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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.

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All sourcesNASA NTRSDOE OSTI
NASA NTRS2003

Using CASE to Exploit Process Modeling in Technology Transfer

A successful business will be one that has processes in place to run that business. Creating processes, reengineering processes, and continually improving processes can be accomplished through extensive modeling. Casewise(R) Corporate Modeler(TM) CASE is a computer aided software engineering tool that will enable the Technology Transfer Department (TT) at NASA Marshall Space Flight Center (MSFC) to capture these abilities. After successful implementation of CASE, it could then go on to be applied in other departments at MSFC and other centers at NASA. The success of a business process is dependent upon the players working as a team and continuously improving the process. A good process fosters customer satisfaction as well as internal satisfaction in the organizational infrastructure. CASE provides a method for business process success through functions consisting of systems and processes business models; specialized diagrams; matrix management; simulation; report generation and publishing; and, linking, importing, and exporting documents and files. The software has an underlying repository or database to support these functions. The Casewise. manual informs us that dynamics modeling is a technique used in business design and analysis. Feedback is used as a tool for the end users and generates different ways of dealing with the process. Feedback on this project resulted from collection of issues through a systems analyst interface approach of interviews with process coordinators and Technical Points of Contact (TPOCs).

Renz-Olar, Cheryl↗
NASA NTRS1994

Evolving software reengineering technology for the emerging innovative-competitive era

This paper reports on a multi-tool commercial/military environment combining software Domain Analysis techniques with Reusable Software and Reengineering of Legacy Software. It is based on the development of a military version for the Department of Defense (DOD). The integrated tools in the military version are: Software Specification Assistant (SSA) and Software Reengineering Environment (SRE), developed by Computer Command and Control Company (CCCC) for Naval Surface Warfare Center (NSWC) and Joint Logistics Commanders (JLC), and the Advanced Research Project Agency (ARPA) STARS Software Engineering Environment (SEE) developed by Boeing for NAVAIR PMA 205. The paper describes transitioning these integrated tools to commercial use. There is a critical need for the transition for the following reasons: First, to date, 70 percent of programmers' time is applied to software maintenance. The work of these users has not been facilitated by existing tools. The addition of Software Reengineering will also facilitate software maintenance and upgrading. In fact, the integrated tools will support the entire software life cycle. Second, the integrated tools are essential to Business Process Reengineering, which seeks radical process innovations to achieve breakthrough results. Done well, process reengineering delivers extraordinary gains in process speed, productivity and profitability. Most importantly, it discovers new opportunities for products and services in collaboration with other organizations. Legacy computer software must be changed rapidly to support innovative business processes. The integrated tools will provide commercial organizations important competitive advantages. This, in turn, will increase employment by creating new business opportunities. Third, the integrated system will produce much higher quality software than use of the tools separately. The reason for this is that producing or upgrading software requires keen understanding of extremely complex applications which is facilitated by the integrated tools. The radical savings in the time and cost associated with software, due to use of CASE tools that support combined Reuse of Software and Reengineering of Legacy Code, will add an important impetus to improving the automation of enterprises. This will be reflected in continuing operations, as well as in innovating new business processes. The proposed multi-tool software development is based on state of the art technology, which will be further advanced through the use of open systems for adding new tools and experience in their use.

Hwang, Phillip Q.↗
NASA NTRS1993

Development of a case tool to support decision based software development

A summary of the accomplishments of the research over the past year are presented. Achievements include: made demonstrations with DHC, a prototype supporting decision based software development (DBSD) methodology, for Paramax personnel at ODU; met with Paramax personnel to discuss DBSD issues, the process of integrating DBSD and Refinery and the porting process model; completed and submitted a paper describing DBSD paradigm to IFIP '92; completed and presented a paper describing the approach for software reuse at the Software Reuse Workshop in April 1993; continued to extend DHC with a project agenda, facility necessary for a better project management; completed a primary draft of the re-engineering process model for porting; created a logging form to trace all the activities involved in the process of solving the reengineering problem, and developed a primary chart with the problems involved by the reengineering process.

