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All sourcesNASA NTRSDOE OSTI
NASA NTRS2018

Systems Development, Data Mining, and Knowledge Discovery

The primary role of the Technical Integration Office is to provide technical solutions and services to different branches at KSC (Kennedy Space Center) and NASA program customers. The Technical Integration Office helps support KSC's operational needs by providing services such as digital connectivity, data center services, modelling and simulation tools, and communication video services. To learn the necessary technology and processes for my internship, I am working on two projects: learning C# (C Sharp programming language) with SQL and developing requirements for a PX (Communication and Public Engagement) inventory management system. To learn how to efficiently program with C#, my mentor assigned me to complete a sports informatics application that would let users discover facts and rules about various sports. The sports informatics application comes with search capabilities, report generating features, rule lists that users can modify, and diagrams for various sport strategies. To further build upon this project, I also developed a sport simulation game with the application. Once I begin more SQL-based projects, I will have the opportunity to learn how to manage databases and link SQL servers with C# programs. To develop requirements for the inventory management system, I have met with PX representatives and toured their storage facilities to see how they organize and store their items and equipment. I will also be meeting with representatives from the budget office to find out what information must be in a system budget report. The main components the system must have are customer request management, a search feature for items and equipment, report generation capabilities, and automated system warnings when item quantities reach or go below administrator-specified threshold levels. I have drafted questions and shall statements that will ultimately become part of the inventory management system requirements document.

Espinosa, Gabriel↗
NASA NTRS2018

Research and Technology Support Request: Functional Requirements

The objective of this Functional Requirements document is to present a new online platform, called R&T Support Request, which can be used to improve the overall quality and efficiency of communication between Users who request help from UB and Suppliers who answer those calls for help. The online portal is to be used for the first step of communication, as well as a tracking system to give progress updates. This document will establish stakeholders of this online platform, focus on interactions between potential Users (within and outside of the UB Directorate) and Suppliers (within the UB Directorate). This communication will be facilitated through a secure online platform which allows Users to submit Help Request Forms which will be received by designated groups within UB.

Research and Technology↗
NASA NTRS2008

Development and Application of an Integrated Approach toward NASA Airspace Systems Research

The National Aeronautics and Space Administration's (NASA) Airspace Systems Program is contributing air traffic management research in support of the 2025 Next Generation Air Transportation System (NextGen). Contributions support research and development needs provided by the interagency Joint Planning and Development Office (JPDO). These needs generally call for integrated technical solutions that improve system-level performance and work effectively across multiple domains and planning time horizons. In response, the Airspace Systems Program is pursuing an integrated research approach and has adapted systems engineering best practices for application in a research environment. Systems engineering methods aim to enable researchers to methodically compare different technical approaches, consider system-level performance, and develop compatible solutions. Systems engineering activities are performed iteratively as the research matures. Products of this approach include a demand and needs analysis, system-level descriptions focusing on NASA research contributions, system assessment and design studies, and common systemlevel metrics, scenarios, and assumptions. Results from the first systems engineering iteration include a preliminary demand and needs analysis; a functional modeling tool; and initial system-level metrics, scenario characteristics, and assumptions. Demand and needs analysis results suggest that several advanced concepts can mitigate demand/capacity imbalances for NextGen, but fall short of enabling three-times current-day capacity at the nation s busiest airports and airspace. Current activities are focusing on standardizing metrics, scenarios, and assumptions, conducting system-level performance assessments of integrated research solutions, and exploring key system design interfaces.

Barhydt, Richard↗
NASA NTRS1990

Graphical Analysis of Mars Vehicle Assembly

The task assigned to the Mission Planning and Analysis Division for FY89 was to produce a video tape depicting the assembly of a Mars Piloted Vehicle at a man tended vehicle assembly platform, co-orbiting with Space Station Freedom. This request was made by the Transportation Node Integration Agent of the Lunar/Mars Exploration Office. Along with the request, a data package was provided which contained the latest technical briefings by the Transportation Node and Space Transportation Integration Agents. This information was used as the basis of a conceptual study performed using kinematic manipulator simulations.

