysis of the term ‘enterprise’ is performed. This exploration extracts key themes (clusters) in the ‘enterprise’ literature. Third, challenges for further development and inculcation of ‘enterprise’ within the SE discipline and support for realization of the SE 2035 Vision are suggested. These challenges point out the need to ‘think differently’ about ‘enterprise’ within the SE context. ‘Enterprise’ is proposed as a central, albeit different, perspective for the SE discipline. Finally, the paper closes with a first–generation perspective for ‘enterprise’ in pursuit of the SE Vision 2035.
42 ENGINEERING↗
Exploration Systems Development (ESD) Approach to Enterprise Risk Management
The National Aeronautics and Space Administration (NASA) Exploration Systems Development (ESD) Division has implemented an innovative approach to Enterprise Risk Management under a unique governance structure and streamlined integration model. ESD's mission is to design and build the capability to extend human existence to deep space. The Enterprise consists of three Programs: Space Launch System (SLS), Orion, and Ground Systems Development and Operations (GSDO). The SLS is a rocket and launch system that will be capable of powering humans, habitats, and support systems to deep space. Orion will be the first spacecraft in history capable of taking humans to multiple destinations within deep space. GSDO is modernizing Kennedy's spaceport to launch spacecraft built and designed by both NASA and private industry. ESD's approach to Enterprise Risk Management is commensurate with affordability and a streamlined management philosophy. ESD Enterprise Risk Management leverages off of the primary mechanisms for integration within the Enterprise. The Enterprise integration approach emphasizes delegation of authority to manage and execute the majority of cross-program activities and products to the individual Programs, while maintaining the overall responsibility for all cross-program activities at the Division. The intent of the ESD Enterprise Risk Management approach is to improve risk communication, to avoid replication and/or contradictory strategies, and to minimize overhead process burden. This is accomplished by the facilitation and integration of risk information within ESD. The ESD Division risks, Orion risks, SLS risks, and GSDO risks are owned and managed by the applicable Program. When the Programs have shared risks with multiple consequences, they are jointly owned and managed. When a risk is associated with the integrated system that involves more than one Program in condition, consequence, or mitigation plan, it is considered an Exploration Systems Integration (ESI) Risk. An ESI risk may require visibility and risk handling by multiple organizations. The Integrated Risk Working Group (IRWG) is a small team of Risk experts that are responsible for collaborating and communicating best practices. In addition, the forum facilitates proper integration of risks across the Enterprise. The IRWG uses a Continuous Risk Management approach for facilitating the identification, analysis, planning, tracking, and controlling of ESI Risks. The ESD Division, Programs, and Integrated Task Teams identify ESI Risks. The IRWG maintains a set of metrics for understanding Enterprise Risk process and the overall Risk Posture. The team is also actively involved in the modeling of risk for Enterprise Performance Management. With the Enterprise being constrained in Schedule and Budget, and with significant technical complexity, the appropriate use of Risk Management techniques is crucial to the success of the Enterprise. The IRWG achieves this through the modified approach, providing a forum for collaboration on risks that cross boundaries between the separate entities.
Bauder, Stephen P.↗
From Stewardship to Transformation: Toward a Nuclear Enterprise for the 21st Century
The erosion of the global security environment over the last two decades has been rapid and dramatic. It appears also to be accelerating. There are deep and widening concerns in the United States and among its allies and partners that deterrence too has eroded at both the conventional and nuclear levels. The Strategic Posture Commission captured the essence of the problem in its October 2023 report—the United States seeks to meet the challenges of complex multipolar nuclear rivalry in the 21 st century with a slimmed down version of a nuclear deterrent designed in the middle of the 20 th century. With great urgency, the Commission recommended that something more and/or different is needed than simply the replacement of legacy systems with modern variants. But the U.S. nuclear security enterprise was reshaped after the Cold War to support the stockpile stewardship mission—not renewed designed, engineering, and production at scale. It has long fallen short of the agility, flexibility, and adaptiveness periodically asked of it by national leaders. In recent years, however, the message of urgency has been clearly received in the enterprise. Its culture has begun to shift. It has also been received by those in Washington D.C. responsible for funding and guiding the enterprise. The result is an enterprise in transition. Stockpile stewardship has given way to stockpile transformation. Risk aversion is giving way to risk management. Innovation and adaptation have been embraced. Experience to date has yielded some important lessons about what works and what doesn’t in terms of accelerating and delivering the needed innovation and adaptation. It has revealed the enduring character of some challenges. But it has also revealed that a much more agile and effective enterprise is within the national reach—something that will pay important dividends for deterrence, assurance, strategic stability, and peace.
