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NASA NTRS2013

Female and Male Interns and Their Mentors? Perception of Workforce Skill Development

Participants in this study were student interns and mentors taking part in the 2012, 10- week Langley Aerospace Research Student Scholars (LARSS) summer internship program in Hampton, Virginia. The study examined mentors and student interns' ratings of their preparedness in basic knowledge and skills. The study focused on three primary areas: 1) overall evaluation of knowledge and skills by mentors and interns; 2) male and female interns' perceptions of their own skills in these key areas; and 3) mentors' perceptions of their student interns' knowledge and skills in the same areas by gender. Overall mentors were more positive about their interns' improvement in 12 of 17 areas assessed than were the student interns. There were no significant gender differences in how mentors rated their male and female interns' abilities in these workforce skills, but there were four key areas where female interns rated their own abilities lower than did their male peers: analytical thinking, computational skills, computer skills and technical skills. Implications of these findings are discussed.

Hall, Cathy W.↗

NASA NTRS2013

US Rocket Propulsion Industrial Base Health Metrics

The number of active liquid rocket engine and solid rocket motor development programs has severely declined since the "space race" of the 1950s and 1960s center dot This downward trend has been exacerbated by the retirement of the Space Shuttle, transition from the Constellation Program to the Space launch System (SLS) and similar activity in DoD programs center dot In addition with consolidation in the industry, the rocket propulsion industrial base is under stress. To Improve the "health" of the RPIB, we need to understand - The current condition of the RPIB - How this compares to past history - The trend of RPIB health center dot This drives the need for a concise set of "metrics" - Analogous to the basic data a physician uses to determine the state of health of his patients - Easy to measure and collect - The trend is often more useful than the actual data point - Can be used to focus on problem areas and develop preventative measures The nation's capability to conceive, design, develop, manufacture, test, and support missions using liquid rocket engines and solid rocket motors that are critical to its national security, economic health and growth, and future scientific needs. center dot The RPIB encompasses US government, academic, and commercial (including industry primes and their supplier base) research, development, test, evaluation, and manufacturing capabilities and facilities. center dot The RPIB includes the skilled workforce, related intellectual property, engineering and support services, and supply chain operations and management. This definition touches the five main segments of the U.S. RPIB as categorized by the USG: defense, intelligence community, civil government, academia, and commercial sector. The nation's capability to conceive, design, develop, manufacture, test, and support missions using liquid rocket engines and solid rocket motors that are critical to its national security, economic health and growth, and future scientific needs. center dot The RPIB encompasses US government, academic, and commercial (including industry primes and their supplier base) research, development, test, evaluation, and manufacturing capabilities and facilities. center dot The RPIB includes the skilled workforce, related intellectual property, engineering and support services, and supply chain operations and management. This definition touches the five main segments of the U.S. RPIB as categorized by the USG: defense, intelligence community, civil government, academia, and commercial sector.

Doreswamy, Rajiv↗

NASA NTRS2018

Thermal Protection Systems Technology Transfer from Apollo and Space Shuttle to the Orion Program

