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A continuation of 'STS-46 Special Events Resource Tape, Part 1 of 2', the STS-46 Atlantis in-flight crew interviews proceed. Claude Nicollier is interviewed (in French) during a European Space Agency (ESA) VIP call and ESA press conference. The entire crew answers questions (in English) in an in-flight crew press conference about the mission.
This videotape is comprised of several segments of animations on black holes and galaxy formation, and several segments of an interview with Dr. John Kormendy. The animation segments are: (1) a super massive black hole, (2) Centarus A active black hole found in a collision, (3) galaxy NGC-4261 (active black hole and jet model), (4) galaxy M-32 (orbits of stars are effected by the gravity of the black hole), (5) galaxy M-37 (motion of stars increases as mass of black hole increases), (6) Birth of active galactic nuclei, (7) the collision of two galaxy leads to merger of the black holes, (8) Centarus A and simulation of the collision of 2 galaxies. There are also several segments of an interview with John Kormendy. In these segments he discusses the two most important aspects of his recent black hole work: (1) the correlations between galaxies speed and the mass of the black holes, and (2) the existence of black holes and galactic formation. He also discusses the importance of the Hubble Space Telescope and the Space Telescope Imaging Spectrograph to the study of black holes. He also shows the methodology of processing images from the spectrograph in his office.
To meet its objective of reducing operations costs without incurring a corresponding increase in risk, NASA is seeking new methods to automate mission operations. This paper examines the state of the art in automating ground operations for space missions. A summary of available technologies and methods for automating mission operations is provided. Responses from interviews with several space mission FOTs (Flight Operations Teams) to assess the degree and success of those technologies and methods implemented are presented. Mission operators that were interviewed approached automation using different tools and methods resulting in varying degrees of success - from nearly completely automated to nearly completely manual. Two key criteria for successful automation are the active participation of the FOT in the planning, designing, testing, and implementation of the system and the relative degree of complexity of the mission.
This research explores risk perception in a defined population of flight instructors and the implications of these views for flight training. Flight instructors and students engaged in collegiate aviation flight training were interviewed for this qualitative study. Thirty-three percent of the instructors interviewed reported that flying is not a risky activity. This is important because research identifies risk perception as one factor influencing instructional choices. These choices can then impact the subsequent decision-making processes of flight students. Facilitating pilot decision-making through the use of an appropriate type of learning that incorporates the modeling of consensually validated cognitive procedures and risk management processes is discussed.
Footage shows the Hubble Space Telescope (HST) against a backdrop of Earth. The grappling of the HST with the robotic arm is seen, and payload bay cameras show different angles of the HST in its deploy orientation. The deployment of the HST from the Columbia Orbiter is seen, followed by footage of the HST flying freely over the Earth's horizon. All seven crew members are gathered together during an in-flight interview as they answer questions about the mission, the experiences of being in space, and their lives as astronauts. Additional footage of the crew working during the deployment of the HST is shown. Duane Carey is seen interviewing Nancy Currie with Internet questions from young students. The video concludes with the view from Columbia of the Pacific Ocean, the coast of Northwestern Chile, and a sunrise.
