A New Picture of Fire Extent, Variability, and Drought Interaction in Prescribed Fire Landscapes: Insights From Florida Government Records
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H. K. Nowell↗
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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.
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How government oversight adds time to contractor engineering work
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Samantha M. Brainard↗
The emergent interactions that govern biodiversity change
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James S. Clark↗
Organizational Considerations for Implementing Systems Engineering and Integration in the Ares Projects Office
Systems Engineering and Integration (SE&I) is a critical discipline in developing new space systems. In 2005, NASA performed an internal study of 24 agency and Department of Defense (DoD) programs to evaluate methods of integrating SE&I practices and determine their effectiveness. The goal of the study was to determine the best SE&I implementation strategy for the Ares Projects Office. The study identified six SE&I organizational structures: 1. Lead systems integrator (LSI) with SE&I responsibility and government technical insight. 2a. Integration contractor with government SE&I responsibility (government insight). 2b. Integration contractor with government SE&I responsibility (government oversight). 3a. Prime contractor with SE&I responsibility (government insight). 3b. Prime contractor with SE&I responsibility (government oversight). 3c. Prime contractor with SE&I responsibility (government/industry partnership). 4a.Prime contractor with government SE&I responsibility (government insight). 4b. Prime contractor with government SE&I responsibility (government oversight). 4d.Prime contractors with total system performance responsibility (TSPR). 5. Prime contractor with government SE&I responsibility and integration products through a Federally Funded Research and Development Center (FFRDC). 6. Government/FFRDC in-house development with SE&I responsibility and function. The organizational structure used most often was number 4, using a prime contractor with government SE&I responsibility and government technical insight. However, data analyses did not establish a positive relationship between program development costs and specific SE&I organizational types, nor did it positively determine the relationship between successful programs or projects and their SE&I structure. The SE&I study reached the following conclusions: (1) Large, long-duration, technically complex programs or projects reach their technical goals, but rarely meet schedule or cost goals. NASA's recent successes have been smaller, short-duration development projects using heritage hardware/software, focused technology development, technical oversight and stable external factors. (2) Programs and projects have failed or been terminated due to lack of technical insight, relaxing of SE&I processes, and unstable external factors. (3) The study did not find a single, clear optimum SE&I organization type to fit all projects. However, while any organizational structure can be made to work, the fewer complexities in the program, the better the likelihood of success. (4) The most common successful SE&I organization structure type in the study was type 4b, where the government maintained integration responsibility, with the prime contractor providing SE&I products and the government providing technical oversight. This study was instrumental in helping the APO select organization structure 4, following the same SE&I and oversight process used during humanlund7s last voyages to the Moon.
Thomas, LeAnn↗
Evaluating Process Effectiveness to Reduce Risk
It is well documented that government agencies do not have the same incentive as the private sector to focus on process effectiveness and continual improvement of those processes. It is also well documented whenever government agencies fail to deliver efficient, effective, consistent, and fair services to the citizens. In spite of the various "reinventing government" and "effectiveness initiatives" of the past decades, and in spite of the efforts on the part of many agencies to improve, government in general still lags behind industry in creating a culture of effective processes and systems. While the tragic events that unfolded recently in Flint, Michigan, teach us that running government "like a business" does not always take the needs of the citizenry into account, there are many lessons and techniques from the private sector that government agencies can use to improve. The incentive to improve, while mandated by various administrations1, needs to come from within the workforce, in order to effectively take root. The best, most effective incentive is to reduce, control or eliminate risk. Government agencies face some of the same risks as the private sector, while some are unique. While ISO 310002 has been around since 2009, risk has taken on increased visibility within the private sector with the advent of the emphasis on risk-based thinking in ISO 9001:20153. The relationship between risk-based thinking and effective processes is simple and direct. Those processes that are well thought out and standardized (i.e. Plan-Do-Check-Act), will have taken into account the applicable policy, statutory, regulatory, safety, quality and technical parameters, which may not occur to someone performing the process with minimal experience or training; and thus protect the employees, the public and the agency from statutory and regulatory violations; delay in providing services; non-delivery of services; harm to public or employee safety and health; cost overruns; breaches in security; loss of confidence in government; failure of publicly funded projects; damage to the environment; ethics violations, and the list goes on; with local, national and even international consequences. The Plan-Do-Check-Act process, also known as the "process approach" can be used at any time to establish and standardize a process, and it can also be used to check periodically for "process creep" (i.e., informal, unauthorized changes that have occurred over time), any