45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗
National Aeronautics and Space Administration Biological and Physical Research Enterprise Strategy
As the 21st century begins, NASA's new Vision and Mission focuses the Agency's Enterprises toward exploration and discovery.The Biological and Physical Research Enterprise has a unique and enabling role in support of the Agency's Vision and Mission. Our strategic research seeks innovations and solutions to enable the extension of life into deep space safely and productively. Our fundamental research, as well as our research partnerships with industry and other agencies, allow new knowledge and tech- nologies to bring improvements to life on Earth. Our interdisciplinary research in the unique laboratory of microgravity addresses opportunities and challenges on our home planet as well as in space environments. The Enterprise maintains a key role in encouraging and engaging the next generation of explorers from primary school through the grad- uate level via our direct student participation in space research.The Biological and Physical Research Enterprise encompasses three themes. The biological sciences research theme investigates ways to support a safe human presence in space. This theme addresses the definition and control of physiological and psychological risks from the space environment, including radiation,reduced gravity, and isolation. The biological sciences research theme is also responsible for the develop- ment of human support systems technology as well as fundamental biological research spanning topics from genomics to ecologies. The physical sciences research theme supports research that takes advantage of the space environment to expand our understanding of the fundamental laws of nature. This theme also supports applied physical sciences research to improve safety and performance of humans in space. The research partnerships and flight support theme establishes policies and allocates space resources to encourage and develop entrepreneurial partners access to space research.Working together across research disciplines, the Biological and Physical Research Enterprise is performing vital research and technology development to extend the reach of human space flight.
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Management of Guidance, Navigation, and Control Technologies for Spacecraft Formations Under the NASA Cross Enterprise Technology Development Program (CETDP)
Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.
Hartman, Kathy↗
Management of Guidance, Navigation and Control Technologies for Spacecraft Formations under the NASA Cross-Enterprise Technology Development Program (CETDP)
Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.
Hartman, Kathy↗
NASA's Earth Science Enterprise: Future Science Missions, Objectives and Challenges
NASA has been actively involved in studying the planet Earth and its changing environment for well over thirty years. Within the last decade, NASA's Earth Science Enterprise has become a major observational and scientific element of the U.S. Global Change Research Program. NASA's Earth Science Enterprise management has developed a comprehensive observation-based research program addressing all the critical science questions that will take us into the next century. Furthermore, the entire program is being mapped to answer five Science Themes (1) land-cover and land-use change research (2) seasonal-to-interannual climate variability and prediction (3) natural hazards research and applications (4) long-term climate-natural variability and change research and (5) atmospheric ozone research. Now the emergence of newer technologies on the horizon and at the same time continuously declining budget environment has lead to an effort to refocus the Earth Science Enterprise activities. The intent is not to compromise the overall scientific goals, but rather strengthen them by enabling challenging detection, computational and space flight technologies those have not been practically feasible to date. NASA is planning faster, cost effective and relatively smaller missions to continue the science observations from space for the next decade. At the same time, there is a growing interest in the world in the remote sensing area which will allow NASA to take advantage of this by building strong coalitions with a number of international partners. The focus of this presentation is to provide a comprehensive look at the NASA's Earth Science Enterprise in terms of its brief history, scientific objectives, organization, activities and future direction.
