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At least 343 records · Page 19
All sourcesNASA NTRSDOE OSTI
NASA NTRS2013

Tool Use Within NASA Software Quality Assurance

As space mission software systems become larger and more complex, it is increasingly important for the software assurance effort to have the ability to effectively assess both the artifacts produced during software system development and the development process itself. Conceptually, assurance is a straightforward idea - it is the result of activities carried out by an organization independent of the software developers to better inform project management of potential technical and programmatic risks, and thus increase management's confidence in the decisions they ultimately make. In practice, effective assurance for large, complex systems often entails assessing large, complex software artifacts (e.g., requirements specifications, architectural descriptions) as well as substantial amounts of unstructured information (e.g., anomaly reports resulting from testing activities during development). In such an environment, assurance engineers can benefit greatly from appropriate tool support. In order to do so, an assurance organization will need accurate and timely information on the tool support available for various types of assurance activities. In this paper, we investigate the current use of tool support for assurance organizations within NASA, and describe on-going work at JPL for providing assurance organizations with the information about tools they need to use them effectively.

software assurance↗
NASA NTRS2012

Leveraging Independent Management and Chief Engineer Hierarchy: Vertically and Horizontally-Derived Technical Authority Value

In the development of complex spacecraft missions, project management authority is usually extended hierarchically from NASA's highest agency levels down to the implementing institution's project team level, through both the center and the program. In parallel with management authority, NASA utilizes a complementary, but independent, hierarchy of technical authority (TA) that extends from the agency level to the project, again, through both the center and the program. The chief engineers (CEs) who serve in this technical authority capacity oversee and report on the technical status and ensure sound engineering practices, controls, and management of the projects and programs. At the lowest level, implementing institutions assign project CEs to technically engage projects, lead development teams, and ensure sound technical principles, processes, and issue resolution. At the middle level, programs and centers independently use CEs to ensure the technical success of their projects and programs. At the agency level, NASA's mission directorate CEs maintain technical cognizance over every program and project in their directorate and advise directorate management on the technical, cost, schedule, and programmatic health of each. As part of this vertically-extended CE team, a program level CE manages a continually varying balance between penetration depth and breadth across his or her assigned missions. Teamwork issues and information integration become critical for management at all levels to ensure value-added use of both the synergy available between CEs at the various agency levels, and the independence of the technical authority at each organization.

Barley, Bryan↗
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 NTRS2024

NASA Engineering and Safety Center Lunar Rover Design Concepts Assessments

Mass is a significant risk to programs and projects as they transition from formulation to implementation, especially in larger human space systems where delivery mass or volume can be a constrained commodity. • Concepts developed without an adequate systems-engineering basis, including design and operations experience, may miss significant functionality and subsequent mass required for integration or operations. • Further uncertainty can be associated with not fully understanding design best practices and standards that drive mass, such as design for minimum risk or fault tolerance.1 • Finally, the appropriate systems engineering mass properties management rigor and technical discipline insight are required to set the mass baseline, including appropriate mass growth allowance (MGA) to ensure program success. Mass is a key quantity that should be constantly monitored by the systems engineer and the program/project management stakeholder to ensure mission compatibility throughout the project life cycle. In addition, mass is a key programmatic performance metric monitored by the NASA Chief Financial Officer for current and future program cost estimating. NASA Exploration Systems sought an assessment of reasonableness with respect to different potential rover concepts that balances mass needs and human-class cargo lander capabilities. Appropriate systems engineering mass properties management rigor and technical discipline insight were used, and are required to set the mass baseline, including appropriate MGA to ensure program success. Two independent Lunar rover concepts were evaluated, with a goal to understand concept credibility and the Lunar rover designs potential extensibility for Mars surface operations. A notional generic rover concept is shown in Figure 1.

Systems Engineering↗
NASA NTRS2002

Feral Hogs Management at Merritt Island National Wildlife Refuge: Analysis of Current Management Program

This ST1 Technical Memorandum (TM) summarizes a two-month project on feral hog management in Merritt Island National Wildlife Refuge (MINWR). For this project, feral hogs were marked and recaptured, with the help of local trappers, to estimate population size and habitat preferences. Habitat covers included vegetation cover and Light Detection and Ranging (LIDAR) data for MINWR. In addition, an analysis was done of hunting records compiled by the Refuge and hog-car accidents compiled by KSC Security.

