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At least 19 records

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NASA NTRS2011

Software Development Standard Processes (SDSP)

A JPL-created set of standard processes is to be used throughout the lifecycle of software development. These SDSPs cover a range of activities, from management and engineering activities, to assurance and support activities. These processes must be applied to software tasks per a prescribed set of procedures. JPL s Software Quality Improvement Project is currently working at the behest of the JPL Software Process Owner to ensure that all applicable software tasks follow these procedures. The SDSPs are captured as a set of 22 standards in JPL s software process domain. They were developed in-house at JPL by a number of Subject Matter Experts (SMEs) residing primarily within the Engineering and Science Directorate, but also from the Business Operations Directorate and Safety and Mission Success Directorate. These practices include not only currently performed best practices, but also JPL-desired future practices in key thrust areas like software architecting and software reuse analysis. Additionally, these SDSPs conform to many standards and requirements to which JPL projects are beholden.

Lavin, Milton L.↗

NASA NTRS2013

Lessons Learned for Improving Spacecraft Ground Operations

NASA policy requires each Program or Project to develop a plan for how they will address Lessons Learned. Projects have the flexibility to determine how best to promote and implement lessons learned. A large project might budget for a lessons learned position to coordinate elicitation, documentation and archival of the project lessons. The lessons learned process crosses all NASA Centers and includes the contactor community. o The Office of The Chief Engineer at NASA Headquarters in Washington D.C., is the overall process owner, and field locations manage the local implementation. One tool used to transfer knowledge between program and projects is the Lessons Learned Information System (LLIS). Most lessons come from NASA in partnership with support contractors. A search for lessons that might impact a new design is often performed by a contractor team member. Knowledge is not found with only one person, one project team, or one organization. Sometimes, another project team, or person, knows something that can help your project or your task. Knowledge sharing is an everyday activity at the Kennedy Space Center through storytelling, Kennedy Engineering Academy presentations and through searching the Lessons Learned Information system. o Project teams search the lessons repository to ensure the best possible results are delivered. o The ideas from the past are not always directly applicable but usually spark new ideas and innovations. Teams have a great responsibility to collect and disseminate these lessons so that they are shared with future generations of space systems designers. o Leaders should set a goal for themselves to host a set numbers of lesson learned events each year and do more to promote multiple methods of lessons learned activities. o High performing employees are expected to share their lessons, however formal knowledge sharing presentation are not the norm for many employees.

Bell, Michael↗

NASA NTRS1998

Communicating NASA's Knowledge: A Report of the Communicate Knowledge Process Team

NASA has a unique charter in the Space Act of 1958 to 'provide for the widest practicable and appropriate dissemination of information concerning its activities and the results thereof.' As NASA approaches the new millennium, Government legislation and regulations, budgetary reductions that have necessitated downsizing the workforce, an emphasis on measurable results from Government agencies, and technological communications breakthroughs have provided the impetus for NASA to reexamine the way it communicates the knowledge that it generates. NASA has been challenged to manage knowledge as a resource that we owe to the American people.

National Aeronautics and Space Administration (NAS↗

NASA NTRS2010

Facilitating NASA's Use of GEIA-STD-0005-1, Performance Standard for Aerospace and High Performance Electronic Systems Containing Lead-Free Solder

GEIA-STD-0005-1 defines the objectives of, and requirements for, documenting processes that assure customers and regulatory agencies that AHP electronic systems containing lead-free solder, piece parts, and boards will satisfy the applicable requirements for performance, reliability, airworthiness, safety, and certify-ability throughout the specified life of performance. It communicates requirements for a Lead-Free Control Plan (LFCP) to assist suppliers in the development of their own Plans. The Plan documents the Plan Owner's (supplier's) processes, that assure their customer, and all other stakeholders that the Plan owner's products will continue to meet their requirements. The presentation reviews quality assurance requirements traceability and LFCP template instructions.

