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NASA NTRS1994

Renaissance architecture for Ground Data Systems

The Mission Operations and Data Systems Directorate (MO&DSD) has embarked on a new approach for developing and operating Ground Data Systems (GDS) for flight mission support. This approach is driven by the goals of minimizing cost and maximizing customer satisfaction. Achievement of these goals is realized through the use of a standard set of capabilities which can be modified to meet specific user needs. This approach, which is called the Renaissance architecture, stresses the engineering of integrated systems, based upon workstation/local area network (LAN)/fileserver technology and reusable hardware and software components called 'building blocks.' These building blocks are integrated with mission specific capabilities to build the GDS for each individual mission. The building block approach is key to the reduction of development costs and schedules. Also, the Renaissance approach allows the integration of GDS functions that were previously provided via separate multi-mission facilities. With the Renaissance architecture, the GDS can be developed by the MO&DSD or all, or part, of the GDS can be operated by the user at their facility. Flexibility in operation configuration allows both selection of a cost-effective operations approach and the capability for customizing operations to user needs. Thus the focus of the MO&DSD is shifted from operating systems that we have built to building systems and, optionally, operations as separate services. Renaissance is actually a continuous process. Both the building blocks and the system architecture will evolve as user needs and technology change. Providing GDS on a per user basis enables this continuous refinement of the development process and product and allows the MO&DSD to remain a customer-focused organization. This paper will present the activities and results of the MO&DSD initial efforts toward the establishment of the Renaissance approach for the development of GDS, with a particular focus on both the technical and process implications posed by Renaissance to the MO&DSD.

Perkins, Dorothy C.↗

NASA NTRS1990

Pragmatic quality metrics for evolutionary software development models

Due to the large number of product, project, and people parameters which impact large custom software development efforts, measurement of software product quality is a complex undertaking. Furthermore, the absolute perspective from which quality is measured (customer satisfaction) is intangible. While we probably can't say what the absolute quality of a software product is, we can determine the relative quality, the adequacy of this quality with respect to pragmatic considerations, and identify good and bad trends during development. While no two software engineers will ever agree on an optimum definition of software quality, they will agree that the most important perspective of software quality is its ease of change. We can call this flexibility, adaptability, or some other vague term, but the critical characteristic of software is that it is soft. The easier the product is to modify, the easier it is to achieve any other software quality perspective. This paper presents objective quality metrics derived from consistent lifecycle perspectives of rework which, when used in concert with an evolutionary development approach, can provide useful insight to produce better quality per unit cost/schedule or to achieve adequate quality more efficiently. The usefulness of these metrics is evaluated by applying them to a large, real world, Ada project.

Royce, Walker↗

NASA NTRS1991

Spiral model pilot project information model

The objective was an evaluation of the Spiral Model (SM) development approach to allow NASA Marshall to develop an experience base of that software management methodology. A discussion is presented of the Information Model (IM) that was used as part of the SM methodology. A key concept of the SM is the establishment of an IM to be used by management to track the progress of a project. The IM is the set of metrics that is to be measured and reported throughout the life of the project. These metrics measure both the product and the process to ensure the quality of the final delivery item and to ensure the project met programmatic guidelines. The beauty of the SM, along with the IM, is the ability to measure not only the correctness of the specification and implementation of the requirements but to also obtain a measure of customer satisfaction.

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NASA NTRS1992

Coordinating Council. Ninth Meeting: Total Quality Management

This report summarizes the 9th meeting of the STI Coordinating Council. The council listened to the speakers' understanding of Total Quality Management (TQM) principles and heard stories of successful applications of these principles. Definitions of quality stated were focused on customer satisfaction. Reports presented by the speakers are also included.

