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At least 19 records
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NASA NTRS2024

Evolution of NASA’s Nuclear Flight Safety Program to Infuse Risk Leadership and Assurance Framework Concepts

In recent years, the United States (U.S.) Government has issued several new National policies that fundamentally change the approach to nuclear flight safety for aerospace applications, including the complete revision of the Federal policy for handling launch of spacecraft containing space nuclear systems. In response, the National Aeronautics and Space Administration (NASA) is updating its nuclear flight safety program while still maintaining consistency with other Federal policies, international conventions, and NASA’s own policies. To achieve this evolution, NASA is factoring in an objectives-driven and assurance case mindset to develop a risk-informed and performance-based program. NASA and others have successfully applied this mindset in other disciplines and contexts and it is being pursued here via broad cooperation within NASA and with external stakeholders. This paper will briefly describe how the NASA nuclear flight safety program is evolving to meet these changing needs.

Matthew J. Forsbacka↗
NASA NTRS2024

NASA Risk Management Handbook: Version 2.0, Part 2

The purpose of this handbook is to provide an in-depth reference for the practice of risk management in NASA, updating the guidance offered in its original version, NASA/SP-2011-3422 (November 2011), and closely aligning the updated guidance with the current NASA Procedural Requirements for Agency Risk Management, NPR 8000.4, and the parent NASA Policy Directive for NASA Governance and Strategic Management, NPD 1000.0 (January 2020). NPD 1000.0 introduces with emphasis the concept of “Risk Leadership,” making it a fundamental tenet and pillar of the risk management culture that it advocates for the Agency. NPR 8000.4 applies this concept and establishes Risk Management (RM) requirements for the Agency as an integrated enterprise, as well as the RM requirements for portfolio elements within the enterprise. Such elements include the various programs and projects that contribute to the Agency’s objectives and the various institutional activities carried out by entities that contribute to mission support. The present version of the handbook also emphasizes the integration of risk management processes across activity and project life cycles and their coordination and interaction with day-to-day programmatic and organizational functions. Areas of application of risk assessment and management that were not covered with specific guidance in the preceding version are addressed in this version with in-depth examples. The handbook is structured into two parts, whose chapters are in turn organized in a sequential order intended to facilitate a gradual and progressive introduction of the reader to risk management principles and practices. Part 1 of the handbook is dedicated to the introduction of the basic foundations of the NASA integrated risk management framework, the related fundamental risk concepts, the description of the risk management and decision processes that are to be implemented within the framework, the discussion of the risk assessment techniques that should be utilized in support of such processes, and the management and organizational interactions and interfaces that should be enabled to implement an effective integration of risk management activities within the Agency. Part 2 provides self-contained, end-to-end examples of application of the processes and techniques introduced in Part 1, in the context of both programmatic (i.e., project and/or mission related) and institutional activities.

Risk Leadership↗
NASA NTRS2024

NASA Risk Management Handbook: Version 2.0, Part 1

The purpose of this handbook is to provide an in-depth reference for the practice of risk management in NASA, updating the guidance offered in its original version, NASA/SP-2011-3422 (November 2011), and closely aligning the updated guidance with the current NASA Procedural Requirements for Agency Risk Management, NPR 8000.4, and the parent NASA Policy Directive for NASA Governance and Strategic Management, NPD 1000.0. NPD 1000.0 introduces with emphasis the concept of “Risk Leadership,” making it a fundamental tenet and pillar of the risk management culture that it advocates for the Agency. NPR 8000.4 applies this concept and establishes Risk Management (RM) requirements for the Agency as an integrated enterprise, as well as the RM requirements for portfolio elements within the enterprise. Such elements include the various programs and projects that contribute to the Agency’s objectives and the various institutional activities carried out by entities that contribute to mission support. The present version of the handbook also emphasizes the integration of risk management processes across activity and project life cycles and their coordination and interaction with day-to-day programmatic and organizational functions. Areas of application of risk assessment and management that were not covered with specific guidance in the preceding version are addressed in this version with in-depth examples. The handbook is structured into two parts, whose chapters are in turn organized in a sequential order intended to facilitate a gradual and progressive introduction of the reader to risk management principles and practices. Part 1 of the handbook is dedicated to the introduction of the basic foundations of the NASA integrated risk management framework, the related fundamental risk concepts, the description of the risk management and decision processes that are to be implemented within the framework, the discussion of the risk assessment techniques that should be utilized in support of such processes, and the management and organizational interactions and interfaces that should be enabled to implement an effective integration of risk management activities within the Agency. Part 2 provides self-contained, end-to-end examples of application of the processes and techniques introduced in Part 1, in the context of both programmatic (i.e., project and/or mission related) and institutional activities.