Habib, Shahid↗
A Discrete Event Simulation Approach to Nuclear Arms Enterprise Modeling and Analysis
We overview a discrete event simulation of an arms control enterprise developed to familiarize individuals with the challenges of verification and monitoring at the enterprise level. We will review the design of the simulation applied to a notional country’s nuclear arms enterprise. This simulation models how these nuclear weapons move over their lifetime from deployment, storage, maintenance, and dismantlement. With this output information, we then characterize the “ground truth” of the enterprise. Next, based on these data, we built a sophisticated analysis engine designed to provide treaty monitoring and verification information to support partner country inspectors and their evaluation. This tool was designed to be used as a game, enabling teams to compete on developing the best inspection plan to determine if the host country is complying with the conceptual treaty developed for this effort.
Pulliam, Rachel M.↗
Watching for light: An enterprise roadmap for trustworthy laser threat warning (LTW) to protect national assets
Comprehensive space force protection must include effective and trustworthy laser threat warning (LTW). Effective LTW will detect and characterize threats to space assets and thus enhance space deterrence. LTW must be trustworthy: able to categorize threats and non-threats by being both sensitive to true events and resistant to false alarms. Outside of the laboratory, the statistics and even the roles of lasers become unclear. In the chain of events leading to an attack, the laser may be the last link to be understood. Human situational awareness and informal reasoning must blend statistics with circumstantial evidence to visualize these chains before they are clear. This paper sets out an industrial model for an enterprise that will routinely produce trustworthy LTW. By incorporating psychology and economics, this enterprise can overcome the difficulties and perils of cooperation in networked defense and intelligence. This roadmap suggests how the enterprise can incentivize distracted actors with different goals to share what they know and coordinate what they do.
45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗
Enterprise storage report for the 1990's
Data processing has become an increasingly vital function, if not the most vital function, in most businesses today. No longer only a mainframe domain, the data processing enterprise also includes the midrange and workstation platforms, either local or remote. This expanded view of the enterprise has encouraged more and more businesses to take a strategic, long-range view of information management rather than the short-term tactical approaches of the past. This paper will highlight some of the significant aspects of data storage in the enterprise for the 1990's.
Moore, Fred↗
Enterprise storage report for the 1990's
Data processing has become an increasingly vital function, if not the most vital function, in most businesses today. No longer only a mainframe domain, the data processing enterprise also includes the midrange and workstation platforms, either local or remote. This expanded view of the enterprise has encouraged more and more businesses to take a strategic, long-range view of information management rather than the short-term tactical approaches of the past. Some of the significant aspects of data storage in the enterprise for the 1990's are highlighted.
Moore, Fred↗
Mission to Planet Earth. Strategic enterprise plan, 1995-2000
Mission to Planet Earth (MTPE) provides long-term understanding of the earth system needed to protect and improve our environment, now and for future generations. This MTPE Strategic Enterprise Plan states how NASA intends to meet its responsibility to the Nation for developing a long-term, integrated program of environmental observation in support of informed decision-making. This plan implements the NASA Strategic Plan for the MTPE Enterprise; it is the first version of a rolling 5-year plan that will be updated annually. It is consistent with the interagency program developed by the Committee on Environment and Natural Resources of the National Science and Technology Council and implemented in large part through the U.S. Global Change Research Program. This report consists of the following sections: (1) introduction; (2) scientific foundation; (3) mission (destination and purposes); (4) principle of operation (ethical and quality assurance standards); (5) customer base (to ensure that the right products and services are delivered); (6) internal and external assessments; (7) assumptions; (8) goals, objectives, and strategies; (9) linkages to other strategic enterprises; and (10) summary.
