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NASA NTRS2003

A Probabilistic Risk Analysis (PRA) of Human Space Missions for the Advanced Integration Matrix (AIM)

The Advanced Integration Matrix (AIM) Project u7ill study and solve systems-level integration issues for exploration missions beyond Low Earth Orbit (LEO), through the design and development of a ground-based facility for developing revolutionary integrated systems for joint human-robotic missions. This paper describes a Probabilistic Risk Analysis (PRA) of human space missions that was developed to help define the direction and priorities for AIM. Risk analysis is required for all major NASA programs and has been used for shuttle, station, and Mars lander programs. It is a prescribed part of early planning and is necessary during concept definition, even before mission scenarios and system designs exist. PRA cm begin when little failure data are available, and be continually updated and refined as detail becomes available. PRA provides a basis for examining tradeoffs among safety, reliability, performance, and cost. The objective of AIM's PRA is to indicate how risk can be managed and future human space missions enabled by the AIM Project. Many critical events can cause injuries and fatalities to the crew without causing loss of vehicle or mission. Some critical systems are beyond AIM's scope, such as propulsion and guidance. Many failure-causing events can be mitigated by conducting operational tests in AIM, such as testing equipment and evaluating operational procedures, especially in the areas of communications and computers, autonomous operations, life support, thermal design, EVA and rover activities, physiological factors including habitation, medical equipment, and food, and multifunctional tools and repairable systems. AIM is well suited to test and demonstrate the habitat, life support, crew operations, and human interface. Because these account for significant crew, systems performance, and science risks, AIM will help reduce mission risk, and missions beyond LEO are far enough in the future that AIM can have significant impact.

Jones, Harry W.↗
NASA NTRS2010

Life Sciences Data Archives (LSDA) in the Post-Shuttle Era

Now, more than ever before, NASA is realizing the value and importance of their intellectual assets. Principles of knowledge management-the systematic use and reuse of information, experience, and expertise to achieve a specific goal-are being applied throughout the agency. LSDA is also applying these solutions, which rely on a combination of content and collaboration technologies, to enable research teams to create, capture, share, and harness knowledge to do the things they do well, even better. In the early days of spaceflight, space life sciences data were collected and stored in numerous databases, formats, media-types and geographical locations. These data were largely unknown/unavailable to the research community. The Biomedical Informatics and Health Care Systems Branch of the Space Life Sciences Directorate at JSC and the Data Archive Project at ARC, with funding from the Human Research Program through the Exploration Medical Capability Element, are fulfilling these requirements through the systematic population of the Life Sciences Data Archive. This project constitutes a formal system for the acquisition, archival and distribution of data for HRP-related experiments and investigations. The general goal of the archive is to acquire, preserve, and distribute these data and be responsive to inquiries for the science communities. Information about experiments and data, as well as non-attributable human data and data from other species' are available on our public Web site http://lsda.jsc.nasa.gov. The Web site also includes a repository for biospecimens, and a utilization process. NASA has undertaken an initiative to develop a Shuttle Data Archive repository. The Shuttle program is nearing its end in 2010 and it is critical that the medical and research data related to the Shuttle program be captured, retained, and usable for research, lessons learned, and future mission planning. Communities of practice are groups of people who share a concern or a passion for something they do, and learn how to do it better as they interact regularly. LSDA works with the HRP community of practice to ensure that we are preserving the relevant research and data they need in the LSDA repository. An evidence-based approach to risk management is required in space life sciences. Evidence changes over time. LSDA has a pilot project with Collexis, a new type of Web-based search engine. Collexis differentiates itself from full-text search engines by making use of thesauri for information retrieval. The high-quality search is based on semantics that have been defined in a life sciences ontology. Additionally, Collexis' matching technology is unique, allowing discovery of partially matching dicuments. Users do not have to construct a complicated (Boolean) search query, but can simply enter a free text search without the risk of getting "no results". Collexis may address these issues by virtue of its retrieval and discovery capabilities across multiple repositories.