Uncertainty↗
NASA NTRSDate not supplied

Implementing an Objectives-Driven, Risk-Informed, and Case-Assured Approach to Safety and Mission Success at NASA

NASA is developing a “Standard for Assurance of Space Flight Safety and Mission Success” that implements an objectives-driven, risk-informed, and case-assured approach to safety and mission success (S&MS) for NASA space flight programs and projects. The standard aligns with the philosophy of risk leadership that has recently been established in NASA policy to assure acceptable levels of flight crew safety and mission success risk. It is consistent with existing NASA risk management requirements and is compatible with NASA program management and systems engineering requirements. The methodology described in the standard is presented in terms of an S&MS assurance framework that is designed to allow substantial flexibility in the specific means by which programs and projects achieve acceptable mission S&MS risk. Such flexibility is necessary to accommodate the increasingly broad range of acquisition strategies employed by NASA, including commercial transportation services, as well as to accommodate the increasingly rapid evolution of space flight-related technologies and practices. A key feature of the S&MS assurance framework is the specification of S&MS success criteria for each life-cycle review (LCR). The S&MS assurance case is structured around these criteria, the satisfaction of which indicates that the program/project is adhering to the S&MS risk posture. This enables the evolving S&MS assurance case to be used as a fundamental program/project submittal at each LCR, where its inherent structure of argument, supported by evidence, directly supports the evaluation of the program/project with respect to the S&MS success criteria, and by extension, the S&MS risk posture. As such, the S&MS assurance case is integral to program/project systems engineering, risk management, and S&MS oversight activities, and provides the principal basis for S&MS risk acceptance by the Decision Authority throughout the program/project life cycle.

Risk Posture↗
DOE OSTI2024

Implementing an Objectives-Driven, Risk-Informed, and Case-Assured Approach to Safety and Mission Success at NASA

NASA is developing a “Standard for Assurance of Space Flight Safety and Mission Success” that implements an objectives-driven, risk-informed, and case-assured approach to safety and mission success (S&MS) for NASA space flight programs and projects. The standard aligns with the philosophy of risk leadership that has recently been established in NASA policy to assure acceptable levels of flight crew safety and mission success risk. It is consistent with existing NASA risk management requirements and is compatible with NASA program management and systems engineering requirements. The methodology described in the standard is presented in terms of an S&MS assurance framework that is designed to allow substantial flexibility in the specific means by which programs and projects achieve acceptable mission S&MS risk. Such flexibility is necessary to accommodate the increasingly broad range of acquisition strategies employed by NASA, including commercial transportation services, as well as to accommodate the increasingly rapid evolution of space flight-related technologies and practices. A key feature of the S&MS assurance framework is the specification of S&MS success criteria for each life-cycle review (LCR). The S&MS assurance case is structured around these criteria, the satisfaction of which indicates that the program/project is adhering to the S&MS risk posture. This enables the evolving S&MS assurance case to be used as a fundamental program/project submittal at each LCR, where its inherent structure of argument, supported by evidence, directly supports the evaluation of the program/project with respect to the S&MS success criteria, and by extension, the S&MS risk posture. As such, the S&MS assurance case is integral to program/project systems engineering, risk management, and S&MS oversight activities, and provides the principal basis for S&MS risk acceptance by the Decision Authority throughout the program/project life cycle.

42 ENGINEERING↗
DOE OSTI2023

Smart manufacturing maturity models and their applicability: a review

The purpose of this paper is to review existing smart manufacturing (SM) maturity models' dimensions and maturity levels to assess their applicability and drawbacks. There are many maturity models available but many of them have not been validated or do not provide a useful guide or tool for applications. This gap creates the need for a review of the existing maturity model's applicability. Nineteen peer-reviewed maturity models related to “Digital Transformation,” “Industry 4.0” or “Smart Manufacturing” were selected based on a systematic literature review and five consulting firm models were selected based on the author's industry knowledge. The chosen models were analyzed to determine 10 categories of dimensions. Then they are assessed on a 1–5 scale for how applicable they are in the 10 categories of dimensions. The five “consulting firm” models have a first-mover advantage, are more widely used in industry and are more applicable, but some require payment, and they lack published details and validation. The 19 “peer reviewed” models are not as widely used, lack awareness in the industry and are not as easy to apply because of no web tool for self-assessment, but they are improving. The categories defined to characterize the models and facilitate comparisons for users include “Information Technology (IT) and Cyber-Physical System (CPS) and Data,” “Strategy and Organization,” “Supply Chain and Logistics,” “Products and Services,” “Culture and Employees,” “Technology and Capabilities,” “Customer and Market,” “Cybersecurity and Risk,” “Leadership and Management” and “Governance and Compliance.” The analyzed maturity models were particularly weak in the areas of cybersecurity, leadership and governance. Researchers and practitioners can use this review with consideration of their specific needs to determine if a maturity model is applicable or if a new model needs to be developed. The review can also aid in the development of maturity models through the discussion of each of the dimension categories. Finally, compared to existing reviews of SM maturity models, this research determines comprehensive dimension categories and focuses on applicability and drawbacks.

