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The NASA Office of Exploration case studies for FY89 are reviewed with regard to study ground rules and constraints. Three study scenarios are presented: lunar evolution, Mars evolution, and Mars expedition with emphasis on the key mission objectives.
This paper presents a series of meteorological analyses used to aid the interpretation of the in situ Airborne Antarctic Ozone Experiment (AAOE) observations obtained aboard the ER-2 and DC-8 aircraft and examines the basis and accuracy of the analytical procedure. Maps and sections of meteorological variables derived from the UK Meteorological Office Global Model are presented for ER-2 and DC-8 flight days. It is found that analyzed temperatures and winds are generally in good agreement with AAOE observations at all levels; minor discrepancies were evident only at DC-8 altitudes. Maps of potential vorticity presented on the 428-K potential temperature surface show that the vortex is essentially circumpolar, although there are periods when major distortions are apparent.
A strategic plan for the U.S. space science and applications program during the next 5 to 10 years was developed and published in 1988. Based on the strategies developed by the advisory committees of both the National Academy of Science and NASA, the plan balances major, moderate, and small mission initiatives, the utilization of the Space Station Freedom, and the requirements for a vital research base. The Office of Space Science and Applications (OSSA) strategic plan is constructed around five actions: establish a set of programmatic themes; establish a set of decision rules; establish a set of priorities for missions and programs within each theme; demonstrate that the strategy will yield a viable program; and check the strategy for consistency within resource constraints. The OSSA plan is revised annually. This OSSA 1990 Strategic Plan refines the 1989 Plan and represents OSSA's initial plan for fulfilling its responsibilities in two major national initiatives. The Plan is now built on interrelated, complementary strategies for the core space science and applications program, for the U.S. Global Change Research Program, and for the Space Exploration Initiative. The challenge is to make sure that the current level of activity is sustained through the end of this century and into the next. The 1990 Plan presents OSSA's strategy to do this.
Overview of the NSI User Support Office is presented in the form of view graphs. The following subject areas are covered: hot line for user questions; NSI data base updates; on-line services via NSI NIC; and toolkit distribution.
Summarized here are the activities of a one-day workshop convened to assess the effectiveness and priority setting mechanisms used by NASA's Office of Space Science and Applications in carrying out its diverse scientific programs. Among the topics discussed were strategic planning, decision making, and goal setting.
One of the objectives of the Office of Commercial Programs (OCP) is to encourage, enable, and help implement space research which meets the needs of the U.S. industrial sector. This is done mainly through seventeen Centers for the Commercial Development of Space (CCDS's) which are located throughout the United States. The CCDS's are composed of members from U.S. companies, universities, and other government agencies. These Centers are presently engaged in industrial research in space using a variety of carriers to reach low Earth orbit. One of the goals is to produce a body of experience and knowledge that will allow U.S. industrial entities to make informed decisions regarding their participation in commercial space endeavors. A total of 32 items of payload hardware were built to date. These payloads have flown in space a total of 73 times. The carriers range from the KC-135 parabolic aircraft and expendable launch vehicles to the Space Shuttle. This range of carriers allows the experimenter to evolve payloads in complexity and cost by progressively extending the time in microgravity. They can start with a few seconds in the parabolic aircraft and go to several minutes on the rocket flights, before they progress to the complexities of manned flight on the Shuttle. Next year, two new capabilities will become available: COMET, an expendable-vehicle-launched experiment capsule that can carry experiments aloft for thirty days; and SPACEHAB, a new Shuttle borne module which will greatly add to the capability to accommodate small payloads. All of these commercial research activities and carrier capabilities are preparing the OCP to evolve those experiments that prove successful to Space Station Freedom. OCP and the CCDS's are actively involved in Space Station design and utilization planning and have proposed a set of experiments to be launched in 1996 and 1997. These experiments are to be conducted both internal and external to Space Station Freedom and will investigate industrial research topics which range from biotechnology to electronic materials to metallurgy. Some will be designed to make maximum use of the quiescent microgravity conditions in the 'ground-tended' phases during the early years of Space Station Freedom operations.
Viewgraphs on the Flight Projects Office Information Systems Testbed (FIST) are presented. The goal is to perform technology evaluation and prototyping of information systems to support SFOC and JPL flight projects in order to reduce risk in the development of operational data systems for such projects.
Universities in the US have a significant impact on business through the transfer of technology. This transfer of technology takes various forms, including faculty communications, faculty consulting activities, and the direct transfer of technology through the licensing of patents, copyrights, and other intellectual property to industry. The topics discussed include the following: background of the MIT Technology Licensing Office (TLO), goals of the MIT TLO, MIT's technology transfer philosophy, and important factors for success in new company formation.
NASA has continually had problems with cost, schedule, performance, reliability, quality, and safety aspects in programs. Past solutions have not provided the answers needed, and a major change is needed in the way of doing business. A new approach is presented for consideration. These problems are all engineering matters, and therefore, require engineering solutions. Proper engineering tools are needed to fix engineering problems. Headquarters is responsible for providing the management structure to support programs with appropriate engineering tools. A guide to define those tools and an approach for putting them into place is provided. Recommendations include establishing a new Engineering and Technology Advancement Office, requesting a review of this proposal by the Administrator since this subject requires a top level decision. There has been a wide peer review conducted by technical staff at Headquarters, the Field Installations, and others in industry as discussed.