Fitts, Mary A.↗
NASA NTRS2017

Cross-Cutting Risk Framework: Mining Data for Common Risks Across the Portfolio

The National Aeronautics and Space Administration (NASA) defines risk management as an integrated framework, combining risk-informed decision making and continuous risk management to foster forward-thinking and decision making from an integrated risk perspective. Therefore, decision makers must have access to risks outside of their own project to gain the knowledge that provides the integrated risk perspective. Through the Goddard Space Flight Center (GSFC) Flight Projects Directorate (FPD) Business Change Initiative (BCI), risks were integrated into one repository to facilitate access to risk data between projects. With the centralized repository, communications between the FPD, project managers, and risk managers improved and GSFC created the cross-cutting risk framework (CCRF) team. The creation of the consolidated risk repository, in parallel with the initiation of monthly FPD risk managers and risk governance board meetings, are now providing a complete risk management picture spanning the entire directorate. This paper will describe the challenges, methodologies, tools, and techniques used to develop the CCRF, and the lessons learned as the team collectively worked to identify risks that FPD programs projects had in common, both past and present.

risk-informed decision making↗
NASA NTRS2001

The Role of Space Medicine in Management of Risk in Spaceflight

The purpose of Space Medicine is to ensure mission success by providing quality and comprehensive health care throughout all mission phases to optimize crew health and performance and to prevent negative long-term health consequences. Space flight presents additional hazards and associated risks to crew health, performance, and safety. With an extended human presence in space it is expected that illness and injury will occur on orbit, which may present a significant threat to crew health and performance and to mission success. Maintaining crew health, safety and performance and preventing illness and injury are high priorities necessary for mission success and agency goals. Space flight health care should meet the standards of practice of evidence based clinical medicine. The function of Space Medicine is expected to meet the agency goals as stated in the 1998 NASA Strategic Plan and the priorities established by the Critical Path Roadmap Project. The Critical Path Roadmap Project is an integrated NASA cross-disciplinary strategy to assess, understand, mitigate, and manage the risks associated with long-term exposure to the space flight environment. The evidence based approach to space medicine should be standardized, objective process yielding expected results and establishing clinical practice standards while balancing individual risk with mission (programmatic) risk. The ability to methodically apply available knowledge and expertise to individual and mission health issues will ensure appropriate priorities are assigned and resources are allocated. NASA Space Medicine risk management process is a combined clinical and engineering approach. Competition for weight, power, volume, cost, and crew time must be balanced in making decisions about the care of individual crew with competing agency resources.

