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All sourcesNASA NTRSDOE OSTI
NASA NTRS2004

Multi-level Simulation of a Real Time Vibration Monitoring System Component

This paper describes the development of a custom built Digital Signal Processing (DSP) printed circuit board designed to implement the Advanced Real Time Vibration Monitoring Subsystem proposed by MSFC Transportation Directorate in 2000 for the Space Shuttle Main Engine Advanced Health Management System (AHMS). This Real Time Vibration Monitoring System (RTVMS) is being developed for ground use as part of the AHMS Health Management Computer-Integrated Rack Assembly (HMC-IRA). The HMC-IRA RTVMS design contains five DSPs which are highly interconnected through individual communication ports, shared memory, and a unique communication router that allows all the DSPs to receive digitized data from two multi-channel analog boards simultaneously. This paper will briefly cover the overall board design but will focus primarily on the state-of-the-art simulation environment within which this board was developed. This 16-layer board with over 1800 components and an additional mezzanine card has been an extremely challenging design. Utilization of a Mentor Graphics simulation environment provided the unique board and system level simulation capability to ascertain any timing or functional concerns before production. By combining VHDL, Synopsys Software and Hardware Models, and the Mentor Design Capture Environment, multiple simulations were developed to verify the RTVMS design. This multi-level simulation allowed the designers to achieve complete operability without error the first time the RTVMS printed circuit board was powered. The HMCIRA design has completed all engineering unit testing and the deliverable unit is currently under development.

Roberston, Bryan↗
NASA NTRS1985

Navigation and flight director guidance for the NASA/FAA helicopter MLS curved approach flight test program

The navigation and flight director guidance systems implemented in the NASA/FAA helicopter microwave landing system (MLS) curved approach flight test program is described. Flight test were conducted at the U.S. Navy's Crows Landing facility, using the NASA Ames UH-lH helicopter equipped with the V/STOLAND avionics system. The purpose of these tests was to investigate the feasibility of flying complex, curved and descending approaches to a landing using MLS flight director guidance. A description of the navigation aids used, the avionics system, cockpit instrumentation and on-board navigation equipment used for the flight test is provided. Three generic reference flight paths were developed and flown during the test. They were as follows: U-Turn, S-turn and Straight-In flight profiles. These profiles and their geometries are described in detail. A 3-cue flight director was implemented on the helicopter. A description of the formulation and implementation of the flight director laws is also presented. Performance data and analysis is presented for one pilot conducting the flight director approaches.

Phatak, A. V.↗
NASA NTRS2013

Innovations for ISS Plug-In Plan (IPiP) Operations

Limited resources and increasing requirements will continue to influence decisions on ISS. The ISS Plug-In Plan (IPiP) supports power and data for utilization, systems, and daily operations through the Electrical Power System (EPS) Secondary Power/Data Subsystem. Given the fluid launch schedule, the focus of the Plug-In Plan has evolved to anticipate future requirements by judicious development and delivery of power supplies, power strips, Alternating Current (AC) power inverters, along with innovative deployment strategies. A partnership of ISS Program Office, Engineering Directorate, Mission Operations, and International Partners poses unique solutions with existing on-board equipment and resources.

Moore, Kevin D.↗
NASA NTRS2000

STS-99 / Endeavour Mission Overview

The primary objective of the STS-99 mission was to complete high resolution mapping of large sections of the Earth's surface using the Shuttle Radar Topography Mission (SRTM). This radar system will produce unrivaled 3-D images of the Earth's Surface. This videotape presents a mission overview press briefing. The panel members are Dr. Ghassem Asrar, NASA Associate Administrator Earth Sciences; General James C. King, Director National Imagery and Mapping Agency (NIMA); Professor Achim Bachem, Member of the Executive Board, Deutschen Zentrum fur Luft- und Raumfahrt (DLR), the German National Aerospace Research Center; and Professor Sergio Deiulio, President of the Italian Space Agency. Dr. Asrar opened with a summary of the history of Earth Observations from space, relating the SRTM to this history. This mission, due to cost and complexity, required partnership with other agencies and nations, and the active participation of the astronauts. General King spoke to the expectations of NIMA, and the use of the Synthetic Aperture Radar to produce the high resolution topographic images. Dr. Achim Bachem spoke about the international cooperation that this mission required, and some of the commercial applications and companies that will use this data. Dr Deiulio spoke of future plans to improve knowledge of the Earth using satellites. Questions from the press concerned use of the information for military actions, the reason for the restriction on access to the higher resolution data, the mechanism to acquire that data for scientific research, and the cost sharing from the mission's partners. There was also discussion about the mission's length.