necessary updates and improvements. While ISO 9001 compliance is not mandated for all government agencies, if interpreted correctly, it can be useful in establishing a framework and implementing effective management systems and processes.4 Another method that can be used to evaluate effectiveness is the scorecard definitions in Mallory's Process Management Standard5 as a basis for evaluating work on the process level on effective, and continuously improved and improving processes. With processes on the lower end of the scale, agencies are vulnerable to a great many risks, with employees and managers making up many of the rules as they go, leading to the above listed negative results. Without clear guidance for nominal operations, off-nominal situations can, and do, increase the likelihood of chaos. In an increasingly technical environment, with inter-agency communication and collaboration becoming the norm, agencies need to come to grips with the fact that processes can become rapidly outdated, and that the technical community should take on an increased role in the maturation of the agency's processes. Industry has long known that effective processes are also efficient, and process improvement methods such as Kaizen, Lean, Six Sigma, 5S, and mistake proofing lead to increased productivity, improved quality, and decreased cost. Again, government agencies have different concerns, but inefficiencies and mistakes can have dire and wide reaching consequences for the public that they serve. While no one goes to work planning to cause harm, it is up to agencies to establish upper level systems, which make establishment and compliance with processes possible. Again, Mallory provides us with a Systems Management Standard6, similar to the Process Management Standard, with a scale of 0-5 for systems effectiveness and maturity. Deming determined that "eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individual employees to do better." 7 It is not just the working level employees who need effective processes, but the mid-and upper level managers as well. A disciplined management culture sets the tone for the employees, aids both routine and off-nominal decision-making, and incorporates risk -based thinking into the systems and processes as a matter of normal activity. Figure 1, illustrates the relationship between ineffective and effective processes and risk, through the use of the "stoplight" colors that are commonly used to show serious situations (red), situations which may be improving or deteriorating depending on trends (yellow), and situations that are under control and continuously improved (green).
Shepherd, Christena C.↗
Overview of the SAE G-11 RMSL (Reliability, Maintainability, Supportability, and Logistics) Division Activities and Technical Projects
The SAE G-11 RMSL (Reliability, Maintainability, Supportability, and Logistics) Division activities include identification and fulfillment of joint industry, government, and academia needs for development and implementation of RMSL technologies. Four Projects in the Probabilistic Methods area and two in the area of RMSL have been identified. These are: (1) Evaluation of Probabilistic Technology - progress has been made toward the selection of probabilistic application cases. Future effort will focus on assessment of multiple probabilistic softwares in solving selected engineering problems using probabilistic methods. Relevance to Industry & Government - Case studies of typical problems encountering uncertainties, results of solutions to these problems run by different codes, and recommendations on which code is applicable for what problems; (2) Probabilistic Input Preparation - progress has been made in identifying problem cases such as those with no data, little data and sufficient data. Future effort will focus on developing guidelines for preparing input for probabilistic analysis, especially with no or little data. Relevance to Industry & Government - Too often, we get bogged down thinking we need a lot of data before we can quantify uncertainties. Not True. There are ways to do credible probabilistic analysis with little data; (3) Probabilistic Reliability - probabilistic reliability literature search has been completed along with what differentiates it from statistical reliability. Work on computation of reliability based on quantification of uncertainties in primitive variables is in progress. Relevance to Industry & Government - Correct reliability computations both at the component and system level are needed so one can design an item based on its expected usage and life span; (4) Real World Applications of Probabilistic Methods (PM) - A draft of volume 1 comprising aerospace applications has been released. Volume 2, a compilation of real world applications of probabilistic methods with essential information demonstrating application type and timehost savings by the use of probabilistic methods for generic applications is in progress. Relevance to Industry & Government - Too often, we say, 'The Proof is in the Pudding'. With help from many contributors, we hope to produce such a document. Problem is - not too many people are coming forward due to proprietary nature. So, we are asking to document only minimum information including problem description, what method used, did it result in any savings, and how much?; (5) Software Reliability - software reliability concept, program, implementation, guidelines, and standards are being documented. Relevance to Industry & Government - software reliability is a complex issue that must be understood & addressed in all facets of business in industry, government, and other institutions. We address issues, concepts, ways to implement solutions, and guidelines for maximizing software reliability; (6) Maintainability Standards - maintainability/serviceability industry standard/guidelines and industry best practices and methodologies used in performing maintainability/ serviceability tasks are being documented. Relevance to Industry & Government - Any industry or government process, project, and/or tool must be maintained and serviced to realize the life and performance it was designed for. We address issues and develop guidelines for optimum performance & life.