Lewis, Kevin↗
NASA NTRS2002

NASA Technical Standards Program

The NASA Technical Standards Program was officially established in 1997 as result of a directive issued by the Administrator. It is responsible for Agency wide technical standards development, adoption (endorsement), and conversion of Center-unique standards for Agency wide use. One major element of the Program is the review of NSA technical standards products and replacement with non-Government Voluntary Consensus Standards in accordance with directions issued by the Office of Management and Budget. As part of the Program's function, it developed a NASA Integrated Technical Standards Initiative that consists of and Agency wide full-text system, standards update notification system, and lessons learned-standards integration system. The Program maintains a 'one stop-shop' Website for technical standards ad related information on aerospace materials, etc. This paper provides information on the development, current status, and plans for the NAS Technical Standards Program along with metrics on the utility of the products provided to both users within the nasa.gov Domain and the Public Domain.

Gill, Paul S.↗
NASA NTRS2003

NASA Technical Standards Program

The NASA Technical Standards Program was officially established in 1997 as result of a directive issued by the Administrator. It is responsible for Agency wide technical standards development, adoption (endorsement), and conversion of Center-unique standards for Agency wide use. One major element of the Program is the review of NSA technical standards products and replacement with non-Government Voluntary Consensus Standards in accordance with directions issued by the Office of Management and Budget. As part of the Program s function, it developed a NASA Integrated Technical Standards Initiative that consists of and Agency wide full-text system, standards update notification system, and lessons learned - standards integration system. The Program maintains a "one stop-shop" Website for technical standards ad related information on aerospace materials, etc. This paper provides information on the development, current status, and plans for the NAS Technical Standards Program along with metrics on the utility of the products provided to both users within the nasa.gov Domain and the Public Domain.

Gill, Paul S.↗
NASA NTRS2010

Project Interface Requirements Process Including Shuttle Lessons Learned

Most failures occur at interfaces between organizations and hardware. Processing interface requirements at the start of a project life cycle will reduce the likelihood of costly interface changes/failures later. This can be done by adding Interface Control Documents (ICDs) to the Project top level drawing tree, providing technical direction to the Projects for interface requirements, and by funding the interface requirements function directly from the Project Manager's office. The interface requirements function within the Project Systems Engineering and Integration (SE&I) Office would work in-line with the project element design engineers early in the life cycle to enhance communications and negotiate technical issues between the elements. This function would work as the technical arm of the Project Manager to help ensure that the Project cost, schedule, and risk objectives can be met during the Life Cycle. Some ICD Lessons Learned during the Space Shuttle Program (SSP) Life Cycle will include the use of hardware interface photos in the ICD, progressive life cycle design certification by analysis, test, & operations experience, assigning interface design engineers to Element Interface (EI) and Project technical panels, and linking interface design drawings with project build drawings

Bauch, Garland T.↗
NASA NTRS2007

Design for Reliability and Safety Approach for the NASA New Launch Vehicle

The United States National Aeronautics and Space Administration (NASA) is in the midst of a space exploration program intended for sending crew and cargo to the international Space Station (ISS), to the moon, and beyond. This program is called Constellation. As part of the Constellation program, NASA is developing new launch vehicles aimed at significantly increase safety and reliability, reduce the cost of accessing space, and provide a growth path for manned space exploration. Achieving these goals requires a rigorous process that addresses reliability, safety, and cost upfront and throughout all the phases of the life cycle of the program. This paper discusses the "Design for Reliability and Safety" approach for the NASA new crew launch vehicle called ARES I. The ARES I is being developed by NASA Marshall Space Flight Center (MSFC) in support of the Constellation program. The ARES I consists of three major Elements: A solid First Stage (FS), an Upper Stage (US), and liquid Upper Stage Engine (USE). Stacked on top of the ARES I is the Crew exploration vehicle (CEV). The CEV consists of a Launch Abort System (LAS), Crew Module (CM), Service Module (SM), and a Spacecraft Adapter (SA). The CEV development is being led by NASA Johnson Space Center (JSC). Designing for high reliability and safety require a good integrated working environment and a sound technical design approach. The "Design for Reliability and Safety" approach addressed in this paper discusses both the environment and the technical process put in place to support the ARES I design. To address the integrated working environment, the ARES I project office has established a risk based design group called "Operability Design and Analysis" (OD&A) group. This group is an integrated group intended to bring together the engineering, design, and safety organizations together to optimize the system design for safety, reliability, and cost. On the technical side, the ARES I project has, through the OD&A environment, implemented a probabilistic approach to analyze and evaluate design uncertainties and understand their impact on safety, reliability, and cost. This paper focuses on the use of the various probabilistic approaches that have been pursued by the ARES I project. Specifically, the paper discusses an integrated functional probabilistic analysis approach that addresses upffont some key areas to support the ARES I Design Analysis Cycle (DAC) pre Preliminary Design (PD) Phase. This functional approach is a probabilistic physics based approach that combines failure probabilities with system dynamics and engineering failure impact models to identify key system risk drivers and potential system design requirements. The paper also discusses other probabilistic risk assessment approaches planned by the ARES I project to support the PD phase and beyond.