Source record↗
NASA NTRS2010

Visual Impairment/Intracranial Pressure Risk Assessment

Since 2006 there have been 6 reported cases of altered visual acuity and intracranial pressure (ICP) in long duration astronauts. In order to document this risk and develop an integrated approach to its mitigation, the NASA Space Life Sciences Directorate (SLSD) and Human Research Program (HRP) have chosen to use the Human System Risk Board (HSRB) and the risk management analysis tool (RMAT). The HSRB is the venue in which the stakeholders and customers discuss and vet the evidence and the RMAT is the tool that facilitates documentation and comparison of the evidence across mission profiles as well as identification of risk factors, and documentation of mitigation strategies. This process allows for information to be brought forward and dispositioned so that it may be properly incorporated into the RMAT and contribute to the design of the research and mitigation plans. The evidence thus far has resulted in the identification of a visual impairment/intracranial pressure (VIIP) project team, updating of both short and long duration medical requirements designed to assess visual acuity, and a research plan to characterize this issue further. In order to understand this issue more completely, a plan to develop an Accelerated Research Collaboration (ARC) has been approved by the HSRB. The ARC is a novel research model pioneered by the Myelin Repair Foundation. It is a patient centered research model that brings together researchers and clinicians, under the guidance of a scientific advisory panel, to collaborate and produce results much quickly than accomplished through traditional research models. The data and evidence from the updated medical requirements and the VIIP ARC will be reviewed at the HSRB on a regular basis. Each review package presented to the HSRB will include an assessment and recommendation with respect to continuation of research, countermeasure development, occupational surveillance modalities, selection criteria, etc. This process will determine the course of the VIIP project and ultimately how SLSD and HRP mitigate this emerging human health and performance risk.

Fogarty, Jennifer A.↗
NASA NTRS2005

Multi-level Simulation of a Real Time Vibration Monitoring System Component

This paper describes the development of a custom built Digital Signal Processing (DSP) printed circuit board designed to implement the Advanced Real Time Vibration Monitoring Subsystem proposed by Marshall Space Flight Center (MSFC) Transportation Directorate in 2000 for the Space Shuttle Main Engine Advanced Health Management System (AHMS). This Real Time Vibration Monitoring System (RTVMS) is being developed for ground use as part of the AHMS Health Management Computer-Integrated Rack Assembly (HMC-IRA). The HMC-IRA RTVMS design contains five DSPs which are highly interconnected through individual communication ports, shared memory, and a unique communication router that allows all the DSPs to receive digitized data fiom two multi-channel analog boards simultaneously. This paper will briefly cover the overall board design but will focus primarily on the state-of-the-art simulation environment within which this board was developed. This 16-layer board with over 1800 components and an additional mezzanine card has been an extremely challenging design. Utilization of a Mentor Graphics simulation environment provided the unique board and system level simulation capability to ascertain any timing or functional concerns before production. By combining VHDL, Synopsys Software and Hardware Models, and the Mentor Design Capture Environment, multiple simulations were developed to verify the RTVMS design. This multi-level simulation allowed the designers to achieve complete operability without error the first time the RTVMS printed circuit board was powered. The HMC-IRA design has completed all engineering and deliverable unit testing. P

Robertson, Bryan A.↗
NASA NTRS2003

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

Source record↗
NASA NTRS2000

STS-99 Countdown Status Briefing

The primary objective of the STS-99 mission was to complete high resolution mapping of large sections of the Earth's surface using the Shuttle Radar Topography Mission (SRTM), a specially modified radar system. This radar system produced unrivaled 3-D images of the Earth's Surface. The mission was launched at 12:31 on February 11, 2000 onboard the space shuttle Endeavour. This tape presents a pre-launch briefing for the press held on Feb 8, 2000. Statements were given by Doug Lyons, Shuttle Test Director; Scott Higginbotham, STS-99 Payload Director and Ed Priselac, Shuttle Weather Officer. Mr. Lyons reported on the replacement of the Master Control Unit on board Endeavour, the part that had caused a delay in the launch. He reviewed the work that had to be done and the timeline for completion. Scott Higginbotham reported that there were no problems with the SRTM. Ed Priselac reported on favorable weather conditions for the launch. Discussion after the statements concerned a possible problem with a cable, and the possibility of a further delay to the launch.

