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NASA NTRS2002

Making Sense of Rocket Science - Building NASA's Knowledge Management Program

The National Aeronautics and Space Administration (NASA) has launched a range of KM activities-from deploying intelligent "know-bots" across millions of electronic sources to ensuring tacit knowledge is transferred across generations. The strategy and implementation focuses on managing NASA's wealth of explicit knowledge, enabling remote collaboration for international teams, and enhancing capture of the key knowledge of the workforce. An in-depth view of the work being done at the Jet Propulsion Laboratory (JPL) shows the integration of academic studies and practical applications to architect, develop, and deploy KM systems in the areas of document management, electronic archives, information lifecycles, authoring environments, enterprise information portals, search engines, experts directories, collaborative tools, and in-process decision capture. These systems, together, comprise JPL's architecture to capture, organize, store, and distribute key learnings for the U.S. exploration of space.

knowledge management organizational learning NASA ↗
NASA NTRS2002

Implementing a Workforce Development Pipeline

Through science, technology, mathematics, and engineering, our nation continues to lead the world in the development and utilization of new technologies. Whether related to our health, to the environment, or to our production of material goods, science, mathematics, engineering, and technology are integral and essential parts of daily life for virtually everyone in the United States and around the globe. However, the understanding of science, mathematics, engineering, and technology by most Americans is inadequate for full participation in this increasingly technological world. This reflects the level of education in these areas most Americans have received. To have a competent workforce for the future, we must assist education in developing students for future jobs.

Billy Hix↗
NASA NTRS2010

Product Lifecycle Management and the Quest for Sustainable Space Explorations

Product Lifecycle Management (PLM) is an outcome of lean thinking to eliminate waste and increase productivity. PLM is inextricably tied to the systems engineering business philosophy, coupled with a methodology by which personnel, processes and practices, and information technology combine to form an architecture platform for product design, development, manufacturing, operations, and decommissioning. In this model, which is being implemented by the Engineering Directorate at the National Aeronautics and Space Administration's (NASA's) Marshall Space Flight Center, total lifecycle costs are important variables for critical decision-making. With the ultimate goal to deliver quality products that meet or exceed requirements on time and within budget, PLM is a powerful concept to shape everything from engineering trade studies and testing goals, to integrated vehicle operations and retirement scenarios. This paper will demonstrate how the Engineering Directorate is implementing PLM as part of an overall strategy to deliver safe, reliable, and affordable space exploration solutions. It has been 30 years since the United States fielded the Space Shuttle. The next generation space transportation system requires a paradigm shift such that digital tools and knowledge management, which are central elements of PLM, are used consistently to maximum effect. The outcome is a better use of scarce resources, along with more focus on stakeholder and customer requirements, as a new portfolio of enabling tools becomes second nature to the workforce. This paper will use the design and manufacturing processes, which have transitioned to digital-based activities, to show how PLM supports the comprehensive systems engineering and integration function. It also will go through a launch countdown scenario where an anomaly is detected to show how the virtual vehicle created from paperless processes will help solve technical challenges and improve the likelihood of launching on schedule, with less hands-on labor needed for processing and troubleshooting.

Caruso, Pamela W.↗
NASA NTRS2010

Product Lifecycle Management and the Quest for Sustainable Space Exploration Solutions

Product Lifecycle Management (PLM) is an outcome of lean thinking to eliminate waste and increase productivity. PLM is inextricably tied to the systems engineering business philosophy, coupled with a methodology by which personnel, processes and practices, and information technology combine to form an architecture platform for product design, development, manufacturing, operations, and decommissioning. In this model, which is being implemented by the Engineering Directorate at the National Aeronautics and Space Administration's (NASA's) Marshall Space Flight Center, total lifecycle costs are important variables for critical decisionmaking. With the ultimate goal to deliver quality products that meet or exceed requirements on time and within budget, PLM is a powerful tool to shape everything from engineering trade studies and testing goals, to integrated vehicle operations and retirement scenarios. This paper will demonstrate how the Engineering Directorate is implementing PLM as part of an overall strategy to deliver safe, reliable, and affordable space exploration solutions. It has been 30 years since the United States fielded the Space Shuttle. The next generation space transportation system requires a paradigm shift such that digital tools and knowledge management, which are central elements of PLM, are used consistently to maximum effect. The outcome is a better use of scarce resources, along with more focus on stakeholder and customer requirements, as a new portfolio of enabling tools becomes second nature to the workforce. This paper will use the design and manufacturing processes, which have transitioned to digital-based activities, to show how PLM supports the comprehensive systems engineering and integration function. It also will go through a launch countdown scenario where an anomaly is detected to show how the virtual vehicle created from paperless processes will help solve technical challenges and improve the likelihood of launching on schedule, with less hands-on labor needed for processing and troubleshooting. Sustainable space exploration solutions demand that all lifecycle phases be optimized. Adopting PLM, which has been used by the automotive industry for many years, for aerospace applications provides a foundation for strong, disciplined systems engineering and accountable return on investment by making lifecycle considerations variables in an iterative decision-making process. This paper combines the perspectives of the founding father of PLM, along with the experience of Engineering leaders who are implementing these processes and practices real-time. As the nation moves from an industrial-based society to one where information is a valued commodity, future NASA programs and projects will benefit from the experience being gained today for the exploration missions of tomorrow.