Safie, Fayssal, M.↗
NASA NTRS2012

Human Systems Integration in Practice: Constellation Lessons Learned

NASA's Constellation program provided a unique testbed for Human Systems Integration (HSI) as a fundamental element of the Systems Engineering process. Constellation was the first major program to have HSI mandated by NASA's Human Rating document. Proper HSI is critical to the success of any project that relies on humans to function as operators, maintainers, or controllers of a system. HSI improves mission, system and human performance, significantly reduces lifecycle costs, lowers risk and minimizes re-design. Successful HSI begins with sufficient project schedule dedicated to the generation of human systems requirements, but is by no means solely a requirements management process. A top-down systems engineering process that recognizes throughout the organization, human factors as a technical discipline equal to traditional engineering disciplines with authority for the overall system. This partners with a bottoms-up mechanism for human-centered design and technical issue resolution. The Constellation Human Systems Integration Group (HSIG) was a part of the Systems Engineering and Integration (SE&I) organization within the program office, and existed alongside similar groups such as Flight Performance, Environments & Constraints, and Integrated Loads, Structures and Mechanisms. While the HSIG successfully managed, via influence leadership, a down-and-in Community of Practice to facilitate technical integration and issue resolution, it lacked parallel top-down authority to drive integrated design. This presentation will discuss how HSI was applied to Constellation, the lessons learned and best practices it revealed, and recommendations to future NASA program and project managers. This presentation will discuss how Human Systems Integration (HSI) was applied to NASA's Constellation program, the lessons learned and best practices it revealed, and recommendations to future NASA program and project managers on how to accomplish this critical function.

Zumbado, Jennifer Rochlis↗
NASA NTRS2018

Space Launch System (SLS) Mission Planner’s Guide

The purpose of this Space Launch System (SLS) Mission Planner’s Guide (MPG) is to provide future payload developers/users with sufficient insight to support preliminary SLS mission planning. Consequently, this SLS MPG is not intended to be a payload requirements document; rather, it organizes and details SLS interfaces/accommodations in a manner similar to that of current Expendable Launch Vehicle (ELV) user guides to support early feasibility assessments. Like ELV programs, specific payload requirements will be defined in unique documentation once manifested to fly on SLS. SLS users requiring additional mission planning information or more detailed technical interchange concerning specific SLS accommodations should contact the SLS Spacecraft/Payload Integration and Evolution (SPIE) office.

Smith, David Alan↗
NASA NTRS2006

The Challenges of Integrating NASA's Human, Budget, and Data Capital within the Constellation Program's Exploration Launch Projects Office

The U.S. Vision for Space Exploration directs NASA to retire the Space Shuttle in 2010 and replace it with safe, reliable, and cost-effective space transportation systems for crew and cargo travel to the Moon, Mars, and beyond. Such emerging space transportation initiatives face massive organizational challenges, including building and nurturing an experienced, dedicated team with the right skills for the required tasks; allocating and tracking the fiscal capital invested in achieving technical progress against an integrated master schedule; and turning generated data into usehl knowledge that equips the team to design and develop superior products for customers and stakeholders. This paper discusses how NASA's Exploration Launch Projects Office, which is responsible for delivering these new launch vehicles, integrates these resources to create an engineering business environment that promotes mission success.