Clark, Jonathan B.↗
NASA NTRS2016

Simulation of Mission Phases

This position with the Simulation and Graphics Branch (ER7) at Johnson Space Center (JSC) provided an introduction to vehicle hardware, mission planning, and simulation design. ER7 supports engineering analysis and flight crew training by providing high-fidelity, real-time graphical simulations in the Systems Engineering Simulator (SES) lab. The primary project assigned by NASA mentor and SES lab manager, Meghan Daley, was to develop a graphical simulation of the rendezvous, proximity operations, and docking (RPOD) phases of flight. The simulation is to include a generic crew/cargo transportation vehicle and a target object in low-Earth orbit (LEO). Various capsule, winged, and lifting body vehicles as well as historical RPOD methods were evaluated during the project analysis phase. JSC core mission to support the International Space Station (ISS), Commercial Crew Program (CCP), and Human Space Flight (HSF) influenced the project specifications. The simulation is characterized as a 30 meter +V Bar and/or -R Bar approach to the target object's docking station. The ISS was selected as the target object and the international Low Impact Docking System (iLIDS) was selected as the docking mechanism. The location of the target object's docking station corresponds with the RPOD methods identified. The simulation design focuses on Guidance, Navigation, and Control (GNC) system architecture models with station keeping and telemetry data processing capabilities. The optical and inertial sensors, reaction control system thrusters, and the docking mechanism selected were based on CCP vehicle manufacturer's current and proposed technologies. A significant amount of independent study and tutorial completion was required for this project. Multiple primary source materials were accessed using the NASA Technical Report Server (NTRS) and reference textbooks were borrowed from the JSC Main Library and International Space Station Library. The Trick Simulation Environment and User Training Materials version 2013.0 release was used to complete the Trick tutorial. Multiple network privilege and repository permission requests were required in order to access previous simulation models. The project was also an introduction to computer programming and the Linux operating system. Basic C++ and Python syntax was used during the completion of the Trick tutorial. Trick's engineering analysis and Monte Carlo simulation capabilities were observed and basic space mission planning procedures were applied in the conceptual design phase. Multiple professional development opportunities were completed in addition to project duties during this internship through the System for Administration, Training, and Education Resources for NASA (SATERN). Topics include: JSC Risk Management Workshop, CCP Risk Management, Basic Radiation Safety Training, X-Ray Radiation Safety, Basic Laser Safety, JSC Export Control, ISS RISE Ambassador, Basic SharePoint 2013, Space Nutrition and Biochemistry, and JSC Personal Protective Equipment. Additionally, this internship afforded the opportunity for formal project presentation and public speaking practice. This was my first experience at a NASA center. After completing this internship I have a much clearer understanding of certain aspects of the agency's processes and procedures, as well as a deeper appreciation from spaceflight simulation design and testing. I will continue to improve my technical skills so that I may have another opportunity to return to NASA and Johnson Space Center.

Carlstrom, Nicholas Mercury↗
NASA NTRS2007

Mission Risk Reduction Regulatory Change Management

NASA Headquarters Environmental Management Division supports NASA's mission to pioneer the future in space exploration, scientific discovery, and aeronautics research by integrating environmental considerations into programs and projects early-on, thereby proactively reducing NASA's exposure to institutional, programmatic and operational risk. As part of this effort, NASA established the Principal Center for Regulatory Risk Analysis and Communication (RRAC PC) as a resource for detecting, analyzing, and communicating environmental regulatory risks to the NASA stakeholder community. The RRAC PC focuses on detecting emerging environmental regulations and other operational change drivers that may pose risks to NASA programs and facilities, and effectively communicating the potential risks. For example, regulatory change may restrict how and where certain activities or operations may be conducted. Regulatory change can also directly affect the ability to use certain materials by mandating a production phase-out or restricting usage applications of certain materials. Regulatory change can result in significant adverse impacts to NASA programs and facilities due to NASA's stringent performance requirements for materials and components related to human-rated space vehicles. Even if a regulation does not directly affect NASA operations, U.S. and international regulations can pose program risks indirectly through requirements levied on manufacturers and vendors of components and materials. For example, manufacturers can change their formulations to comply with new regulatory requirements. Such changes can require time-consuming and costly requalification certification for use in human spaceflight programs. The RRAC PC has implemented a system for proactively managing regulatory change to minimize potential adverse impacts to NASA programs and facilities. This presentation highlights the process utilized by the RRACPC to communicate regulatory change and the associated potential risks within NASA, as well as the process for communicating and cooperating with other government agencies and industry partners, both domestic and international, to ensure mission success.

Scroggins, Sharon↗
NASA NTRS2006

NASA Crew Launch Vehicle Approach Builds on Lessons from Past and Present Missions