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NASA NTRS1992

TQM in a test environment

In response to the changing aerospace economic climate, Martin Marietta Astronautics Group (MMAG) has adopted a Total Quality Management (TQM) philosophy to maintain a competitive edge. TQM emphasizes continuous improvement of processes, motivation to improve from within, cross-functional involvement, people empowerment, customer satisfaction, and modern process control techniques. The four major initiatives of TQM are Product Excellence, Manufacturing Resource Planning (MRP II), People Empowerment, and Subcontract Management. The Defense Space and Communications (DS&C) Test Lab's definition and implementation of the MRP II and people empowerment initiatives within TQM are discussed. The application of MRP II to environmental test planning and operations processes required a new and innovative approach. In an 18 month span, the test labs implemented MRP II and people empowerment and achieved a Class 'A' operational status. This resulted in numerous benefits, both tangible and intangible, including significant cost savings and improved quality of life. A detailed description of the implementation process and results are addressed.

Chambers, Gary D.↗

NASA NTRS1993

Systems engineering for very large systems

Very large integrated systems have always posed special problems for engineers. Whether they are power generation systems, computer networks or space vehicles, whenever there are multiple interfaces, complex technologies or just demanding customers, the challenges are unique. 'Systems engineering' has evolved as a discipline in order to meet these challenges by providing a structured, top-down design and development methodology for the engineer. This paper attempts to define the general class of problems requiring the complete systems engineering treatment and to show how systems engineering can be utilized to improve customer satisfaction and profit ability. Specifically, this work will focus on a design methodology for the largest of systems, not necessarily in terms of physical size, but in terms of complexity and interconnectivity.

Lewkowicz, Paul E.↗

NASA NTRS1993

Total quality management - It works for aerospace information services

Today we are in the midst of information and 'total quality' revolutions. At the NASA STI Program's Center for AeroSpace Information (CASI), we are focused on using continuous improvements techniques to enrich today's services and products and to ensure that tomorrow's technology supports the TQM-based improvement of future STI program products and services. The Continuous Improvements Program at CASI is the foundation for Total Quality Management in products and services. The focus is customer-driven; its goal, to identify processes and procedures that can be improved and new technologies that can be integrated with the processes to gain efficiencies, provide effectiveness, and promote customer satisfaction. This Program seeks to establish quality through an iterative defect prevention approach that is based on the incorporation of standards and measurements into the processing cycle.

Erwin, James↗

NASA NTRS1988

Modernization of software quality assurance

The customers satisfaction depends not only on functional performance, it also depends on the quality characteristics of the software products. An examination of this quality aspect of software products will provide a clear, well defined framework for quality assurance functions, which improve the life-cycle activities of software development. Software developers must be aware of the following aspects which have been expressed by many quality experts: quality cannot be added on; the level of quality built into a program is a function of the quality attributes employed during the development process; and finally, quality must be managed. These concepts have guided our development of the following definition for a Software Quality Assurance function: Software Quality Assurance is a formal, planned approach of actions designed to evaluate the degree of an identifiable set of quality attributes present in all software systems and their products. This paper is an explanation of how this definition was developed and how it is used.

Bhaumik, Gokul↗

NASA NTRS1992

The experience factory: Can it make you a 5? or what is its relationship to other quality and improvement concepts?

The concepts of quality improvements have permeated many businesses. It is clear that the nineties will be the quality era for software and there is a growing need to develop or adapt quality improvement approaches to the software business. Thus we must understand software as an artifact and software as a business. Since the business we are dealing with is software, we must understand the nature of software and software development. The software discipline is evolutionary and experimental; it is a laboratory science. Software is development not production. The technologies of the discipline are human based. There is a lack of models that allow us to reason about the process and the product. All software is not the same; process is a variable, goals are variable, etc. Packaged, reusable, experiences require additional resources in the form of organization, processes, people, etc. There have been a variety of organizational frameworks proposed to improve quality for various businesses. The ones discussed in this presentation include: Plan-Do-Check-Act, a quality improvement process based upon a feedback cycle for optimizing a single process model/production line; the Experience Factory/Quality Improvement Paradigm, continuous improvements through the experimentation, packaging, and reuse of experiences based upon a business's needs; Total Quality Management, a management approach to long term success through customer satisfaction based on the participation of all members of an organization; the SEI capability maturity model, a staged process improvement based upon assessment with regard to a set of key process areas until you reach a level 5 which represents a continuous process improvement; and Lean (software) Development, a principle supporting the concentration of the production on 'value added' activities and the elimination of reduction of 'not value added' activities.