42 ENGINEERING↗
NASA NTRS2011

NASA's Risk Management System

Leadership is key to success. Phased-approach for implementation of risk management is necessary. Risk management system will be simple, accessible and promote communication of information to all relevant stakeholders for optimal resource allocation and risk mitigation. Risk management should be used by all team members to manage risks -- risk office personnel. Each group is assigned Risk Integrators who are facilitators for effective risk management. Risks will be managed at the lowest-level feasible, elevate only those risks that require coordination or management from above. Risk reporting and communication is an essential element of risk management and will combine both qualitative and quantitative elements. Risk informed decision making should be introduced to all levels of management. Provide necessary checks and balances to insure that risks are caught/identified and dealt with in a timely manner. Many supporting tools, processes & training must be deployed for effective risk management implementation. Process improvement must be included in the risk processes.

Perera, Jeevan S.↗
NASA NTRS2012

Communicating the Threat of a Tropical Cyclone to the Eastern Range

The 45th Weather Squadron (45 WS) has developed a tool to help visualize the Wind Speed Probability product from the National Hurricane Center (NHC) and to help communicate that information to space launch customers and decision makers at the 45th Space Wing (45 SW) and Kennedy Space Center (KSC) located in east central Florida. This paper reviews previous work and presents the new visualization tool, including initial feedback as well as the pros and cons. The NHC began issuing their Wind Speed Probability product for tropical cyclones publicly in 2006. The 45 WS uses this product to provide a threat assessment to 45 SW and KSC leadership for risk evaluations with an approaching tropical cyclone. Although the wind speed probabilities convey the uncertainty of a tropical cyclone well, communicating this information to customers is a challenge. The 45 WS continually strives to provide the wind speed probability information to customers in a context which clearly communicates the threat of a tropical cyclone. First, an intern from the Florida Institute of Technology (FIT) Atmospheric Sciences department, sponsored by Scitor Corporation, independently evaluated the NHC wind speed probability product. This work was later extended into a M.S. thesis at FIT, partially funded by Scitor Corporation and KSC. A second thesis at FIT further extended the evaluation partially funded by KSC. Using this analysis, the 45 WS categorized the probabilities into five probability interpretation categories: Very Low, Low, Moderate, High, and Very High. These probability interpretation categories convert the forecast probability and forecast interval into easily understood categories that are consistent across all ranges of probabilities and forecast intervals. As a follow-on project, KSC funded a summer intern to evaluate the human factors of the probability interpretation categories, which ultimately refined some of the thresholds. The 45 WS created a visualization tool to express the timing and risk for multiple locations in a single graphic. Preliminary results on an on-going project by FIT will be included in this paper. This project is developing a new method of assigning the probability interpretation categories and updating the evaluation of the performance of the NHC wind speed probability analysis.

Winters, Katherine A.↗
NASA NTRSDate not supplied

Outcomes of a Mini Technical Interchange Meeting Concerning the Risk of Cardiovascular Disease from Exposure to Space Radiation

The NASA Human Research Program’s (HRP) Space Radiation Element (SRE) funds research to characterize and mitigate adverse health outcomes from exposure to space radiation to enable deep space exploration and sustained human presence in space. Damage to the cardiovascular system has been observed after exposure to clinically relevant doses of ionizing radiation. However, an association between lower radiation doses and cardiovascular disease (CVD) remains controversial, and questions pertaining to dose thresholds, radiation quality and dose-rate effects, and gaps in characterizing the mechanisms and major pathways of CVD remain. To solicit new ideas for characterizing and mitigating this risk, the SRE is organizing a series of miniature technical interchange meeting (Tiny-TIM) that provide a venue for HRP-funded investigators and thought leaders to present ongoing work and engage in open discussion on relevant topics. The initial Tiny-TIM: Upping the Ante on Characterizing and Mitigating Cardiovascular Disease Risk from Space Radiation Exposure, held at the NASA HRP Investigators’ Workshop (IWS) earlier this year, consisted of two 90-minute sessions; the first focused on current knowledge of CVD risk from space radiation exposure, and the second focused on innovative ideas, and newer approaches and techniques to accelerate research. The second session was followed by an open, spirited discussion amongst peers on the current issues impeding the characterization of CVD risk. SRE leadership facilitated the discussion using a set of pressing questions and gaps in knowledge that need to be addressed by the scientific community. This poster presents the outcomes of the Tiny-TIM, along with proposed future workshops and the SRE’s other initiatives.

