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At least 271 records · Page 15
All sourcesNASA NTRSDOE OSTI
NASA NTRS2004

The Office of the Materials Division

I was assigned to the Materials Division, which consists of the following branches; the Advanced Metallics Branch/5120-RMM, Ceramics Branch/5130-RMC, Polymers Branch/5150-RMP, and the Durability and Protective Coatings Branch/5160-RMD. Mrs. Pamela Spinosi is my assigned mentor. She was assisted by Ms.Raysa Rodriguez/5100-RM and Mrs.Denise Prestien/5100-RM, who are both employed by InDyne, Inc. My primary assignment this past summer was working directly with Ms. Rodriguez, assisting her with setting up the Integrated Financial Management Program (IFMP) 5130-RMC/Branch procedures and logs. These duties consisted of creating various spreadsheets for each individual branch member, which were updated daily. It was not hard to familiarize myself with these duties since this is my second summer working with Ms Rodriguez at NASA Glenn Research Center. RMC ordering laboratory, supplies and equipment for the Basic Materials Laboratory (Building 106) using the IF'MP/Purchase Card (P-card), a NASA-wide software program. I entered into the IFMP/Travel and Requisitions System, new Travel Authorizations for the 5130-RMC Civil Servant Branch Members. I also entered and completed Travel Vouchers for the 5130-RMC Ceramics Branch. I assisted in the Division Office creating new Emergency Contact list for the Materials Division. I worked with Dr. Hugh Gray, the Division Chief, and Dr. Ajay Misra, the 5130-RMC Branch Chief, on priority action items, with a close deadline, for a large NASA Proposal. Another project was working closely with Ms. Rodriguez in organizing and preparing for Dr. Ajay K. Misra's SESCDP (two year detail). This consisted of organizing files, file folders, personal information, and recording all data material onto CD's and printing all presentations for display in binders. I attended numerous Branch meetings, and observed many changes in the Branch Management organization.

Ramsey, amanda J.↗
NASA NTRS2005

[Earth Science Technology Office's Computational Technologies Project]

This grant supported the effort to characterize the problem domain of the Earth Science Technology Office's Computational Technologies Project, to engage the Beowulf Cluster Computing Community as well as the High Performance Computing Research Community so that we can predict the applicability of said technologies to the scientific community represented by the CT project and formulate long term strategies to provide the computational resources necessary to attain the anticipated scientific objectives of the CT project. Specifically, the goal of the evaluation effort is to use the information gathered over the course of the Round-3 investigations to quantify the trends in scientific expectations, the algorithmic requirements and capabilities of high-performance computers to satisfy this anticipated need.

Fischer, James↗
NASA NTRS2005

Cooking Dinner at Home--From the Office

It is well past quitting time, but you are still stuck in the office. Your spouse left work over an hour ago, but is caught in bumper-to-bumper traffic. As a result, neither of you were available to pick up your daughter on time from her soccer game. If your son hadn't gotten detention at school today, which also made him late for work, he could have picked her up. The next thing you know, it is already 8:30 at night, and your family members are finally all together under the same roof. No one has had a bite to eat since lunch, and dinner certainly isn't going to cook itself, or is it? For those who are all too familiar with this situation, it might be time to welcome the oven of the future into your homes: the ConnectIo Intelligent Oven, brought to you by TMIO, LLC, of Cleveland. Applying the same remote command and control concepts that NASA uses to run experiments on the International Space Station (ISS), ConnectIo allows its owners to cook dinner from the road, via a cell phone, personal digital assistant, or Internet connection.