Basili, Victor R.↗

NASA NTRS1992

Ninth Annual NASA/Contractors Conference on Quality and Productivity. World Class Excellence: The Journey Continues. Conference presentations

The topics covered include the following: The George M. Low Trophy; total quality assessment and measurement; using award criteria to improve organizational effectiveness; results--keeping an eye on the bottom line; capturing customer satisfaction; moving from management to leadership; leadership versus management; transforming the management team; leadership success stories; success stories in the quest for excellence; small business successes; education success stories; government success stories; tools and techniques for total quality management (TQM) integration; planning and organizing for TQM integration; successful stories for implementing system level TQM/CI tools; assessing TQM results; establishing an environment for continuous improvement at NASA; empowerment; synergism of partnering; and partnerships in education.

Templeton, Geoffrey B.↗

NASA NTRS1992

Here's the beef: A case study in organizational transformation

The Science and Technology Lab (STL) is tasked with the design, development, and application of the science and engineering services. Formed in the early 1970's STL adhered to many traditional attitudes including barriers to communication, excessive management control, parochial strategies, unclear measures of success, lack of customer focus, underutilization of people, and excessive administrative burdens on scientists and engineers. The challenge for the STL was to maximize customer satisfaction through the effective and efficient application of the notable skills and talents of the STL's workforce. In this way, the Lab would begin its exciting journey toward becoming world class. A discussion of this on-going transformation is presented.

Huseonica, William F.↗

NASA NTRS1990

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

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NASA NTRS1994

The OFP-6M transport jet

This report presents a preliminary design of a commercial jet transport that meets the criteria of the Request For Proposal presented by the American Institute of Aeronautics and Astronauts (AIAA). The proposal requires an innovative design of a low cost domestic commercial transport that will reduce operating costs for airline companies while still meeting present and future requirements of the Federal Aviation Regulations for this type of aircraft. Specifications for the design include a mixed class, 153 passenger aircraft, traveling a range of 3000 nm. The intent of the project is to identify factors that reduce cost and to design within the limits of these constraints. The project includes techniques or options that incorporate new technologies but do not override practicality, alternative design approaches, and a comparison between the new design and current aircraft in its class. The OFP-6M is an alternative design approach to the conventional commercial transport jet and is geared towards customer satisfaction through efficiency and reliability. The goals of the OFP-6M transport design are to provide original, sensible, and practical solutions by combining essential preliminary design factors with growing technology. The design focus of the OFP-6M reduces costs by simplifying systems where significant weight or maintenance savings can be achieved, and by integrating advanced technology for improved performance. Key aspects of the OFP-6M design are efficient use of materials like composites, and efficient advanced ducted high bypass turbofan engines. The high bypass engines lower fuel consumption and aid in reducing costs and meeting future noise emission restrictions. Composites are used for most structural components, including flooring and wing box. Although composites are an emerging technology and presently, a high maintenance material, they can be cost effective and an alternative to aluminum structures when correct manufacturing and design strategies are applied. Since, composites are lighter and require less manufacturing of complex parts, they can significantly reduce structural weight. Because of the large 17 ft. diameter, sophisticated aerodynamic considerations were implemented to significantly lower the drag. Supercritical airfoils were chosen with simple control surface design which allows for less maintenance and manufacturing costs. The interior configuration accommodates either all passenger, dual and single class flights or complete cargo. Also, a relaxed conventional stability is integrated with a stability augmentation system. As a result of these design implementations, the OFP-6M bottom line direct operating costs, compare favorably with the Boeing 737 and 757, at 3.49 cents per available seat mile and costs are expected to reduce when improved manufacturing and maintenance methods are implemented.