Plante, Jeannete↗

NASA NTRS2007

Implementing an Applied Science Program

The work implied in the NASA Applied Science Program requires a delicate balancing act for the those doing it. At the implementation level there are multiple tensions intrinsic to the program. For example each application of an existing product to a decision support process requires deep knowledge about the data and deep knowledge about the decision making process. It is highly probable no one person has this range of knowledge. Otherwise the decision making process would already be using the data. Therefore, a team is required. But building a team usually requires time, especially across agencies. Yet the program mandates efforts of relatively short duration. Further, those who know the data are scientists, which makes them essential to the program. But scientists are evaluated on their publication record. Anything which diverts a scientist from the research for his next publication is an anathema to him and potential death to their career. Trying to get another agency to use NASA data does not strike most scientists as material inherently suitable for publication. Also, NASA wishes to rapidly implement often substantial changes to another agency's process. For many reasons, such as budget and program constraints, speed is important. But the owner of a decision making process is tightly constrained, usually by law, regulation, organization and custom. Changes when made are slow, cautious, even hesitant, and always done according a process specific to the situation. To manage this work MSFC must balance these and other tensions. Some things we have relatively little control over, such as budget. These we try to handle by structural techniques. For example by insisting all of our people work on multiple projects simultaneously we inherently have diversification of funding for all of our people. In many cases we explicitly use some elements of tension to be productive. For example the need for the scientists to constantly publish is motivation to keep tasks short and to the immediate point. As another example, the DSS agency and it personnel are treated as integral to the effort at every step. Thus, their ways of doing things, their problems and their assets become part of the solution. MSFC also manages the Applied Science work' within a strategic framework.' First, the scientists are necessarily at the core of all of this work as well as all of the work within the larger' organization. We therefore strive to keep a roughly 50-50 balance between the work done on tasks funded directly by the research side of NASA's Science Mission Directorate and funding from the applied side. Done at both the organization level and the level of the individual, this keeps the scientist both happy and productive over the long term. We also try diligently to remove as much burden from the scientist as practical by employing people such as the authors and others to do tasks not requiring; scientific knowledge. We also have designed our effort to take full use of external partners. We actively seek and support, including fund, people from multiple organizations to join us as committed collaborators. In this we use today's money and today's problem to help us diversify and strengthen for tomorrow. MSFC also considers the Applied Science work holistically. Each element is viewed as a step in a larger process. At a management level we can chose to emphasize or encourage certain areas which service long term goals. Thus, if we think work in a particular area should be developed, we can start with the smaller, less costly elements and grow.

Rickman, Doug↗

NASA NTRS2013

A System for Measuring the Sway of the Vehicle Assembly Building

A system was developed to measure the sway of the Vehicle Assembly Building (VAB) at Kennedy Space Center. This system was installed in the VAB and gathered more than one total year of data. The building movement was correlated with measurements provided by three wind towers in order to determine the maximum deflection of the building during high-wind events. The VAB owners were in the process of obtaining new platforms for use in assembling very tall rockets when analysis of the VAB showed that a high wind could move the building sufficiently that an upper platform might impact a rocket. The problem arises because safety requires a relatively small gap between the platform and the rocket, while a large enough gap is needed to ensure that stacking tolerances prevent contact between the rocket and the platform. This only leaves an inch or two (approximately 2 to 5 cm) of total clearance, so when the analysis showed that more than a couple of inches of motion could occur in a high wind, there was a potential for damaging the rocket. The KSC Applied Physics Laboratory was asked to install a system in the VAB that could measure the motion of the building in high winds to determine the actual building sway. The motion of the VAB roof under wind load was measured optically, and under analysis, it was determined that a relatively large-aperture optical system would be required to reduce diffraction effects to less than a small fraction of an inch (approximately mm) at a distance of 500 ft (≈150 m). A 10-in. (approximately 250 mm) telescope was placed on the floor of the building, looking at the ceiling. On the ceiling, a flat plate with three white LEDs was mounted in an "L" shape, such that the telescope was essentially looking at three stars. Software was written to track the motion of these three points using an image processing system. This provided a better than 1/10-in. (approximately 2.5-mm) 2D measurement faster than once a second. Data was downloaded once a month for comparison with the wind tower data. The system was fully operational and provided enough data to show that the VAB will only move 1 in. (approximately 2.5 cm) at the ceiling under 70-knot winds. Adjustable platforms are not required.