Source record↗
NASA NTRS2002

Customer interviews to improve NASA office of space science education and public outreach leveraging success

Leveraging with organizations that serve our customers and focusing on the needs of those organizations are two prime elements of the NASA Office of Space Science (OSS) Education and Public Outreach (E/PO) Strategy. On behalf of NASA OSS, the Solar System Exploration (SSE) Education and Public Outreach Forum has conducted a series of customer interviews with representatives from leading organizations who serve some of the audiences we wish to reach.

public outreach education↗
NASA NTRS2006

An Integrated Approach to Exploration Launch Office Requirements Development

The proposed paper will focus on the Project Management and Systems Engineering approach utilized to develop a set of both integrated and cohesive requirements for the Exploration Launch Office, within the Constellation Program. A summary of the programmatic drivers which influenced the approach along with details of the resulting implementation will be discussed as well as metrics evaluating the efficiency and accuracy of the various requirements development activities. Requirements development activities will focus on the procedures utilized to ensure that technical content was valid and mature in preparation for the Crew Launch Vehicle and Constellation System s Requirements Reviews. This discussion will begin at initial requirements development during the Exploration Systems Architecture Study and progress through formal development of the program structure. Specific emphasis will be given to development and validation of the requirements. This discussion will focus on approaches to garner the appropriate requirement owners (or customers), project infrastructure utilized to emphasize proper integration, and finally the procedure to technically mature, verify and validate the requirements. Examples of requirements being implemented on the Launch Vehicle (systems, interfaces, test & verification) will be utilized to demonstrate the various processes and also provide a top level understanding of the launch vehicle(s) performance goals. Details may also be provided on the approaches for verification, which range from typical aerospace hardware development (qualification/acceptance) through flight certification (flight test, etc.). The primary intent of this paper is to provide a demonstrated procedure for the development of a mature, effective, integrated set of requirements on a complex system, which also has the added intricacies of both heritage and new hardware development integration. Ancillary focus of the paper will include discussion of Test and Verification approaches along with top level systems/elements performance capabilities.

Holladay, Jon B.↗
NASA NTRS2006

The Challenges of Integrating NASA's Human, Budget, and Data Capital within the Constellation Program's Exploration Launch Projects Office

The U.S. Vision for Space Exploration directs NASA to retire the Space Shuttle in 2010 and replace it with safe, reliable, and cost-effective space transportation systems for crew and cargo travel to the Moon, Mars, and beyond. Such emerging space transportation initiatives face massive organizational challenges, including building and nurturing an experienced, dedicated team with the right skills for the required tasks; allocating and tracking the fiscal capital invested in achieving technical progress against an integrated master schedule; and turning generated data into usehl knowledge that equips the team to design and develop superior products for customers and stakeholders. This paper discusses how NASA's Exploration Launch Projects Office, which is responsible for delivering these new launch vehicles, integrates these resources to create an engineering business environment that promotes mission success.

Kidd, Luanne↗
NASA NTRS2007

Constellation Program Mission Operations Project Office Status and Support Philosophy

The Constellation Program Mission Operations Project Office (CxP MOP) at Johnson Space Center in Houston Texas is preparing to support the CxP mission operations objectives for the CEV/Orion flights, the Lunar Lander, and and Lunar surface operations. Initially the CEV will provide access to the International Space Station, then progress to the Lunar missions. Initial CEV mission operations support will be conceptually similar to the Apollo missions, and we have set a challenge to support the CEV mission with 50% of the mission operations support currently required for Shuttle missions. Therefore, we are assessing more efficient way to organize the support and new technologies which will enhance our operations support. This paper will address the status of our preparation for these CxP missions, our philosophical approach to CxP operations support, and some of the technologies we are assessing to streamline our mission operations infrastructure.

Smith, Ernest↗
NASA NTRS2007

The Challenges of Integrating NASA's Human, Budget, and Data Capital within the Constellation Program's Exploration Launch Projects Office

The U.S. Vision for Space Exploration directs NASA to retire the Space Shuttle in 2010 and replace it with safe, reliable, and cost-effective space transportation systems for crew and cargo travel to the Moon, Mars, and beyond. Such emerging space transportation initiatives face massive organizational challenges, including building and nurturing an experienced, dedicated team with the right skills for the required tasks; allocating and tracking the fiscal capital invested in achieving technical progress against an integrated master schedule; and turning generated data into useful knowledge that equips the team to design and develop superior products for customers and stakeholders. It has been more than 30 years since the Space Shuttle was designed; therefore, the current aerospace workforce has limited experience with developing new designs for human-rated spaceflight hardware. To accomplish these activities, NASA is using a wide range of state-of-the-art information technology tools that connect its diverse, decentralized teams and provide timely, accurate information for decision makers. In addition, business professionals are assisting technical managers with planning, tracking, and forecasting resource use against an integrated master schedule that horizontally and vertically interlinks hardware elements and milestone events. Furthermore, NASA is employing a wide variety of strategies to ensure that it has the motivated and qualified staff it needs for the tasks ahead. This paper discusses how NASA's Exploration Launch Projects Office, which is responsible for delivering these new launch vehicles, integrates its resources to create an engineering business environment that promotes mission success, which is defined by replacing the Space Shuttle by 2014 and returning to the Moon by 2020.