Janapriya Saha↗
DOE OSTI2024

Enhancing Nuclear and Radiological Security in Polarized Times: Safeguarding Against Extremist Insider Threats

Domestic violent extremism has been on the rise in recent years, fueled by growing political polarization, the COVID-19 pandemic, and the spread of misinformation online. This concerning trend raises an important question: has this increase in extremist violence manifested in more incidents involving radioactive or nuclear (RN) materials and a corresponding security concern? To explore this question, we analyzed existing data on events involving chemical, biological, radiological, or nuclear materials over time. Specifically, we examined the rate of RN-related incidents, the targets of these events, and the ideologies motivating the perpetrators by using the Violent Non-State Actor Chemical, Biological, Radiological, and Nuclear Event Database from the National Consortium for the Study of Terrorism and Responses to Terrorism. Our analysis aimed to determine whether the broader rise of violent extremism has translated to an elevated risk of attacks involving RN materials. Results of the analysis revealed that there was no clear increase in events involving RN material in the dataset. However, given the rarity of these events, this conclusion does not indicate that such a trend might not appear in coming years if violent extremism continues to rise. To address the potential risk presented by violent extremism, in addition to quantifying the frequency of RN events, we also reviewed traits that could make organizations more susceptible to insider threats from radicalized employees. Focusing on the literature around counterproductive workplace behavior, we identified organizational characteristics that might increase the risk of malicious acts committed by radicalized insiders. These risk factors include abusive leadership, situational constraints, and organizational injustice. Finally, using these organizational risk characteristics, we discuss interventions that organizations with RN material can take to reduce their risk of attacks stemming from violent extremism while still protecting individual rights to privacy and civil liberties. Overall, this article provides an overview of the intersections between rising domestic extremism, insider threats, and risks posed by RN materials. We present current data on trends and patterns in this space as well as practical guidance for organizational resilience.

98 NUCLEAR DISARMAMENT, SAFEGUARDS, AND PHYSICAL P↗
NASA NTRS2007

Situational Leadership in Air Traffic Control

In high-risk environments such as air traffic control, leadership on different levels plays a certain role in establishing, promoting, and maintaining a good safety culture. The current study aimed to investigate how leadership styles, leadership style adaptability, and over and under task leadership behavior differed across situations, operative conditions, leadership structures, and working tasks in an air traffic control setting. Study locations were two air traffic control centers in Sweden with different operational conditions and leadership structures, and an administrative air traffic management unit. Leadership was measured with a questionnaire based on Leader Effectiveness and Adaptability Description (LEAD; Blanchard, Zigarmi & Zigarmi, 2003; Hersey & Blanchard, 1988). The results showed that the situation had strong impact on the leadership in which the leadership behavior was more relationship oriented in Success and Group situations than in Hardship and Individual situations. The leadership adaptability was further superior in Success and Individual situations compared with Hardship and Group situations. Operational conditions, leadership structures and working tasks were, on the other hand, not associated with leadership behavior.

Arvidsson, Marcus↗
DOE OSTI2020

Development of Employee Health Services Scorecards and Dashboards for Sandia National Laboratories (SAND2020-2243 J)

The mission of Employee Health Services (EHS) at Sandia National Laboratories is to positively and efficiently impact the health of Sandia through patient-centered, cost-effective, community-connected care in support of its mission and people. We strive to continuously improve the delivery of health and wellness services. For the past few years, we have modeled our health programs around findings from the 2010 World Economics Forum (WEF): there are 8 top health risks and behaviors that drive 15 chronic conditions which account for 80% of the total health-care costs for all chronic illness worldwide. The WEF goes on to state that information and innovation are the keys to prevention, and EHS has decided to take a strong stand in both categories by utilizing health scorecards and department dashboards to visualize and share metrics with Sandia Leadership to foster improvements in employee wellness and optimize wellness offerings. Finally, these 2 types of information-sharing tools allow us to track the dollars spent and saved on our wellness programs, and show leadership where there is risk, where there is progress, and where there is need by providing current data that gives monthly, quarterly, and yearly feedback.