The United States Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with a new human-rated system suitable for missions to the Moon and Mars. The Crew Exploration Vehicle (CEV) that the new Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station and be capable of carrying crews back to lunar orbit and of supporting missions to Mars orbit. NASA is using its extensive experience gained from past and ongoing launch vehicle programs to maximize the CLV system design approach, with the objective of reducing total lifecycle costs through operational efficiencies. To provide in-depth data for selecting this follow-on launch vehicle, the Exploration Systems Architecture Study was conducted during the summer of 2005, following the confirmation of the new NASA Administrator. A team of aerospace subject matter experts used technical, budget, and schedule objectives to analyze a number of potential launch systems, with a focus on human rating for exploration missions. The results showed that a variant of the Space Shuttle, utilizing the reusable Solid Rocket Booster as the first stage, along with a new upper stage that uses a derivative of the RS-25 Space Shuttle Main Engine to deliver 25 metric tons to low-Earth orbit, was the best choice to reduce the risks associated with fielding a new system in a timely manner. The CLV Project, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operation of this new human-rated system. The CLV Project works closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch system . leveraging a wealth of lessons learned from Shuttle operations. The CL V is being designed to reduce costs through a number of methods, ranging from validating requirements to conducting trades studies against the concept design. Innovations such as automated processing will build on lessons learned from the Shuttle, other launch systems, Department of Defense operations experience, and subscale flight tests such as the Delta Clipper-Experimental Advanced (DCXA) vehicle operations that utilized minimal touch labor, automated cryogen ic propellant loading , and an 8-hour turnaround for a cryogenic propulsion system. For the CLV, the results of hazard analyses are contributing to an integrated vehicle health monitoring system that will troubleshoot anomalies and determine which ones can be solved without human intervention. Such advances will help streamline the mission operations process for pilots and ground controllers alike. In fiscal year 2005, NASA invested approximately $4.5 billion of its $16 bill ion budget on the Space Shuttle. The ultimate goal of the CLV Project is to deliver a safe, reliable system designed to minimize lifecycle costs so that NASA's budget can be invested in missions of scientific discovery. Lessons learned from developing the CLV will be applied to the growth path for future systems, including a heavy lift launch vehicle.

Dumbacher, Daniel L.↗
NASA NTRS2012

Does Commercial Space Really Need MOA?

The Mission Operations Assurance (MOA) discipline actively participates as a project member to achieve their common objective of full mission success while also providing an independent risk assessment to the Project Manager. The cornerstone element of MOA is the independent assessment of the risks the project faces in executing its mission. Especially as the project approaches critical mission events, it becomes imperative to clearly identify and assess the risks the project faces. This has been the paradigm for robotic space exploration missions, but does the same apply to commercial space operations? This is the question which is the driver for this year's MOA track at the 18th Annual Improving Space Operations workshop in April at the Jet Propulsion Laboratory, and the question we examine in this paper. Corollaries to this driving question are why shouldn't MOA apply and are there factors beyond mission success with acceptable risk which apply to commercial space operations that are not present in government scientific missions? To address these questions, areas we focus on include risk (both mission and profit) management for commercial space operations and the practical extension of robotic mission MOA to commercial space operations. Another key area to look at is command file errors which are a major concern for deep space robotic missions, but can we worry about them less with manned missions or unmanned supply mission? Further, with the growing concern about space debris, we delve into the role of MOA relative to End-of-Mission activities. This paper examines these topics and in particular the perspectives presented at the workshop to begin charting the appropriate course for MOA in the emerging sector of Commercial Space Operations.