Kidd, Luanne↗
NASA NTRSDate not supplied

Safety Demonstrator Series for an In-Time Aviation Safety Management System

NASA's Advanced Air Mobility Integration Office has coordinated a meeting with the National Research Council Canada (NRC) to have an interchange of technical area activities to evaluate merit for international partnership. Both NASA and NRC will provide a brief overview of their Advanced Air Mobility activities. Additional aeronautics projects will have an opportunity to present a few slides on current activities and plans. Topics include wildfire, vehicle automation technologies and detect and avoid, and national campaign flight initiatives. NASA's System-Wide Safety (SWS) Project will provide a high-level overview of the the safety demonstrator series. The project has scheduled operational demonstrations of an in-time aviation safety management system across a series of disaster-oriented operations. First up is a wildland fire demonstration scheduled for 2025. Opportunities for synergy will be discussed.

system-wide safety↗
NASA NTRS2005

Program Plan for 2005: NASA Scientific and Technical Information Program

Throughout 2005 and beyond, NASA will be faced with great challenges and even greater opportunities. Following a period of reevaluation, reinvention, and transformation, we will move rapidly forward to leverage new partnerships, approaches, and technologies that will enhance the way we do business. NASA's Scientific and Technical Information (STI) Program, which functions under the auspices of the Agency's Chief Information Officer (CIO), is an integral part of NASA's future. The program supports the Agency's missions to communicate scientific knowledge and understanding and to help transfer NASA's research and development (R&D) information to the aerospace and academic communities and to the public. The STI Program helps ensure that the Agency will remain at the leading edge of R&D by quickly and efficiently capturing and sharing NASA and worldwide STI to use for problem solving, awareness, and knowledge management and transfer.

NASA programs↗
NASA NTRS2011

Space Transportation System Liftoff Debris Mitigation Process Overview

Liftoff debris is a top risk to the Space Shuttle Vehicle. To manage the Liftoff debris risk, the Space Shuttle Program created a team with in the Propulsion Systems Engineering & Integration Office. The Shutt le Liftoff Debris Team harnesses the Systems Engineering process to i dentify, assess, mitigate, and communicate the Liftoff debris risk. T he Liftoff Debris Team leverages off the technical knowledge and expe rtise of engineering groups across multiple NASA centers to integrate total system solutions. These solutions connect the hardware and ana lyses to identify and characterize debris sources and zones contribut ing to the Liftoff debris risk. The solutions incorporate analyses sp anning: the definition and modeling of natural and induced environmen ts; material characterizations; statistical trending analyses, imager y based trajectory analyses; debris transport analyses, and risk asse ssments. The verification and validation of these analyses are bound by conservative assumptions and anchored by testing and flight data. The Liftoff debris risk mitigation is managed through vigilant collab orative work between the Liftoff Debris Team and Launch Pad Operation s personnel and through the management of requirements, interfaces, r isk documentation, configurations, and technical data. Furthermore, o n day of launch, decision analysis is used to apply the wealth of ana lyses to case specific identified risks. This presentation describes how the Liftoff Debris Team applies Systems Engineering in their proce sses to mitigate risk and improve the safety of the Space Shuttle Veh icle.

Mitchell, Michael↗
NASA NTRS2008

Organizational Considerations for Implementing Systems Engineering and Integration in the Ares Projects Office