60 APPLIED LIFE SCIENCES↗
NASA NTRS2020

NASA Risk Management: Speaking the Format of Risk

NASA's Risk Management Program is designed to communicate risk at all levels of the Agency. This presentation serves as an introduction to NASA Risk Management principles and risk-informed decision making. The contents of this presentation are intended to familiarize attendees of NASA's Quality Leadership Forum with how to incorporate risk communication into their practices.

Dacko, Taylor↗
NASA NTRSDate not supplied

Sustaining NASA-Invented Thermal Protection System Materials for Future Missions

TPS is needed for NASA and many emerging commercial space missions and is dependent on an industrial base for future availability. Supply chains are dynamic and global. Change to constituent availability, after the fact, can impact missions. In addition to external vendor capability, NASA needs to maintain the in-house expertise and use SMEs to engage industry to assess the risk of atrophy on a constant basis and propose risk mitigation options to the Leadership as needed.

Matt Gasch↗
NASA NTRSDate not supplied

Managing HRP’S External Deliverables: The Process and the Customers

The Human Research Program’s (HRP) external deliverables (EDs) are the final outcomes of the research that the HRP Elements develop and execute. Four categories of HRP EDs exist: standards, requirements, countermeasures, and tools/technology. The NASA Human Health and Performance directorate’s primary stakeholders, i.e., the customers for the EDs, include the Office of the Chief Health and Medical Officer (OCHMO) (Standards Team, Chief Health and Performance Officers and Chief Medical Officers, Human System Risk Board), and the agency’s System Capability Leadership Teams. The EDs may address the need of a specific customer, a specific design reference mission, or a vehicle lifecycle milestone. HRP’s Maturation and Integration Office External Programs facilitates the process of delivering the EDs to the targeted customers according to the customer’s expectations. This presentation describes this coordinated process and provides an overview of the nature of different types of EDs and how they impact the customers’ products. Successful transfer of the EDs to the customers will help mitigate the health and performance risks that crewmembers will face during NASA’s future exploration missions.

HRP research external deliverables↗
NASA NTRSDate not supplied

Managing HRP's External Deliverables: The Process and the Customers

The Human Research Program’s (HRP) external deliverables (EDs) are the final outcomes of the research that the HRP Elements develop and execute. The NASA Human Health and Performance directorate’s primary stakeholders, i.e., the customers for the EDs, include the Office of the Chief Health and Medical Officer (OCHMO) (Standards Team, Chief Health and Performance Officers and Chief Medical Officers, Human System Risk Board), and the agency’s System Capability Leadership Teams. The EDs may address the need of a specific customer, a specific design reference mission, or a vehicle lifecycle milestone. HRP’s Maturation and Integration Office External Programs facilitates the process of delivering the EDs to the targeted customers according to the customer’s expectations. This presentation describes this coordinated process and provides an overview of the nature of different types of EDs and how they impact the customers’ products. Successful transfer of the EDs to the customers will help mitigate the health and performance risks that crewmembers will face during NASA’s future exploration missions.

research↗
NASA NTRS2013

UV/Visible Telescope with Hubble Disposal

Submission Overview: Our primary objective is to convey a sense of the significant advances possible in astrophysics investigations for major Cosmic Origins COR program goals with a 2.4m telescope asset outfitted with one or more advanced UV visible instruments. Several compelling science objectives were identified based on community meetings these science objectives drove the conceptual design of instruments studied by the COR Program Office during July September 2012. This RFI submission encapsulates the results of that study, and suggests that a more detailed look into the instrument suite should be conducted to prove viability and affordability to support the demonstrated scientific value. This study was conducted in the context of a larger effort to consider the options available for a mission to dispose safely of Hubble hence, the overall architecture considered for the mission we studied for the 2.4m telescope asset included resource sharing. This mitigates combined cost and risk and provides naturally for a continued US leadership role in astrophysics with an advanced, general-purpose UV visible space telescope.

Benford, Dominic J.↗
NASA NTRS1985

Systems study for an Integrated Digital-Electric Aircraft (IDEA)

The results of the Integrated Digital/Electric Aircraft (IDEA) Study are presented. Airplanes with advanced systems were, defined and evaluated, as a means of identifying potential high payoff research tasks. A baseline airplane was defined for comparison, typical of a 1990's airplane with advanced active controls, propulsion, aerodynamics, and structures technology. Trade studies led to definition of an IDEA airplane, with extensive digital systems and electric secondary power distribution. This airplane showed an improvement of 3% in fuel use and 1.8% in DOC relative to the baseline configuration. An alternate configuration, an advanced technology turboprop, was also evaluated, with greater improvement supported by digital electric systems. Recommended research programs were defined for high risk, high payoff areas appropriate for implementation under NASA leadership.

Tagge, G. E.↗