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All sourcesNASA NTRSDOE OSTI
NASA NTRS1980

The work breakdown structure in software project management

A work breakdown structure (WBS) is defined as an enumeration of all work activities in hierarchic refinement of detail which organizes work to be done into short manageable tasks with quantifiable inputs, outputs, schedules, and assigned responsibilities. Some of the characteristics and benefits of the WBS are reviewed, and ways in which these can be developed and applied in software implementation projects are discussed. Although the material is oriented principally toward new-software production tasks, many of the concepts are applicable to continuing maintenance and operations tasks.

Tausworthe, R. C.↗
NASA NTRS2005

Step 1: Human System Integration (HSI) FY05 Pilot-Technology Interface Requirements for Contingency Management

This document involves definition of technology interface requirements for Contingency Management. This was performed through a review of Contingency Management-related, HSI requirements documents, standards, and recommended practices. Technology concepts in use by the Contingency Management Work Package were considered. Beginning with HSI high-level functional requirements for Contingency Management, and Contingency Management technology elements, HSI requirements for the interface to the pilot were identified. Results of the analysis describe (1) the information required by the pilot to have knowledge of system failures and associated contingency procedures, and (2) the control capability needed by the pilot to obtain system status and procedure information. Fundamentally, these requirements provide the candidate Contingency Management technology concepts with the necessary human-related elements to make them compatible with human capabilities and limitations. The results of the analysis describe how Contingency Management operations and functions should interface with the pilot to provide the necessary Contingency Management functionality to the UA-pilot system. Requirements and guidelines for Contingency Management are partitioned into four categories: (1) Health and Status and (2) Contingency Management. Each requirement is stated and is supported with a rationale and associated reference(s).

Source record↗
NASA NTRS2005

Communicating Risk to Program Managers

Program Managers (PM) can protect program resources and improve chances of success by anticipating, understanding and managing risks. Understanding the range of potential risks helps one to avoid or manage the risks. A PM must choose which risks to accept to reduce fire fighting, must meet the expectations of stakeholders consistently, and avoid falling into costly "black holes" that may open. A good risk management process provides the PM more confidence to seize opportunities save money, meet schedule, even improve relationships with people important to the program. Evidence of managing risk and sound internal controls can mean better support from superiors for the program by building a trust and reputation from being on top of issues. Risk managers have an obligation to provide the PM with the best information possible to allow the benefits to be realized (Small Business Consortium, 2004). The Institute for Chartered Accountants in England and Wales sees very important benefits for companies in providing better information about what they do to assess and manage key business risks. Such information will: a) provide practical forward-looking information; b) reduce the cost of capital; c) encourage better risk management; and d) improve accountability for stewardship, investor protection and the usefulness of financial reporting. We are particularly convinced that enhanced risk reporting will help listed companies obtain capital at the lowest possible cost (The Institute of Chartered Accountants in England &Wales, June 2002). Risk managers can take a significant role in quantifying the success of their department and communicating those figures to executive (program) management levels while pushing for a broader risk management role. Overall, risk managers must show that risk management work matters in the most crucial place-the bottom line- as they prove risk management can be a profit center (Sullivan, 2004).

Shivers, C. Herbert↗
NASA NTRSDate not supplied

Science Office for Mission Assessments Overview

The Science Office for Mission Assessments (SOMA) at NASA Langley Research Center (LaRC) supports the Science Mission Directorate (SMD) at NASA Headquarters in the acquisition of competed, Principal Investigator-led, Earth and space science missions and instruments. SOMA Acquisition Managers work with SMD Program Scientists to develop Announcement of Opportunity (AO) solicitations, and to lead the Technical, Management, and Cost (TMC) evaluations of proposals received in response to the AO solicitations and Phase A concept studies. The SOMA proposal evaluation process is described, along with examples of space science missions that SOMA personnel have worked on.