Caruso, Pamela W.↗
NASA NTRS2010

Ares I-X Flight Test Development Challenges and Success Factors

The NASA Constellation Program's Ares I-X rocket launched successfully on October 28, 2009 collecting valuable data and providing risk reduction for the Ares I project. The Ares I-X mission was formulated and implemented in less than four years commencing with the Exploration Systems Architecture Study in 2005. The test configuration was founded upon assets and processes from other rocket programs including Space Shuttle, Atlas, and Peacekeeper. For example, the test vehicle's propulsion element was a Shuttle Solid Rocket Motor. The Ares I-X rocket comprised a motor assembly, mass and outer mold line simulators of the Ares I Upper Stage, Orion Spacecraft and Launch Abort System, a roll control system, avionics, and other miscellaneous components. The vehicle was 327 feet tall and weighed approximately 1,800,000 pounds. During flight the rocket reached a maximum speed of Mach 4.8 and an altitude of 150,000 feet. The vehicle demonstrated staging at 130,000 feet, tested parachutes for recovery of the motor, and utilized approximately 900 sensors for data collection. Developing a new launch system and preparing for a safe flight presented many challenges. Specific challenges included designing a system to withstand the environments, manufacturing large structures, and re-qualifying heritage hardware. These and other challenges, if not mitigated, may have resulted in test cancellation. Ares I-X succeeded because the mission was founded on carefully derived objectives, led by decisive and flexible management, implemented by an exceptionally talented and dedicated workforce, and supported by a thorough independent review team. Other major success factors include the use of proven heritage hardware, a robust System Integration Laboratory, multi-NASA center and contractor team, concurrent operations, efficient vehicle assembly, effective risk management, and decentralized element development with a centralized control board. Ares I-X was a technically complex test that required creative thinking, risk taking, and a passion to succeed.

Askins, Bruce↗
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 NTRS2006

Overview of NASA's Propulsion 21 Effort

Propulsion 21 technologies contribute to reducing CO2 and NO(x) emissions and noise. Integrated Government/Industry/University research efforts have produced promising initial technical results. Graduate students from 5 partnering universities will benefit from this collaborative research--> educating the future engineering workforce. Phase 2 Efforts scheduled to be completed 3QFY06.

Long-Davis, Mary Jo↗
NASA NTRS2022

NASA Enterprise Digital Transformation Initiative Strategic Framework & Implementation Approach

Since 1958, NASA has delivered its enduring bold purpose, characterized in the 2022 NASA Strategic Plan as a mission to discover, explore, innovate, and advance solutions to the problems of flight, within and outside the Earth’s atmosphere, for the benefit of humankind. The NASA Strategic Plan also recognizes that this mission will be delivered differently as it looks to a future marked by radical global change, which is in part being driven by digital advances. For this reason, in late 2020 NASA established an Enterprise Digital Transformation (DT) agency-level strategic initiative to accelerate and coordinate leveraging digital advances to transform the way the Agency works, the experience of its workforce and the agility of its workplace. This paper documents NASA’s DT strategic framework and associated implementation approach, with the DT strategic initiative serving to ignite, connect, integrate, and facilitate DT progress across a federated organizational operating model.

digital transformation↗
NASA NTRS1993

Operator Performance Support System (OPSS)

In the complex and fast reaction world of military operations, present technologies, combined with tactical situations, have flooded the operator with assorted information that he is expected to process instantly. As technologies progress, this flow of data and information have both guided and overwhelmed the operator. However, the technologies that have confounded many operators today can be used to assist him -- thus the Operator Performance Support Team. In this paper we propose an operator support station that incorporates the elements of Video and Image Databases, productivity Software, Interactive Computer Based Training, Hypertext/Hypermedia Databases, Expert Programs, and Human Factors Engineering. The Operator Performance Support System will provide the operator with an integrating on-line information/knowledge system that will guide expert or novice to correct systems operations. Although the OPSS is being developed for the Navy, the performance of the workforce in today's competitive industry is of major concern. The concepts presented in this paper which address ASW systems software design issues are also directly applicable to industry. the OPSS will propose practical applications in how to more closely align the relationships between technical knowledge and equipment operator performance.

