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At least 181 records · Page 10
All sourcesNASA NTRSDOE OSTI
NASA NTRS1987

Cockpit Resource Management (CRM): A tool for improved flight safety (United Airlines CRM training)

The approach and methodology used in developing cockpit management skills is effective because of the following features: (1) A comparative method of learning is used enabling crewmembers to study different forms of teamwork. (2) The learning comes about as a result of crewmembers learning from one another instead of from an expert instructor. (3) Key elements of cockpit teamwork and effective management are studied so that crewmembers can determine how these elements can improve safety and problem solving. (4) Critique among the crewmembers themselves rather than from outsiders is used as a common focusing point for crews to provide feedback to one another on how each can be a more effective crewmember. (5) The training is continuous in the sense that it becomes part of recurrent, upgrade, and other forms of crewmember training and development. And (6) the training results in sound and genuine insights that come about through solid education as opposed to tutoring, coaching, or telling crewmembers how to behave more effectively.

Carroll, J. E.↗
NASA NTRS1987

The development and implementation of cockpit resource management in UAL recurrent training

Line Oriented Flight Training (LOFT) for United Airlines started in 1976. At that time it was basically no more than a line-simulated training function conducted in a full-mission simulator with no attention or stress on its human factor content. Very soon after the implementation of the LOFT program concerns were voiced about certain crew behavioral situations they were observing in the flight crew's execution of cockpit duties. These duties involved emergency procedures as well as irregular and normal procedures and situations. It was evident that new information was surfacing concerning crew interaction, or its lack thereof, in the cockpit and its effect on satisfactory performance. These observations naturally raised the question of how this information translated into the safety of aircraft operations. A training system had to be repetitive, the crew interactive, and the training had to be conducted under the crew concept. The foundation had to have two other factors: (1) it was necessary to have adequate human factor content, and (2) an advanced state-of-the-art simulator and appropriate electronic devices were required. These concepts are further discussed.

Shroyer, David H.↗
NASA NTRS1987

Cockpit Resource Management (CRM) training in the 1550th combat crew training wing

The training program the 1550th Combat Crew Training Wing at Kirtland Air Force Base, New Mexico, implemented in September 1985 is discussed. The program is called Aircrew Coordination Training (ACT), and it is designed specifically to help aircrew members work more effectively as a team in their respective aircraft and hopefully to reduce human factors-related accidents. The scope of the 1550th CCTW's training responsibilities is described, the structure of the program, along with a brief look at the content of the academic part of the course. Then the Mission-Oriented Simulator Training (MOST) program is discussed; a program similar to the Line Oriented Flight Training (LOFT) programs. Finally, the future plans for the Aircrew Coordination Training Program at the 1550th is discussed.

Fiedler, Michael T.↗
NASA NTRS1987

Cockpit Resource Management (CRM) for part 91 and 135 operations

Every flight is characterized by constant change. It is the way each individual crew responds to that change that determines how effectively they will be able to manage their flight deck. The concepts of Flight Deck Management (FDM) is presented. The principles dealt with are applicable to every flight, and the occurrence of change in the conduct of every flight is given. Nothing remains as it is initially perceived. It is then shown how SimuFlite accomplishes training in these concepts. Finally the challenges which are faced as an industry to make FDM more effective are discussed.

Krey, Neil C.↗
NASA NTRS1987

Cockpit Resource Management (CRM) for FAR Parts 91 and 135 operators

The why, what, and how of CRM at Flight Safety International (FSI)--that is, the philosophy behind the program, the content of the program, and some insight regarding how it delivers that to the pilot is presented. A few of the concepts that are part of the program are discussed. This includes a view of statistics called the Safety Window, the concept of situational awareness, and an approach to training that we called the Cockpit Management Concept (CMC).

Schwartz, Douglas↗
NASA NTRS1987

Cockpit Resource Management (CRM) and human factors training: What Air New Zealand is doing about it

The authors have played an integral role in Air New Zealand's evaluation of CRM and Human Factors training options available to date. As the final decision as to which course is best suited to Air New Zealand's needs has yet to be made, briefly outlined are: (1) why this form of training was considered necessary; (2) the approach taken to evaluating the options available; (3) some of the problems encountered on the way; and (4) some plans for the future.

Scott-Milligan, Fionna↗
NASA NTRS1987

Cockpit resource management at USAir

The current USAir CRM program is presented. The lessons learned and the program issues are combined. The training material was developed after an extensive literature search and pilot interview survey to determine the problem. The investigation led to the design, implementation, and evaluation of a behavioral science awareness training program. The need was found, and the target population was identified as the pilot group.

Sellards, Robert↗
NASA NTRS1992

Establishing a scientific and technical information program: Planning and resource management

In the last 50 years, technological advances have accelerated at a rate unprecedented in history. We are experiencing a tremendous expansion of scientific and technological effort in many directions, and the result is a fantastic increase in the accumulation of scientific and technical information (STI) and knowledge. An integral part of the research and development (R&D) process is the STI associated with it. STI is both a raw material (input) and a product (output) of this process. The topics addressed include the following: the value of STI, management of an STI program, program policy and guidance, organizational structure, data sources, training/orientation, and the current information environment.