Rosenfeld, Arie↗
NASA NTRSDate not supplied

Upper Class E Traffic Management: NASA's Collaborative Research and Technical Development to Enable Routine, Safe, and Scalable High Altitude Operation

In the past, operations at high altitudes have been limited in number and largely conducted for defense/security purposes. However, with broad technological advances, a growing number of commerical and public good use cases, and a significant rise in the number of capable platforms, the demand for operating in high altitude airspace - known as upper Class E in the United States - is increasing. With that increase in demand comes the need for a means to manage the airspace in a way that does not burden current air traffic services and infrastructure given that provisions for commercial operations are limited. NASA, in collaboration with other government agencies and strong representation from industry, has developed a cooperative approach to airspace management referred to as Upper Class E Traffic Management (ETM). Key aspects of the ETM concept are the ability to exchange information through services that enable the operators to share airspace in cetain areas by adhering to cooperative operating practices (COPs) and by having shared situation awareness. To advance the concept, NASA recently developed and formally tested the first dedicated reference ETM system and supportin architecture. The test involved real-time simulation of high altitude operations with a diverse set of aircraft and encourter situations that included industry partners connected to the system from their remote operating centers. This presentation will provide attendees with an understanding of the ETM concept, the details and importance of the system that has been developed, an overview of the groundbreaking simulation, and a glimpse of things to come in our next steps.

Conrad Dang-Gabriel↗
NASA NTRS1989

[NASA/DOD Aerospace Knowledge Diffusion Research Project. Report 2:] Technical communications in aeronautics: Results of an exploratory study. An analysis of managers' and nonmanagers' responses

Data collected from an exploratory study concerned with the technical communications practices of aerospace engineers and scientists were analyzed to test the primary assumption that aerospace managers and nonmanagers have different technical communications practices. Five assumptions were established for the analysis. Aerospace managers and nonmanagers were found to have different technical communications practices for three of the five assumptions tested. Although aerospace managers and nonmanagers were found to have different technical communications practices, the evidence was neither conclusive nor compelling that the presumption of difference in practices could be attributed to the duties performed by aerospace managers and nonmanagers.

Pinelli, Thomas E.↗
DOE OSTI2018

Greater Efficiency in the Management of Low-Level Radioactive Material - 18305

The World Nuclear Association is the international organization representing the global nuclear industry. Its mission is to promote a wider understanding of nuclear energy among key international influencers by producing authoritative information, developing common industry positions, and contributing to the energy debate. Membership encompasses companies from the whole fuel cycle (from uranium mining through to decommissioning) as well as support services. Through discussions and survey of the Association's Waste Management and Decommissioning Working Group, it is clear that there is an issue relating to the management of cleared and/or low level radioactive material, particularly during decommissioning where it represents more than 90% of all wastes generated. The group has found that the status quo on the reuse, recycling and disposal of cleared and/or low-level radioactive material arising from the civil nuclear industry (all successfully tested and implemented options) is untenable, and believes that this message should be conveyed to relevant influencers internationally. This message is key and features prominently in a methodological guide being prepared by the group's experts on managing waste from decommissioning which will work through case studies (relating to both technical and financial management) and showcase good practice to support the development of a successful decommissioning strategy. There are currently nearly 450 operating civil nuclear power reactors in the world with many associated nuclear fuel cycle and nuclear research facilities. During the operation and subsequent decommissioning of nuclear facilities, cleared and low-level radioactive material is routinely generated from normal activities, including clothes, rags, metal equipment, concrete structures, etc. For low-level radioactive material, most of this material can be freed from its added radioactivity through survey and simple cleanup (decontamination if necessary). When properly managed and regulated these activities pose no real health issues for people or the environment. It is understandable that there are increasing public demands and expectations for the reuse and recycling of valuable resources, which nuclear - like many other sectors - can no longer ignore. There are efficiencies to be found through technical solutions (resulting in waste volume reductions, better sorting of waste, etc.), which would enable mitigation of environmental impacts and increased preservation of these natural resources. In addition, it will reduce volumes for storage and disposal which are rare resources. There must be a balance struck between the availability of disposal, and recycling and reuse, depending on the outcomes of assessments. Both the advantages in terms of preserving natural resources and disposal capacity should enable the industry to gain credibility with stakeholders. Taking Europe as an example, excellence in the implementation of the reuse and recycling of metals and of disposal of very-low waste, would, if widely shared between countries, no doubt lead to greater efficiency. International and national leaders from industry, regulators and governments should enable the concurrent availability of these three safe management options in each country, worldwide. Whenever an option considered is supported by a solid industrial business case, operators and regulators can (and must) concurrently deploy and operate safe reuse, recycling and disposal. This flexible approach should be deployed; the Association is of the firm conviction that the exclusive commitment to a single option cannot be sound on any grounds. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2015