Conklin, Marlen Z.↗
NASA NTRS2016

IDEAS and App Development Internship in Hardware and Software Design

In this report, I will discuss the tasks and projects I have completed while working as an electrical engineering intern during the spring semester of 2016 at NASA Kennedy Space Center. In the field of software development, I completed tasks for the G-O Caching Mobile App and the Asbestos Management Information System (AMIS) Web App. The G-O Caching Mobile App was written in HTML, CSS, and JavaScript on the Cordova framework, while the AMIS Web App is written in HTML, CSS, JavaScript, and C# on the AngularJS framework. My goals and objectives on these two projects were to produce an app with an eye-catching and intuitive User Interface (UI), which will attract more employees to participate; to produce a fully-tested, fully functional app which supports workforce engagement and exploration; to produce a fully-tested, fully functional web app that assists technicians working in asbestos management. I also worked in hardware development on the Integrated Display and Environmental Awareness System (IDEAS) wearable technology project. My tasks on this project were focused in PCB design and camera integration. My goals and objectives for this project were to successfully integrate fully functioning custom hardware extenders on the wearable technology headset to minimize the size of hardware on the smart glasses headset for maximum user comfort; to successfully integrate fully functioning camera onto the headset. By the end of this semester, I was able to successfully develop four extender boards to minimize hardware on the headset, and assisted in integrating a fully-functioning camera into the system.

CSS↗
NASA NTRS1992

US Department of Energy's Efforts in Intelligent Processing Equipment

The Department of Energy (DOE) uses intelligent processing equipment (IPE) technologies to conduct research and development and manufacturing for energy and nuclear weapons programs. This paper highlights several significant IPE efforts underway in DOE. IPE technologies are essential to the accomplishment of DOE's missions, because of the need for small lot production, precision, and accuracy in manufacturing, hazardous waste management, and protection of the environment and the safety and health of the workforce and public. Applications of IPE technologies include environmental remediation and waste handling, advanced manufacturing, and automation of tasks carried out in hazardous areas. DOE laboratories have several key programs that integrate robotics, sensor, and control technologies. These programs embody a considerable technical capability that also may be used to enhance U.S. industrial competitiveness. DOE encourages closer cooperation with U.S. industrial partners based on mutual benefits. This paper briefly describes technology transfer mechanisms available for industrial involvement.

Peavy, Richard D.↗
NASA NTRS2004

An Introduction to Flight Software Development: FSW Today, FSW 2010

Experience and knowledge gained from ongoing maintenance of Space Shuttle Flight Software and new development projects including Cockpit Avionics Upgrade are applied to projected needs of the National Space Exploration Vision through Spiral 2. Lessons learned from these current activities are applied to create a sustainable, reliable model for development of critical software to support Project Constellation. This presentation introduces the technologies, methodologies, and infrastructure needed to produce and sustain high quality software. It will propose what is needed to support a Vision for Space Exploration that places demands on the innovation and productivity needed to support future space exploration. The technologies in use today within FSW development include tools that provide requirements tracking, integrated change management, modeling and simulation software. Specific challenges that have been met include the introduction and integration of Commercial Off the Shelf (COTS) Real Time Operating System for critical functions. Though technology prediction has proved to be imprecise, Project Constellation requirements will need continued integration of new technology with evolving methodologies and changing project infrastructure. Targets for continued technology investment are integrated health monitoring and management, self healing software, standard payload interfaces, autonomous operation, and improvements in training. Emulation of the target hardware will also allow significant streamlining of development and testing. The methodologies in use today for FSW development are object oriented UML design, iterative development using independent components, as well as rapid prototyping . In addition, Lean Six Sigma and CMMI play a critical role in the quality and efficiency of the workforce processes. Over the next six years, we expect these methodologies to merge with other improvements into a consolidated office culture with all processes being guided by automated office assistants. The infrastructure in use today includes strict software development and configuration management procedures, including strong control of resource management and critical skills coverage. This will evolve to a fully integrated staff organization with efficient and effective communication throughout all levels guided by a Mission-Systems Architecture framework with focus on risk management and attention toward inevitable product obsolescence. This infrastructure of computing equipment, software and processes will itself be subject to technological change and need for management of change and improvement,