Singhal, Surendra N.↗
NASA Alternate Access to Station Service Concept
The evolving nature of the NASA space enterprise compels the agency to develop new and innovative space systems concepts. NASA, working with increasingly strained budgets and a declining manpower base, is attempting to transform from operational activities to procurement of commercial services. NASA's current generation reusable launch vehicle, the Shuttle, is in transition from a government owned and operated entity to a commercial venture to reduce the civil servant necessities for that program. NASA foresees its second generation launch vehicles being designed and operated by industry for commercial and government services. The "service" concept is a pioneering effort by NASA. The purpose the "service" is not only to reduce the civil servant overhead but will free up government resources for further research - and enable industry to develop a space business case so that industry can sustain itself beyond government programs. In addition, NASA desires a decreased responsibility thereby decreasing liability. The Second Generation Reusable Launch Vehicle (RLV) program is implementing NASA's Space Launch Initiative (SLI) to enable industry to develop the launch vehicles of the future. The Alternate Access to Station (AAS) project office within this program is chartered with enabling industry to demonstrate an alternate access capability for the International Space Station (ISS). The project will not accomplish this by traditional government procurement methods, not by integrating the space system within the project office, or by providing the only source of business for the new capability. The project funds will ultimately be used to purchase a service to take re-supply cargo to the ISS, much the same as any business might purchase a service from FedEx to deliver a package to its customer. In the near term, the project will fund risk mitigation efforts for enabling technologies. AAS is in some ways a precursor to the 2nd Generation RLV. By accomplishing ISS resupply with existing technologies, not only will a new category of autonomous vehicles deliver cargo, but a commercial business base will be incubated that will improve the likelihood of commercial convergence with the next generation of RLVs. Traditional paradigms in government management and acquisition philosophy are being challenged in order to bring about the objective of the AAS project. The phased procurement approach is proving to be the most questionable aspect to date. This work addresses the fresh approach AAS is adopting in management and procurement through a study of the AAS history, current solutions, key technologies, procurement complications, and an incremental forward plan leading to the purchase of a service to deliver goods to ISS. Included in this work is a discussion of the Commercial Space Act of 1998 and how it affects government purchase of space launch and space vehicle services. Industry should find these topics pertinent to their current state of business.
Bailey, Michelle D.↗
Commercial Low-Earth Orbit Destination (CLD) Concept of Operations
This concept of operations describes: - High-level Government goals, objectives, and needs for the CLD program, vehicle(s), and missions, - Strategies, policies, and processes for developing, certifying, maintaining, using, and retiring CLDs in the context of Government use, and - Government and CLD partner roles, responsibilities, and interactions during various phases of Government CLD operations. The intent of this document is to describe the overall high-level concept of how the end-to-end CLD service will be used to convey the nature and scope of services the Government intends to procure from the CLD partner. It will provide insight into NASA’s concepts for CLD operations rather than to provide mature, explicit, or complete requirements. It addresses how the concept of operations will be used to meet NASA expectations from an operational perspective to facilitate an understanding of the end-to-end CLD service needs, goals, and objectives (NGOs). Formal CLD requirements and standards are detailed in the NASA Commercial LEO Development Program’s (CLDP) various requirements, interface, process, and standards documents, as well as the contractual Statements of Work (SOW) and Data Requirement Deliverables (DRD). As such, the Concept of Operations can use terms such as “should” or “may” or “expects to” since it is not a contractual requirements document. It exists solely to convey the initial nature and type of services the Government intends to procure and is not, per se, a requirements document.
Operations↗
On various treatments of potential equations at shocks
The potential equation that governs transonic inviscid flowfields is elliptic in subsonic regions and hyperbolic in supersonic regions. The transition from supersonic to subsonic flow may occur either continuously or across a surface of discontinuity known as a shock. Because of the changing type of governing equation and the presence of the surfaces of discontinuity, special treatments of the governing equations are needed at shocks to preserve mass conservation and to ensure satisfaction of the governing equation. In the so-called shock-capturing techniques, shocks are captured by smearing the discontinuity over several mesh cells in the computational domain. Most existing conservative schemes conserve mass flux throughout the flowfield, including shock boundaries; however, they also introduce zero-order errors in the approximation to the governing equation. It is shown that the zero-order errors, which do not diminish as the mesh spacing approaches zero, can cause discrepancies in the prediction of shock strength and location. These parameters are extremely sensitive features of transonic inviscid flowfield calculations. It is also shown that the zero-order errors can be avoided by developing higher-order schemes that properly model the governing equation at shocks.