Source record↗
NASA NTRS2004

Lesson Learned

ASA will begin naming "a few hundred" engineers soon who will constitute the Independent. Technical Authority (ITA) recommended by the Columbia Accident Investigation Board to pro- vide an effective check and balance on space programs for safety. Within the next month, the directors of Johnson and Kennedy space centers will name "a couple of dozen at each place" to backstop human spaceflight engineers, according to Theron M. Bradley, Jr., NASA chief engineer. By the time the new fiscal year begins Oct. 1, the ITA should be fully staffed across the agency, with a system of "warrants" delineating who is an expert in what. Overseeing the whole organization

Morring, Frank, Jr.↗
NASA NTRS2022

NASA Crew Transportation System Certification Plan

NASA Crew Transportation System (CTS) Certification is the authorization granted by the Agency that allows the use of a Commercial Provider’s CTS to transport NASA Crew to and from the ISS. The CTS Certification decision is made by the NASA Associate Administrator based on the comprehensive assessment of the Certification Review Board and recommendations from the CCP and ISS Program Managers and the NASA Associate Administrator of Space Operations Mission Directorate. The Commercial Provider is responsible for developing and executing its plan for certifying the CTS. The Commercial Crew Program (CCP) with the International Space Station (ISS) Program must substantiate the Commercial Provider’s certification assertion of compliance with NASA requirements and NASA Crew safety.

CCP↗
NASA NTRS2017

Get the Power You Need, When and Where You Need It Aboard the International Space Station (ISS) Using the ISS Plug-In Plan (IPiP) Requirement Request Process

Trying to get your experiment aboard ISS? You likely will need power. Many enditem providers do. ISS Plug-In Plan (IPiP) supports power and data for science, Payloads (or Utilization), vehicle systems, and daily operations through the Electrical Power System (EPS) Secondary Power/Data Subsystem. Yet limited resources and increasing requirements continue to influence decisions on deployment of ISS end items. Given the fluid launch schedule and the rapidly- increasing number of end item providers requiring power support, the focus of the Plug-In Plan has evolved from a simple FIFO recommendation to provide power to end item users, to anticipating future requirements by judicious development and delivery of support equipment (cables, power supplies, power strips, and alternating current (AC) power inverters), employing innovative deployment strategies, and collaborating on end item development. This paper describes the evolution of the ISS Program Office, Engineering Directorate, Flight Operations Directorate (FOD), International Partners and the end item provider relationship and how collaboration successfully leverages unique requirements with limited on- board equipment and resources, tools and processes which result in more agile integration, and describes the process designed for the new ISS end item provider to assure that their power requirements will be met.

Moore, Kevin D.↗
NASA NTRSDate not supplied

Virtual Project Management Challenge

Technical knowledge is essential to the work done by NASA practitioners. So it may be surprising to learn that the most ingenious and elegant solutions to project challenges often arise not from a specific technical discipline perspective, but from a systems-focused mindset. While technical discipline expertise is a critical component of project success, sometimes the simplest resolution to a problem involves a systems-wide solution. Because of this, encouraging a systems mentality among project team members can be a powerful tool in mitigating risk and eliminating threats. Join us for an exploration of the critical ways in which a systems engineering and integration perspective can enhance project management efforts. Presenter Bo Bejmuk is the former Space Shuttle Orbiter Program Director and manager of Sea Launch Program operations and development for Boeing. He recently served as Chairman of the Standing Review Board for the NASA Constellation Program. Moderator Ramien Pierre is from NASA's Academy for Program/Project and Engineering Leadership (APPEL).

Bo Bejmuk↗
NASA NTRS2004

Lessons Learned Study Final Report for the Exploration Systems Mission Directorate