Gouvela, John↗
NASA NTRS2006

Promoting Lifelong Ocean Education: Shaping Tomorrow's Earth Stewards and the Science and Technology Workforce

The coming ocean observing systems provide an unprecedented opportunity to change both the public perception of our oceans, and to inspire, captivate and motivate our children, our young adults and even our fellow adults to pursue careers allied with the oceans and to become stewards of our Planet's last unexplored environment. Education plans for the operational component, the Integrated Ocean Observing System (IOOS), and for the research component, Ocean Research Interactive Observatory Networks (ORION), are designed to take advantage of this opportunity. In both cases, community recommendations were developed within the context of the following assumptions: 1. Utilize research on how people learn, especially the four-pronged model of simultaneous learner-centered, knowledge-center, assessment-centered and community-centered learning 2. Strive for maximum impact on national needs in science and technology learning 3. Build on the best of what is already in place 4. Pay special attention to quality, sustainability, and scalability of efforts 5. Use partnerships across federal, state and local government, academia, and industry. Community recommendations for 100s and ORION education have much in common and offer the opportunity to create a coherent education effort allied with ocean observing systems. Both efforts focus on developing the science and technology workforce of the future, and the science and technology literacy of the public within the context of the Earth system and the role of the oceans and Great Lakes in that system. Both also recognize that an organized education infrastructure that supports sustainability and scalability of education efforts is required if ocean observing education efforts are to achieve a small but measurable improvement in either of these areas. Efforts have begun to develop the education infrastructure by beginning to form a community of educators from existing ocean and aquatic education networks and by exploring needs and issues associated with using ocean observing information assets in education. Likewise efforts are underway to address workforce issues by a systematic analysis of current and future workforce and educational needs. These activities will be described as will upcoming opportunities for the community to participate in these efforts.

Meeson, Blanche↗
NASA NTRS2023

AI Ethics Appendix: A Novel Approach to AI Ethics Workforce Development

The "AI Ethics Appendix" is a game-based design fiction for the deliberation of uncertain artificial intelligence (AI) ethical scenarios. The game is intended to be used as a tool for AI practitioners and industry professionals to grow responsible and ethical AI knowledge as they integrate this technology into their development. As AI/ML ethical considerations and governmental compliance develop, it is important to encourage teams to encourage teams to incorporate diverse thinking early in the development cycle and consider how different stakeholders may be affected by the technology. This game accomplishes these goals through storytelling and meaningful game interaction based on methods from game design as well as speculative and design fiction in the field of Human-Centered Design. The game mechanics were informed by the NASA Framework for the Ethical Use of Artificial Intelligence, Executive Order 13960, examples of AI use cases, and colleagues' work experiences with AI/ML.

trustworthy↗
NASA NTRS2008

Building on 50 Years of Systems Engineering Experience for a New Era of Space Exploration

Over the past 50 years, the National Aeronautics and Space Administration (NASA) has delivered space transportation solutions for America's complex missions, ranging from scientific payloads that expand knowledge, such as the Hubble Space Telescope, to astronauts and lunar rovers destined for voyages to the Moon. Currently, the venerable Space Shuttle, which has been in service since 1981, provides the United States (US) capability for both crew and heavy cargo to low-Earth orbit to construct the International Space Station, before the Shuttle is retired in 2010. In the next decade, NASA will replace this system with a duo of launch vehicles: the Ares I crew launch vehicle and the Ares V cargo launch vehicle. The goals for this new system include increased safety and reliability coupled with lower operations costs that promote sustainable space exploration for decades to come. The Ares I will loft the Orion crew exploration vehicle, while the heavy-lift Ares V will carry the Altair lunar lander, as well as the equipment and supplies needed to construct a lunar outpost for a new generation of human and robotic space pioneers. NASA's Marshall Space Flight Center manages the Shuttle's propulsion elements and is managing the design and development of the Ares rockets, along with a host of other engineering assignments in the field of scientific space exploration. Specifically, the Marshall Center's Engineering Directorate houses the skilled workforce and unique facilities needed to build capable systems upon the foundation laid by the Mercury, Gemini, Apollo, and Shuttle programs. This paper will provide details of the in-house systems engineering and vehicle integration work now being performed for the Ares I and planned for the Ares V. It will give an overview of the Ares I system-level testing activities, such as the ground vibration testing that will be conducted in the Marshall Center's Dynamic Test Stand to verify the integrated vehicle stack's structural integrity and to validate computer modeling and simulation, as well as the main propulsion test article analysis to be conducted in the Static Test Stand. Ultimately, fielding a robust space transportation solution that will carry international explorers and essential payloads will pave the way for a new era of scientific discovery now dawning beyond planet Earth.

