Integration and utilization of management science activities in organizations.
Management science activities and operational research in U.S. industry, discussing computer usage, personnel, location, client relations, etc
Bean, A. S.↗
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Modeling for Integrated Science Management and Resilient Systems Development
Many physiological, environmental, and operational risks exist for crewmembers during spaceflight. An understanding of these risks from an integrated perspective is required to provide effective and efficient mitigations during future exploration missions that typically have stringent limitations on resources available, such as mass, power, and crew time. The Human Research Program (HRP) is in the early stages of developing collaborative modeling approaches for the purposes of managing its science portfolio in an integrated manner to support cross-disciplinary risk mitigation strategies and to enable resilient human and engineered systems in the spaceflight environment. In this talk, we will share ideas being explored from fields such as network science, complexity theory, and system-of-systems modeling. Initial work on tools to support these explorations will be discussed briefly, along with ideas for future efforts.
Shelhamer, M.↗
Desert Research and Technology Studies (DRATS) 2010 Science Operations: Operational Approaches and Lessons Learned for Managing Science during Human Planetary Surface Missions
Desert Research and Technology Studies (Desert RATS) is a multi-year series of hardware and operations tests carried out annually in the high desert of Arizona on the San Francisco Volcanic Field. These activities are designed to exercise planetary surface hardware and operations in conditions where long-distance, multi-day roving is achievable, and they allow NASA to evaluate different mission concepts and approaches in an environment less costly and more forgiving than space.The results from the RATS tests allows election of potential operational approaches to planetary surface exploration prior to making commitments to specific flight and mission hardware development. In previous RATS operations, the Science Support Room has operated largely in an advisory role, an approach that was driven by the need to provide a loose science mission framework that would underpin the engineering tests. However, the extensive nature of the traverse operations for 2010 expanded the role of the science operations and tested specific operational approaches. Science mission operations approaches from the Apollo and Mars-Phoenix missions were merged to become the baseline for this test. Six days of traverse operations were conducted during each week of the 2-week test, with three traverse days each week conducted with voice and data communications continuously available, and three traverse days conducted with only two 1-hour communications periods per day. Within this framework, the team evaluated integrated science operations management using real-time, tactical science operations to oversee daily crew activities, and strategic level evaluations of science data and daily traverse results during a post-traverse planning shift. During continuous communications, both tactical and strategic teams were employed. On days when communications were reduced to only two communications periods per day, only a strategic team was employed. The Science Operations Team found that, if communications are good and down-linking of science data is ensured, high quality science returns is possible regardless of communications. What is absent from reduced communications is the scientific interaction between the crew on the planet and the scientists on the ground. These scientific interactions were a critical part of the science process and significantly improved mission science return over reduced communications conditions. The test also showed that the quality of science return is not measurable by simple numerical quantities but is, in fact, based on strongly non-quantifiable factors, such as the interactions between the crew and the Science Operations Teams. Although the metric evaluation data suggested some trends, there was not sufficient granularity in the data or specificity in the metrics to allow those trends to be understood on numerical data alone.
Eppler, Dean↗
NASA’s Technology Development Program for Wildfire Science, Management, and Disaster Mitigation
NASA’s Earth Science Technology Office (ESTO) has established a new program called Technology Development for support of Wildfire Science, Management, and Disaster Mitigation (FireSense Technology), to develop innovative new technologies and capabilities to better predict, monitor and manage wildfires and their impacts. ESTO’s FireSense Technology program works in collaboration with NASA’s Applied Sciences Wildland Fire Program, the Aeronautics Research Mission Directorate (ARMD), the Space Technology Mission Directorate (STMD), and the Small Business Innovative Research (SBIR) program. The program will also work closely with interagency partners such as the National Oceanic and Atmospheric Administration (NOAA), the U.S. Department of Agriculture Forest Service, the California Department of Forestry and Fire Protection, the National Interagency Fire Center, and others. In this paper we will discuss the program objectives and provide an update on the technological developments to date.