Youngquist, Robert↗

NASA NTRS1991

Transparent process migration: Design alternatives and the Sprite implementation

The Sprite operating system allows executing processes to be moved between hosts at any time. We use this process migration mechanism to offload work onto idle machines, and also to evict migrated processes when idle workstations are reclaimed by their owners. Sprite's migration mechanism provides a high degree of transparency both for migrated processes and for users. Idle machines are identified, and eviction is invoked, automatically by daemon processes. On Sprite it takes up to a few hundred milliseconds on SPARCstation 1 workstations to perform a remote exec, while evictions typically occur in a few seconds. The pmake program uses remote invocation to invoke tasks concurrently. Compilations commonly obtain speedup factors in the range of three to six; they are limited primarily by contention for centralized resources such as file servers. CPU-bound tasks such as simulations can make more effective use of idle hosts, obtaining as much as eight-fold speedup over a period of hours. Process migration has been in regular service for over two years.

Douglis, Fred↗

NASA NTRS2015

Collision Avoidance Short Course: Conjunction Assessment Risk Analysis - NASA Robotic CARA: Theory - Part I:

Satellite conjunction assessment is perhaps the fastest growing area in space situational awareness and protection with military, civil and commercial satellite owner-operators embracing more and more sophisticated processes to avoid the avoidable - namely collisions between high value space assets and orbital debris. NASA and Centre National d'Etudes Spatiales (CNES) have collaborated to offer an introductory short course on all the major aspects of the conjunctions assessment problem. This half-day course will cover satellite conjunction dynamics and theory. Joint Space Operations Center (JsPOC) conjunction data products, major risk assessment parameters and plots, conjunction remediation decision support, and present and future challenges. This briefing represents the NASA portion of the course.

Conjunction↗

NASA NTRS2017

Collision Avoidance Short Course Part I: Theory

Satellite conjunction assessment is perhaps the fastest-growing area in space situational awareness and protection, with military, civil, and commercial satellite owner operators embracing more and more sophisticated processes to avoid the avoidable namely collisions between high-value space assets and orbital debris. NASA and CNES have collaborated to offer an introductory short course on all the major aspects of the conjunction assessment problem. This half-day course will cover satellite conjunction dynamics and theory, JSpOC conjunction data products, major risk assessment parameters and plots, conjunction remediation decision support, and present and future challenges. This briefing represents the NASA portion of the course.

conjunction assessment↗

NASA NTRS2017

Collision Avoidance "Short Course" Part III: CA Role in Changing Space Flight Environment

conjunction assessment↗

NASA NTRS2011

Assessment of Uncertainty-Based Screening Volumes for NASA Robotic LEO and GEO Conjunction Risk Assessment

Conjunction Assessment operations require screening assets against the space object catalog by placing a pre-determined spatial volume around each asset and predicting when another object will violate that volume. The selection of the screening volume used for each spacecraft is a trade-off between observing all conjunction events that may pose a potential risk to the primary spacecraft and the ability to analyze those predicted events. If the screening volumes are larger, then more conjunctions can be observed and therefore the probability of a missed detection of a high risk conjunction event is small; however, the amount of data which needs to be analyzed increases. This paper characterizes the sensitivity of screening volume size to capturing typical orbit uncertainties and the expected number of conjunction events observed. These sensitivities are quantified in the form of a trade space that allows for selection of appropriate screen-ing volumes to fit the desired concept of operations, system limitations, and tolerable analyst workloads. This analysis will specifically highlight the screening volume determination and selection process for use in the NASA Conjunction Assessment Risk Analysis process but will also provide a general framework for other Owner / Operators faced with similar decisions.