The recent certification and implementation of the Future Air Navigation System (FANS- 1) was based on the benefits of reduced separation minima, ability to optimize flight plans enroute, and the prompt transmission and reception of messages between oceanic controllers and 747-400 aircraft transiting the Pacific. In addition, FANS was intended to supersede High Frequency (HF) radio which has been the staple, yet problematic, long distance communication link for years. However, in the three initial years of operation, FANS has revealed its own unique operational issues. Although some technical and engineering problems have been studied and addressed, little research has been conducted on human factors issues associated with the use of FANS on the flight deck. This lack of prior data on the operational use of FANS prompted a joint NASA/Aviation Safety Reporting System (ASRS) inquiry into FANS datalink. In addition, two foreign air carriers and their respective safety agencies were recruited to participate. This international FANS research effort consisting of three aviation safety agencies and three international commercial air-carriers has provided a unique opportunity for conducting human factors research in an operational environment. An ASRS 'callback' format was chosen for the study as a practical and viable method for capturing FANS events on the flight deck. Initially, 747-400 pilots were encouraged to submit reports to their respective safety agencies if they had experienced any positive or negative incidents with the use of FANS. Upon receipt of a report, it was evaluated and if deemed pertinent to the study, a telephone interview or 'callback' was conducted on the FANS incident to elicit further details, capture the key events, and gather contextual information. Once the operational data collection phase was completed, the reports and interviews were analyzed with two purposes in mind: primarily to identify and address problematic human factors issues with current FANS technology, and, secondarily, to provide 'lessons learned' for future datalink systems and implementation.
On Flight Day 8 of STS-111 (Space Shuttle Endeavour crew includes: Kenneth Cockrell, Commander; Paul Lockhart, Pilot; Franklin Chang-Diaz, Mission Specialist; Philippe Perrin, Mission Specialist; International Space Station (ISS) Expedition 5 crew includes Valery Korzun, Commander; Peggy Whitson, Flight Engineer; Sergei Treschev, Flight Engineer; ISS Expedition 4 crew includes: Yury Onufrienko, Commander; Daniel Bursch, Flight Engineer; Carl Walz, Flight Engineer), the Leonardo Multi Purpose Logistics Module (MPLM) is shown from the outside of the ISS. The MPLM, used to transport goods to the station for the Expedition 5 crew, and to return goods used by the Expedition 4 crew, is being loaded and unloaded by crewmembers. Live video from within the Destiny Laboratory Module shows Whitson and Chang-Diaz. They have just completed the second of three reboosts planned for this mission, in each of which the station will gain an additional statutory mile in altitude. Following this there is an interview conducted by ground-based reporters with some members from each of the three crews, answering various questions on their respective missions including sleeping in space and conducting experiments. Video of Earth and space tools precedes a second interview much like the first, but with the crews in their entirety. Topics discussed include the feelings of Bursch and Walz on their breaking the US record for continual days spent in space. The video ends with footage of the Southern California coastline.
This video shows the activities of the STS-107 crew on flight day 15 of the Columbia orbiter's final mission. The crew includes Commander Rick Husband, Pilot William McCool, Mission Specialists Michael Anderson, David Brown, Laurel Clark, and Kalpana Chawla, and Payload Specialist Ilan Ramon. The primary activities of flight day 15 are crew interviews, and operating the Water Mist Fire Suppression (MIST) experiment. Early in the video, astronauts McCool and Ramon respond together to a question. Much of the video is taken up by an interview of astronauts Brown, Anderson, and McCool. Two parts of the video show the MIST experiment in operation, operated the first time by astronaut Brown. Another part of the video is narrated by Mission Specialist Clark, who identifies views of Mount Vesuvius, and an atoll in the south Pacific. In this part, Payload Specialist Ramon is seen on an exercise machine, Commander Husband shows body fluid samples from the crew taken during the mission, and Clark demonstrates how the crew eats meals. The video ends with footage from earlier in the mission which shows a deployed radiator in the shuttle's payload bay that reflects an image of the Earth.
Study of characteristics and relationships of project managers of complex projects in the National Aeronautics and Space Administration. Study is based on Research Design, Data Collection, Interviews, Case Studies, and Data Analysis across varying disciplines such as biological research, space research, advanced aeronautical test facilities, aeronautic flight demonstrations, and projects at different NASA centers to ensure that findings were not endemic to one type of project management, or to one Center's management philosophies. Each project is treated as a separate case with the primary data collected during semi-structured interviews with the project manager responsible for the overall project. Results of the various efforts show some definite similarities of characteristics and relationships among the project managers in the study. A model for how the project managers formulated and managed their projects is included.
