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NASA NTRSDate not supplied

A Discussion of Time Management Concepts and Time Constraint Equations for Multi-Rate Federation Executions

The High Level Architecture (HLA) is a simulation interoperability standard developed by the Simulation Interoperability Standards Organization (SISO) and published as the international standard IEEE 1516-2010 by the Institute for Electrical and Electronics Engineers (IEEE). HLA is a widely used standard for the development and execution of collaborative distributed simulations. HLA provides a number of Management Services to simulation developers: Federation, Declaration, Object, Ownership, Data Distribution, and Time. Of those services, Time Management Services is probably one of the least understood and least used. However, Time Management Services are critical to technical simulations like those created for space systems using the Space Reference Federation Object Model (SpaceFOM). Time Management can be used to insure data coherence and execution repeatability in distributed simulations. When combined with real time execution policies, Time Management is being used to support real time execution of mixed software and hardware in the loop integration, verification, and validation simulations for active space systems development. This paper starts by providing an overview of the HLA Time Management Services. This provides the background to discuss the challenges associated with Time Management and its use, starting with simple common rate frame scheduled simulations, then simple multi-rate simulations, and ending with complex mixed rate simulations. The authors then formulate the significant time constraint relationships between identified frame scheduling parameters. The intent of the paper is to provide a concise discussion of how to use Time Management in both simple cases and in more complex mixed frame rate federation executions.

Simulation Interoperability↗

DOE OSTI2024

Wildfire management decisions outweigh mechanical treatment as the keystone to forest landscape adaptation

Modern land management faces unprecedented uncertainty regarding future climates, novel disturbance regimes, and unanticipated ecological feedbacks. Mitigating this uncertainty requires a cohesive landscape management strategy that utilizes multiple methods to optimize benefits while hedging risks amidst uncertain futures. We used a process-based landscape simulation model (LANDIS-II) to forecast forest management, growth, climate effects, and future wildfire dynamics, and we distilled results using a decision support tool allowing us to examine tradeoffs between alternative management strategies. We developed plausible future management scenarios based on factorial combinations of restoration-oriented thinning prescriptions, prescribed fire, and wildland fire use. Results were assessed continuously for a 100-year simulation period, which provided a unique assessment of tradeoffs and benefits among seven primary topics representing social, ecological, and economic aspects of resilience. Projected climatic changes had a substantial impact on modeled wildfire activity. In the Wildfire Only scenario (no treatments, but including active wildfire and climate change), we observed an upwards inflection point in area burned around mid-century (2060) that had detrimental impacts on total landscape carbon storage. While simulated mechanical treatments (~ 3% area per year) reduced the incidence of high-severity fire, it did not eliminate this inflection completely. Scenarios involving wildland fire use resulted in greater reductions in high-severity fire and a more linear trend in cumulative area burned. Mechanical treatments were beneficial for subtopics under the economic topic given their positive financial return on investment, while wildland fire use scenarios were better for ecological subtopics, primarily due to a greater reduction in high-severity fire. Benefits among the social subtopics were mixed, reflecting the inevitability of tradeoffs in landscapes that we rely on for diverse and countervailing ecosystem services. This study provides evidence that optimal future scenarios will involve a mix of active and passive management strategies, allowing different management tactics to coexist within and among ownerships classes. Our results also emphasize the importance of wildfire management decisions as central to building more robust and resilient future landscapes.

54 ENVIRONMENTAL SCIENCES↗

NASA NTRS1976

Management: A continuing literature survey with indexes, March 1976

Management is a compilation of references to selected reports, journal articles, and other documents on the subject of management. This publication lists 368 documents originally announced in the 1975 issues of Scientific and Technical Aerospace Reports (STAR) or International Aerospace Abstracts (IAA). It includes references on the management of research and development, contracts, production, logistics, personnel, safety, reliability and quality control. It also includes references on: program, project and systems management; management policy, philosophy, tools, and techniques; decisionmaking processes for managers; technology assessment; management of urban problems; and information for managers on Federal resources, expenditures, financing, and budgeting.

Source record↗

NASA NTRS1985

Management behavior, group climate and performance appraisal at NASA

The relationships among manager behavior, group climate and managerial effectiveness are examined. Survey data were collected from 435 GM14-15 managers and their subordinates at NASA concerning management practices and perceptions of the group environment. Performance ratings of managers were obtained from their superiors. The results strongly supported a causal model in which subordinates' climate perceptions mediate the effects of manager behavior on performance. That is, the development of group climate provides the process through which the effects of manager practices may be understood. Analyses also revealed that the function performed by a manager and his group (e.g., research) influenced the specific nature of the causal dynamics. Some implications of the results for management training and development are discussed.

