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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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NASA NTRS2010

NASA Spacecraft Fault Management Workshop Results

Fault Management is a critical aspect of deep-space missions. For the purposes of this paper, fault management is defined as the ability of a system to detect, isolate, and mitigate events that impact, or have the potential to impact, nominal mission operations. The fault management capabilities are commonly distributed across flight and ground subsystems, impacting hardware, software, and mission operations designs. The National Aeronautics and Space Administration (NASA) Discovery & New Frontiers (D&NF) Program Office at Marshall Space Flight Center (MSFC) recently studied cost overruns and schedule delays for 5 missions. The goal was to identify the underlying causes for the overruns and delays, and to develop practical mitigations to assist the D&NF projects in identifying potential risks and controlling the associated impacts to proposed mission costs and schedules. The study found that 4 out of the 5 missions studied had significant overruns due to underestimating the complexity and support requirements for fault management. As a result of this and other recent experiences, the NASA Science Mission Directorate (SMD) Planetary Science Division (PSD) commissioned a workshop to bring together invited participants across government, industry, academia to assess the state of the art in fault management practice and research, identify current and potential issues, and make recommendations for addressing these issues. The workshop was held in New Orleans in April of 2008. The workshop concluded that fault management is not being limited by technology, but rather by a lack of emphasis and discipline in both the engineering and programmatic dimensions. Some of the areas cited in the findings include different, conflicting, and changing institutional goals and risk postures; unclear ownership of end-to-end fault management engineering; inadequate understanding of the impact of mission-level requirements on fault management complexity; and practices, processes, and tools that have not kept pace with the increasing complexity of mission requirements and spacecraft systems. This paper summarizes the findings and recommendations from that workshop, as well as opportunities identified for future investment in tools, processes, and products to facilitate the development of space flight fault management capabilities.

Newhouse, Marilyn↗
NASA NTRS2010

Results from the NASA Spacecraft Fault Management Workshop: Cost Drivers for Deep Space Missions

Fault Management, the detection of and response to in-flight anomalies, is a critical aspect of deep-space missions. Fault management capabilities are commonly distributed across flight and ground subsystems, impacting hardware, software, and mission operations designs. The National Aeronautics and Space Administration (NASA) Discovery & New Frontiers (D&NF) Program Office at Marshall Space Flight Center (MSFC) recently studied cost overruns and schedule delays for five missions. The goal was to identify the underlying causes for the overruns and delays, and to develop practical mitigations to assist the D&NF projects in identifying potential risks and controlling the associated impacts to proposed mission costs and schedules. The study found that four out of the five missions studied had significant overruns due to underestimating the complexity and support requirements for fault management. As a result of this and other recent experiences, the NASA Science Mission Directorate (SMD) Planetary Science Division (PSD) commissioned a workshop to bring together invited participants across government, industry, and academia to assess the state of the art in fault management practice and research, identify current and potential issues, and make recommendations for addressing these issues. The workshop was held in New Orleans in April of 2008. The workshop concluded that fault management is not being limited by technology, but rather by a lack of emphasis and discipline in both the engineering and programmatic dimensions. Some of the areas cited in the findings include different, conflicting, and changing institutional goals and risk postures; unclear ownership of end-to-end fault management engineering; inadequate understanding of the impact of mission-level requirements on fault management complexity; and practices, processes, and tools that have not kept pace with the increasing complexity of mission requirements and spacecraft systems. This paper summarizes the findings and recommendations from that workshop, particularly as fault management development issues affect operations and the development of operations capabilities.

Newhouse, Marilyn E.↗
NASA NTRS2001

The Air Transportation Policy of Small States: Meeting the Challenges of Globalization

The air transport policies of small states are currently at a crossroad. Policy makers in these countries are facing a difficult dilemma: either follow the general trend of liberalization and pay the high cost of the resulting restructuring or maintain the existing regulatory and ownership structures at the risk of isolation thus undermining the viability and sustainability of their air transport sector and their economies in general. This paper proposes to explore the broad issues raised by this difficult dilemma, to outline its special significance in the context of small states and to delineate the options opened to the economic policymakers; in these states. After a brief note on the method of research, we sketch the main elements of the international air transport industry in which the airlines of small states are called upon to act. We then propose to review the main features of the analytical framework of this debate as it pertains to the special circumstances of these states. Then we focus on the challenges facing the airlines of Small States, while the next section proposes a number of the alternative policy options open to the policy makers in these states. The main conclusions are drawn in the final section.