SOMA↗
NASA NTRSDate not supplied

Behavioral Health and Performance Operations and Research in Human Spaceflight

There are two distinct functions of the Behavioral Health and Performance (BHP) specialists at NASA Johnson Space Center (JSC), with a shared goal of promoting optimal performance during all mission phases, beginning with selection to the NASA Astronaut Corps through training for and completing a spaceflight mission. The BHP Operations team is active in areas such as selection, training, routine behavioral healthcare services, and work-rest schedule. The BHP Laboratory is engaged in research in space and analog platforms to address the risks and other challenges associated with future deep space missions. Their research focuses on topics that align with the NASA Human Research Program’s Human Factors Behavioral Performance Element goals. This panel will provide details of recent work by BHP Operations and the BHP Laboratory at NASA JSC, and will demonstrate their shared goals, and contributions toward, optimizing performance and maintaining the behavioral health and well-being of astronauts during all mission phases.In 2020-2021, NASA engaged another astronaut applicant screening process to identify its 23rd group of astronaut candidates. The BHP Operations team completed a significant amount of work to evaluate applicants and provide valuable input to the Astronaut Selection Board and the Aerospace Medical Board. One presentation will provide an overview of the work completed by BHP; and one presentation will discuss a critical competency important for successful job performance of the astronauts – Team Orientation. The former will summarize aspects of BHP’s Select-in and Select-out process and provide lessons learned for future selection cycles; the latter will briefly discuss the competencies of BHP’s applicant screening work, with focus on the importance of Team Orientation and the challenges of its measure. A third presentation will provide an overview of BHP’s current fatigue management work with astronauts and mission-critical operators at JSC (e.g., flight directors, pilots), and provide a look at the direction these fatigue management services may take in future exploration missions. Two other presentations will focus on the research completed by the BHP Lab to measure in a standardized way the critical aspects of behavioral health and well-being. One of the presentations will provide an overview of the Exploration Measures being collected during all space and analog missions, and the importance these objective measures have for future research and operations. The final presentation will summarize analyses completed with these measures, as they have been harmonized across both ISS and Analog missions.

Gary Beven↗
NASA NTRS2003

Pragmatic Leadership Advice from Donald Rumsfeld

When President Gerald Ford appointed Donald Rumsfeld as his Secretary of Defense in 1975, Rumsfeld became the youngest defense secretary in US. history. Today, as defense secretary for President George W. Bush, Rumsfeld is the most senior appointee to hold that post. Between political assignments, he became an expert at turning around troubled corporations. His work at G.D. Searle-now a subsidiary of Pharmacia-earned him awards as an outstanding chief executive officer in the pharmaceutical industry. Rumsfeld's management philosophy is unique and direct, and the best part is he's written it down. While serving in the Ford administration, Rumsfeld wrote a white paper titled Rumsfeld's Rules. These rules were written as guiding principles for White House staff. First published in 1980, the rules were revised and expanded in 2001 to include broader insights on management, work and leadership. They reflect more than 40 years of Rumsfeld's wisdom and experience.

Teany, Douglas R.↗
NASA NTRS1975

Interpretation and mapping of gypsy moth defoilation from ERTS (LANDSAT)-1 temporal composites

The author has identified the following significant results. Photointerpretation of temporally composited color Diazo transparencies of ERTS(LANDSAT) images is a practical method for detecting and locating levels of widespread defoliation. ERTS 9 x 9 inch images are essentially orthographic and are produced at a nearly constant 1:1,000,000 scale. This allows direct superposition of scenes for temporal composites. ERTS coverage provides a sweeping 180 km (110 mile) wide view, permitting one interpreter to rapidly delineate defoliation in an area requiring days and weeks of work by aerial surveys or computerized processing. Defoliation boundaries can be located on the images within maximum errors on the order of hundreds of meters. The enhancement process is much less expensive than aerial surveys or computerized processing. Maps produced directly from interpretation are manageable working products. The 18 day periodic coverage of ERTS is not frequent enough to replace aerial survey mapping because defoliation and refoliation move as waves.