Wild, Christian J.↗
NASA NTRS2004

Developing the JPL Engineering Processes

This paper briefly recounts the recent history of process reengineering at the NASA Jet Propulsion Laboratory, with a focus on the engineering processes. The JPL process structure is described and the process development activities of the past several years outlined. The main focus of the paper is on the current process structure, the emphasis on the flight project life cycle, the governance approach that lead to Flight Project Practices, and the remaining effort to capture process knowledge at the detail level of the work group.

reengineering↗
NASA NTRS1997

Application of Domain Knowledge to Software Quality Assurance

This work focused on capturing, using, and evolving a qualitative decision support structure across the life cycle of a project. The particular application of this study was towards business process reengineering and the representation of the business process in a set of Business Rules (BR). In this work, we defined a decision model which captured the qualitative decision deliberation process. It represented arguments both for and against proposed alternatives to a problem. It was felt that the subjective nature of many critical business policy decisions required a qualitative modeling approach similar to that of Lee and Mylopoulos. While previous work was limited almost exclusively to the decision capture phase, which occurs early in the project life cycle, we investigated the use of such a model during the later stages as well. One of our significant developments was the use of the decision model during the operational phase of a project. By operational phase, we mean the phase in which the system or set of policies which were earlier decided are deployed and put into practice. By making the decision model available to operational decision makers, they would have access to the arguments pro and con for a variety of actions and can thus make a more informed decision which balances the often conflicting criteria by which the value of action is measured. We also developed the concept of a 'monitored decision' in which metrics of performance were identified during the decision making process and used to evaluate the quality of that decision. It is important to monitor those decision which seem at highest risk of not meeting their stated objectives. Operational decisions are also potentially high risk decisions. Finally, we investigated the use of performance metrics for monitored decisions and audit logs of operational decisions in order to feed an evolutionary phase of the the life cycle. During evolution, decisions are revisisted, assumptions verified or refuted, and possible reassessments resulting in new policy are made. In this regard we implemented a machine learning algorithm which automatically defined business rules based on expert assessment of the quality of operational decisions as recorded during deployment.

Wild, Christian W.↗
NASA NTRS1995

Reengineering the JPL Spacecraft Design Process

This presentation describes the factors that have emerged in the evolved process of reengineering the unmanned spacecraft design process at the Jet Propulsion Laboratory in Pasadena, California. Topics discussed include: New facilities, new design factors, new system-level tools, complex performance objectives, changing behaviors, design integration, leadership styles, and optimization.

Spacecraft Design Reengineering JPL↗
NASA NTRS1997

Applied Research Study

The purpose of this project was to study the feasibility of reusing major components of a software system that had been used to control the operations of a spacecraft launched in the 1980s. The study was done in the context of a ground data processing system that was to be rehosted from a large mainframe to an inexpensive workstation. The study concluded that a systematic approach using inexpensive tools could aid in the reengineering process by identifying a set of certified reusable components. The study also developed procedures for determining duplicate versions of software, which were created because of inadequate naming conventions. Such procedures reduced reengineering costs by approximately 19.4 percent.

Leach, Ronald J.↗
NASA NTRS1996

Is Equipment Management Really Necessary

This workshop is designed to foster an initiative for intelligent Equipment Management employing the advances in information systems and opportunities uncovered by the reengineering process. The guiding concept behind the initiative is that both contributions and benefits must be equitable and balanced for all participants.

reengineering equipment management acquisition↗
NASA NTRS1994

Reengineering the Project Design Process

In response to NASA's goal of working faster, better and cheaper, JPL has developed extensive plans to minimize cost, maximize customer and employee satisfaction, and implement small- and moderate-size missions. These plans include improved management structures and processes, enhanced technical design processes, the incorporation of new technology, and the development of more economical space- and ground-system designs. The Laboratory's new Flight Projects Implementation Office has been chartered to oversee these innovations and the reengineering of JPL's project design process, including establishment of the Project Design Center and the Flight System Testbed. Reengineering at JPL implies a cultural change whereby the character of its design process will change from sequential to concurrent and from hierarchical to parallel. The Project Design Center will support missions offering high science return, design to cost, demonstrations of new technology, and rapid development. Its computer-supported environment will foster high-fidelity project life-cycle development and cost estimating.