Antoniou, Andreas↗
NASA NTRS2005

Learning Lessons from the X-37 Project

The X-37 was planned as an automated vehicle capable of flight-testing new aerospace technologies in combined environments that are beyond the capability of existing ground or flight platforms. Flight demonstration with the X-37 architecture and configuration in relevant environments was planned to reduce the risk of developing launch vehicle technologies for sustainable, affordable exploration and other aerospace applications. Current plans are for the X-37 Approach and Landing Test Vehicle (ALTV) to be atmospheric tested in 2005 from Scaled Composite's White Knight carrier aircraft at up to 40,000 feet over California's Mojave Spaceport, with and turnaround maintenance performed. The fight Operations Control Center will conduct the mission, using a streamlined operations concept. Taxi-tow and captive-carry tests will be conducted prior to the atmospheric-test series. Sponsored by the Defense Advanced Research Projects Agency (DARPA) with NASA participation, technical objectives are to: (1) mature Computed Air Data System/Remote Pressure Sensor technology, (2) manage energy during Terminal Area Energy Management/Heading Alignment Cone maneuvers, and (3) validate the aerodatabase. The X-37 Project began in 1999 under a cooperative agreement as an element of NASA's Future X Program and transitioned to a NASA Research Announcement under the Space Launch Initiative. In mid-2004, NASA transferred ownership to DARPA, with its heritage of performing high-risk, high-payoff research and development. NASA contributes technical expertise, including risk analysis and system integration. The Boeing Company is the prime contractor, with nationwide suppliers. This recent partnership exemplifies the synergy attainable when NASA Centers, other Government agencies, and industry work together toward a common goal - contributing to the knowledge base for U.S. exploration and other aerospace endeavors. The X-37 team represents a range of space transportation disciplines - from engineering to management. Some members have been with the project since its inception. All have gained priceless experience during the design, manufacturing, and testing of the ALTV, as well as through developing advanced orbital flight technologies, such as state-of-the-art Thermal Protection Systems and hot structures. Throughout this process, the X-37 Project team captures lessons that are directly applicable to other such efforts. The upcoming ALTV flights offer another dimension of data and first-hand experience that will prove invaluable to those designing new generations of reusable spacecraft. And ongoing technology developments will expand the aerospace knowledge base. Delivering prototype hardware is always a risky proposition. During the course of the X-37 effort, the team has experienced many challenging opportunities, delivering significant accomplishments and learning numerous lessons in the process. The ability to manage the risk landscape is key to overcoming obstacles, especially technical hurdles that are encountered in progressing hardware from design to flight. The approach to managing risk under this partnership is evolving but, in general, the team allocates resources to reduce the likelihood of severe-consequence risks, thus maximizing mission success and ensuring that the X-37 Project delivers value to its stakeholders. As the team sharpens its focus on operations, it continues to contribute knowledge to those who would undertake high-risk, high-payoff research and development and provides valuable experience to implement the exploration vision.