Mcmurtry, G. J.↗
NASA NTRSDate not supplied

Abrstract - OnePlace Redesign Spring 2020 Internship

The project I worked on was the OnePlace Redesign. In that, I converted the OnePlace home page to the Service Portal to match NASA OnePlace’s current application design standards, I was able to allow users to easily find applications in OnePlace and I was able to allow users to easily find and request OnePlace services (new app development, new knowledge base, etc.). It was a major accomplishment to be able to remodel a website that soon the entire Langley center that uses OnePlace will use. The website was made through ServiceNow’s Service Portal, and I organized the applications like never before, allowed a clear styling to applications a user does not have access to and/or are new applications, browsing of applications with clear button divisions, and allowing for different options depending if app is accessible or not, with proper error checking in place and very-well documented code. It was amazing to incorporate all this logic into one widget so that whoever wants to utilize this feature has no trouble at all to do so. The 3 most important things I learned were being able to do this work within ServiceNow, as it is such an important enterprise platform for CRM and boosting the connected workforce of NASA, incorporate built-in APIs from ServiceNow Glide Records to connect Server Scripts to Client Scripts and HTML, and be able to use agile to get another experience of managing work capacity with stories, and having proper communication with the team if every feature is done correctly and steps for continuing forward. The part that I enjoyed the most was the training I did for ServiceNow and I freedom I had to experiment to see how to structure the Service Portal. I was not tied down, and I believe this allowed for a better outcome of the product. As part of the internship, I created a very in-depth design document with the help of my team to document the project goals before it was started and technical documentation (including the design document) summarizing the final result of the product in terms of the new features added and the explanation of the logic thoroughly so that anyone can understand the project easily. The technical documentation will be published as a Knowledge Article within OnePlace Knowledge Base documentation.

Ariel Wald↗
NASA NTRSDate not supplied

Meeting SPD-41a Requirements for BPS

In April 2021 BPS Formed the Science Data Management Work Group. This Poster describes the process and forward steps.

BPS Science Data Management↗
NASA NTRS2006

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

The United States (US) Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with new space transportation systems for missions to the Moon, Mars, and beyond. The Crew Exploration Vehicle (CEV) that the new human-rated Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station (ISS) Toward the end of the next decade, a heavy-lift Cargo Launch Vehicle (CaLV) will deliver the Earth Departure Stage (EDS) carrying the Lunar Surface Access Module (LSAM) to low-Earth orbit (LEO), where it will rendezvous with the CEV launched on the CLV and return astronauts to the Moon for the first time in over 30 years. This paper outlines how NASA is building these new space transportation systems on a foundation of legacy technical and management knowledge, using extensive experience gained from past and ongoing launch vehicle programs to maximize its design and development approach, with the objective of reducing total life cycle costs through operational efficiencies such as hardware commonality. For example, the CLV in-line configuration is composed of a 5-segment Reusable Solid Rocket Booster (RSRB), which is an upgrade of the current Space Shuttle 4- segment RSRB, and a new upper stage powered by the liquid oxygen/liquid hydrogen (LOX/LH2) J-2X engine, which is an evolution of the J-2 engine that powered the Apollo Program s Saturn V second and third stages in the 1960s and 1970s. The CaLV configuration consists of a propulsion system composed of two 5-segment RSRBs and a 33- foot core stage that will provide the LOX/LED needed for five commercially available RS-68 main engines. The J-2X also will power the EDS. The Exploration Launch Projects, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operations planning for these new space transportation systems. Utilizing a foundation of heritage hardware and management lessons learned mitigates both technical and programmatic risk. Project engineers and managers work closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch systems, leveraging a wealth of knowledge from Shuffle operations. In addition, NASA and its industry partners have tapped into valuable Apollo databases and are applying corporate wisdom conveyed firsthand by Apollo-era veterans of America s original Moon missions. Learning from its successes and failures, NASA employs rigorous systems engineering and systems management processes and principles in a disciplined, integrated fashion to further improve the probability of mission success.

Dumbacher, Daniel L.↗