Wildfires↗
Patterns in the development of operations research and management science in government
The development of an operations research or management science (OR/MS) activity in an organization is discussed as occurring in a series of phases. Organizational aspects of the development of OR/MS in an individual case and in an institutional environment of federal civilian agencies are described. It is noted that there is some evidence that the length of time it takes an OR/MS group to develop to maturity has decreased. It is concluded that to understand the development of OR/MS in government organization, it must be considered as a problem in empirical organization theory.
White, M. J.↗
Top management and management science: An exploratory study in 15 Federal civilian agencies
A study of the relation between top managers in Federal agencies and the operations research and management science (OR/MS) group is reported. Sixteen managers were questioned about the following characteristics: closeness of top managers to OR/MS groups; top managers' attitudes toward the OR/MS activities; relation between closeness and these attitudes; and top managers' use of OR/MS groups. It is concluded that OR/MS is relevant to many top managers and that OR/MS has begun to play a role in decisions. Top management attitudes and actions are not related in obvious ways. The consequences to top management's use of and closeness to an OR/MS group need not be the success of the group as a professional, innovative, research-oriented unit.
White, M. J.↗
Status report on the land processes aircraft science management operations working group
Since its inception three years ago, the Land Processes Aircraft Science Management Operations Working Group (MOWG) provided recommendations on the optimal use of the Agency's aircraft in support of the Land Processes Science Program. Recommendations covered topics such as aircraft and sensor usage, development of long-range plans, Multisensor Airborne Campaigns (MAC), program balance, aircraft sensor databases, new technology and sensor development, and increased University scientist participation in the program. Impacts of these recommendations improved the efficiency of various procedures including the flight request process, tracking of flight hours, and aircraft usage. The group also created a bibliography focused on publications produced by Land Processes scientists from the use of the aircraft program, surveyed NASA funded PI's on their participation in the aircraft program, and developed a planning template for multi-sensor airborne campaigns. Benefits from these activities are summarized.
Lawless, James G.↗
Human Research Program Science Management: Overview of Research and Development Activities
An overview of research and development activities of NASA's Human Research Science Management Program is presented. The topics include: 1) Human Research Program Goals; 2) Elements and Projects within HRP; 3) Development and Maintenance of Priorities; 4) Acquisition and Evaluation of Research and Technology Proposals; and 5) Annual Reviews
Charles, John B.↗
The management of science
Management of science and technology to further human knowledge and benefit man
MAN↗
Managing Science Operations during Planetary Surface Operations at Long Light Delay-Time Targets: The 2011 Desert RATS Test
Desert Research and Technology Studies (Desert RATS) is a multi-year series of hardware and operations tests carried out annually in the high desert of Arizona in the San Francisco Volcanic Field. Conducted since 1997, these activities are designed to exercise planetary surface hardware and operations in conditions where multi-day tests are achievable. Desert RATS 2011 Science Operations Test simulated the management of crewed science operations at targets that were beyond the light delay time experienced during Low-Earth Orbit (LEO) and lunar surface missions, such as a mission to a Near-Earth Object (NEO) or the martian surface. Operations at targets at these distances are likely to be the norm as humans move out of the Earth-Moon system. Operating at these distances places significant challenges on mission operations, as the imposed light-delay time makes normal, two-way conversations extremely inefficient. Consequently, the operations approach for space missions that has been exercised during the first half-century of human space operations is no longer viable, and new approaches must be devised.
Eppler, D. B.↗
Publishing Environmental Assessment and Management Science: Crossing the Hurdles
Benefits accrue to scientists, resource managers, companies, and policymakers when environmental scientists publish in peer-reviewed journals. However, environmental scientists and practitioners face challenges, including the sometimes low value placed on journal articles, institutional vested interests in outcomes, and the changing priorities of employers and project sponsors. Confidentiality agreements can also lead scientists to assume publication is not an option. Case studies may be viewed by potential authors as too routine for peer-reviewed journals. On the basis of 30 years of experience, we suggest that publishing hurdles can be overcome and that environmental scientists have a range of options. The topics of manuscripts can include not only results from case studies and perspectives based on them but also byproducts of assessments, including definitions, plans, monitoring methods and models, and decision frameworks. Environmental scientists have unique opportunities to move science forward with their practical knowledge if they can move across the institutional, logistical, data-related, and content-related hurdles.