commercial space↗
NASA NTRS2005

Learning Lessons from the X-37 Project

The X-37 was planned as an automated vehicle capable of flight-testing new aerospace technologies in combined environments that are beyond the capability of existing ground or flight platforms. Flight demonstration with the X-37 architecture and configuration in relevant environments was planned to reduce the risk of developing launch vehicle technologies for sustainable, affordable exploration and other aerospace applications. Current plans are for the X-37 Approach and Landing Test Vehicle (ALTV) to be atmospheric tested in 2005 from Scaled Composite s White Knight carrier aircraft at up to 40,000 feet over California's Mojave Spaceport, with landing and turnaround maintenance performed. The Flight Operations Control Center will conduct the mission, using a streamlined operations concept. Taxi-tow and captive-carry tests will be conducted prior to the atmospheric-test series. Sponsored by the Defense Advanced Research Projects Agency (DARPA) with NASA participation, technical objectives are to: (1) mature Computed Air Data System/Remote Pressure Sensor technology, (2) manage energy during Terminal Area Energy Management/Heading Alignment Cone maneuvers, and (3) validate the aerodatabase. The X-37 Project began in 1999 under a cooperative agreement as an element of NASA's Future X Program and transitioned to a NASA Research Announcement under the Space Launch Initiative. In mid-2004, NASA transferred ownership to DARPA, with its heritage of performing high-risk, high-payoff research and development (R&D). NASA contributes technical expertise, including risk analysis and system integration. The Boeing Company is the prime contractor, with nationwide suppliers. This partnership exemplifies the synergy attainable when NASA Centers, other Government agencies, and industry work together toward a common goal - contributing to the knowledge base for U.S. exploration and other aerospace endeavors. The X-37 team represents a range of space transportation disciplines - from engineering to management. Some members have been with the project since its inception. All have gained priceless experience during the design, manufacturing, and testing of the ALTV, as well as through developing advanced orbital flight technologies, such as state-of-the-art Thermal Protection Systems and hot structures. Throughout this process, the X-37 Project team captures lessons that are directly applicable to other such efforts. The upcoming ALTV flights offer another dimension of data and first-hand experience that will prove invaluable to those designing new generations of reusable spacecraft. And ongoing technology developments will expand the aerospace knowledge base. Delivering prototype hardware is always a risky proposition. During the course of this effort, the X-37 team has experienced many challenging opportunities, delivering significant accomplishments and learning numerous lessons in the process. The ability to manage the risk landscape is key to overcoming obstacles, especially technical hurdles that are encountered in progressing hardware from design to flight. The approach to managing risk under this partnership is evolving but, in general, the team allocates resources to reduce the likelihood of severe-consequence risks, thus maximizing mission success and ensuring that the X-37 Project delivers value to its stakeholders. As the team sharpens its focus on operations, it continues to contribute knowledge to those who would undertake high-risk, high-payoff R&D and provides valuable experience to implement the Vision for Space Exploration.

Turner, Susan↗
NASA NTRS2011

Amine Swingbed Payload Project Management

The International Space Station (ISS) has been designed as a laboratory for demonstrating technologies in a microgravity environment, benefitting exploration programs by reducing the overall risk of implementing such technologies in new spacecraft. At the beginning of fiscal year 2010, the ISS program manager requested that the amine-based, pressure-swing carbon dioxide and humidity absorption technology (designed by Hamilton Sundstrand, baselined for the ORION Multi-Purpose Crew Vehicle, and tested at the Johnson Space Center in relevant environments, including with humans, since 2005) be developed into a payload for ISS Utilization. In addition to evaluating the amine technology in a flight environment before the first launch of the ORION vehicle, the ISS program wanted to determine the capability of the amine technology to remove carbon dioxide from the ISS cabin environment at the metabolic rate of the full 6-person crew. Because the amine technology vents the absorbed carbon dioxide and water vapor to space vacuum (open loop), additional hardware needed to be developed to minimize the amount of air and water resources lost overboard. Additionally, the payload system would be launched on two separate Space Shuttle flights, with the heart of the payload the swingbed unit itself launching a full year before the remainder of the payload. This paper discusses the project management and challenges of developing the amine swingbed payload in order to accomplish the technology objectives of both the open-loop ORION application as well as the closed-loop ISS application.

Hayley, Elizabeth↗
NASA NTRS2013

Amine Swingbed Payload Project Management

The International Space Station (ISS) has been designed as a laboratory for demonstrating technologies in a microgravity environment, benefitting exploration programs by reducing the overall risk of implementing such technologies in new spacecraft. At the beginning of fiscal year 2010, the ISS program manager requested that the amine-based, pressure-swing carbon dioxide and humidity absorption technology (designed by Hamilton Sundstrand, baselined for the Orion Multi-Purpose Crew Vehicle, and tested at the Johnson Space Center in relevant environments, including with humans, since 2005) be developed into a payload for ISS Utilization. In addition to evaluating the amine technology in a flight environment before the first launch of the Orion vehicle, the ISS program wanted to determine the capability of the amine technology to remove carbon dioxide from the ISS cabin environment at the metabolic rate of the full 6 ]person crew. Because the amine technology vents the absorbed carbon dioxide and water vapor to space vacuum (open loop), additional hardware needed to be developed to minimize the amount of air and water resources lost overboard. Additionally, the payload system would be launched on two separate Space Shuttle flights, with the heart of the payload-the swingbed unit itself-launching a full year before the remainder of the payload. This paper discusses the project management and challenges of developing the amine swingbed payload in order to accomplish the technology objectives of both the open -loop Orion application as well as the closed-loop ISS application.

