SEARCH · Search NASA

Results for “Risk Leadership”

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 19 records

All sources NASA NTRS DOE OSTI

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↗

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↗

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↗

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.↗

NASA NTRS1999

Acceptance Testing of a Satellite SCADA Photovoltaic-Diesel Hybrid System

Savannah State University (SSU) and the Florida Solar Energy Center (FSEC) have been participating in the NASA Advanced Communications Technology Satellite (ACTS) program for the last five years. This program was designed by NASA to help maintain U.S. leadership in commercial space communications by funding high-risk research, and to flight-test next-generation digital satellite components. Launched in 1993, ACTS is an U.S. government funded technology test-bed that incorporates high power Ka-band transponders, small spot beams, and on-board digital storage and switching technology. Associated with the spacecraft, is a prototype satellite control center that supports various application experiments. The SSU/FSEC application experiment is to developing a Photovoltaic-Diesel Hybrid Power system complete with satellite Supervisory Control and Data Acquisition (SCADA). The hybrid system was design to demonstrate the feasibility of using SCADA to maintain and operate remote village power systems. This configuration would enable experts at a central location to provide technical assistance to local technicians while they acquire a measure of proficiency with the hybrid system operation and maintenance. Upon full mastery of the technology, similar SCADA arrangement are planned to remotely monitor and control constellation of hybrid systems scattered overlarge rural areas. Two Orion Energy APEX-1000 hybrid systems were delivered in 1998, one was installed at SSU in eastern Georgia and the other was installed at FSEC in Central Florida. The project was designed to: (1) evaluate the performance of ACTS in a SCADA arrangement, (2) monitor the health and performance of all major hybrid subsystems, (3) investigate load control and battery charging strategies to maximize battery capacity and lifetime, and (4) develop satellite communication protocol. Preliminary results indicate that the hybrid design is suitable for satellite Supervisory Control and Data Acquisition. A modification to the controller software has produced a robust communication link capable of real time control and long term data collection.

Kalu, Alex↗

NASA NTRS2007

Recovery of Space Shuttle Columbia and Return to Flight of Space Shuttle Discovery

NASA has come a long way in our journey to reduce the risks of operating the Spse Shuttle system. The External Tank bipod Thermal Protection System has been redesigned to eliminate the proximate cause of the Columbia accident. In all areas, we have applied the collective knowledge and capabilities of our Nation to comply with the Columbia Accident Investigation Board recommendations and to raise the bar beyond that. We have taken prudent technical action on potential threats to review and verify the material condition of all critical areas where failure could result in catastrophic loss of the crew and vehicle. We are satisfied that critical systems and elements should operate as intended-safely and reliably. While we will never eliminate all the risks from our human space flight programs, we have eliminated those we can and reduced, controlled, and/or mitigated others. The remaining identified risks will be evaluated for acceptance. Our risk reduction approach has its roots in the system safety engineering hierarchy for hazard abatement long employed in aerospace systems engineering. The components of the hierarchy are, in order of precedence, to: design/redesign; eliminate the hazard/risk; reduce the hazard/risk; and control the hazard/risk and/or mitigate the consequence of the remaining hazard/risk through warning devices, special procedures/capabilities, and/or training. This proven approach to risk reduction has been applied to potential hazards and risks in all critical areas of the Space Shuttle and has guided us through the technical challenges, failures, and successes present in return to flight endeavors. This approach provides the structured deliberation process required to verify and form the foundation for accepting any residual risk across the entire Space Shuttle Program by NASA leadership.

Rudolphi, Michael U.↗

NASA NTRS2014

MAVEN Information Security Governance, Risk Management, and Compliance (GRC): Lessons Learned

As the first interplanetary mission managed by the NASA Goddard Space Flight Center, the Mars Atmosphere and Volatile EvolutioN (MAVEN) had three IT security goals for its ground system: COMPLIANCE, (IT) RISK REDUCTION, and COST REDUCTION. In a multiorganizational environment in which government, industry and academia work together in support of the ground system and mission operations, information security governance, risk management, and compliance (GRC) becomes a challenge as each component of the ground system has and follows its own set of IT security requirements. These requirements are not necessarily the same or even similar to each other's, making the auditing of the ground system security a challenging feat. A combination of standards-based information security management based on the National Institute of Standards and Technology (NIST) Risk Management Framework (RMF), due diligence by the Mission's leadership, and effective collaboration among all elements of the ground system enabled MAVEN to successfully meet NASA's requirements for IT security, and therefore meet Federal Information Security Management Act (FISMA) mandate on the Agency. Throughout the implementation of GRC on MAVEN during the early stages of the mission development, the Project faced many challenges some of which have been identified in this paper. The purpose of this paper is to document these challenges, and provide a brief analysis of the lessons MAVEN learned. The historical information documented herein, derived from an internal pre-launch lessons learned analysis, can be used by current and future missions and organizations implementing and auditing GRC.

FISMA↗

NASA NTRS2001

Managing Programmatic Risk for Complex Space System Developments

Risk management strategies have become a recent important research topic to many aerospace organizations as they prepare to develop the revolutionary complex space systems of the future. Future multi-disciplinary complex space systems will make it absolutely essential for organizations to practice a rigorous, comprehensive risk management process, emphasizing thorough systems engineering principles to succeed. Project managers must possess strong leadership skills to direct high quality, cross-disciplinary teams for successfully developing revolutionary space systems that are ever increasing in complexity. Proactive efforts to reduce or eliminate risk throughout a project's lifecycle ideally must be practiced by all technical members in the organization. This paper discusses some of the risk management perspectives that were collected from senior managers and project managers of aerospace and aeronautical organizations by the use of interviews and surveys. Some of the programmatic risks which drive the success or failure of projects are revealed. Key findings lead to a number of insights for organizations to consider for proactively approaching the risks which face current and future complex space systems projects.

Panetta, Peter V.↗