This paper describes how the Orion program is utilizing the Thermal Protection System (TPS) experience from the Apollo and Space Shuttle programs to reduce program risk and improve affordability to meet NASA's future manned exploration missions. The Orion program successfully completed the Exploration Flight Test (EFT-1) mission in 2014 and is currently assembling, integrating, and testing the next spacecraft for the Exploration Mission (EM-1) to meet the flight test objectives of an unmanned orbital mission to the moon and return to earth in 2019. The Orion spacecraft production operations are located in the Neil Armstrong Operations and Checkout (O&C) facility at the Kennedy Space Center (KSC) providing an affordable and seamless delivery approach of vehicles directly to the launch site eliminating spacecraft transportation and additional checkout testing. Innovative vehicle design, manufacturing and test operations approaches are maturing and evolving with each Orion vehicle build to support the challenging NASA exploration mission requirements beyond Low Earth Orbit (LEO) while reducing program cost and schedule impacts. An example of Orion's evolution is the incorporation of an improved heat shield design, assembly and testing approach to meet the higher re-entry velocities for a lunar return for the EM-1 mission. The EFT- 1 heat shield was based on the Apollo heat shield manufacturing processes and was assembled at a supplier location and then transported to KSC for final integration. The EM-1 heat shield is now manufactured, assembled, tested, and installed into the spacecraft at the O&C facility reducing program cost and production schedules. The transition of the Space Shuttle TPS capabilities has enabled Orion to provide a human rated capsule design using proven materials and processes established over years of orbiter re-entry missions. The Orion Crew Module (CM) TPS configuration is derived from the Apollo CM approach utilizing improved materials and processes developed from the Space Shuttle program. The Orion EFT-1 heat shield utilized the Avcoat ablative material from Apollo which was injected into a honeycomb substrate and has been updated for EM-1 incorporating a block configuration bonded to a composite shell structure. This approach utilizes the proven Avcoat material for the heat shield ablator and is utilizing derived bonding and inspection methods and techniques from the Space Shuttle tile experience. The Orion back shell TPS configuration is based on Space Shuttle tile designs using proven tile materials and coatings. The Orion forward bay cover utilizes the high temperature tiles similar to the back shell tiles and low temperature blankets derived from the Space Shuttle program reducing weight impacts. Space Shuttle Multi-Layer Insulation (MLI) is installed in the Orion capsule to control the interior temperature environment providing a light weight design. These TPS design approaches have performed successfully on the Orion first flight test on EFT-1 and are incorporated in the configuration for the next flight test for EM-1. Completion of these two flight tests will certify the TPS for the Orion program for human rated exploration missions and has reduced the development cost to the Orion program. In addition to transitioning the Space Shuttle TPS design configurations to Orion, the supporting manufacturing infrastructure, manufacturing processes, and inspection methods are also incorporated into the Orion assembly operations at KSC. This has avoided significant startup schedule and costs impacts of new capabilities and development of support operations necessary to fabricate, install, inspect, and validate the TPS installations for the Orion spacecraft. The Thermal Protection System Facility (TPSF) which supported the Space Shuttle program provides the heat shield Avcoat blocks and the back shell AETB-8 tiles for Orion program. Extending the existing Space Shuttle TPS operations at KSC provides onsite support to the Orion spacecraft assembly operations. A significant benefit to the Orion program is the transition of the Space Shuttle technician work force at KSC. This highly skilled workforce was able to transition to the Orion program and immediately support the TPS installation operations. They brought with them the human rated manufacturing and assembly operations culture that was critical to the Space Shuttle success avoiding the retraining cost and schedule impacts of a new workforce to Orion. The technician skills certification program from the Space Shuttle was found to be compatible with the Lockheed Martin technician certification programs enabling a seamless training process utilizing process similarity avoiding the cost of retraining the work force to Orion standards. The existing workforce is certificated for multiple processes enabling reassignment of technicians to other tasks in the Orion AI&P operations reducing the overall touch labor manpower requirements. Additional benefits of using the Space Shuttle workforce is the incorporation of the lessons learned from Space Shuttle processes to improve the Orion TPS processes. This has resulted in a continuous evolution of TPS processes to improve the producibility and reduce the program cost for the TPS for the Orion program. Transitioning the Apollo and Space Shuttle TPS designs, processes, and technician workforce has been instrumental in enabling Orion to successfully meet the program challenges for NASA's exploration missions of the future.

Stewart, Michael↗

NASA NTRS2001

Shaping NASA's Earth Science Enterprise Workforce Development Initiative to Address Industry Needs

It has been well recognized that the commercial remote sensing industry will expand in new directions, resulting in new applications, thus requiring a larger, more skilled workforce to fill the new positions. In preparation for this change, NASA has initiated a Remote Sensing Professional Development Program to address the workforce needs of this emerging industry by partnering with the private sector, academia, relevant professional societies, and other R&D organizations. Workforce needs will in part include understanding current industry concerns, personnel competencies, current and future skills, growth rates, geographical distributions, certifications, and sources of pre-service and in-service personnel. Dave Rosage of the NASA Goddard Space Flight Center and a panel of MAPPS members will lead a discussion to help NASA specifically address private firms' near and long-term personnel needs to be included in NASA's Remote Sensing Professional Development Program. In addition, Dave Rosage will present perspectives on how remote sensing technologies are evolving, new NASA instruments being developed, and what future workforce skills are expected to support these new developments.