Manderlink, G.↗

NASA NTRS1987

Application of expert systems in project management decision aiding

The feasibility of developing an expert systems-based project management decision aid to enhance the performance of NASA project managers was assessed. The research effort included extensive literature reviews in the areas of project management, project management decision aiding, expert systems technology, and human-computer interface engineering. Literature reviews were augmented by focused interviews with NASA managers. Time estimation for project scheduling was identified as the target activity for decision augmentation, and a design was developed for an Integrated NASA System for Intelligent Time Estimation (INSITE). The proposed INSITE design was judged feasible with a low level of risk. A partial proof-of-concept experiment was performed and was successful. Specific conclusions drawn from the research and analyses are included. The INSITE concept is potentially applicable in any management sphere, commercial or government, where time estimation is required for project scheduling. As project scheduling is a nearly universal management activity, the range of possibilities is considerable. The INSITE concept also holds potential for enhancing other management tasks, especially in areas such as cost estimation, where estimation-by-analogy is already a proven method.

Harris, Regina↗

NASA NTRS1990

Middle management of research

The role of the middle manager in a research organization is discussed. The middle manager serves as a liaison between upper management and researchers to assure that individual research projects manifest the goals of the organization. The author draws on his long experience in this role to describe management practices that have proven successful. A general discussion is presented of the makeup of a research environment, derived from a study of a division involved in aerospace research and development (R and D). The study emphasized the importance of planning and management style in producing an attractive environment. Management practices are described, which include goal setting, planning, staffing, reviewing and evaluating, and rewarding. The importance of selecting and defining an appropriate research area is discussed. It is emphasized that in relating to the staff the middle manager must cultivate the human side of supervision, develop the art of delegating responsibility, judiciously select facilities, and provide recognition and meaningful rewards to develop a productive research staff. The development of the staff is probably the most important and challenging role of the manager.

Graham, Robert W.↗

NASA NTRS1991

Using NetMaster to manage IBM networks

After defining a network and conveying its importance to support the activities at the JSC, the need for network management based on the size and complexity of the IBM SNA network at JSC is demonstrated. Network Management consists of being aware of component status and the ability to control resources to meet the availability and service needs of users. The concerns of the user are addressed as well as those of the staff responsible for managing the network. It is explained how NetMaster (a network management system for managing SNA networks) is used to enhance reliability and maximize service to SNA network users through automated procedures. The following areas are discussed: customization, problem and configuration management, and system measurement applications of NetMaster. Also, several examples are given that demonstrate NetMaster's ability to manage and control the network, integrate various product functions, as well as provide useful management information.

Ginsburg, Guss↗

NASA NTRS1992

The future of management: The NASA paradigm

Prototypes of 21st century management, especially for large scale enterprises, may well be found within the aerospace industry. The space era inaugurated a number of projects of such scope and magnitude that another type of management had to be created to ensure successful achievement. The challenges will be not just in terms of technology and its management, but also human and cultural in dimension. Futurists, students of management, and those concerned with technological administration would do well to review the literature of emerging space management for its wider implications. NASA offers a paradigm, or demonstrated model, of future trends in the field of management at large. More research is needed on issues of leadership for Earth based project in space and space based programs with managers there. It is needed to realize that large scale technical enterprises, such as are undertaken in space, require a new form of management. NASA and other responsible agencies are urged to study excellence in space macromanagement, including the necessary multidisciplinary skills. Two recommended targets are the application of general living systems theory and macromanagement concepts for space stations in the 1990s.

Harris, Philip R.↗

NASA NTRS1992

Automated support for experience-based software management

To effectively manage a software development project, the software manager must have access to key information concerning a project's status. This information includes not only data relating to the project of interest, but also, the experience of past development efforts within the environment. This paper describes the concepts and functionality of a software management tool designed to provide this information. This tool, called the Software Management Environment (SME), enables the software manager to compare an ongoing development effort with previous efforts and with models of the 'typical' project within the environment, to predict future project status, to analyze a project's strengths and weaknesses, and to assess the project's quality. In order to provide these functions the tool utilizes a vast corporate memory that includes a data base of software metrics, a set of models and relationships that describe the software development environment, and a set of rules that capture other knowledge and experience of software managers within the environment. Integrating these major concepts into one software management tool, the SME is a model of the type of management tool needed for all software development organizations.