Narvet, Steven W.↗

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 NTRS2018

Software System for the Mars 2020 Mission Sampling and Caching Testbeds

The development of the Sampling and Caching Subsystem (SCS) of the Mars 2020 Rover Mission is highly dependent on testing of prototype hardware and software operating in explicit conditions as part of integrated testbeds. To achieve relevant integration of hardware and software while maintaining rapid algorithm development capabilities and high testing throughput, the Controls and Autonomy for Sample Acquisition and Handling (CASAH) software system was developed. CASAH is an implementation of the Intelligent Robotics System Architecture (IRSA),which mimics JPL Flight Software (FSW) in that it is divided into hierarchical modules that run separate processes that communicate via message passing, each module is assigned an owner that is a single developer, and the operator initiates requests via a text-based interface that interprets sequences of commands.IRSA enables a modular breakdown of CASAH that follows that of 2020 Flight Software,so developers can take an algorithm from a module in CASAH and re-code it into the same module in FSW. As deployment of CASAH has grown to ten testbeds - each with different hardware and objectives - bottom-up design decisions have been intentionally made to keep the system lightweight and maintainable by a very small team. To date, CASAH has been used to run 1393 different tests. This work describes CASAH, the testbeds and functionality it supports, the tools used to manage the development and sharing of code, and the features of the software. Lessons learned over the past three years of development and deployment are provided.

Vieira, Peter↗

NASA NTRS2013

Guidance on the Stand Down, Mothball, and Reactivation of Ground Test Facilities

The development of aerospace and aeronautics products typically requires three distinct types of testing resources across research, development, test, and evaluation: experimental ground testing, computational "testing" and development, and flight testing. Over the last twenty plus years, computational methods have replaced some physical experiments and this trend is continuing. The result is decreased utilization of ground test capabilities and, along with market forces, industry consolidation, and other factors, has resulted in the stand down and oftentimes closure of many ground test facilities. Ground test capabilities are (and very likely will continue to be for many years) required to verify computational results and to provide information for regimes where computational methods remain immature. Ground test capabilities are very costly to build and to maintain, so once constructed and operational it may be desirable to retain access to those capabilities even if not currently needed. One means of doing this while reducing ongoing sustainment costs is to stand down the facility into a "mothball" status - keeping it alive to bring it back when needed. Both NASA and the US Department of Defense have policies to accomplish the mothball of a facility, but with little detail. This paper offers a generic process to follow that can be tailored based on the needs of the owner and the applicable facility.

Volkman, Gregrey T.↗

NASA NTRS1993

Distributed computing feasibility in a non-dedicated homogeneous distributed system

The low cost and availability of clusters of workstations have lead researchers to re-explore distributed computing using independent workstations. This approach may provide better cost/performance than tightly coupled multiprocessors. In practice, this approach often utilizes wasted cycles to run parallel jobs. The feasibility of such a non-dedicated parallel processing environment assuming workstation processes have preemptive priority over parallel tasks is addressed. An analytical model is developed to predict parallel job response times. Our model provides insight into how significantly workstation owner interference degrades parallel program performance. A new term task ratio, which relates the parallel task demand to the mean service demand of nonparallel workstation processes, is introduced. It was proposed that task ratio is a useful metric for determining how large the demand of a parallel applications must be in order to make efficient use of a non-dedicated distributed system.