Jet Propulsion Laboratory JPL project design concu↗
NASA NTRS1996

Model for Process Description: From Picture to Information System

A new model for the development of proces information systems is proposed. It is robust and inexpensive, capable of providing timely, neccessary information to the user by integrating Products, Instructions, Examples, Tools, and Process.

faster better cheaper low cost missions reengineer↗
NASA NTRS1995

Reengineering Deep Space Network Operations

Eight additional antennas are being added to NASA's Deep Space Network (DSN) at the same time that the budget is being decreased. Therefore, the DSN is reengineering its processes to operate more efficiently.

reengineering↗
NASA NTRS1996

Reinvention/reengineering of business and technical processes

The changing marketplace as evidenced by global competition is requiring American organizations to rethink, regroup, and redesign their processes. The umbrella of total quality management (TQM) includes many quality methods, techniques, tools, and approaches. There is no right way for every situation or circumstance. Adaptability and experimentation of several tools is necessary. Process management when properly applied can lead to continuous quality improvements. But some processes simply need to be discarded and new ones developed. This reengineering often results in vertical compression and job redesign and restructuring. Work activities must be designed around processes, not processes around work activities. Reengineering and process management do not stand alone--they support each other. Senior executive leadership and empowerment of workers at all organizational levels is vital for both short-term and long-term success.

Olsen, Eugene A.↗
NASA NTRS1994

Re-engineering NASA's space communications to remain viable in a constrained fiscal environment

Along with the Red and Blue Teams commissioned by the NASA Administrator in 1992, NASA's Associate Administrator for Space Communications commissioned a Blue Team to review the Office of Space Communications (Code O) Core Program and determine how the program could be conducted faster, better, and cheaper. Since there was no corresponding Red Team for the Code O Blue Team, the Blue Team assumed a Red Team independent attitude and challenged the status quo, including current work processes, functional distinctions, interfaces, and information flow, as well as traditional management and system development practices. The Blue Team's unconstrained, non-parochial, and imaginative look at NASA's space communications program produced a simplified representation of the space communications infrastructure that transcends organizational and functional boundaries, in addition to existing systems and facilities. Further, the Blue Team adapted the 'faster, better, cheaper' charter to be relevant to the multi-mission, continuous nature of the space communications program and to serve as a gauge for improving customer services concurrent with achieving more efficient operations and infrastructure life cycle economies. This simplified representation, together with the adapted metrics, offers a future view and process model for reengineering NASA's space communications to remain viable in a constrained fiscal environment. Code O remains firm in its commitment to improve productivity, effectiveness, and efficiency. In October 1992, the Associate Administrator reconstituted the Blue Team as the Code O Success Team (COST) to serve as a catalyst for change. In this paper, the COST presents the chronicle and significance of the simplified representation and adapted metrics, and their application during the FY 1993-1994 activities.

Hornstein, Rhoda Shaller↗
NASA NTRS1992

The development and technology transfer of software engineering technology at NASA. Johnson Space Center

The United State's big space projects of the next decades, such as Space Station and the Human Exploration Initiative, will need the development of many millions of lines of mission critical software. NASA-Johnson (JSC) is identifying and developing some of the Computer Aided Software Engineering (CASE) technology that NASA will need to build these future software systems. The goal is to improve the quality and the productivity of large software development projects. New trends are outlined in CASE technology and how the Software Technology Branch (STB) at JSC is endeavoring to provide some of these CASE solutions for NASA is described. Key software technology components include knowledge-based systems, software reusability, user interface technology, reengineering environments, management systems for the software development process, software cost models, repository technology, and open, integrated CASE environment frameworks. The paper presents the status and long-term expectations for CASE products. The STB's Reengineering Application Project (REAP), Advanced Software Development Workstation (ASDW) project, and software development cost model (COSTMODL) project are then discussed. Some of the general difficulties of technology transfer are introduced, and a process developed by STB for CASE technology insertion is described.

Pitman, C. L.↗
NASA NTRS2004

Getting the Cows on Their Feet

A while back, I was working on a team to reengineering the Air Force's logistic process for all the reparable items in the inventory, everything from engines to oxygen regulators to electronic circuit cards. After doing some analysis, some experimenting, and some prototyping, we were ready to implement our changes. IN simple english. we were trying to put a process in place where, like Wal-Mart, every customer purchase provides the tug that causes a replacement to be shipped overnight from the warehouse to fill the hole on the shelf before the store opens the next morning. Then, in response to the hole that's just been created in the warehouse, the depot either buys or repairs a unit and quickly ships it to the warehouse. By implementing this "Wal-Mart solution" we were sure we could make the whole system respond quickly to the needs of the war- fighters using the items. Although most people understand this process today, at the time it was revolutionary.

Patnode, Norman↗