Turner, Susan↗
NASA NTRS2005

Learning Lessons from the X-37 Project

The X-37 was planned as an automated vehicle capable of flight-testing new aerospace technologies in combined environments that are beyond the capability of existing ground or flight platforms. Flight demonstration with the X-37 architecture and configuration in relevant environments was planned to reduce the risk of developing launch vehicle technologies for sustainable, affordable exploration and other aerospace applications. Current plans are for the X-37 Approach and Landing Test Vehicle (ALTV) to be atmospheric tested in 2005 from Scaled Composite s White Knight carrier aircraft at up to 40,000 feet over California's Mojave Spaceport, with landing and turnaround maintenance performed. The Flight Operations Control Center will conduct the mission, using a streamlined operations concept. Taxi-tow and captive-carry tests will be conducted prior to the atmospheric-test series. Sponsored by the Defense Advanced Research Projects Agency (DARPA) with NASA participation, technical objectives are to: (1) mature Computed Air Data System/Remote Pressure Sensor technology, (2) manage energy during Terminal Area Energy Management/Heading Alignment Cone maneuvers, and (3) validate the aerodatabase. The X-37 Project began in 1999 under a cooperative agreement as an element of NASA's Future X Program and transitioned to a NASA Research Announcement under the Space Launch Initiative. In mid-2004, NASA transferred ownership to DARPA, with its heritage of performing high-risk, high-payoff research and development (R&D). NASA contributes technical expertise, including risk analysis and system integration. The Boeing Company is the prime contractor, with nationwide suppliers. This partnership exemplifies the synergy attainable when NASA Centers, other Government agencies, and industry work together toward a common goal - contributing to the knowledge base for U.S. exploration and other aerospace endeavors. The X-37 team represents a range of space transportation disciplines - from engineering to management. Some members have been with the project since its inception. All have gained priceless experience during the design, manufacturing, and testing of the ALTV, as well as through developing advanced orbital flight technologies, such as state-of-the-art Thermal Protection Systems and hot structures. Throughout this process, the X-37 Project team captures lessons that are directly applicable to other such efforts. The upcoming ALTV flights offer another dimension of data and first-hand experience that will prove invaluable to those designing new generations of reusable spacecraft. And ongoing technology developments will expand the aerospace knowledge base. Delivering prototype hardware is always a risky proposition. During the course of this effort, the X-37 team has experienced many challenging opportunities, delivering significant accomplishments and learning numerous lessons in the process. The ability to manage the risk landscape is key to overcoming obstacles, especially technical hurdles that are encountered in progressing hardware from design to flight. The approach to managing risk under this partnership is evolving but, in general, the team allocates resources to reduce the likelihood of severe-consequence risks, thus maximizing mission success and ensuring that the X-37 Project delivers value to its stakeholders. As the team sharpens its focus on operations, it continues to contribute knowledge to those who would undertake high-risk, high-payoff R&D and provides valuable experience to implement the Vision for Space Exploration.

Turner, Susan↗
NASA NTRS2004

Securing the User's Work Environment

High performance computing at the Numerical Aerospace Simulation Facility at NASA Ames Research Center includes C90's, J90's and Origin 2000's. Not only is it necessary to protect these systems from outside attacks, but also to provide a safe working environment on the systems. With the right tools, security anomalies in the user s work environment can be deleted and corrected. Validating proper ownership of files against user s permissions, will reduce the risk of inadvertent data compromise. The detection of extraneous directories and files hidden amongst user home directories is important for identifying potential compromises. The first runs of these utilities detected over 350,000 files with problems. With periodic scans, automated correction of problems takes only minutes. Tools for detecting these types of problems as well as their development techniques will be discussed with emphasis on consistency, portability and efficiency for both UNICOS and IRIX.

Cardo, Nicholas P.↗
NASA NTRS2008

We Don't Need Any Stinking AFSRB!

Flight Test supports four needs: a) Management approval to proceed; b) Establish a record of accountability; c) Inject expert insight into the risk management process; and d) Mitigate the human factors vulnerabilities associated with small group teaming and project ownership.

Henwood, Barton↗
NASA NTRS1981

Integrated Application of Active Controls (IAAC) Technology to an Advanced Subsonic Transport: Project Plan

The state of the art of active controls technology (ACT) and a recommended ACT development program plan are reviewed. The performance benefits and cost of ownership of an integrated application of ACT to civil transport aircraft is to be assessed along with the risk and laboratory and/or flight experiments designed to reduce the technical risks to a commercially acceptable level.

Source record↗
NASA NTRS2019

Managing Flagship Missions to Reduce Cost and Schedule

Flagship missions are highly complex with highly nested systems. This level of complexity poses unique management problems as complexity influences risk which, in turn, affects cost and schedule. Establishing a strong technical and programmatic leadership team is critical to mission success. Developing and using a mission architecture is critical to informing the management organization, product ownership, interface and integration relationships, schedule organization, and integration and test paths. In highly nested systems, the mission phasing can be significantly out of sync with product phasing. Targeted technology development prior to Phase A is critical to reducing risk. Early architecture, concept design, and requirements development is critical to reducing risk. Modular design; pathfinders; parallel manufacturing and integration and test paths; and properly handling institutional requirements across interfaces are all management techniques that can be applied to reduce risk. NASA’s large strategic missions, sometimes referred to as flagship missions, are designed to provide answers to some of the most compelling scientific questions being asked. These types of missions are a series of highly nested subsystems that pose unique management problems when compared to more traditional instrument and spacecraft designs. They typically have an overall architecture that is very complex and nested; they typically require a tremendous amount of technology development; they typically involve many contractors and subcontractors with many associated contracts; and they typically involve staff from all over the world. Successful management of a flagship requires the balance between science requirements, engineering and technology capabilities, and resource constraints. Mismanaging these flagship missions can and will lead to significant cost and schedule growth, both of which are detrimental to NASA’s overall reputation which, in turn, is detrimental to the development of future flagship missions. While many of the same management principles used on smaller instruments and spacecraft are relevant, managing flagship missions requires an evolution of those current best practices to better address the specific needs and additional complexity and vastness of these missions. This paper explores how to leverage lessons learned from previous flagship missions to better manage flagship missions in the future.