Reverse logistics network for municipal solid waste management: The inclusion of waste pickers as a Brazilian legal requirement

Highlights: • We propose a reverse logistics network for MSW involving waste pickers. • A generic facility location mathematical model was validated in a Brazilian city. • The results enable to predict the capacity for screening and storage centres (SSC). • We minimise the costs for transporting MSW with screening and storage centres. • The use of SSC can be a potential source of revenue and a better use of MSW. - Abstract: This study proposes a reverse logistics network involved in the management of municipal solid waste (MSW) to solve the challenge of economically managing these wastes considering the recent legal requirements of the Brazilian Waste Management Policy. The feasibility of the allocation of MSW material recovery facilities (MRF) as intermediate points between the generators of these wastes and the options for reuse and disposal was evaluated, as well as the participation of associations and cooperatives of waste pickers. This network was mathematically modelled and validated through a scenario analysis of the municipality of São Mateus, which makes the location model more complete and applicable in practice. The mathematical model allows the determination of the number of facilities required for the reverse logistics network, their location, capacities, and product flows between these facilities. The fixed costs of installation and operation of the proposed MRF were balanced with the reduction of transport costs, allowing the inclusion of waste pickers to the reverse logistics network. The main contribution of this study lies in the proposition of a reverse logistics network for MSW simultaneously involving legal, environmental, economic and social criteria, which is a very complex goal. This study can guide practices in other countries that have realities similar to those in Brazil of accelerated urbanisation without adequate planning for solid waste management, added to the strong presence of waste pickers that, through the characteristic of social vulnerability, must be included in the system. In addition to the theoretical contribution to the reverse logistics network problem, this study aids in decision-making for public managers who have limited technical and administrative capacities for the management of solid wastes.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS2013

TPSAS-NF1676L-17243-DND

This presentation captures ERA Project's effort in using integrated cost-schedule-risk analysis tool, identifying and capturing explicit relationships between program funds, schedule, and discrete risks. The project team merged a myriad of cost and schedule data for timely, objective, uncertainty analysis of the ITD's budget and schedule. The project team conducted detailed schedule uncertainty analysis showing schedule activities and how their interrelationships were impacted, representing an impressive advance beyond routine Gantt charts. Furthermore, the ERA Project collected discrete risk events including their impacts to costs and/or schedule and interwove these risks into cost and schedule logic networks, providing the foundation to conduct cost and schedule analyses. The team integrated this data into the analysis model, providing probabilistic results that were then used by the ERA Project's senior management for decision-making purposes. The ERA Project management team, through technical and pathfinder expertise in integrating cost, schedule, risk, and technical content, consistently provided risk-informed recommendations to Implementing Centers and ISRP senior management which ultimately ensured the successful ARMD Key Decision Point (KDP) review of the ERA Phase 2 ITD Portfolio and increased the likelihood of achieving technical objectives within cost and schedule constraints.

Gaudy M Bezos-O'Connor↗
NASA NTRS1989

[NASA/DOD Aerospace Knowledge Diffusion Research Project. Report 3:] Technical communications in aeronautics: Results of an exploratory study. An analysis of profit managers' and nonprofit managers' responses

Data collected from an exploratory study concerned with the technical communications practices of aerospace engineers and scientists were analyzed to test the primary assumption that profit and nonprofit managers in the aerospace community have different technical communications practices. Five assumptions were established for the analysis. Profit and nonprofit managers in the aerospace community were found to have different technical communications practices for one of the five assumptions tested. It was, therefore, concluded that profit and nonprofit managers in the aerospace community do not have different technical communications practices.