Kidd, Luanne↗
NASA NTRS2007

Science and Exploration Research Office Publications and Presentations, January 1-December 31, 2006

This Technical Memorandum (TM) lists the significant publications and presentations of the Science and Exploration Research Office during the period January 1-December 31, 2006. Entries in the main part of the document are categorized according to NASA Reports (arranged by report number), Open Literature and Presentations (arranged alphabetically by title). Most of the articles listed under Open Literature have appeared in refereed professional journals, books, monographs, or conference proceedings. Although many published abstracts are eventually expanded into full papers for publication in scientific and technical journals, they are often sufficiently comprehensive to include the significant results of the research reported. Therefore, published abstracts are listed separately in a subsection under Open Literature.

Summers, F. G.↗
NASA NTRS2008

The Ares Projects Office: Building an Exploration Culture from the Inside Up

NASA is building its first new human-rated space exploration vehicles in nearly 40 years. This marks an important operational and cultural change from the Space Shuttle. In the wake of the Columbia disaster, the agency and the nation realized that NASA's goals and culture needed to change. The Ares Projects Office (APO), which is building the launch vehicles that will power human beings to the Moon, Mars, and beyond, is taking a page from the Saturn playbook by having NASA lead both the overall integration and the development of the Ares I upper stage. APO is also creating a new culture of cooperation, openness, and informed risk taking as we set our sights on other worlds. APO has established a team environment where issues can be discussed, information is shared, fun and teamwork are encouraged, and constructive conflict and accountability are expected. Following a "One NASA" philosophy, APO is taking steps to strengthen cooperation among space centers, contractor partners, engineering and scientific communities, and headquarters personnel. As we learn lessons from things that Went wrong with the Space Shuttle, we are also borrowing best practices from what has gone right with that program and others. All of these cultural elements will be necessary as we take the next steps beyond Earth orbit.

Leahy, Bartholomew↗
NASA NTRS2008

Chemical OSSEs in Global Modeling and Assimilation Office (GMAO)

This presentation will summarize ongoing 'chemical observing system simulation experiment (OSSE)' work in the Global Modeling and Assimilation Office (GMAO). Weather OSSEs are being studied in detail, with a 'nature run' based on the European Centre for Medium-Range Weather Forecasts (ECMWF) model that can be sampled by a synthesized suite of satellites that reproduces present-day observations. Chemical OSSEs are based largely on the carbon-cycle project and aim to study (1) how well we can reproduce the observed carbon distribution with the Atmospheric Infrared Sounder (AIRS) and Orbiting Carbon Observatory (OCO) sensors and (2) with what accuracy can we deduce surface sources and sinks of carbon species in an assimilation system.

Pawson, Steven↗
NASA NTRS2008

Organizational Considerations for Implementing Systems Engineering and Integration in the Ares Projects Office

