Cassini risk management during mission operations and data analysis - application and lessons learned
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risk management Cassini↗
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Cassini risk management during mission operations and data analysis - application and lessons learned
This paper will detail some of the key challenges faced while introducing risk management to the mission operations team.
risk management Cassini↗
Managing Risk for Cassini During Mission Operations and Data Analysis (MOandDA)
A Risk Management Process has been tailored for Cassini that not only satisfies the requirements of NASA and JPL, but also allows the Program to proactively identify and assess risks that threaten mission objectives. Cassini Risk Management is a team effort that involves both management and engineering staff. The process is managed and facilitated by the Mission Assurance Manager (MAM), but requires regular interactions with Program Staff and team members to instill the risk management philosophy into the day to day mission operations. While Risk Management is well defined for projects in the development phase, it is a relatively new concept for Mission Operations. The Cassini team has embraced this process and has begun using it in an effective, proactive manner, to ensure mission success. It is hoped that the Cassini Risk Management Process will form the basis by which risk management is conducted during MO&DA on future projects. proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working put into place will become visible and will be illusmted in future papers.
risk management↗
Managing risk for Cassini during mission operations and data analysis
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risk management↗
Cassini Operational Sun Sensor Risk Management During Proximal Orbit Saturn Ring Plane Crossings
NASA's Cassini Spacecraft, launched on October 15th, 1997 which arrived at Saturn on June 30th, 2004, is the largest and most ambitious interplanetary spacecraft in history. As the first spacecraft to achieve orbit at Saturn, Cassini has collected science data throughout its four-year prime mission (2004–08), and has since been approved for a first and second extended mission through 2017. As part of the final extended missions, Cassini will begin an aggressive and exciting campaign of high inclination, low altitude flybys within the inner most rings of Saturn, skimming Saturn’s outer atmosphere, until the spacecraft is finally disposed of via planned impact with the planet. This final campaign, known as the proximal orbits, requires a strategy for managing the Sun Sensor Assembly (SSA) health, the details of which are presented in this paper.
fault protection↗
Cassini Information Management System in Distributed Operations Collaboration and Cassini Science Planning
Launched on October 15, 1997, the Cassini-Huygens spacecraft began its ambitious journey to the Saturnian system with a complex suite of 12 scientific instruments, and another 6 instruments aboard the European Space Agencies Huygens Probe. Over the next 6 1/2 years, Cassini would continue its relatively simplistic cruise phase operations, flying past Venus, Earth, and Jupiter. However, following Saturn Orbit Insertion (SOI), Cassini would become involved in a complex series of tasks that required detailed resource management, distributed operations collaboration, and a data base for capturing science objectives. Collectively, these needs were met through a web-based software tool designed to help with the Cassini uplink process and ultimately used to generate more robust sequences for spacecraft operations. In 2001, in conjunction with the Southwest Research Institute (SwRI) and later Venustar Software and Engineering Inc., the Cassini Information Management System (CIMS) was released which enabled the Cassini spacecraft and science planning teams to perform complex information management and team collaboration between scientists and engineers in 17 countries. Originally tailored to help manage the science planning uplink process, CIMS has been actively evolving since its inception to meet the changing and growing needs of the Cassini uplink team and effectively reduce mission risk through a series of resource management validation algorithms. These algorithms have been implemented in the web-based software tool to identify potential sequence conflicts early in the science planning process. CIMS mitigates these sequence conflicts through identification of timing incongruities, pointing inconsistencies, flight rule violations, data volume issues, and by assisting in Deep Space Network (DSN) coverage analysis. In preparation for extended mission operations, CIMS has also evolved further to assist in the planning and coordination of the dual playback redundancy of highvalue data from targets such as Titan and Enceladus. This paper will outline the critical role that CIMS has played for Cassini in the distributed ops paradigm throughout operations. This paper will also examine the evolution that CIMS has undergone in the face of new science discoveries and fluctuating operational needs. And finally, this paper will conclude with theoretical adaptation of CIMS for other projects and the potential savings in cost and risk reduction that could potentially be tapped into by future missions.
Equils, Douglas J.↗
Cassini Ring Plane Crossings: Hypervelocity Impact Risks to Sun Sensor Assemblies
For both F/G and D-ring crossings: Probability of a penetration damage of the SSH (Sun Sensor Head) window glass is very low; Optical attenuation due to craters on the surface of the window glass caused by direct HVI (Hyper-Velocity Impact) by dust particle is estimated to be less than 1 percent; Optical attenuation due to secondary debris cloud generated by the disintegrated ring dust particles is estimated to be less than 1 percent. To better manage the Sun sensor damage risk during selected proximal orbit crossings, it is highly desirable to follow the contingency procedures mentioned in Section VII of the paper: Details of this contingency procedure are given in the paper entitled "Cassini Operational Sun Sensor Risk Management During Proximal Orbit Saturn Ring Plane Crossings" authored by David M. Bates. Based on results of risk analyses documented in this work and contingency planning work described in the paper mentioned above, we judge that the proximal orbit campaign will be safe from the viewpoint of dust HVI hazard.
dust particles↗
Dust Hazard Management in the Outer Solar System
Most robotic missions to the outer solar system must grapple with the hazards posed by the dusty rings of the gas giants. Early assessments of these hazards led simply to ring avoidance due to insufficient data and high uncertainties on the dust population present in such rings. Recent approaches, principal among them the Cassini dust hazard management strategy, provide useful results from detailed modeling of spacecraft vulnerabilities and dust hazard regions, which along with the range of mission trajectories are used to to assess the risks posed by each passage through a zone of potential hazard. This paper shows the general approach used to implement the analysis for Cassini, with recommendations for future outer planet missions.
mission hazards↗
Automation of Cassini Support Imaging Uplink Command Development
"Support imaging" is imagery requested by other Cassini science teams to aid in the interpretation of their data. The generation of the spacecraft command sequences for these images is performed by the Cassini Instrument Operations Team. The process initially established for doing this was very labor-intensive, tedious and prone to human error. Team management recognized this process as one that could easily benefit from automation. Team members were tasked to document the existing manual process, develop a plan and strategy to automate the process, implement the plan and strategy, test and validate the new automated process, and deliver the new software tools and documentation to Flight Operations for use during the Cassini extended mission. In addition to the goals of higher efficiency and lower risk in the processing of support imaging requests, an effort was made to maximize adaptability of the process to accommodate uplink procedure changes and the potential addition of new capabilities outside the scope of the initial effort.
Ly-Hollins, Lisa↗
The Epic Chronicle of Designing Cassini's Titan Flyby Altitudes
The selection and optimization of Titan flyby altitudes for NASA's Cassini mission at Saturn has traveled a long, fascinating, and often torturous sixteen-year path - starting in 2001, when pre-arrival trajectory design decisions had to be made, through April of 2017 when Cassini's last, and arguably most critical, low flyby takes place. The chronicle of designing and updating the Titan flyby altitudes have twists and turns enough to satisfy a full-length novel or feature film, including: critical design decision-making before arrival with multiple atmospheric models, high uncertainties, and limited data; early flybys that seemed to show trends that weren't there; use and misuse of statistical analysis; unexpected surprises with limited reaction time; navigation of a scientific, engineering, and management community with a wide array of inherent biases; and consideration of a variety of project risk postures in a high-scrutiny, high-impact, high-reward environment.
Bittner, Molly↗