Dumbacher, Daniel L.↗
NASA NTRS2010

Exploiting Expertise and Knowledge Sharing Online for the Benefit of NASA's GN&C Community of Practice

In 2004, NASA faced major knowledge sharing challenges due to geographically isolated field centers that inhibited engineers from sharing their experiences, expertise, ideas, and lessons learned. The necessity to collaborate on complex development projects and the reality of constrained project resources together drove the need for ensuring that personnel at all NASA centers had comparable skill sets and that engineers could find resources in a timely fashion. Mission failures and new directions for the Agency also demanded better collaborative tools for NASA's engineering workforce. In response to these needs, the online NASA Engineering Network (NEN) was formed by the NASA Office of the Chief Engineer to provide a multi-faceted system for overcoming geographic and cultural barriers. NEN integrates communities of practice with a cross-repository search and the Lessons Learned Information System. This paper describes the features of the GN&C engineering discipline CoP site which went live on NEN in May of 2008 as an online means of gathering input and guidance from practitioners. It allows GN&C discipline expertise captured at one field center to be shared in a collaborative way with the larger discipline CoP spread across the entire Agency. The site enables GN&C engineers to find the information they need quickly, to find solutions to questions from experienced engineers, and to connect with other practitioners regardless of geographic location, thus increasing the probability of project success.

control↗
NASA NTRSDate not supplied

The Human Research Program Grant Lifecycle & Data Integration Schedule: Infographic

The Human Research Program (HRP) Grant Lifecycle process can be described using information from several government authoritative sources with overlapping generalizations. It is the responsibility of the HRP Program Planning & Control (PP&C) Office and the Data Management Integration Office (DMIO)to interpret this information into a cohesive process that can be communicated to the human research organization. PP&C and DMIO have been exploring training opportunities to facilitate understanding through the form of infographics. This communication tool combines eye-catching visuals and text making complex information and data more digestible and shareable. The infographic poster tells a short story about a federally awarded grant and is intended to help both the new and experienced HRP workforce understand the timeline for a research procurement and where their specific tasks fall within the 4 phases of the grant lifecycle. The Pre-Award, Award, Post-Award, and Closeout phases are overlayed with business swimlanes so HRP stakeholders can see where they fit into the timeline rather than working in an isolated part. This includes the Chief Scientist Office (CSO), PP&C, the Data Management Integration Office (DMIO), the Principal Investigator (PI), the Element stakeholders, the LSDA Archivists, and the Research & Operations Integration (ROI) team along with the stakeholders in the Human Health and Performance Directorate. Additionally, the poster introduces (1) the HRP Data Integration Schedule identified in the HRP Data Management Plan HRP-48047, Table 8-2 and (2) a Smartsheet Solution to automate the grants tracking business process. Emphasis is given to the Data Integration Schedule which is the basis for the milestone tasks that are to be completed during the Post-Award phase in the grant lifecycle. The poster is also an opportunity to present the Smartsheet Solution, a software collaboration and work management tool used to assign tasks and track project progress. This PP&C FY24 effort will facilitate an end-to-end solution to track grants and provide insight to the health of HRP grant research procurements using metrics, reports, and dashboards.