Hylan, Jason↗
NASA NTRS1991

Ground support system methodology and architecture

A synergistic approach to systems test and support is explored. A building block architecture provides transportability of data, procedures, and knowledge. The synergistic approach also lowers cost and risk for life cycle of a program. The determination of design errors at the earliest phase reduces cost of vehicle ownership. Distributed scaleable architecture is based on industry standards maximizing transparency and maintainability. Autonomous control structure provides for distributed and segmented systems. Control of interfaces maximizes compatibility and reuse, reducing long term program cost. Intelligent data management architecture also reduces analysis time and cost (automation).

Schoen, P. D.↗
NASA NTRSDate not supplied

Seeding Innovative Ideas and Partnering with the Ecosystem

Jenn Gustetic will talk about how NASA selects ideas and collaborates with the ecosystem to develop new technologies for NASA’s portfolio. She will explain how the organization encourages collaboration, co-invests to develop ideas from lab to market, and acts as the hub-and-spoke of the ecosystem. Jenn will also discuss NASA’s journey to break silos and work horizontally across programs. • Gathering and evaluating ideas internally and externally with diverse players – engaging communities, being the hub-and-spoke of the ecosystem, and encouraging collaboration through co-investments • Identify the best ideas, funding ideas from maturation to hand-off with fluctuating budgets, and managing IP and tech transfer • Balancing investments in projects that address NASA’s needs with higher risk ideas that may not have an obvious application • Transitioning ideas to the next phase – training people and teams and ensuring ownership • Developing a 3.0 innovation capacity strategy – disrupting silos, enabling the ecosystem to work seamlessly together, and taking people and leaders along

innovation↗
NASA NTRSDate not supplied

Usability Evaluation of Fleet Management Interface for High Density Vertiplex Environments

To meet the rising demand for an Advanced Air Mobility (i.e. urban and rural unmanned aircraft systems) ecosystem, NASA Aeronautics Research Mission Directorate (ARMD) is hosting a series of simulations and flight tests under the High Density Vertiplex sub-project (HDV). HDV aims to develop an integrated automation architecture to support terminal area flight operations. The HDV simulations and flight tests address safety, integration, and operational challenges, while integrated systems and software demonstrate design readiness, robustness, and interoperability. During the initial HDV simulation in 2021, a prototype traffic management tool developed by NASA called Fleet Management Interface (FMI) was tested. FMI was designed to introduce an advanced level of human-automation interaction to aid both Ground Control Station Operators (GCSOs) and Fleet Managers (FMs) in remotely managing flights under their ownership. In a human-in-the-loop simulation, a usability study was conducted with FMI to identify optimal approaches for displaying information for human operators using subjective measures of usability, workload, situation awareness, risk, and trust, along with qualitative feedback. This study consisted of task analysis in which GCSO and FM subjects used an Urban Air Mobility (UAM) environment to develop and execute a plan for two different traffic scenarios of remotely controlled vehicles. In each scenario, a controlled vehicle completed a takeoff, active flight, and landing sequence while automated traffic flew in the background at a rate of 20 operations per hour. In the first scenario, the controlled vehicle flew a nominal route with takeoff and landing at the same vertiport. In the second scenario, the controlled vehicle started on the nominal route, then diverted to an unplanned location mid-flight. Results showed that self-reported performance, usability, trust, and situation awareness ratings of FMI were moderately to strongly high. There were small differences between scenarios, with Scenario 2 being perceived as more unstable, complex, variable, risky, and potentially harmful than Scenario 1. Furthermore, participants described improvements that could be made to create a better user experience. For example, users would like greater configurability of the interface based on their personal information requirements, and they would like the opportunity to review routes before assigning them. The results from this study will inform future development of the FMI with the end goal of creating a reference automation tool for airspace management procedures in AAM. The FMI could be introduced as a potential way to reduce dependency on traditional air navigation services through increased automation in high density vertiplex environments.