Pinelli, Thomas E.↗
NASA NTRS1992

Database activity in the Italian Astronet: DIRA 2

The development and utilization of informational archives and databases started, in the Italian Astronet Project, in the middle of 1983. In that year, a small group of astronomers and some more technical people met together in an Astronet working group, with a common, painful experience in managing astronomical catalogues and archives with computers. Nowadays, some years later, some software packages and the contents of both, a relative general database and several local databases represent the work and the effort of the group. The systems have been conceived and developed keeping in mind the original goal of the group: to allow the single atronomer to make a free use of original data. The main package (DIRA) was rewritten, after some years of use, to fully take advantage of the several suggestions of the astronomer that used it and gathered experiences in the astronomical catalog's management. A more technical goal was to install the whole system, born and developed in the vms environment, on unix and unix-like systems. This new version, DIRA2, has a new user interface, a query language with SQL style commands supporting numerical and character functions also and a set of commands to create new catalogues from existing data. The graphics commands are also more powerful with respect to the previous version. DIRA (and DIRA2 of course) philosophy and design are very simple and proved to be very appreciated by astronomers, namely, to normalize and homogenize, at minimum, astronomical catalogues, to collect satisfactory astronomical documentation on their contents and, finally, to allow an astronomical approach to the dialogue with the database. DIRA2 is currently used in most Italian astronomical institutes to retrieve data from a still growing database of about 140 well documented and controlled astronomical catalogues, for the identification of objects and the preparation of a 'medium size' survey, in astrometry and in the creation of new catalogues.

Benacchio, L.↗
NASA NTRS2013

Integrated Baseline Review (IBR) Handbook

An Integrated Baseline Review (IBR) is a review of a supplier?s Performance Measurement Baseline (PMB). It is conducted by Program/Project Managers and their technical staffs on contracts and in-house work requiring compliance with NASA Earned Value Management System (EVMS) policy as defined in program/project policy, NPR 7120.5, or in NASA Federal Acquisition Regulations. The IBR Handbook may also be of use to those responsible for preparing the Terms of Reference for internal project reviews. While risks may be identified and actions tracked as a result of the IBR, it is important to note that an IBR cannot be failed.

Source record↗
NASA NTRS2006

Systems Integration Processes for NASA Ares I Crew Launch Vehicle

NASA's Exploration Initiative will require development of many new elements to constitute a robust system of systems. New launch vehicles are needed to place cargo and crew in stable Low Earth Orbit (LEO). This paper examines the systems integration processes NASA is utilizing to ensure integration and control of propulsion and nonpropulsion elements within NASA's Crew Launch Vehicle (CLV), now known as the Ares I. The objective of the Ares I is to provide the transportation capabilities to meet the Constellation Program requirements for delivering a Crew Exploration Vehicle (CEV) or other payload to LEO in support of the lunar and Mars missions. The Ares I must successfully provide this capability within cost and schedule, and with an acceptable risk approach. This paper will describe the systems engineering management processes that will be applied to assure Ares I Project success through complete and efficient technical integration. Discussion of technical review and management processes for requirements development and verification, integrated design and analysis, integrated simulation and testing, and the integration of reliability, maintainability and supportability (RMS) into the design will also be included. The Ares I Project is logically divided into elements by the major hardware groupings, and associated management, system engineering, and integration functions. The processes to be described herein are designed to integrate within these Ares I elements and among the other Constellation projects. Also discussed is launch vehicle stack integration (Ares I to CEV, and Ground and Flight Operations integration) throughout the life cycle, including integrated vehicle performance through orbital insertion, recovery of the first stage, and reentry of the upper stage. The processes for decomposing requirements to the elements and ensuring that requirements have been correctly validated, decomposed, and allocated, and that the verification requirements are properly defined to ensure that the system design meets requirements, will be discussed.

Taylor, James L.↗