This report is the final product of a 90-day study performed for the Exploration Systems Mission Directorate. The study was to assemble lessons NASA has learned from previous programs that could help the Exploration Systems Mission Directorate pursue the Exploration vision. It focuses on those lessons that should have the greatest significance to the Directorate during the formulation of program and mission plans. The study team reviewed a large number of lessons learned reports and data bases, including the Columbia Accident Investigation Board and Rogers Commission reports on the Shuttle accidents, accident reports from robotic space flight systems, and a number of management reviews by the Defense Sciences Board, Government Accountability Office, and others. The consistency of the lessons, findings, and recommendations validate the adequacy of the data set. In addition to reviewing existing databases, a series of workshops was held at each of the NASA centers and headquarters that included senior managers from the current workforce as well as retirees. The full text of the workshop reports is included in Appendix A. A lessons learned website was opened up to permit current and retired NASA personnel and on-site contractors to input additional lessons as they arise. These new lessons, when of appropriate quality and relevance, will be brought to the attention of managers. The report consists of four parts: Part 1 provides a small set of lessons, called the Executive Lessons Learned, that represent critical lessons that the Exploration Systems Mission Directorate should act on immediately. This set of Executive Lessons and their supporting rationale have been reviewed at length and fully endorsed by a team of distinguished NASA alumni; Part 2 contains a larger set of lessons, called the Selected Lessons Learned, which have been chosen from the lessons database and center workshop reports on the basis of their specific significance and relevance to the near-term work of the Exploration Directorate. These lessons frequently support the Executive lessons but are more general in nature; Part 3 consists of the reports of the center workshops that were conducted as part of this activity. These reports are included in their entirety (approximately 200 pages) in Appendix G and have significance for specific managers; Part 4 consists of the remainder of the lessons that have been selected by this effort and assembled into a database for the use of the Explorations Directorate. The database is archived and hosted in the Lessons Learned Knowledge Network, which provides a flexible search capability using a wide variety of search terms. Finally, a spreadsheet lists databases searched and a bibliography identifies reports that have been reviewed as sources of lessons for this task. NASA has been presented with many learning opportunities. We have conducted numerous programs, some extremely successful and others total failures. Most have been documented with a formal lessons learned activity, but we have not always incorporated these learning opportunities into our normal modes of business. For example, the Robbins Report of 2001 clearly indicates that many project failures of the past two decades were the result of violating well documented best practices, often in direct violation of management instructions and directives. An overarching lesson emerges: that disciplined execution in accordance with proven best practices is the greatest single contributor to a successful program. The Lessons Learned task team offers a sincere hope that the lessons presented herein will be helpful to the Exploration Systems Directorate in charting and executing their course. The success of the Directorate and of NASA in general depends on our collective ability to move forward without having to relearn the lessons of those who have gone before.

Van Laak, Jim↗
NASA NTRS2016

NASA Standing Review Board Handbook: Revision B

This SRB Handbook provides review guidance for the program and project communities and for the SRBs regarding the expectations, processes, products, timelines, and working interfaces with review organizations, Centers, Mission Directorates, Mission Support Organizations, and Management Councils. It provides guidelines for membership selection, review implementation, review products, and reporting of results. The SRB Handbook guidance may be tailored, with the Convening Authorities' approval, to meet the needs of the Agency, Mission Directorates, Centers, and the programs and projects being reviewed. The final review agreement of the SRB, program and project, and Convening Authorities for program and project Life-Cycle Reviews (LCRs) is documented in the terms of reference, as described in Section 4.1 and Appendix H.

Tahani R Amer↗
NASA NTRS2008

Review of NASA's Exploration Technology Development Program: An Interim Report

NASA requested that a committee under the auspices of the National Research Council's Aeronautics and Space Engineering Board carry out an assessment of NASA's Exploration Technology Development Program (ETDP). Organizationally, this program functions under the direction of NASA's Exploration Systems Mission Directorate and is charged with developing new technologies that will enable NASA to conduct future human and robotic exploration missions, while reducing mission risk and cost. The Committee to Review NASA's Exploration Technology Development Program has been tasked to examine how well the program is aligned with the stated objectives of the President's Vision for Space Exploration (VSE), to identify gaps in the program, and to assess the quality of the research. The full statement of task is given in Appendix A. The committee consists of 25 members and includes a cross section of senior executives, engineers, researchers, and other aerospace professionals drawn from industry, universities, and government agencies with expertise in virtually all the technical fields represented within the program.

Source record↗
NASA NTRS1984

Computer vision for real-time orbital operations. Center directors discretionary fund

Machine vision research is examined as it relates to the NASA Space Station program and its associated Orbital Maneuvering Vehicle (OMV). Initial operation of OMV for orbital assembly, docking, and servicing are manually controlled from the ground by means of an on board TV camera. These orbital operations may be accomplished autonomously by machine vision techniques which use the TV camera as a sensing device. Classical machine vision techniques are described. An alternate method is developed and described which employs a syntactic pattern recognition scheme. It has the potential for substantial reduction of computing and data storage requirements in comparison to the Two-Dimensional Fast Fourier Transform (2D FFT) image analysis. The method embodies powerful heuristic pattern recognition capability by identifying image shapes such as elongation, symmetry, number of appendages, and the relative length of appendages.