Walsch, Mary↗
NASA NTRS2018

Imaging X-Ray Polarimetry Explorer (IXPE) Risk Management

The Imaging X-ray Polarimetry Explorer (IXPE) project is an international collaboration to build and fly a polarization sensitive X-ray observatory. The IXPE Observatory consists of the spacecraft and payload. The payload is composed of three X-ray telescopes, each consisting of a mirror module optical assembly and a polarization-sensitive X-ray detector assembly; a deployable boom maintains the focal length between the optical assemblies and the detectors. The goal of the IXPE Mission is to provide new information about the origins of cosmic X-rays and their interactions with matter and gravity as they travel through space. IXPE will do this by exploiting its unique capability to measure the polarization of X-rays emitted by cosmic sources. The collaboration for IXPE involves national and international partners during design, fabrication, assembly, integration, test, and operations. The full collaboration includes NASA Marshall Space Flight Center (MSFC), Ball Aerospace, the Italian Space Agency (ASI), the Italian Institute of Astrophysics and Space Planetology (IAPS)/Italian National Institute of Astrophysics (INAF), the Italian National Institute for Nuclear Physics (INFN), the University of Colorado (CU) Laboratory for Atmospheric and Space Physics (LASP), Stanford University, McGill University, and the Massachusetts Institute of Technology. The goal of this paper is to discuss risk management as it applies to the IXPE project. The full IXPE Team participates in risk management providing both unique challenges and advantages for project risk management. Risk management is being employed in all phases of the IXPE Project, but is particularly important during planning and initial execution-the current phase of the IXPE Project. The discussion will address IXPE risk strategies and responsibilities, along with the IXPE management process which includes risk identification, risk assessment, risk response, and risk monitoring, control, and reporting.

IXPE↗
NASA NTRS1995

Probabilistic risk assessment of the Space Shuttle. Phase 3: A study of the potential of losing the vehicle during nominal operation, volume 1

This document is the Executive Summary of a technical report on a probabilistic risk assessment (PRA) of the Space Shuttle vehicle performed under the sponsorship of the Office of Space Flight of the US National Aeronautics and Space Administration. It briefly summarizes the methodology and results of the Shuttle PRA. The primary objective of this project was to support management and engineering decision-making with respect to the Shuttle program by producing (1) a quantitative probabilistic risk model of the Space Shuttle during flight, (2) a quantitative assessment of in-flight safety risk, (3) an identification and prioritization of the design and operations that principally contribute to in-flight safety risk, and (4) a mechanism for risk-based evaluation proposed modifications to the Shuttle System. Secondary objectives were to provide a vehicle for introducing and transferring PRA technology to the NASA community, and to demonstrate the value of PRA by applying it beneficially to a real program of great international importance.