Rosage, David↗

NASA NTRS2010

Information Technology Research Services: Powerful Tools to Keep Up with a Rapidly Moving Field

Marty firms offer Information Technology Research reports, analyst calls, conferences, seminars, tools, leadership development, etc. These entities include Gartner, Forrester Research, IDC, The Burton Group, Society for Information Management, 1nfoTech Research, The Corporate Executive Board, and so on. This talk will cover how a number of such services are being used at the Goddard Space Flight Center to improve our IT management practices, workforce skills, approach to innovation, and service delivery. These tools and services are used across the workforce, from the executive leadership to the IT worker. The presentation will cover the types of services each vendor provides and their primary engagement model. The use of these services at other NASA Centers and Headquarters will be included. In addition, I will explain how two of these services are available now to the entire NASA IT workforce through enterprise-wide subscriptions.

Hunter, Paul↗

NASA NTRS2009

Group Capability Model

The Group Capability Model (GCM) is a software tool that allows an organization, from first line management to senior executive, to monitor and track the health (capability) of various groups in performing their contractual obligations. GCM calculates a Group Capability Index (GCI) by comparing actual head counts, certifications, and/or skills within a group. The model can also be used to simulate the effects of employee usage, training, and attrition on the GCI. A universal tool and common method was required due to the high risk of losing skills necessary to complete the Space Shuttle Program and meet the needs of the Constellation Program. During this transition from one space vehicle to another, the uncertainty among the critical skilled workforce is high and attrition has the potential to be unmanageable. GCM allows managers to establish requirements for their group in the form of head counts, certification requirements, or skills requirements. GCM then calculates a Group Capability Index (GCI), where a score of 1 indicates that the group is at the appropriate level; anything less than 1 indicates a potential for improvement. This shows the health of a group, both currently and over time. GCM accepts as input head count, certification needs, critical needs, competency needs, and competency critical needs. In addition, team members are categorized by years of experience, percentage of contribution, ex-members and their skills, availability, function, and in-work requirements. Outputs are several reports, including actual vs. required head count, actual vs. required certificates, CGI change over time (by month), and more. The program stores historical data for summary and historical reporting, which is done via an Excel spreadsheet that is color-coded to show health statistics at a glance. GCM has provided the Shuttle Ground Processing team with a quantifiable, repeatable approach to assessing and managing the skills in their organization. They now have a common frame of reference across NASA/contractor lines to communicate and mitigate any critical skills concerns.

Olejarski, Michael↗

NASA NTRS2014

Simulation Technology at NASA

NASA Ames Research Center is home to several high-fidelity research flight and air-traffic control simulation facilities which, together with an experienced workforce, produce high-quality research data and findings that have proven to be applicable in the real world. These assets include the Vertical Motion Simulator (VMS), Crew Vehicle Systems Research Facility (CVSRF), Future Flight Central (FFC) air traffic control tower simulator, and several air-traffic control (ATC) simulators. The VMS combines a high-fidelity simulation capability with an adaptable simulation environment, enabling customization for numerous human-in-the-loop research applications. The distinctive feature of the VMS is its unparalleled large amplitude, high-fidelity motion capability. In over 30 years of continuous operation, the VMS has contributed significantly to the body of knowledge in a range of disciplines directly benefiting several aerospace programs and flight safety, including the design and development of flight control systems for the Joint Strike Fighter, Space Shuttle Orbiter, and rotorcraft. It continues to be used for researching new vehicle configurations, vehicle control and safety, transfer-of-training, etc., by NASA, other government agencies, and Industry.The CVSRF includes two motion-based flight simulators: a Boeing 747-400 full flight simulator and the reconfigurable Advanced Concepts Flight Simulator (ACFS). These simulators are primarily used to research air-traffic management concepts and procedures, advanced navigation and avionics concepts, and cockpit human factors. FFC is a full-sized control tower simulator with a 360-degree external field-of-view display system and reconfigurable system architecture. FFC and the ATC simulators are used for testing air-traffic management automation and decision support tools and demonstrate their feasibility in a realistic environment prior to technology transfer for implementation in the National Airspace System (NAS).To support integrated simulations and flight-tests for NASA's Unmanned Aircraft Systems (UAS) in the National Airspace System (NAS) Project, NASA developed a distributed test environment incorporating Live, Virtual, Constructive, (LVC) concepts. Development of the software enabling the LVC is conducted primarily at the Distributed Simulation Research Lab (DSRL) at NASA Ames. The LVC components provide the core infrastructure supporting simulation of UAS operations by integrating live and virtual aircraft in a realistic air traffic environment. This provides the ability to conduct tests more efficiently by promoting the use of existing distributed assets. The LVC infrastructure was used in several human-in-the-loop simulations to evaluate acceptance of Detect and Avoid (DAA) advisories used by UAS pilots to maintain well clear of other virtual traffic and to negotiate maneuvers with air traffic control. It is currently being used to support testing of self-separation algorithms between unmanned and manned aircraft in live flight. Further simulations with more comprehensive air traffic scenarios mixing live and virtual aircraft is planned.In the current fiscal environment, maintaining and upgrading these high-fidelity simulation assets and retaining the skilled workforce necessary to meet future research needs is the primary non-technical challenge.