Vinz, F. L.↗
NASA NTRS2016

Utilizing the ISS Mission as a Testbed to Develop Cognitive Communications Systems

The ISS provides an excellent opportunity for pioneering artificial intelligence software to meet the challenges of real-time communications (comm) link management. This opportunity empowers the ISS Program to forge a testbed for developing cognitive communications systems for the benefit of the ISS mission, manned Low Earth Orbit (LEO) science programs and future planetary exploration programs. In November, 1998, the Flight Operations Directorate (FOD) started the ISS Antenna Manager (IAM) project to develop a single processor supporting multiple comm satellite tracking for two different antenna systems. Further, the processor was developed to be highly adaptable as it supported the ISS mission through all assembly stages. The ISS mission mandated communications specialists with complete knowledge of when the ISS was about to lose or gain comm link service. The current specialty mandated cognizance of large sun-tracking solar arrays and thermal management panels in addition to the highly-dynamic satellite service schedules and rise/set tables. This mission requirement makes the ISS the ideal communications management analogue for future LEO space station and long-duration planetary exploration missions. Future missions, with their precision-pointed, dynamic, laser-based comm links, require complete autonomy for managing high-data rate communications systems. Development of cognitive communications management systems that permit any crew member or payload science specialist, regardless of experience level, to control communications is one of the greater benefits the ISS can offer new space exploration programs. The IAM project met a new mission requirement never previously levied against US space-born communications systems management: process and display the orientation of large solar arrays and thermal control panels based on real-time joint angle telemetry. However, IAM leaves the actual communications availability assessment to human judgment, which introduces unwanted variability because each specialist has a different core of experience with comm link performance. Because the ISS utilizes two different frequency bands, dynamic structure can be occasionally translucent at one frequency while it can completely interdict service at the other frequency. The impact of articulating structure on the comm link can depend on its orientation at the time it impinges on the link. It can become easy for a human specialist to cross-associate experience at one frequency with experience at the other frequency. Additionally, the specialist's experience is incremental, occurring one nine-hour shift at a time. Only the IAM processor experiences the complete 24x7x365 communications link performance for both communications links but, it has no "learning capability." If the IAM processor could be endowed with a cognitive ability to remember past structure-induced comm link outages, based on its knowledge of the ISS position, attitude, communications gear, array joint angles and tracking accuracy, it could convey such experience to the human operator. It could also use its learned communications link behaviors to accurately convey the availability of future communications sessions. Further, the tool could remember how accurately or inaccurately it predicted availability and correct future predictions based on past performance. The IAM tool could learn frequency-specific impacts due to spacecraft structures and pass that information along as "experience." Such development would provide a single artificial intelligence processor that could provide two different experience bases. If it also "knew" the satellite service schedule, it could distinguish structure blockage from schedule or planet blockage and then quickly switch to another satellite. Alternatively, just as a human operator could judge, a cognizant comm system based on the IAM model could "know" that the blockage is not going to last very long and continue tracking a comm satellite, waiting for it to track away from structure. Ultimately, once this capability was fully developed and tested in the Mission Control Center, it could be transferred on-orbit to support development of operations concepts that include more advanced cognitive communications systems. Future applications of this capability are easily foreseen because even more dynamic satellite constellations with more nodes and greater capability are coming. Currently, the ISS fully employs a 300 million bit-per-second (Mbps) return link for harvesting payload science. In the coming eighteen months, it will step up to 600 Mbps. Already there is talk of a 1.2 billion bit-per-second (Gbps) upgrade for the ISS and laser comm links have already been tested from the ISS. Every data rate upgrade mandates more complicated and sensitive communications equipment which implies greater expertise invested in the human operator. Future on-orbit cognizant comm systems will be needed to meet greater performance demands aboard larger, far more complicated spacecraft. In the LEO environment, the old-style one-satellite-per-spacecraft operations concept will give way to a new concept of a single customer spacecraft simultaneously using multiple comm satellites. Much more highly-dynamic manned LEO missions with decades of crew members potentially increase the demand for communications link performance. A cognizant on-board communications system will meet advanced communications demands from future LEO missions and future planetary missions. The ISS has fledgling components of future exploration programs, both LEO and planetary. Further, the Flight Operations Directorate, through the IAM project, has already begun to develop a communications management system that attempts to solve advanced problems ideally represented by dynamic structure impacting scheduled satellite service. With an earnest project to integrate artificial intelligence into the IAM processor, the ISS Program could develop a cognizant communications system that could be adapted and transferred to future on-orbit avionics designs.