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Mission to Planet Earth Strategic Enterprise Plan 1996-2002
Mission to Planet Earth's (MTPE's) first Strategic Enterprise Plan, issued in May 1995, defined the Agency's major goals and objectives as well as constraints. This update of the Strategic Enterprise Plan identifies the following major changes: a focused Science Research Plan that integrates space-based and in situ observational critical science to address critical science uncertainties; a technology infusion plan to reduce the cost of future missions; a series of flight opportunities to infuse new science into the overall program; and a tighter coupling between NASA and NOAA to reduce costs and to improve the overall program. Three important new initiatives are also under development and are described briefly in this plan: MTPE Education Strategy, MTPE Commercial Strategy, and an emerging concept for an Integrated Global Observing Strategy. This first update to the MTPE Strategic Enterprise Plan captures these new developments, and takes a significant step forward in planning this complex Earth system science endeavor. The plan and other information on MTPE may be viewed via the Internet at http://www.hq.nasa.gov/office/mtpe/.
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Space Internet Architectures and Technologies for NASA Enterprises
NASA's future communications services will be supplied through a space communications network that mirrors the terrestrial Internet in its capabilities and flexibility. The notional requirements for future data gathering and distribution by this Space Internet have been gathered from NASA's Earth Science Enterprise (ESE), the Human Exploration and Development in Space (HEDS), and the Space Science Enterprise (SSE). This paper describes a communications infrastructure for the Space Internet, the architectures within the infrastructure, and the elements that make up the architectures. The architectures meet the requirements of the enterprises beyond 2010 with Internet 'compatible technologies and functionality. The elements of an architecture include the backbone, access, inter-spacecraft and proximity communication parts. From the architectures, technologies have been identified which have the most impact and are critical for the implementation of the architectures.
Bhasin, Kul↗
Welcome to NASA's Earth Science Enterprise
There are strong scientific indications that natural change in the Earth system is being accelerated by human intervention. As a result, planet Earth faces the possibility of rapid environmental changes that would have a profound impact on all nations. However, we do not fully understand either the short-term effects of our activities, or their long-term implications - many important scientific questions remain unanswered. The National Aeronautics and Space Administration (NASA) is working with the national and international scientific communities to establish a sound scientific basis for addressing these critical issues through research efforts coordinated under the U.S. Global Change Research Program, the International Geosphere-Biosphere Program, and the World Climate Research Program. The Earth Science Enterprise is NASA's contribution to the U.S. Global Change Research Program. NASA's Earth Science Enterprise will use space- and surface-based measurement systems to provide the scientific basis for understanding global change. The space-based components will provide a constellation of satellites to monitor the Earth from space. A major component of the Earth Science Enterprise is the Earth Observing System (EOS). The overall objective of the EOS Program is to determine the extent, causes, and regional consequences of global climate change. EOS will provide sustained space-based observations that will allow researchers to monitor climate variables over time to determine trends. A constellation of EOS satellites will acquire global data, beginning in 1998 and extending well into the 21st century.
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Free Enterprise: Contributions of the Approach and Landing Test (ALT) Program to the Development of the Space Shuttle Orbiter
The space shuttle orbiter was the first spacecraft designed with the aerodynamic characteristics and in-atmosphere handling qualities of a conventional airplane. In order to evaluate the orbiter's flight control systems and subsonic handling characteristics, a series of flight tests were undertaken at NASA Dryden Flight Research Center in 1977. A modified Boeing 747 Shuttle Carrier Aircraft carried the Enterprise, a prototype orbiter, during eight captive tests to determine how well the two vehicles flew together and to test some of the orbiter s systems. The free-flight phase of the ALT program allowed shuttle pilots to explore the orbiter's low-speed flight and landing characteristics. The Enterprise provided realistic, in-flight simulations of how subsequent space shuttles would be flown at the end of an orbital mission. The fifth free flight, with the Enterprise landing on a concrete runway for the first time, revealed a problem with the space shuttle flight control system that made it susceptible to pilot-induced oscillation, a potentially dangerous control problem. Further research using various aircraft, particularly NASA Dryden's F-8 Digital-Fly-By-Wire testbed, led to correction of the problem before the first Orbital Test Flight.
Merlin, Peter W.↗