CVSRF↗

NASA NTRS2008

Building on 50 Years of Mission Operations Experience for a New Era of Space Exploration

The U.S. National Space Policy, I the 14-nation Global Exploration Strategy,2 and the National Aeronautics and Space Administration's (NASA) 2006 Strategic Plan3 provide foundational direction for far-ranging missions, from safely flying the Space Shuttle and completing construction of the International Space Station by 2010, to fielding a next generation space transportation system consisting of the Ares I Crew Launch Vehicle!Orion Crew Exploration Vehicle and the Ares V Cargo Launch Vehicle!Altair Lunar Lander (fig. 1). Transportation beyond low-Earth orbit will open the frontier for a lunar outpost, where astronauts will harness in-situ resources while exploring this 4 billion-year-old archaeological site, which may hold answers to how the Earth and its satellite were formed. Ultimately, this experience will pave the way for the first human footprint on Mars. In October 2007, NASA" announced assignments for this lunar exploration work.4 The Marshall Space Flight Center is responsible for designing, developing, testing, and evaluating the Ares I and Ares V, which are Space Shuttle derived launch vehicles, along with a number of lunar tasks. The Marshall Center's Engineering Directorate provides the skilled workforce and unique manufacturing, testing, and operational infrastructure needed to deliver space transportation solutions that meet the requirements stated in the Constellation Architecture Requirements Document (CARD). While defining design reference missions to the Station and the Moon, the CARD includes goals that include reducing recurring and nonrecurring costs, while increasing safety and reliability. For this reason, future systems are being designed with operability considerations and lifecycle expenses as independent variables in engineering trade studies.

Onken, Jay F.↗

NASA NTRS2008

Building on 50 Years of Systems Engineering Experience for a New Era of Space Exploration

Over the past 50 years, the National Aeronautics and Space Administration (NASA) has delivered space transportation solutions for America's complex missions, ranging from scientific payloads that expand knowledge, such as the Hubble Space Telescope, to astronauts and lunar rovers destined for voyages to the Moon. Currently, the venerable Space Shuttle, which has been in service since 1981, provides the United States (US) capability for both crew and heavy cargo to low-Earth orbit to construct the International Space Station, before the Shuttle is retired in 2010. In the next decade, NASA will replace this system with a duo of launch vehicles: the Ares I crew launch vehicle and the Ares V cargo launch vehicle. The goals for this new system include increased safety and reliability coupled with lower operations costs that promote sustainable space exploration for decades to come. The Ares I will loft the Orion crew exploration vehicle, while the heavy-lift Ares V will carry the Altair lunar lander, as well as the equipment and supplies needed to construct a lunar outpost for a new generation of human and robotic space pioneers. NASA's Marshall Space Flight Center manages the Shuttle's propulsion elements and is managing the design and development of the Ares rockets, along with a host of other engineering assignments in the field of scientific space exploration. Specifically, the Marshall Center's Engineering Directorate houses the skilled workforce and unique facilities needed to build capable systems upon the foundation laid by the Mercury, Gemini, Apollo, and Shuttle programs. This paper will provide details of the in-house systems engineering and vehicle integration work now being performed for the Ares I and planned for the Ares V. It will give an overview of the Ares I system-level testing activities, such as the ground vibration testing that will be conducted in the Marshall Center's Dynamic Test Stand to verify the integrated vehicle stack's structural integrity and to validate computer modeling and simulation, as well as the main propulsion test article analysis to be conducted in the Static Test Stand. Ultimately, fielding a robust space transportation solution that will carry international explorers and essential payloads will pave the way for a new era of scientific discovery now dawning beyond planet Earth.