Alexander, Kelly↗

NASA NTRS1996

Wind tunnel productivity status and improvement activities at NASA Langley Research Center

Over the last three years, a major effort has been underway to re-engineering the way wind tunnel testing is accomplished at the NASA Langley Research Center. This effort began with the reorganization of the LaRC and the consolidation of the management of the wind tunnels in the Aerodynamics Division under one operations branch. This paper provides an overview of the re-engineering activities and gives the status of the improvements in the wind tunnel productivity and customer satisfaction that have resulted from the new ways of working.

Putnam, Lawrence E.↗

NASA NTRS1997

NASA Worldwide Emergency Medical Assistance

In an effort to maintain employee health and welfare, ensure customer satisfaction, and to deliver high quality emergency medical care when necessary to employees located overseas, NASA has instituted a new contract with International SOS Assistance INC. International SOS Assistance INC. will provide civil servants and contractors engaged in official NASA business with many services upon request during a medical or personal emergency. Through the years, International SOS Assistance INC. has developed the expertise necessary to provide medical service in all remote areas of the world. One phone call connects you to the SOS network of multilingual staff trained to help resolve travel, medical, legal, and security problems. The SOS network of critical care and aeromedical specialists operates 24 hours a day, 365 days a year from SOS Alarm Centers around the world. This exhibit illustrates the details of the NASA-International SOS Assistance INC. agreement.

Martin, George A.↗

NASA NTRS1996

Using Virtual Simulations in the Design of 21st Century Space Science Environments

Space Technology has been rapidly increasing in the past decade. This can be attributed to the future construction of the International Space Station (ISS). New innovations must constantly be engineered to make ISS the safest, quality, research facility in space. Since space science must often be gathered by crew members, more attention must be geared to the human's safety and comfort. Virtual simulations are now being used to design environments that crew members can live in for long periods of time without harmful effects to their bodies. This paper gives a few examples of the ergonomic design problems that arise on manned space flights, and design solutions that follow NASA's strategic commitment to customer satisfaction. The conclusions show that virtual simulations are a great asset to 21st century design.

Hutchinson, Sonya L.↗

NASA NTRS2000

Putting ROSE to Work: A Proposed Application of a Request-Oriented Scheduling Engine for Space Station Operations

Scheduling engines are found at the core of software systems that plan and schedule activities and resources. A Request-Oriented Scheduling Engine (ROSE) is one that processes a single request (adding a task to a timeline) and then waits for another request. For the International Space Station, a robust ROSE-based system would support multiple, simultaneous users, each formulating requests (defining scheduling requirements), submitting these requests via the internet to a single scheduling engine operating on a single timeline, and immediately viewing the resulting timeline. ROSE is significantly different from the engine currently used to schedule Space Station operations. The current engine supports essentially one person at a time, with a pre-defined set of requirements from many payloads, working in either a "batch" scheduling mode or an interactive/manual scheduling mode. A planning and scheduling process that takes advantage of the features of ROSE could produce greater customer satisfaction at reduced cost and reduced flow time. This paper describes a possible ROSE-based scheduling process and identifies the additional software component required to support it. Resulting changes to the management and control of the process are also discussed.

Jaap, John↗

NASA NTRS1999

NASA Headquarters/Kennedy Space Center: Organization and Small Spacecraft Launch Services

The objectives of the Kennedy Space Center's (KSC) Expendable Launch Vehicles (ELV) Program are to provide safe, reliable, cost effective ELV launches, maximize customer satisfaction, and perform advanced payload processing capability development. Details are given on the ELV program organization, products and services, foreign launch vehicle policy, how to get a NASA launch service, and some of the recent NASA payloads.

Sierra, Albert↗