J Peace↗
NASA NTRS2016

CryoCart Restoration and Vacuum Pipe Construction

Propulsion systems that utilize hypergolic propellants have been used to power space vehicles since the beginning of the space program. Liquid methane and oxygen propulsion systems have emerged as an alternative and have proven to be more environmentally friendly. The incorporation of liquid methane/liquid oxygen (LOX) into the propulsion system has demonstrated an increase in engine performance, as well as a reduction in the volume, size and complexity of the system. Consequently, reducing the total mass of the vehicle which is a crucial aspect that is considered when planning space missions to both the Moon and Mars [1]. Project Morpheus has made significant advancements in liquid oxygen/liquid methane propulsion system technologies by incorporating a LOX/methane propulsion system to a vertical test bed. The vehicle consisted of a 5,000 lb main engine and four 20 lb remote control system (RCS) engines that utilize liquid methane/LOX as its propellant [1]. The vehicle completed successful flight testing at Kennedy Space Center in 2014 which marked the completion of the Morpheus project. Subsequent projects utilizing Morpheus' vertical test bed have been developed to make further advancements. One of the subsequent projects consisted of the addition of a smaller 2,000 lb main engine and a cold helium heat exchanger which would make it possible for a pressurant tank systems to be send to Mars or the Moon by significantly decreasing the overall mass and volume of the pressurant tank. The hot fire tests of the integrated system with the smaller main engine and cold helium heat exchanger were successful at sea level, but further studies are being conducted to better understand how the vertical test bed will behave under thermal-vacuum conditions. For this reason, the integrated vehicle will be taken to Plum Brook to be tested in a chamber capable of simulating these conditions. To ensure that the vehicle will function properly under vacuum conditions, testing will be first completed at the component level. During this process, the igniter of the main engine and the RCS thrusters will be tested under a vacuum. To complete the testing of the components, the test setup first needed to be finalized. The CryoCart is being used to feed the propellants to the test article. The CryoCart is a movable test set-up that was developed in 2009 to provide a mobile platform for testing oxygen/methane systems with hot-fire capability up to 100 lbf. The CryoCart consists of three different systems: Oxygen, Methane, and liquid Nitrogen. The Oxygen and Methane systems are placed into two different carts while the liquid nitrogen system is mainly located in the methane cart. Over the years, the CryoCart has been utilized for different projects and has undergone deterioration. For this reason, a new phase has been developed to rebuild it to working conditions once again. During my internship, I was aiding in the construction and restoration of the CryoCart. In the initial stages of the process, I updated the fluid and electrical schematics for the oxygen, methane, and test article systems. The original CryoCart consisted of an electrical panel that utilized electromechanical relays and a terminal to drive the igniter power and signal, as well as the main fuel and oxygen valves. This electrical panel connected to the CryoCart through various wire harnesses that could be found exiting from the CryoCart. First, it was determined how these harnesses connected to the electromechanical relays so that they worked correctly. Once the electrical system was understood, an alternative for the electromechanical relays and the Molex connectors used throughout the system was sought since these components can often prove to be unreliable. Solid State relays and MIL connectors were purchased to serve as replacements. Upon arrival of the parts, crimping and wiring was completed to install the new solid state relays and MIL connectors. During the replacement of the relays and connectors, system checks of the electrical system were ran to ensure that the system was working correctly. While completing system checks, the pressure transducers that were not functioning properly were also replaced and any issue with the wiring or signal was addressed. Once the electrical components were replaced, the restoration of the fluid system began. Parts of the tubing in the CryoCart had to be rebuild and often consisted of sizing, cutting, bending, filing, and sanding the tubing to prepare it to be flared. Many components had to be proof-tested to bring their certifications up to date, and several components had to be replaced. Various flex hoses, valves, and fittings were send to the Clean Lab because they were new, dirty, or had gone through proof-testing. Once they arrived from the cleaning lab they had to be put back to the system and leak checks and functional tests were conducted. In the Nitrogen system, the copper tubing located in the Oxygen cart was rebuild and Aerogel insulation was added to this section. A new gaseous nitrogen system was added to the CryoCart to purge the vacuum tube which will serve as the test chamber. Once the CryoCart was completed, construction of parts of the vacuum tube began. A flange was manufactured with welded fittings to hold the line of the vacuum pump as well as some extra fittings which will serve as extra inlets used to introduce fluid lines to the vacuum tube. Stress analysis was ran in this flange to ensure that it would not fail under vacuum conditions. The fluid lines leading from the air side of the vacuum to the test article were also constructed and added to the mount that had already been manufactured. Three different sets of tubing were constructed to accommodate the seven different RCS thruster and the main engine igniter that are going to be tested. Full electrical system checks were completed to ensure that all the wire harnesses and valves were functioning. Upon the completion of the CryoCart and the vacuum tube, hot fire testing for the RCS thrusters and the main engine igniter are going to begin. During this time any issues encountered with the engines or igniter will be addressed to ensure that the components function under vacuum conditions. After successful completion of testing, the vertical test bed, Morpheus, will be rebuilt and prepared to be sent to Plum Brook. In Plum Brook, the vehicle will be tested in the thermal-vacuum chamber to demonstrate that integrated lox-methane propulsion system operation in space-like conditions. This internship has allowed me the opportunity to gain valuable hands on experience and to develop skills that will aid in my education as well as in the workforce, while at the same time helping me determine that I would like to further pursue a career in propulsion engineering.

Chaidez, Mariana↗