Systems Engineering and Integration (SE&I) is a critical discipline in developing new space systems. In 2005, NASA performed an internal study of 24 agency and Department of Defense (DoD) programs to evaluate methods of integrating SE&I practices and determine their effectiveness. The goal of the study was to determine the best SE&I implementation strategy for the Ares Projects Office. The study identified six SE&I organizational structures: 1. Lead systems integrator (LSI) with SE&I responsibility and government technical insight. 2a. Integration contractor with government SE&I responsibility (government insight). 2b. Integration contractor with government SE&I responsibility (government oversight). 3a. Prime contractor with SE&I responsibility (government insight). 3b. Prime contractor with SE&I responsibility (government oversight). 3c. Prime contractor with SE&I responsibility (government/industry partnership). 4a.Prime contractor with government SE&I responsibility (government insight). 4b. Prime contractor with government SE&I responsibility (government oversight). 4d.Prime contractors with total system performance responsibility (TSPR). 5. Prime contractor with government SE&I responsibility and integration products through a Federally Funded Research and Development Center (FFRDC). 6. Government/FFRDC in-house development with SE&I responsibility and function. The organizational structure used most often was number 4, using a prime contractor with government SE&I responsibility and government technical insight. However, data analyses did not establish a positive relationship between program development costs and specific SE&I organizational types, nor did it positively determine the relationship between successful programs or projects and their SE&I structure. The SE&I study reached the following conclusions: (1) Large, long-duration, technically complex programs or projects reach their technical goals, but rarely meet schedule or cost goals. NASA's recent successes have been smaller, short-duration development projects using heritage hardware/software, focused technology development, technical oversight and stable external factors. (2) Programs and projects have failed or been terminated due to lack of technical insight, relaxing of SE&I processes, and unstable external factors. (3) The study did not find a single, clear optimum SE&I organization type to fit all projects. However, while any organizational structure can be made to work, the fewer complexities in the program, the better the likelihood of success. (4) The most common successful SE&I organization structure type in the study was type 4b, where the government maintained integration responsibility, with the prime contractor providing SE&I products and the government providing technical oversight. This study was instrumental in helping the APO select organization structure 4, following the same SE&I and oversight process used during humanlund7s last voyages to the Moon.

Thomas, LeAnn↗
NASA NTRS2009

Transitioning NPOESS Data to Weather Offices: The SPoRT Paradigm with EOS Data

Real-time satellite information provides one of many data sources used by NWS weather forecast offices (WFOs) to diagnose current weather conditions and to assist in short-term forecast preparation. While GOES satellite data provides relatively coarse spatial resolution coverage of the continental U.S. on a 10-15 minute repeat cycle, polar orbiting imagery has the potential to provide snapshots of weather conditions at high-resolution in many spectral channels. Additionally, polar orbiting sounding data can provide additional information on the thermodynamic structure of the atmosphere in data sparse regions of at asynoptic observation times. The NASA Short-term Prediction Research and Transition (SPoRT) project has demonstrated the utility of polar orbiting MODIS and AIRS data on the Terra and Aqua satellites to improve weather diagnostics and short-term forecasting on the regional and local scales. SPoRT scientists work directly forecasters at selected WFOS in the Southern Region (SR) to help them ingest these unique data streams into their AWIPS system, understand how to use the data (through on-site and distance learn techniques), and demonstrate the utility of these products to address significant forecast problems. This process also prepares forecasters for the use of similar observational capabilities from NPOESS operational sensors. NPOESS environmental data records (EDRs) from the Visible 1 Infrared Imager I Radiometer Suite (VIIRS), the Cross-track Infrared Sounder (CrlS) and Advanced Technology Microwave Sounder (ATMS) instruments and additional value-added products produced by NESDIS will be available in near real-time and made available to WFOs to extend their use of NASA EOS data into the NPOESS era. These new data streams will be integrated into the NWs's new AWIPS II decision support tools. The AWIPS I1 system to be unveiled in WFOs in 2009 will be a JAVA-based decision support system which preserves the functionality of the existing systems and offers unique development opportunities for new data sources and applications in the Service Orientated Architecture ISOA) environment. This paper will highlight some of the SPoRT activities leading to the integration of VllRS and CrIS/ATMS data into the display capabilities of these new systems to support short-term forecasting problems at WFOs.