Valett, Jon D.↗

NASA NTRS1993

Data management for interdisciplinary field experiments: OTTER project support

The ability of investigators of an interdisciplinary science project to properly manage the data that are collected during the experiment is critical to the effective conduct of science. When the project becomes large, possibly including several scenes of large-format remotely sensed imagery shared by many investigators requiring several services, the data management effort can involve extensive staff and computerized data inventories. The OTTER (Oregon Transect Ecosystem Research) project was supported by the PLDS (Pilot Land Data System) with several data management services, such as data inventory, certification, and publication. After a brief description of these services, experiences in providing them are compared with earlier data management efforts and some conclusions regarding data management in support of interdisciplinary science are discussed. In addition to providing these services, a major goal of this data management capability was to adopt characteristics of a pro-active attitude, such as flexibility and responsiveness, believed to be crucial for the effective conduct of active, interdisciplinary science. These are also itemized and compared with previous data management support activities. Identifying and improving these services and characteristics can lead to the design and implementation of optimal data management support capabilities, which can result in higher quality science and data products from future interdisciplinary field experiments.

Angelici, Gary↗

NASA NTRS1994

Dual-Use Aspects of System Health Management

System Health Management functionality is an essential part of any space launch system. Health management functionality is an integral part of mission reliability, since it is needed to verify the reliability before the mission starts. Health Management is also a key factor in life cycle cost reduction and in increasing system availability. The degree of coverage needed by the system and the degree of coverage made available at a reasonable cost are critical parameters of a successful design. These problems are not unique to the launch vehicle world. In particular, the Intelligent Vehicle Highway System, commercial aircraft systems, train systems, and many types of industrial production facilities require various degrees of system health management. In all of these applications, too, the designers must balance the benefits and costs of health management in order to optimize costs. The importance of an integrated system is emphasized. That is, we present the case for considering health management as an integral part of system design, rather than functionality to be added on at the end of the design process. The importance of maintaining the system viewpoint is discussed in making hardware and software tradeoffs and in arriving at design decisions. We describe an approach to determine the parameters to be monitored in any system health management application. This approach is based on Design of Experiments (DOE), prototyping, failure modes and effects analyses, cost modeling and discrete event simulation. The various computer-based tools that facilitate the approach are discussed. The approach described originally was used to develop a fault tolerant avionics architecture for launch vehicles that incorporated health management as an integral part of the system. Finally, we discuss generalizing the technique to apply it to other domains. Several illustrations are presented.

Owens, P. R.↗

NASA NTRS1999

Continuous Risk Management at NASA

NPG 7120.5A, "NASA Program and Project Management Processes and Requirements" enacted in April, 1998, requires that "The program or project manager shall apply risk management principles..." The Software Assurance Technology Center (SATC) at NASA GSFC has been tasked with the responsibility for developing and teaching a systems level course for risk management that provides information on how to comply with this edict. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This presentation will briefly discuss the six functions for risk management: (1) Identify the risks in a specific format; (2) Analyze the risk probability, impact/severity, and timeframe; (3) Plan the approach; (4) Track the risk through data compilation and analysis; (5) Control and monitor the risk; (6) Communicate and document the process and decisions. This risk management structure of functions has been taught to projects at all NASA Centers and is being successfully implemented on many projects. This presentation will give project managers the information they need to understand if risk management is to be effectively implemented on their projects at a cost they can afford.

Hammer, Theodore F.↗

NASA NTRS2002

PIMS-Universal Payload Information Management

As the overall manager and integrator of International Space Station (ISS) science payloads and experiments, the Payload Operations Integration Center (POIC) at Marshall Space Flight Center had a critical need to provide an information management system for exchange and management of ISS payload files as well as to coordinate ISS payload related operational changes. The POIC's information management system has a fundamental requirement to provide secure operational access not only to users physically located at the POIC, but also to provide collaborative access to remote experimenters and International Partners. The Payload Information Management System (PIMS) is a ground based electronic document configuration management and workflow system that was built to service that need. Functionally, PIMS provides the following document management related capabilities: 1. File access control, storage and retrieval from a central repository vault. 2. Collect supplemental data about files in the vault. 3. File exchange with a PMS GUI client, or any FTP connection. 4. Files placement into an FTP accessible dropbox for pickup by interfacing facilities, included files transmitted for spacecraft uplink. 5. Transmission of email messages to users notifying them of new version availability. 6. Polling of intermediate facility dropboxes for files that will automatically be processed by PIMS. 7. Provide an API that allows other POIC applications to access PIMS information. Functionally, PIMS provides the following Change Request processing capabilities: 1. Ability to create, view, manipulate, and query information about Operations Change Requests (OCRs). 2. Provides an adaptable workflow approval of OCRs with routing through developers, facility leads, POIC leads, reviewers, and implementers. Email messages can be sent to users either involving them in the workflow process or simply notifying them of OCR approval progress. All PIMS document management and OCR workflow controls are coordinated through and routed to individual user's "to do" list tasks. A user is given a task when it is their turn to perform some action relating to the approval of the Document or OCR. The user's available actions are restricted to only functions available for the assigned task. Certain actions, such as review or action implementation by non-PIMS users, can also be coordinated through automated emails.