PURPOSE: To determine whether there is an association between the spatial distributions of lesions detected at magnetic resonance (MR) imaging of the brain in children, adolescents, and young adults after closed-head injury (CHI) and development of the reexperiencing symptoms of posttraumatic stress disorder (PTSD). MATERIALS AND METHODS: Data obtained in 94 subjects without a history of PTSD as determined by parental interview were analyzed. MR images were obtained 3 months after CHI. Lesions were manually delineated and registered to the Talairach coordinate system. Mann-Whitney analysis of lesion distribution and PTSD status at 1 year (again, as determined by parental interview) was performed, consisting of an analysis of lesion distribution versus the major symptoms of PTSD: reexperiencing, hyperarousal, and avoidance. RESULTS: Of the 94 subjects, 41 met the PTSD reexperiencing criterion and nine met all three PTSD criteria. Subjects who met the reexperiencing criterion had fewer lesions in limbic system structures (eg, the cingulum) on the right than did subjects who did not meet this criterion (Mann-Whitney, P =.003). CONCLUSION: Lesions induced by CHI in the limbic system on the right may inhibit subsequent manifestation of PTSD reexperiencing symptoms in children, adolescents, and young adults. Copyright RSNA, 2002.
The Centaur is one of the most powerful rockets in the world. As an upper-stage rocket for the Atlas and Titan boosters it has been a reliable workhorse for NASA for over forty years and has played an essential role in many of NASA's adventures into space. In this CD-ROM you will be able to explore the Centaur's history in various rooms to this virtual museum. Visit the "Movie Theater" to enjoy several video documentaries on the Centaur. Enter the "Interview Booth" to hear and read interviews with scientists and engineers closely responsible for building and operating the rocket. Go to the "Photo Gallery" to look at numerous photos of the rocket throughout its history. Wander into the "Centaur Library" to read various primary documents of the Centaur program. Finally, stop by the "Observation Deck" to watch a virtual Centaur in flight.
The NASA Office of Inspector General is the Federal Law Enforcement Agency at NASA which conducts criminal and regulatory investigations in which NASA is a victim. The OIG prevents and detects crime, fiaud, waste and abuse and assists NASA management in promoting economy, efficiency, and effectiveness in its programs and operations. Investigations (OI) and the Office of Audits (OA). The investigations side deals with criminal Investigations, administrative investigations, and civil investigations. The Audits side deals with inspections and assessments as well as the Auditing of NASA Programs and Activities. Our mission at the OIG is to conduct and supervise independent and objective audits and investigations relating to agency programs and operations; to promote economy, effectiveness and efficiency within the agency; to prevent and detect crime, fraud, waste and abuse in agency programs and operations; to review and make recommendations regarding existing and proposed legislation and regulations relating to agency programs and operations. We are also responsible for keeping the agency head and the Congress fully and currently informed of problems in agency programs and operations. deal with False Claims, False Statements, Conspiracy, Theft, Computer Crime, Mail Fraud, the Procurement Integrity Act, the Anti-Kickback Act, as well as noncompliance with NASA Management Instructions, the Federal Acquisition Regulations (FAR), and the Code of Federal Regulations (CFR). Most of the casework that is dealt with in our office is generated through gum shoe work or cases that we generate on our own. These cases can come from Law Enforcement Referrals, GIDEP Reports, EPlMS (NASA Quality System), Defense Contract Audit Agency, Newspaper Articles, and Confidential Information. In many cases, confidentiality is the biggest factor to informants coming forward. We are able to maintain confidentiality because the 01 is independent of NASA Management and doesn t report to the Center Directors, therefore the informant s mangers and supervisors are unaware of the informants actions. The only time when an informant s confidentiality may be compromised is when it is needed in a Court of Law and is released through a Judicial Court Order. During my tenure here at the NASA OIG/OI at Glenn Research Center, I have been involved in many different tasks. They have ranged from updating Suspected Unapproved Parts case files to independently interviewing NASA employees to turn up general background information. The 01 has the duty of informing NASA aeronautical safety managers of potential Nonconforming products. My mission is to compile a database of Nonconformance reports for distribution. The background information that I turn up from my interviews is then used to determine NASA s susceptibility to acceptance of unapproved parts. The IG organization is divided up into two separate disciplines, the Office of 01 investigations primarily focus on violations of Federal laws. Some of these violations