vertiplex↗
NASA NTRSDate not supplied

Usability Evaluation of Fleet Management Interface for High Density Vertiplex Environments

To meet the rising demand for an Advanced Air Mobility (AAM) (i.e. urban and rural unmanned aircraft systems) ecosystem, the NASA Aeronautics Research Mission Directorate (ARMD) is hosting a series of simulations and flight tests under the High Density Vertiplex sub-project (HDV) to prototype and study the effectiveness AAM capabilities under various operational contexts. HDV aims to develop an integrated automation architecture to support terminal area flight operations. The HDV simulations and flight tests address safety, integration, and operational challenges, while integrated systems and software demonstrate design readiness, robustness, and interoperability. During the initial HDV simulation in 2021, a prototype traffic management tool developed by NASA called the Fleet Management Interface (FMI) was tested. FMI was designed to introduce an advanced level of human-automation interaction to aid both Ground Control Station Operators (GCSOs) and Fleet Managers (FMs) in remotely managing flights under their ownership. In a human-in-the-loop simulation, a usability study was conducted with the FMI to identify optimal approaches for displaying information to human operators using subjective measures of usability, workload, situation awareness, risk, and trust, along with qualitative feedback. This study consisted of task analysis in which GCSO and FM subjects used an Urban Air Mobility (UAM) environment to develop and execute a plan for two different traffic scenarios of remotely controlled vehicles. In each scenario, a remotely controlled vehicle completed a takeoff, active flight, and landing sequence while simulated traffic flew in the background at a rate of 20 operations per hour. In the first scenario, the controlled vehicle flew a nominal route with takeoff and landing at the same vertiport. In the second scenario, the controlled vehicle started on the nominal route, then diverted to an unplanned location mid-flight. Results showed that self- reported performance, usability, trust, and situation awareness ratings of FMI were moderately to strongly high. There were small differences between scenarios, with Scenario 2 being perceived as more unstable, complex, variable, risky, and potentially harmful than Scenario 1. Furthermore, participants described improvements that could be made to create a better user experience. For example, users suggested customizable interfaces to accommodate information display preferences, and the ability to review routes before assigning them. The results from this study will inform future development of the FMI with the end goal of creating a reference automation tool for airspace management procedures in AAM. The FMI could serve to reduce dependency on traditional air navigation services through increased automation in high density vertiplex environments.

Fleet manager↗
NASA NTRS2008

Constellation Program Life-cycle Cost Analysis Model (LCAM)

The Constellation Program (CxP) is NASA's effort to replace the Space Shuttle, return humans to the moon, and prepare for a human mission to Mars. The major elements of the Constellation Lunar sortie design reference mission architecture are shown. Unlike the Apollo Program of the 1960's, affordability is a major concern of United States policy makers and NASA management. To measure Constellation affordability, a total ownership cost life-cycle parametric cost estimating capability is required. This capability is being developed by the Constellation Systems Engineering and Integration (SE&I) Directorate, and is called the Lifecycle Cost Analysis Model (LCAM). The requirements for LCAM are based on the need to have a parametric estimating capability in order to do top-level program analysis, evaluate design alternatives, and explore options for future systems. By estimating the total cost of ownership within the context of the planned Constellation budget, LCAM can provide Program and NASA management with the cost data necessary to identify the most affordable alternatives. LCAM is also a key component of the Integrated Program Model (IPM), an SE&I developed capability that combines parametric sizing tools with cost, schedule, and risk models to perform program analysis. LCAM is used in the generation of cost estimates for system level trades and analyses. It draws upon the legacy of previous architecture level cost models, such as the Exploration Systems Mission Directorate (ESMD) Architecture Cost Model (ARCOM) developed for Simulation Based Acquisition (SBA), and ATLAS. LCAM is used to support requirements and design trade studies by calculating changes in cost relative to a baseline option cost. Estimated costs are generally low fidelity to accommodate available input data and available cost estimating relationships (CERs). LCAM is capable of interfacing with the Integrated Program Model to provide the cost estimating capability for that suite of tools.