Dumbacher, Daniel L.↗

NASA NTRS2012

Energy Systems Test Area (ESTA) Pyrotechnic Operations: User Test Planning Guide

The Johnson Space Center (JSC) has created and refined innovative analysis, design, development, and testing techniques that have been demonstrated in all phases of spaceflight. JSC is uniquely positioned to apply this expertise to components, systems, and vehicles that operate in remote or harsh environments. We offer a highly skilled workforce, unique facilities, flexible project management, and a proven management system. The purpose of this guide is to acquaint Test Requesters with the requirements for test, analysis, or simulation services at JSC. The guide includes facility services and capabilities, inputs required by the facility, major milestones, a roadmap of the facility s process, and roles and responsibilities of the facility and the requester. Samples of deliverables, facility interfaces, and inputs necessary to define the cost and schedule are included as appendices to the guide.

Hacker, Scott↗

NASA NTRS2014

America's Next Great Ship: Space Launch System Core Stage Transitioning from Design to Manufacturing

The Space Launch System (SLS) Program is essential to achieving the Nation's and NASA's goal of human exploration and scientific investigation of the solar system. As a multi-element program with emphasis on safety, affordability, and sustainability, SLS is becoming America's next great ship of exploration. The SLS Core Stage includes avionics, main propulsion system, pressure vessels, thrust vector control, and structures. Boeing manufactures and assembles the SLS core stage at the Michoud Assembly Facility (MAF) in New Orleans, LA, a historical production center for Saturn V and Space Shuttle programs. As the transition from design to manufacturing progresses, the importance of a well-executed manufacturing, assembly, and operation (MA&O) plan is crucial to meeting performance objectives. Boeing employs classic techniques such as critical path analysis and facility requirements definition as well as innovative approaches such as Constraint Based Scheduling (CBS) and Cirtical Chain Project Management (CCPM) theory to provide a comprehensive suite of project management tools to manage the health of the baseline plan on both a macro (overall project) and micro level (factory areas). These tools coordinate data from multiple business systems and provide a robust network to support Material & Capacity Requirements Planning (MRP/CRP) and priorities. Coupled with these tools and a highly skilled workforce, Boeing is orchestrating the parallel buildup of five major sub assemblies throughout the factory. Boeing and NASA are transforming MAF to host state of the art processes, equipment and tooling, the most prominent of which is the Vertical Assembly Center (VAC), the largest weld tool in the world. In concert, a global supply chain is delivering a range of structural elements and component parts necessary to enable an on-time delivery of the integrated Core Stage. SLS is on plan to launch humanity into the next phase of space exploration.

Birkenstock, Benjamin↗

NASA NTRS2008

Bridging the Generation Gap: A Rapid Early Career Hire Training Program

This paper describes a training program to provide Early Career Hires (ECHs) in the aerospace industry with real, rapid, hands-on exposure to multiple phases and multiple disciplines of flight project development. Such a program has become necessary to close the Generation Gap and ensure that aerospace organizations maintain a highly skilled workforce as experienced personnel begin to retire. This paper discusses the specific motivations for and implementation of such a program at the Jet Propulsion Laboratory. However, the essential features are widely applicable to other NASA centers and organizations delivering large llight systems. This paper details the overall program concept, stages of participation by an ECH, oversight and mentoring, program assessment, training project selection, and facilities requirements.

Workforce↗

NASA NTRS2019

Bringing Single-Event Effects Down to Earth

In the 47 years since single-event effects were first observed in spacecraft electronics, radiation experts have developed an effective methodology supported by a nationwide infrastructure. A highly skilled workforce of radiation engineers has developed test facilities and methods, modeling and simulation techniques, and mitigation and design strategies to ensure space missions meet their performance and reliability requirements even in the harsh radiation environments of space. Now, increasing performance demands of space missions, the continued disruptive evolution of microcircuit technologies and growth and changes of the space industry have combined with an aging infrastructure are placing increasing strain on the radiation effects community, and the community is responding.