Leutenegger, Scott T.↗

NASA NTRS2016

Earthdata Search Client: Usability Review Process, Results, and Implemented Changes, Using Earthdata Search Client as a Case Study

User experience and visual design are greatly improved when usability testing is performed on a periodic basis. Design decisions should be tested by real users so that application owners can understand the effectiveness of each decision and identify areas for improvement. It is important that applications be tested not just once, but as a part of a continuing process that looks to build upon previous tests. NASA's Earthdata Search Client has undergone a usability study to ensure its users' needs are being met and that users understand how to use the tool efficiently and effectively. This poster will highlight the process followed for usability study, the results of the study, and what has been implemented in light of the results to improve the application's interface.

design↗

NASA NTRS2002

Managing Risk for Cassini During Mission Operations and Data Analysis (MOandDA)

A Risk Management Process has been tailored for Cassini that not only satisfies the requirements of NASA and JPL, but also allows the Program to proactively identify and assess risks that threaten mission objectives. Cassini Risk Management is a team effort that involves both management and engineering staff. The process is managed and facilitated by the Mission Assurance Manager (MAM), but requires regular interactions with Program Staff and team members to instill the risk management philosophy into the day to day mission operations. While Risk Management is well defined for projects in the development phase, it is a relatively new concept for Mission Operations. The Cassini team has embraced this process and has begun using it in an effective, proactive manner, to ensure mission success. It is hoped that the Cassini Risk Management Process will form the basis by which risk management is conducted during MO&DA on future projects. proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working put into place will become visible and will be illusmted in future papers.

risk management↗

NASA NTRS2018

USA Space Debris Environment, Operations, and Research Updates

Space Missions in 2017 Earth Satellite Population Collision Avoidance Maneuvers Post mission Disposal of U.S.A. Spacecraft Space Situational Awareness (SSA) and the Space Debris Sensor (SDS) A total of 86 space launches placed more than 400 spacecraft into Earth orbits during 2017, following the trend of increase over the past decade NASA has established conjunction assessment processes for its human spaceflight and uncrewed spacecraft to avoid accidental collisions with objects tracked by the U.S. Space Surveillance Network - NASA also assists other U.S. government spacecraft owners with conjunction assessments and subsequent maneuvers The ISS has conducted 25 debris collision avoidance maneuvers since 1999 - None in 2016-2017, but an ISS visiting vehicle had one collision avoidance maneuver in 2017 During 2017 NASA executed or assisted in the execution of 21 collision avoidance maneuvers by uncrewed spacecraft - Four maneuvers were conducted to avoid debris from Fengyun-1C - Two maneuvers were conducted to avoid debris from the collision of Cosmos 2251 and Iridium 33 - One maneuver was conducted to avoid the ISS NASA has established conjunction assessment processes for its human spaceflight and uncrewed spacecraft to avoid accidental collisions with objects tracked by the U.S. Space Surveillance Network - NASA also assists other U.S. government spacecraft owners with conjunction assessments and subsequent maneuvers The ISS has conducted 25 debris collision avoidance maneuvers since 1999 - None in 2016-2017, but an ISS visiting vehicle had one collision avoidance maneuver in 2017 During 2017 NASA executed or assisted in the execution of 21 collision avoidance maneuvers by uncrewed spacecraft - Four maneuvers were conducted to avoid debris from Fengyun-1C - Two maneuvers were conducted to avoid debris from the collision of Cosmos 2251 and Iridium 33 The 2014-15 NASA Engineering and Safety Center (NESC) study on the micrometeoroid and orbital debris (MMOD) assessment for the Joint Polar Satellite System (JPSS) provided the following findings - Millimeter-sized orbital debris pose the highest penetration risk to most operational spacecraft in LEO - The most effective means to collect direct measurement data on millimetersized debris above 600 km altitude is to conduct in situ measurements - There is currently no in situ data on such small debris above 600 km altitude Since the orbital debris population follows a power-law size distribution, there are many more millimeter-sized debris than the large tracked objects - Current conjunction assessments and collision avoidance maneuvers against the tracked objects (which are typically 10 cm and larger) only address a small fraction (<1%) of the mission-ending risk from orbital debris To address the millimeter-sized debris data gap above 600 km, NASA has recently developed an innovative in situ measurement instrument - the Space Debris Sensor (SDS) - One maneuver was conducted to avoid the ISS

Liou, J.-C.↗