Elmore, Ralph↗

NASA NTRS2003

Universal Payload Information Management

As the overall manager and integrator of International Space Station (ISS) science payloads, the Payload Operations Integration Center (POIC) at Marshall Space Flight Center has a critical need to provide an information management system for exchange and control of ISS payload files as well as to coordinate ISS payload related operational changes. The POIC's information management system has a fundamental requirement to provide secure operational access not only to users physically located at the POIC, but also to remote experimenters and International Partners physically located in different parts of the world. The Payload Information Management System (PIMS) is a ground-based electronic document configuration management and collaborative workflow system that was built to service the POIC's information management needs. This paper discusses the application components that comprise the PIMS system, the challenges that influenced its design and architecture, and the selected technologies it employs. This paper will also touch on the advantages of the architecture, details of the user interface, and lessons learned along the way to a successful deployment. With PIMS, a sophisticated software solution has been built that is not only universally accessible for POIC customer s information management needs, but also universally adaptable in implementation and application as a generalized information management system.

Elmore, Ralph B.↗

NASA NTRS2003

IPG Job Manager v2.0 Design Documentation

This viewgraph presentation provides a high-level design of the IPG Job Manager, and satisfies its Master Requirement Specification v2.0 Revision 1.0, 01/29/2003. The presentation includes a Software Architecture/Functional Overview with the following: Job Model; Job Manager Client/Server Architecture; Job Manager Client (Job Manager Client Class Diagram and Job Manager Client Activity Diagram); Job Manager Server (Job Manager Client Class Diagram and Job Manager Client Activity Diagram); Development Environment; Project Plan; Requirement Traceability.

Hu, Chaumin↗

NASA NTRS2005

Risk Management for Human Support Technology Development

NASA requires continuous risk management for all programs and projects. The risk management process identifies risks, analyzes their impact, prioritizes them, develops and carries out plans to mitigate or accept them, tracks risks and mitigation plans, and communicates and documents risk information. Project risk management is driven by the project goal and is performed by the entire team. Risk management begins early in the formulation phase with initial risk identification and development of a risk management plan and continues throughout the project life cycle. This paper describes the risk management approach that is suggested for use in NASA's Human Support Technology Development. The first step in risk management is to identify the detailed technical and programmatic risks specific to a project. Each individual risk should be described in detail. The identified risks are summarized in a complete risk list. Risk analysis provides estimates of the likelihood and the qualitative impact of a risk. The likelihood and impact of the risk are used to define its priority location in the risk matrix. The approaches for responding to risk are either to mitigate it by eliminating or reducing the effect or likelihood of a risk, to accept it with a documented rationale and contingency plan, or to research or monitor the risk, The Human Support Technology Development program includes many projects with independently achievable goals. Each project must do independent risk management, considering all its risks together and trading them against performance, budget, and schedule. Since the program can succeed even if some projects fail, the program risk has a complex dependence on the individual project risks.

jones, Harry↗

NASA NTRS2004

Integrated Financial Management Program

Having worked in the Employees and Commercial Payments Branch of the Financial Management Division for the past 3 summers, I have seen the many changes that have occurred within the NASA organization. As I return each summer, I find that new programs and systems have been adapted to better serve the needs of the Center and of the Agency. The NASA Agency has transformed itself the past couple years with the implementation of the Integrated Financial Management Program (IFMP). IFMP is designed to allow the Agency to improve its management of its Financial, Physical, and Human Resources through the use of multiple enterprise module applications. With my mentor, Joseph Kan, being the branch chief of the Employees and Commercial Payments Branch, I have been exposed to several modules, such as Travel Manager, WebTads, and Core Financial/SAP, which were implemented in the last couple of years under the IFMP. The implementation of these agency-wide systems has sometimes proven to be troublesome. Prior to IFMP, each NASA Center utilizes their own systems for Payroll, Travel, Accounts Payable, etc. But with the implementation of the Integrated Financial Management Program, all the "legacy" systems had to be eliminated. As a result, a great deal of enhancement and preparation work is necessary to ease the transformation from the old systems to the new. All this work occurs simultaneously; for example, e-Payroll will "go live" in several months, but a system like Travel Manager will need to have information upgraded within the system to meet the requirements set by Headquarters. My assignments this summer have given me the opportunity to become involved with such work. So far, I have been given the opportunity to participate in projects resulting from a congressional request, several bankcard reconciliations, updating routing lists for Travel Manager, updating the majordomo list for Travel Manager approvers and point of contacts, and a NASA Headquarters project involving improper payments on firm fixed price contracts. Each of the projects that I have worked on this summer presents a different aspect of the work performed on a regular basis by members of this branch. Not only do I get to see the "big picture" of what occurs within the organization, but I also get to experience the "little stuff" that goes on here and throughout the NASA Agency.

Pho, Susan↗

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.↗