Prince, Andy↗
NASA NTRS1979

Conceptual design study of improved automotives gas turbine powertrain

Twenty-two candidate engine concepts and nineteen transmission concepts. Screening of these concepts, predominantly for fuel economy, cost and technical risk, resulted in a recommended powertrain consisting of a single-shaft engine, with a ceramic radial turbine rotor, connected through a differential split-power transmission utilizing a variable stator torque converter and a four speed automatic gearbox. Vehicle fuel economy and performance projections, preliminary design analyses and installation studies in a were completed. A cost comparison with the conventional spark ignited gasoline engine showed that the turbine engine would be more expensive initially, however, lifetime cost of ownership is in favor of the gas turbine. A powertrain research and development plan was constructed to gain information on timing and costs to achieve the required level of technology and demonstrate the engine in a vehicle by the year 1983.

Source record↗
NASA NTRS2009

Ares I-X Roll Control System Development

Project Managers often face challenging technical, schedule and budget issues. This presentation will explore how the Ares I-X Roll Control System Integrated Product Team (IPT) mitigated challenges such as concurrent engineering requirements and environments and evolving program processes, while successfully managing an aggressive project schedule and tight budget. IPT challenges also included communications and negotiations among inter- and intra-government agencies, including the US Air Force, NASA/MSFC Propulsion Engineering, LaRC, GRC, KSC, WSTF, and the Constellation Program. In order to successfully meet these challenges it was essential that the IPT define those items that most affected the schedule critical path, define early mitigation strategies to reduce technical, schedule, and budget risks, and maintain the end-product focus of an "unmanned test flight" context for the flight hardware. The makeup of the IPT and how it would function were also important considerations. The IPT consisted of NASA/MSFC (project management, engineering, and safety/quality) and contractors (Teledyne Brown Engineering and Pratt and Whitney Rocketdyne, who supplied heritage hardware experience). The early decision to have a small focused IPT working "badgelessly" across functional lines to eliminate functional stove-piping allowed for many more tasks to be done by fewer people. It also enhanced a sense of ownership of the products, while still being able to revert back to traditional roles in order to provide the required technical independence in design reviews and verification closures. This presentation will highlight several prominent issues and discuss how they were mitigated and the resulting Lessons Learned that might benefit other projects.

Unger, Ronald J.↗
NASA NTRS2008

Concept of Operations Visualization in Support of Ares I Production

Boeing was selected in 2007 to manufacture Ares I Upper Stage and Instrument Unit according to NASA's design which would require the use of the latest manufacturing and integration processes to meet NASA budget and schedule targets. Past production experience has established that the majority of the life cycle cost is established during the initial design process. Concept of Operations (CONOPs) visualizations/simulations help to reduce life cycle cost during the early design stage. Production and operation visualizations can reduce tooling, factory capacity, safety, and build process risks while spreading program support across government, academic, media and public constituencies. The NASA/Boeing production visualization (DELMIA; Digital Enterprise Lean Manufacturing Interactive Application) promotes timely, concurrent and collaborative producibility analysis (Boeing)while supporting Upper Stage Design Cycles (NASA). The DELMIA CONOPs visualization reduced overall Upper Stage production flow time at the manufacturing facility by over 100 man-days to 312.5 man-days and helped to identify technical access issues. The NASA/Boeing Interactive Concept of Operations (ICON) provides interactive access to Ares using real mission parameters, allows users to configure the mission which encourages ownership and identifies areas for improvement, allows mission operations or spacecraft detail to be added as needed, and provides an effective, low coast advocacy, outreach and education tool.

Chilton, James H.↗
NASA NTRS2017

Lost in Translation: the Case for Integrated Testing

The building of a spacecraft is complex and often involves multiple suppliers and companies that have their own designs and processes. Standards have been developed across the industries to reduce the chances for critical flight errors at the system level, but the spacecraft is still vulnerable to the introduction of critical errors during integration of these systems. Critical errors can occur at any time during the process and in many cases, human reliability analysis (HRA) identifies human error as a risk driver. Most programs have a test plan in place that is intended to catch these errors, but it is not uncommon for schedule and cost stress to result in less testing than initially planned. Therefore, integrated testing, or "testing as you fly," is essential as a final check on the design and assembly to catch any errors prior to the mission. This presentation will outline the unique benefits of integrated testing by catching critical flight errors that can otherwise go undetected, discuss HRA methods that are used to identify opportunities for human error, lessons learned and challenges over ownership of testing will be discussed.

Young, Aaron↗