The Educational Programs Office at NASA Glenn Research Center hosts a variety of programs that takes on the hard task of getting students of all ages interested in pursuing careers in science, mathematics, and engineering. To help assist students along the way there are many programs to participate in such as: the explorers, shadowing opportunities, and paid internships. The Educational Programs Office not only creates learning opportunities for students, they also host workshops to help educators enhance their knowledge these fields. This summer I assisted Marie Borowski in the Educational Programs Office with the Tennessee State University College Bound Program. The Tennessee state University College Bound Program is an intensive two-week summer academic workshop designed to introduce minority students to the profession of engineering. NASA Glenn Research Center sent forty dedicated students on a bus to Nashville, Tennessee to experience college life as a whole. At the college the students day consisted of a math class, aeronautics, ACT/SAT preparation, writing and research, African American Culture, computer science, and study sessions. The students also went on educational field trips to the Fisk Museum, the Space and Rocket Center, and the Parthenon Museum. On the last day of the program the students competed in an oratorical contest where the students made a Powerpoint presentation on the class that they enjoyed the most. There were many processes that had to be put into action for the college bound program to run smoothly. The process started in early January with the preparation of applications. Once prepared, the applications were then sent to schools and past participants in hopes of receiving a well-qualified pool of applicants. Once the applications were received, a prescreening is done which ensures all of the information is complete. Then, they are reviewed by a panel, using a rubric to evaluate them, and the semifinalists are then selected. Interviews are held with the students and their parents had to be interviewed by a panel of judges and graded on a rubric. The scores were added up and the forty students were selected. My job this summer was getting the students ready to leave for Tennessee. My job consisted of working very closely with my mentor, Marie Borowski, compile the student data to provide it to the chaperones, TSU records, and NASA records. I learned about the vital communication between the NASA and the TSU program managers. After all the planning was done and the program had begun I had a chance to fly to Tennessee for six days to observe the students daily activities. The students had adjusted very well to the intense schedule, and seemed very enthusiastic about the activities to follow. The whole group was very attentive and enthusiastic program be longer. My goals for the summer were all met. I wanted to learn and retain all the information I possibly could on the job I was given. I was very happy with the end result.
The goal of this collaboration was to produce Flight Software Branch (FSB) process standards for software inspections which could be used across three new missions within the FSB. The standard was developed by Dr. Forrest Shull (Fraunhofer Center for Experimental Software Engineering, Maryland) using the Perspective-Based Inspection approach, (PBI research has been funded by SARP) , then tested on a pilot Branch project. Because the short time scale of the collaboration ruled out a quantitative evaluation, it would be decided whether the standard was suitable for roll-out to other Branch projects based on a qualitative measure: whether the standard received high ratings from Branch personnel as to usability and overall satisfaction. The project used for piloting the Perspective-Based Inspection approach was a multi-mission framework designed for reuse. This was a good choice because key representatives from the three new missions would be involved in the inspections. The perspective-based approach was applied to produce inspection procedures tailored for the specific quality needs of the branch. The technical information to do so was largely drawn through a series of interviews with Branch personnel. The framework team used the procedures to review requirements. The inspections were useful for indicating that a restructuring of the requirements document was needed, which led to changes in the development project plan. The standard was sent out to other Branch personnel for review. Branch personnel were very positive. However, important changes were identified because the perspective of Attitude Control System (ACS) developers had not been adequately represented, a result of the specific personnel interviewed. The net result is that with some further work to incorporate the ACS perspective, and in synchrony with the roll out of independent Branch standards, the PBI approach will be implemented in the FSB. Also, the project intends to continue its collaboration with the technology provider (Dr. Forrest Shull) past the end of the grant, to allow a more rigorous quantitative evaluation.