Systems Engineering and Integration (SE&I) is a critical discipline in developing new space systems. In 2005, NASA performed an internal study of 24 agency and Department of Defense (DoD) programs to evaluate methods of integrating SE&I practices and determine their effectiveness. The goal of the study was to determine the best SE&I implementation strategy for the Ares Projects Office. The study identified six SE&I organizational structures: 1. Lead systems integrator (LSI) with SE&I responsibility and government technical insight. 2a. Integration contractor with government SE&I responsibility (government insight). 2b. Integration contractor with government SE&I responsibility (government oversight). 3a. Prime contractor with SE&I responsibility (government insight). 3b. Prime contractor with SE&I responsibility (government oversight). 3c. Prime contractor with SE&I responsibility (government/industry partnership). 4a.Prime contractor with government SE&I responsibility (government insight). 4b. Prime contractor with government SE&I responsibility (government oversight). 4d.Prime contractors with total system performance responsibility (TSPR). 5. Prime contractor with government SE&I responsibility and integration products through a Federally Funded Research and Development Center (FFRDC). 6. Government/FFRDC in-house development with SE&I responsibility and function. The organizational structure used most often was number 4, using a prime contractor with government SE&I responsibility and government technical insight. However, data analyses did not establish a positive relationship between program development costs and specific SE&I organizational types, nor did it positively determine the relationship between successful programs or projects and their SE&I structure. The SE&I study reached the following conclusions: (1) Large, long-duration, technically complex programs or projects reach their technical goals, but rarely meet schedule or cost goals. NASA's recent successes have been smaller, short-duration development projects using heritage hardware/software, focused technology development, technical oversight and stable external factors. (2) Programs and projects have failed or been terminated due to lack of technical insight, relaxing of SE&I processes, and unstable external factors. (3) The study did not find a single, clear optimum SE&I organization type to fit all projects. However, while any organizational structure can be made to work, the fewer complexities in the program, the better the likelihood of success. (4) The most common successful SE&I organization structure type in the study was type 4b, where the government maintained integration responsibility, with the prime contractor providing SE&I products and the government providing technical oversight. This study was instrumental in helping the APO select organization structure 4, following the same SE&I and oversight process used during humanlund7s last voyages to the Moon.

Thomas, LeAnn↗
NASA NTRS2007

The Challenges of Integrating NASA's Human, Budget, and Data Capital within the Constellation Program's Exploration Launch Projects Office

The U.S. Vision for Space Exploration directs NASA to retire the Space Shuttle in 2010 and replace it with safe, reliable, and cost-effective space transportation systems for crew and cargo travel to the Moon, Mars, and beyond. Such emerging space transportation initiatives face massive organizational challenges, including building and nurturing an experienced, dedicated team with the right skills for the required tasks; allocating and tracking the fiscal capital invested in achieving technical progress against an integrated master schedule; and turning generated data into useful knowledge that equips the team to design and develop superior products for customers and stakeholders. It has been more than 30 years since the Space Shuttle was designed; therefore, the current aerospace workforce has limited experience with developing new designs for human-rated spaceflight hardware. To accomplish these activities, NASA is using a wide range of state-of-the-art information technology tools that connect its diverse, decentralized teams and provide timely, accurate information for decision makers. In addition, business professionals are assisting technical managers with planning, tracking, and forecasting resource use against an integrated master schedule that horizontally and vertically interlinks hardware elements and milestone events. Furthermore, NASA is employing a wide variety of strategies to ensure that it has the motivated and qualified staff it needs for the tasks ahead. This paper discusses how NASA's Exploration Launch Projects Office, which is responsible for delivering these new launch vehicles, integrates its resources to create an engineering business environment that promotes mission success, which is defined by replacing the Space Shuttle by 2014 and returning to the Moon by 2020.

Kidd, Luanne↗
NASA NTRS2010

NASA Docking System (NDS) Users Guide: International Space Station Program. Type 4

The NASA Docking System (NDS) Users Guide provides an overview of the basic information needed to integrate the NDS onto a Host Vehicle (HV). This Users Guide is intended to provide a vehicle developer with a fundamental understanding of the NDS technical and operations information to support their program and engineering integration planning. The Users Guide identifies the NDS Specification, Interface Definition or Requirement Documents that contain the complete technical details and requirements that a vehicle developer must use to design, develop and verify their systems will interface with NDS. This Guide is an initial reference and must not be used as a design document. In the event of conflict between this Users Guide and other applicable interface definition or requirements documents; the applicable document will take precedence. This Users Guide is organized in three main sections. Chapter 1 provides an overview of the NDS and CDA hardware and the operations concepts for the NDS. Chapter 2 provides information for Host Vehicle Program integration with the NDS Project Office. Chapter 2 describes the NDS Project organization, integration and verification processes, user responsibilities, and specification and interface requirement documents. Chapter 3 provides a summary of basic technical information for the NDS design. Chapter 3 includes NDS hardware component descriptions, physical size and weight characteristics, and summary of the capabilities and constraints for the various NDS sub-systems.

Tabakman, Alexander↗