Jackson, Dan↗
NASA NTRS2016

Utilizing the ISS Mission as a Testbed to Develop Cognitive Communications Systems

The ISS provides an excellent opportunity for pioneering artificial intelligence software to meet the challenges of real-time communications (comm) link management. This opportunity empowers the ISS Program to forge a testbed for developing cognitive communications systems for the benefit of the ISS mission, manned Low Earth Orbit (LEO) science programs and future planetary exploration programs. In November, 1998, the Flight Operations Directorate (FOD) started the ISS Antenna Manager (IAM) project to develop a single processor supporting multiple comm satellite tracking for two different antenna systems. Further, the processor was developed to be highly adaptable as it supported the ISS mission through all assembly stages. The ISS mission mandated communications specialists with complete knowledge of when the ISS was about to lose or gain comm link service. The current specialty mandated cognizance of large sun-tracking solar arrays and thermal management panels in addition to the highly-dynamic satellite service schedules and rise/set tables. This mission requirement makes the ISS the ideal communications management analogue for future LEO space station and long-duration planetary exploration missions. Future missions, with their precision-pointed, dynamic, laser-based comm links, require complete autonomy for managing high-data rate communications systems. Development of cognitive communications management systems that permit any crew member or payload science specialist, regardless of experience level, to control communications is one of the greater benefits the ISS can offer new space exploration programs. The IAM project met a new mission requirement never previously levied against US space-born communications systems management: process and display the orientation of large solar arrays and thermal control panels based on real-time joint angle telemetry. However, IAM leaves the actual communications availability assessment to human judgement, which introduces unwanted variability because each specialist has a different core of experience with comm link performance. Because the ISS utilizes two different frequency bands, dynamic structure can be occasionally translucent at one frequency while it can completely interdict service at the other frequency. The impact of articulating structure on the comm link can depend on its orientation at the time it impinges on the link. It can become easy for a human specialist to cross-associate experience at one frequency with experience at the other frequency. Additionally, the specialist's experience is incremental, occurring one nine-hour shift at a time. Only the IAM processor experiences the complete 24x7x365 communications link performance for both communications links but, it has no "learning capability." If the IAM processor could be endowed with a cognitive ability to remember past structure-induced comm link outages, based on its knowledge of the ISS position, attitude, communications gear, array joint angles and tracking accuracy, it could convey such experience to the human operator. It could also use its learned communications link behaviors to accurately convey the availability of future communications sessions. Further, the tool could remember how accurately or inaccurately it predicted availability and correct future predictions based on past performance. The IAM tool could learn frequency-specific impacts due to spacecraft structures and pass that information along as "experience." Such development would provide a single artificial intelligence processor that could provide two different experience bases. If it also "knew" the satellite service schedule, it could distinguish structure blockage from schedule or planet blockage and then quickly switch to another satellite. Alternatively, just as a human operator could judge, a cognizant comm system based on the IAM model could "know" that the blockage is not going to last very long and continue tracking a comm satellite, waiting for it to track away from structure. Ultimately, once this capability was fully developed and tested in the Mission Control Center, it could be transferred on-orbit to support development of operations concepts that include more advanced cognitive communications systems. Future applications of this capability are easily foreseen because even more dynamic satellite constellations with more nodes and greater capability are coming. Currently, the ISS fully employs its high-data-rate return link for harvesting payload science. In the coming months, it will double that data rate and is forecast to fully utilize that capability. Already there is talk of an upgrade that quadruples the current data rate allocated to ISS payload science before the end of its mission and laser comm links have already been tested from the ISS. Every data rate upgrade mandates more complicated and sensitive communications equipment which implies greater expertise invested in the human operator. Future on-orbit cognizant comm systems will be needed to meet greater performance demands aboard larger, far more complicated spacecraft. In the LEO environment, the old-style one-satellite-per-spacecraft operations concept will give way to a new concept of a single customer spacecraft simultaneously using multiple comm satellites. Much more highly-dynamic manned LEO missions with decades of crew members potentially increase the demand for communications link performance. A cognizant on-board communications system will meet advanced communications demands from future LEO missions and future planetary missions. The ISS has fledgling components of future exploration programs, both LEO and planetary. Further, the Flight Operations Directorate, through the IAM project, has already begun to develop a communications management system that attempts to solve advanced problems ideally represented by dynamic structure impacting scheduled satellite service. With an earnest project to integrate artificial intelligence into the IAM processor, the ISS Program could develop a cognizant communications system that could be adapted and transferred to future on-orbit avionics designs.

Jackson, Dan↗