NASA Marshall Space Flight Center s Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities with in the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center Of Excellence (AISCE), Intergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KM implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to support the planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have been performed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural/KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level systems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.
NASA flight controllers have always worked in a very demanding environment, but the International Space Station (ISS) poses even more challenges than prior missions. A recent NASA/Ames survey by Parke and Orasanu of NASA/Johnson flight controllers uncovered concerns about communications problems between American personnel and their international counterparts. To better understand these problems, we interviewed 14 senior and 12 junior ISS flight controllers at NASA/Johnson about leadership and cultural challenges they face and strategies for addressing these challenges. The qualitative interview data were coded and tabulated. Here we present quantitative analyses testing for differences between junior and senior controllers. Based on nonparametric statistical tests comparing responses across groups, the senior controllers were significantly more aware of the impact of working in dispersed teams, the context of constant change, and the upcoming multilateral challenges, while junior controllers were more aware of language and cultural issues. We consider our findings in light of other studies of controllers and other known differences between senior and junior controllers. For example, the fact that senior controllers had their formative early experience controlling pre-ISS short-duration Shuttle missions seems to have both positive and negative aspects, which are supported by our data. Our findings may also reflect gender differences, but we cannot unconfound this effect in our data because all the senior respondents were males. Many of the junior-senior differences are not only due to elapsed time on the job, but also due to a cohort effect. The findings of this study should be used for training curricula tailored differently for junior and senior controllers.
NASA Marshall Space Flight Center's Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities within the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center of Excellence (AISCE), lntergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KNI implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to suppo~th e planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have beon pedormed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural1KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level svstems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, - evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.
Human-robot systems are expected to have a central role in future space exploration missions that extend beyond low-earth orbit [1]. As part of a directed research project funded by NASA s Human Research Program (HRP), researchers at the Johnson Space Center have started to use a variety of techniques, including literature reviews, case studies, knowledge capture, field studies, and experiments to understand critical human-robot interaction (HRI) variables for current and future systems. Activities accomplished to date include observations of the International Space Station s Special Purpose Dexterous Manipulator (SPDM), Robonaut, and Space Exploration Vehicle (SEV), as well as interviews with robotics trainers, robot operators, and developers of gesture interfaces. A survey of methods and metrics used in HRI was completed to identify those most applicable to space robotics. These methods and metrics included techniques and tools associated with task performance, the quantification of human-robot interactions and communication, usability, human workload, and situation awareness. The need for more research in areas such as natural interfaces, compensations for loss of signal and poor video quality, psycho-physiological feedback, and common HRI testbeds were identified. The initial findings from these activities and planned future research are discussed. Human-robot systems are expected to have a central role in future space exploration missions that extend beyond low-earth orbit [1]. As part of a directed research project funded by NASA s Human Research Program (HRP), researchers at the Johnson Space Center have started to use a variety of techniques, including literature reviews, case studies, knowledge capture, field studies, and experiments to understand critical human-robot interaction (HRI) variables for current and future systems. Activities accomplished to date include observations of the International Space Station s Special Purpose Dexterous Manipulator (SPDM), Robonaut, and Space Exploration Vehicle (SEV), as well as interviews with robotics trainers, robot operators, and developers of gesture interfaces. A survey of methods and metrics used in HRI was completed to identify those most applicable to space robotics. These methods and metrics included techniques and tools associated with task performance, the quantification of human-robot interactions and communication, usability, human workload, and situation awareness. The need for more research in areas such as natural interfaces, compensations for loss of signal and poor video quality, psycho-physiological feedback, and common HRI testbeds were identified. The initial findings from these activities and planned future research are discussed.