Fragola, Joseph R.↗
NASA NTRS1997

Risk Management of NASA Projects

Various NASA Langley Research Center and other center projects were attempted for analysis to obtain historical data comparing pre-phase A study and the final outcome for each project. This attempt, however, was abandoned once it became clear that very little documentation was available. Next, extensive literature search was conducted on the role of risk and reliability concepts in project management. Probabilistic risk assessment (PRA) techniques are being used with increasing regularity both in and outside of NASA. The value and the usage of PRA techniques were reviewed for large projects. It was found that both civilian and military branches of the space industry have traditionally refrained from using PRA, which was developed and expanded by nuclear industry. Although much has changed with the end of the cold war and the Challenger disaster, it was found that ingrained anti-PRA culture is hard to stop. Examples of skepticism against the use of risk management and assessment techniques were found both in the literature and in conversations with some technical staff. Program and project managers need to be convinced that the applicability and use of risk management and risk assessment techniques is much broader than just in the traditional safety-related areas of application. The time has come to begin to uniformly apply these techniques. The whole idea of risk-based system can maximize the 'return on investment' that the public demands. Also, it would be very useful if all project documents of NASA Langley Research Center, pre-phase A through final report, are carefully stored in a central repository preferably in electronic format.

Sarper, Hueseyin↗
NASA NTRSDate not supplied

Combining NASA Earth Observations and Commercial Smallsat Data to Inform Localized Decision Making

NASA's Earth Science Division's DEVELOP Program builds capacity in individuals and partner organizations to research the feasibility of using Earth observations for informed environmental decision making. Employing an internship-like model, DEVELOP conducts 10-week long feasibility studies that are focused on decision-making organizations' environmental concerns. These projects use the vantage point of space to address environmental issues across a broad set of themes, including agricultural monitoring, disaster risk and resilience planning, water resource and coastal management, wildfire cartography, health & air quality, and urban development. Following the establishment of NASA's Commercial Smallsat Data Acquisition (CSDA) Program, DEVELOP began adding commercial smallsat data into a subset of its feasibility projects. This presentation will highlight the program's use of CSDA data and its integration with NASA Earth observing fleet data, showcase example use cases, speak to challenges faced by the DEVELOP team in using CSDA data, and the broad array of thematic and topical applications created by DEVELOP teams.

Lisa Tanh↗
NASA NTRS2019

Valuing Rigor in the Risk Management Process

NASA, as an organization, takes risk management (RM) seriously, and for most projects, the risk management process is exemplar. There can be challenges, though, with defining RM processes. For example, many different risk analysis methodologies are available, they can be applied with varying degrees of rigor, and they can have different value depending on how projects use them. In particular, risk analysis methodologies vary considerably in the level of quantitative detail, with more probabilistic techniques encouraged in some situations. We discussed these processes and methodologies with ten project managers (PM) at the NASA Goddard Space Flight Center (GSFC). Our intent was not to prove with some level of statistical significance that some are more helpful than others, but rather to obtain a general understanding of how projects are identifying, and thinking, about risks. This paper describes some of the available risk processes and methodologies, and provides some insights about the benefits that can gained from their use. We provide an in-depth discussion of one quantitative methodology, Probabilistic Risk Assessments (PRAs), and conclude with a few insights from observed best practices.

Dillon, Robin L.↗
NASA NTRSDate not supplied

Modeling NASA’s Procedural Requirement Processes - Implications for Digital Future

The National Aeronautics and Space Administration (NASA) has an ongoing Digital Transformation effort and to leverage and showcase the power of Digital Transformation, an effort is underway to develop an integrated, datacentric, model representing NASA’s key process requirements. The task was divided into three phases: As Is modeling, Analysis, and To Be Planning. As part of this effort, a team has completed the first Phase I of the modeling task and is nearing completion of the second phase. This effort will capture the key elements as requirements, responsibilities, allocations, roles, products, and associated lifecycle elements. The scope of modeling included NASA’s NPR 7120.5 (Project and Program Management), NPR 7123.1 (Systems Engineering) and NPRs 8705.2 (Risk classification for Robotic Missions) and 8705.4 (Human-Rating Requirements for Space Missions). This paper will summarize the approach, scope, parsing patterns applied, metamodel, and associated workflows for the As-Is modeling. It will also summarize the results and insights gleaned during that phase, including the review process. These insights have informed the analysis and will be discussed. The analysis modeling phase will also be summarized including how the stakeholders were engaged, how the common elements were handled and dispositioned, and will also describe some of the plans for the future of NASA NPDs and NPRs.

Systems Engineering↗