This Handbook establishes general safety, reliability, and quality assurance (SR&QA) guidelines for use on flight and ground-based projects conducted at the Ames, Langley, and Lewis Research Centers, hereafter identified as the Office of Aeronautics, Exploration and Technology (OAET) Centers. This document is applicable to all projects and operations conducted at these Centers except for those projects covered by more restrictive provisions such as the Space Shuttle, Space Station, and unmanned spacecraft programs. This Handbook is divided into two parts. The first (Chapters 1 and 2) establishes the SR&QA guidelines applicable to the OAET Centers, and the second (Appendices A, B, C, and D) provides examples and definitions for the total SR&QA program. Each center should implement SR&QA programs using these guidelines with tailoring appropriate to the special projects conducted by each Center. This Handbook is issued in loose-leaf form and will be revised by page changes.
The purpose of this paper is to describe the approach and lessons learned by the Office of Space Flight (OSF), National Aeronautics and Space Administration (NASA), in its introduction of quality. In particular, the experience of OSF Headquarters is discussed as an example of an organization within NASA that is considering both the business and human elements of the change and the opportunities the quality focus presents to improve continuously. It is hoped that the insights shared will be of use to those embarking upon similar cultural changes. The paper is presented in the following parts: the leadership challenge; background; context of the approach to quality; initial steps; current initiatives; lessons learned; and implications for the future.
NASA Headquarters is placing a high priority on the transfer of NASA and NASA contractor developed technologies and expertise to the private sector and to other federal, state and local government organizations. The ultimate objective of these efforts is positive economic impact, an improved quality of life, and a more competitive U.S. posture in international markets. The Technology Utilization Office (TUO) currently serves seven states with its technology transfer efforts. Since 1989, the TUO has handled over one-thousand formal requests for NASA related technologies assistance. The technology transfer process requires promoting public awareness of NASA related soliciting requests for assistance, matching technologies to specific needs, assuring appropriate technology transfer, and monitoring and evaluating the process. Each of these activities have one very important aspect in common: the success of each is dissemination of appropriate high quality information. The purpose of the research was to establish the requirements and develop a preliminary design for a database system to increase the effectiveness and efficiency of the TUO's technology transfer function. The research was conducted following the traditional systems development life cycle methodology and was supported through the use of modern structured analysis techniques. The next section will describe the research and findings as conducted under the life cycle approach.
The Facility Study Office (FSO) has completed its assigned activities. The results of the FSO efforts, studies, and assessments are documented. An overview of the FSO activities as well as a general comparison of all concepts considered are provided. Detailed information is also provided for the selected concept, Concept D-Option 5. Only findings are presented. The FSO developed recommendations only as a consequence of assumptions for cost and schedule assessments.
The international acquisitions functions and activities of the Office of Scientific and Technical Information (OSTI) are described. There are four mechanisms for obtaining foreign information related to energy and nuclear science: The Energy Technology Data Exchange consisting of 14 member countries and 2 associate members; the International Nuclear Information System consisting of 86 countries and 17 international organizations; the Nuclear Energy Agency's 19 member countries provide reports for departmental scientists' use; bilateral agreements with countries such as Germany, the Nordic Consortium, and Australia result in records of foreign research in progress.
This study's objective is the performance evaluation of the existing CAD/CAE (Computer Aided Design/Computer Aided Engineering) network at NASA/KSC. This evaluation also includes a similar study of the Office Automation network, since it is being planned to integrate this network into the CAD/CAE network. The Microsoft mail facility which is presently on the CAD/CAE network was monitored to determine its present usage. This performance evaluation of the various networks will aid the NASA/KSC network managers in planning for the integration of future workload requirements into the CAD/CAE network and determining the effectiveness of the planned FDDI (Fiber Distributed Data Interface) migration.
Meteorological analyses, produced at the U.K. Meteorological Office by data assimilation, are used to study the circulation of the stratosphere in the Northern Hemisphere during winter 1991/92. The analyses are supplemented by Lagrangian visualizations of the circulation. The main features discussed are (1) the changes in vertical structure of the circulation, (2) the merger of anticyclones that precipitated a strong stratospheric warming, (3) vortex roll up in the upper stratosphere, (4) the entrainment of air into the polar vortex in the middle and upper stratosphere, and (5) the influence of tropospheric blocking on the lower stratosphere. The study provides a meteorological basis for the interpretation of data from the Upper Atmosphere Research Satellite (UARS).
During the summer experience in the LARSS program, the author created a performance support system showing the techniques of creating text in Quark XPress, placed the text into Adobe Illustrator along with scanned images, signatures and art work partially created in Adobe Photoshop. The purpose of the project was to familiarize the Office of Education Staff with Graphic Arts and the computer skills utilized to typeset and design certificates, brochures, cover pages, manuals, etc.
The Breakout Session is a traditional conference instrument used by the NASA Occupational Health Program (OHP) as a method to convene people with common interests. Typically these sessions provide discussion of current topics of high priority and currency and allow multiple views and opinions to be shared and evaluated by all participants. Since the Contracting Officer's Technical Representatives (COTRs) occupy the technical focus of support contract management, this particular group, attended by 20 representatives, addressed issues and topics at the forefront of operational concerns.