54 ENVIRONMENTAL SCIENCES↗
LDM-151: Data Management Science Pipelines Design
The LSST Science Requirements Document (the LSST SRD) specifies a set of data product guidelines, designed to support science goals envisioned to be enabled by the LSST observing program. Following these guidelines, the details of these data products have been described in the LSST Data Products Definition Document (DPDD), and captured in a formal flow-down from the SRD via the LSST System Requirements (LSR), Observatory System Specifications (OSS), to the Data Management System Requirements (DMSR). The LSST Data Management subsystem's responsibilities include the design, implementation, deployment and execution of software pipelines necessary to generate these data products. This document describes the design of the scientific aspects of those pipelines.
79 ASTRONOMY AND ASTROPHYSICS↗
Mathematical Models in Management Sciences. (1) - Consumer Behaviour as a Markov Process
Mathematical models based on Markov processes for consumer purchasing behavior
Bhargava, T. N.↗
Management science service final report
Explore the source record for details and available documents.
Di Salvo, J.↗
The impact of management science on political decision making
The possible impact on public policy and organizational decision making of operations research/management science (OR/MS) is discussed. Criticisms based on the assumption that OR/MS will have influence on decision making and criticisms based on the assumption that it will have no influence are described. New directions in the analysis of analysis and in thinking about policy making are also considered.
White, M. J.↗
Challenges of space medical operations and life sciences management
The Kennedy Space Center (KSC) has been the premier launch and landing site for America's space program since the early 1960s. Visitors are cognizant of space vehicles, processing facilities and launch pads which are treasured national resources. However, most are unaware of the unique organization which supports launch and landing activities and manages the center's occupational medicine, environmental health, ecological and environmental monitoring functions, as well as human and plant research programs. Management of this multifaceted organization can be complex because funding its different functions comes from a number of sources. Additionally the diverse disciplines of personnel present a special challenge in maintaining professional competencies while assuring efficiency in cyclical operations. This article explains the organization's structure and reviews some of its accomplishments.
Haddad, S. G.↗
Market-Based Approaches to Managing Science Return from Planetary Missions
A research plan is described for the design and testing of a method for the planning and negotiation of science observations. The research plan is presented in relation to the fact that the current method, which involves a hierarchical process of science working groups, is unsuitable for the planning of the Cassini mission. The research plan involves the market-based approach in which participants are allocated budgets of scheduling points. The points are used to provide an intensity of preference for the observations being scheduled. In this way, the schedulers do not have to limit themselves to solving major conflicts, but try to maximize the number of scheduling points that result in a conflict-free timeline. Incentives are provided for the participants by the fixed budget concerning their tradeoff decisions. A degree of feedback is provided in the process so that the schedulers may rebid based on the current timeline.
Wessen, Randii R.↗
Managing Science Operations During Planetary Surface: The 2010 Desert RATS Test
Desert Research and Technology Studies (Desert RATS) is a multi-year series of hardware and operations tests carried out annually in the high desert of Arizona on the San Francisco Volcanic Field. Conducted since 1997, these activities are designed to exercise planetary surface hardware and operations in conditions where long-distance, multi-day roving is achievable. Such activities not only test vehicle subsystems through extended rough-terrain driving, they also stress communications and operations systems and allow testing of science operations approaches to advance human and robotic surface capabilities. Desert RATS is a venue where new ideas can be tested, both individually and as part of an operation with multiple elements. By conducting operations over multiple yearly cycles, ideas that make the cut can be iterated and tested during follow-on years. This ultimately gives both the hardware and the personnel experience in the kind of multi-element integrated operations that will be necessary in future human planetary exploration.
Eppler, Dean B.↗