Jedlovec, Gary↗
NASA NTRS1954

Permeability and Strength Measurements on Sintered, Porous, Hollow Turbine Blades Made by the American Electro Metal Corporation under Office of Naval Research Contract N-ONR-295 (01)

An experimental investigation was made to determine the permeability and strength characteristics of a number of sintered, porous, hollow turbine rotor blades and to determine the effectiveness of the blade fabrication method on permeability control. The test blades were fabricated by the American Electro Metal Corporation under a contract with the Office of Naval Research, Department of the Navy, and were submitted to the NACA for testing. Of the 22 test blades submitted, ten were sintered but not coined, five were sintered and coined, and seven were sintered and not coined but contained perforated reinforcements integral with the blade shells. Representative samples of each group of blades were tested. Large variations in permeability in both chordwise and spanwise directions were found. Local deviations as large as 155 to -85 percent from prescribed values were found in chordwise permeability. Only one blade, an uncoined one, had a chordwise permeability variations which reasonably approached that specified. Even for this blade, local deviations exceeded 10 percent. Spanwise permeability, specified to be held constant, varied as much as 50 percent from root to tip for both an uncoined and a coined blade. Previous NACA analyses have shown that in order to maintain proper control of blade wall temperatures, permeability variations must not exceed plus or minus 10 percent. Satisfactory control of permeability in either the chordwise or the spanwise direction was not achieved in the blades tested. Spin tests made at room temperature for six blades revealed the highest material rupture strength to be 8926 pounds per square inch. This value is about one third the strength required for rotor blades in present-day turbojet engines. The lowest value of blade strength was 1436 pounds per square inch.

Richards, Hadley T.↗
NASA NTRS2010

The Role of the Exploration Science Officer in Lunar Surface Operations

A review has been performed of exploration science and payload operations during the Apollo and Space Shuttle programs to extract information of potential usefulness to the Constellation program. That work has resulted in creation of the concept for a unique type of flight controller: the exploration science officer. The controller s primary responsibility is to integrate the tasks and goals of the spacecraft flight control team and the science team in order to maximize science return while maximizing crew safety. Far from being just a mouthpiece for either team, this individual must be fluent in the knowledge and language of two communities: spacecraft operations and planetary science. Responsibilities begin during the requirements phase of vehicle and lunar surface systems development and continue through development, training, planning, mission execution, and post-flight mission phases.

John H Osborn↗
NASA NTRS2009

Identification of Trends into Dose Calculations for Astronauts through Performing Sensitivity Analysis on Calculational Models Used by the Radiation Health Office

The Radiation Health Office (RHO) determines each astronaut s cancer risk by using models to associate the amount of radiation dose that astronauts receive from spaceflight missions. The baryon transport codes (BRYNTRN), high charge (Z) and energy transport codes (HZETRN), and computer risk models are used to determine the effective dose received by astronauts in Low Earth orbit (LEO). This code uses an approximation of the Boltzman transport formula. The purpose of the project is to run this code for various International Space Station (ISS) flight parameters in order to gain a better understanding of how this code responds to different scenarios. The project will determine how variations in one set of parameters such as, the point of the solar cycle and altitude can affect the radiation exposure of astronauts during ISS missions. This project will benefit NASA by improving mission dosimetry.

Adams, Thomas↗
NASA NTRS2009

Implementing Earned Value Management in the CxP EVA Systems Project Office

Earned Value Management (EVM), like project management, is as much art as it is science to develop an implementation plan for a project. This presentation will cover issues that were overcome and the implementation strategy to deploy Earned Value Management (EVM) within the Constellation Program (CxP), EVA Systems Project Office (ESPO), as well as discuss additional hurdles that currently prevent the organization from optimizing EVM. Each organization and each project within an organization needs to mold an EVM implementation plan around existing processes and tools, while at the same time revising those existing processes and tools as necessary to make them compatible with EVM. The ESPO EVM implementation covers work breakdown structure, organizational breakdown structure, control account, work/planning package development; integrated master schedule development using an integrated master plan; incorporating reporting requirements for existing funding process such as Planning, Programming, Budgeting, and Execution (PPBE) and JSC Internal Task Agreements (ITA); and interfacing with other software tools such as the Systems Applications and Products (SAP) accounting system and the CxP wInsight EVM analysis tool. However, there are always areas for improvement and EVM is no exception. As EVM continues to mature within the NASA CxP, these areas will continue to be worked to resolution to provide the Program Managers, Project Managers, and Control Account Managers the best EVM data possible to make informed decisions.

Sorge, Les L.↗