Blados, Walter R.↗
NASA NTRS1995

The effects of Crew Resource Management (CRM) training in airline maintenance: Results following three year's experience

An airline maintenance department undertook a CRM training program to change its safety and operating culture. In 2 1/2 years this airline trained 2200 management staff and salaried professionals. Participants completed attitude surveys immediately before and after the training, as well as two months, six months, and one year afterward. On-site interviews were conducted to test and confirm the survey results. Comparing managers' attitudes immediately after their training with their pretraining attitudes showed significant improvement for three attitudes. A fourth attitude, assertiveness, improved significantly above the pretraining levels two months after training. The expected effect of the training on all four attitude scales did not change significantly thereafter. Participants' self-reported behaviors and interview comments confirmed their shift from passive to more active behaviors over time. Safety, efficiency, and dependability performance were measured before the onset of the training and for some 30 months afterward. Associations with subsequent performance were strongest with positive attitudes about sharing command (participation), assertiveness, and stress management when those attitudes were measured 2 and 12 months after the training. The two month follow-up survey results were especially strong and indicate that active behaviors learned from the CRM training consolidate and strengthen in the months immediately following training.

Taylor, J. C.↗
NASA NTRS1993

NASA Information Resources Management Long Range Plan, FY 1994-1998

Table of Contents: Introduction; Agency 5-Year IRM Investment Projections; Program Specific IRM Activities by Program Office; Major IRM Program Accomplishments for FY 1992; Information Collection Budget; Summary of Computer Security Plans; and Appendix: Acronym List.

LONG RANGE PLANNING↗
NASA NTRS1998

DOI Use of AVIRIS Data in Natural Resources Management: A Technology Transfer Project Status Report

A meeting was held in December 1996, attended by representatives from Department of the Interior (DOI) and National Aeronautical and Space Administration (NASA) at the request of Department of the Interior Secretary, Bruce Babbitt and NASA, Administrator Director Dan Goldin, to discuss the use of hyperspectral systems and related remote sensing technologies in addressing environmental issues of environmental importance to the (DOI). It was determined that NASA/DOI Coordination be established, comprised of representatives from each agency, designated to address the environmental issues and resulting technologies. A steering committee was formed consisting of representatives from NASA Headquarters, NASA PI's from University California-Davis, University of Colorado-Boulder, University of New Hampshire and DOI Bureaus (Indian Affairs, Land Management, Reclamation, National Park Service, and US Geological Survey).

Getter, James R.↗
NASA NTRS2003

Preserving the Finger Lakes for the Future: A Prototype Decision Support System for Water Resource Management, Open Space, and Agricultural Protection

As described herein, this project has progressed well, with the initiation or completion of a number of program facets at programmatic, technical, and inter-agency levels. The concept of the Virtual Management Operations Center has taken shape, grown, and has been well received by parties from a wide variety of agencies and organizations in the Finger Lakes region and beyond. As it has evolved in design and functionality, and to better illustrate its current focus for this project, it has been given the expanded name of Watershed Virtual Management Operations Center (W-VMOC). It offers the advanced, compelling functionality of interactive 3D visualization interfaced with 2D mapping, all accessed via Internet or virtually any kind of distributed computer network. This strong foundation will allow the development of a Decision Support System (DSS) with anticipated enhanced functionality to be applied to the myriad issues involved in the wise management of the Finger Lakes region.

Brower, Robert↗
NASA NTRS2008

Orbital Express Mission Operations Planning and Resource Management using ASPEN

As satellite equipment and mission operations become more costly, the drive to keep working equipment running with less man-power rises.Demonstrating the feasibility of autonomous satellite servicing was the main goal behind the Orbital Express (OE) mission. Planning the satellite mission operations for OE required the ability to create a plan which could be executed autonomously over variable conditions. The Automated-Scheduling and Planning Environment (ASPEN)tool, developed at the Jet Propulsion Laboratory, was used to create the schedule of events in each daily plan for the two satellites of the OE mission. This paper presents an introduction to the ASPEN tool, the constraints of the OE domain, the variable conditions that were presented within the mission, and the solution to operations that ASPEN provided. ASPEN has been used in several other domains, including research rovers, Deep Space Network scheduling research, and in flight operations for the ASE project's EO1 satellite. Related work is discussed, as are the future of ASPEN and the future of autonomous satellite servicing.

Automated Scheduling and Planning Environment (ASP↗
NASA NTRS2008

Orbital Express Mission Operations Planning and Resource Management using ASPEN

The Orbital Express satellite servicing demonstrator program is a DARPA program aimed at developing "a safe and cost-effective approach to autonomously service satellites in orbit". The system consists of: a) the Autonomous Space Transport Robotic Operations (ASTRO) vehicle, under development by Boeing Integrated Defense Systems, and b) a prototype modular next-generation serviceable satellite, NEXTSat, being developed by Ball Aerospace. Flexibility of ASPEN: a) Accommodate changes to procedures; b) Accommodate changes to daily losses and gains; c) Responsive re-planning; and d) Critical to success of mission planning Auto-Generation of activity models: a) Created plans quickly; b) Repetition/Re-use of models each day; and c) Guarantees the AML syntax. One SRP per day vs. Tactical team

automated planning scheduling↗
NASA NTRS2011

Space Flight Resource Management Training for International Space Station Flight Controllers

Training includes both SFRM-dedicated lessons and SFRM training embedded into technical lessons. Goal is to reduce certification times by 50% and integrated simulations by 75-90%. SFRM is practiced, evaluated and debriefed in part task trainers and full-task simulation lessons. SFRM model and training are constantly being evaluated against student/management feedback, best practices from industry/ military, and latest research.

O'Keefe, William S.↗