Single-event effects↗

NASA NTRSDate not supplied

Returning to the Moon: NASA's Artemis Missions

With Artemis missions, NASA will establish the first long-term presence on the Moon. NASA’s goal is to land the first woman on the Moon and return them safely to Earth. The exploration and settlement on Moon will enable the next giant leap - sending the first astronauts to Mars. During the next era of human exploration, we will discover life-saving, Earth-changing science and technology along the way. Artemis missions will enable a growing lunar economy by fueling new industries, supporting job growth, and furthering the demand for a skilled workforce. In her seminar, Dr. Agrawal will provide an overview of the Artemis program, its different elements and a brief description of some of the technical advancements that have been made to enable the first Artemis 1 flight. She will then provide an overview of the Orion program whose charter is to multiple spacecraft for Artemis missions and discuss the ongoing activities at NASA Ames in support of Orion and Artemis programs.

Artemis↗

NASA NTRSDate not supplied

Returning to the Moon: NASA's Artemis Missions

Artemis↗

NASA NTRSDate not supplied

Developing Soft Skill in the Geosciences: NASA DEVELOP’s Approach to Strengthening Soft Skills in the Future Geospatial Workforce

Part of NASA’s Applied Sciences, the DEVELOP Program bridges the gap between NASA Earth Science and potential users through rapid feasibility studies that apply Earth observations to environmental decision making needs. The program conducts 50-60 studies a year that engage participants – students, recent graduates, early career individuals, and transitioning career professionals – in autonomous teamwork with an emphasis on professional development and communication. The experience offers participants a robust opportunity to build their teaming skills (facilitated through programmatic personality assessments and discussions), interpersonal communication, and critical thinking skills which are central to project work in the DEVELOP model. The program also offers leadership opportunities where participants lead their peers within a supportive environment. This presentation will introduce the DEVELOP model for soft skill development, lessons learned, and highlight testimonials of past participants.

Amanda Clayton↗

NASA NTRS2008

NASA Aeronautics Research: An Assessment

The U.S. air transportation system is vital to the economic well-being and security of the United States. To support continued U.S. leadership in aviation, Congress and NASA requested that the National Research Council undertake a decadal survey of civil aeronautics research and technology (R&T) priorities that would help NASA fulfill its responsibility to preserve U.S. leadership in aeronautics technology. In 2006, the National Research Council published the Decadal Survey of Civil Aeronautics. That report presented a set of six strategic objectives for the next decade of aeronautics R&T, and it described 51 high-priority R&T challenges--characterized by five common themes--for both NASA and non-NASA researchers. The National Research Council produced the present report, which assesses NASA's Aeronautics Research Program, in response to the National Aeronautics and Space Administration Authorization Act of 2005 (Public Law 109-155). This report focuses on three sets of questions: 1. How well does NASA's research portfolio implement appropriate recommendations and address relevant high-priority research and technology challenges identified in the Decadal Survey of Civil Aeronautics? If gaps are found, what steps should be taken by the federal government to eliminate them? 2. How well does NASA's aeronautics research portfolio address the aeronautics research requirements of NASA, particularly for robotic and human space exploration? How well does NASA's aeronautics research portfolio address other federal government department/agency non-civil aeronautics research needs? If gaps are found, what steps should be taken by NASA and/or other parts of the federal government to eliminate them? 3. Will the nation have a skilled research workforce and research facilities commensurate with the requirements in (1) and (2) above? What critical improvements in workforce expertise and research facilities, if any, should NASA and the nation make to achieve the goals of NASA's research program? This report continues the good work begun by the Decadal Survey of Civil Aeronautics, and it expands that work to consider in more depth NASA aeronautics research issues related to the space program, non-civil applications, workforce, and facilities.

Source record↗

NASA NTRS2017

Spaceport Command and Control System Software Development

There is an immense challenge in organizing personnel across a large agency such as NASA, or even over a subset of that, like a center's Engineering directorate. Workforce inefficiencies and challenges are bound to grow over time without oversight and management. It is also not always possible to hire new employees to fill workforce gaps, therefore available resources must be utilized more efficiently. The goal of this internship was to develop software that improves organizational efficiency by aiding managers, making employee information viewable and editable in an intuitive manner. This semester I created an application for managers that aids in optimizing allocation of employee resources for a single division with the possibility of scaling upwards. My duties this semester consisted of developing frontend and backend software to complete this task. The application provides user-friendly information displays and documentation of the workforce to allow NASA to track diligently track the status and skills of its workforce. This tool should be able to prove that current employees are being effectively utilized and if new hires are necessary to fulfill skill gaps.

SCCS↗