Chen, L. T.↗
Commercial ELV services and the National Aeronautics and Space Administration - Concord or discord?
In implementation of the U.S. policy to foster and encourage the commercial expendable launch vehicle (ELV) industry, tensions have developed between the industry and U.S. Government agencies in two distinct areas: industry use of government facilities and government purchase of commercial ELV services. The reasons for the tensions and discrete legal problems for each area are identified and discussed. Specifically, in the use of government facilities area, issues of insurance and indemnification for third-party liability and government property, concerns over priority and scheduling, and dispute-resolution procedures are discussed. In the area of government purchase of ELV launch services, a comparison is made between a launch service purchase and prior procurement practice. In all areas, the conclusion is reached that while problems still exist, they generally are understood and great progress has been made toward their resolution.
Frankle, Edward A.↗
Networked information: Management issues for the acquisitions librarian
Historically, libraries have been the depositories and public access points to both domestic and international government information. A change in the information seeking behavior of the public is driving a change in government information publishing and dissemination. Patrons who traditionally used libraries for access to printed government information have become familiar and comfortable with the electronic environment. These data users are showing an increased interest in certain types of government information in electronic format, including indexes, numeric files, statistics, and hypertext documents. Government response to increased demand for electronic information has led to a flurry of special initiatives, with the production of information products on diskette, CD-ROM, and dissemination via the Internet. Libraries, and acquisitions units in particular, are being challenged to provide consistent and timely management of the information. The rapidly developing communications infrastructure, which frequently redesigns access to the information environment, poses significant obstacles to, and the tremendous opportunities for, making large bodies of government information available to a broad base of users.
Lawrence, Gregory↗
Transitioning NASA Space Operations to Commercial Services
Major considerations associated with "Transitioning NASA Space Operations to Commercial Services" are presented in viewgraph form. Specific topics include: 1) Government use of commercial frequencies vs. commercial use of commercial frequencies for government use; 2) Commercial use of government frequencies; 3) Government vs commercial: Access techniques, data formats, and modulation and coding; 4) Government need for multiple sources: backup and competition; 5) Government in perceived competition with commercial service providers if TDRSS is used for commercial purposes; and 6) Coordination required among plans for CSOC, NSCP, and satellite industry.
Gilbert, Charlene E.↗
The Wallops Flight Facility Model for an Integrated Federal/Commercial Launch Range
Historically, the federal government has been the predominant purchaser of space launches in the United States. The government met its needs through purchase of hardware and services. It also provided the infrastructure necessary to conduct launch operations through federal launch ranges, both military and NASA. Under this model, the government had the complete ownership, responsibility, liability, and expense for launch activities. As the commercial space sector grew, there emerged a corresponding growth in demand for launch range services. However, the expense and complexity of activities has thus far deterred a rapid rise in the establishment of purely commercial launch sites. In this context, purely commercial is defined as "without benefit of capabilities provided by the federal government." Consistent with the Commercial Space Launch Act, in recent years NASA and the Air Force have supported commercial launches from government launch ranges on a cost-reimbursable, non-interference basis. In this mode the commercial launch service providers contract with the government to provide services including use of facilities, tracking and data services, and range safety. As the commercial market projections began to show significant opportunities for economic development, several states established spaceports to provide the services necessary to meet these projected commercial needs. In 1997, NASA agreed to the establishment of the Virginia Space Flight Center (VSFC) at the Wallops Flight Facility. Under this arrangement, NASA agreed to allow Virginia Commercial Space Flight Authority (VCSFA) to construct facilities on NASA property and agreed to provide services in accordance with the Space Act of 1958 and the Commercial Space Launch Act of 1984 (as amended) to support VSFC launch customers. The relationship between NASA and VCSFA, however, has evolved beyond a customer supplier relationship. A partnership relationship has emerged which pairs the strengths of the established NASA test range and the state-sponsored, commercial launch facility provider, in an attempt to satisfy the needs for flexible, low-cost access to space. Furthermore, the future of the NASA/Wallops Test Range is closely linked with the success of VCSFA in promoting commercial launches from Wallops. This paper will describe the changing paradigm of the federal launch range and the unique aspects of the NASA/Wallops Facility relationship with VCSFA. Discussion will include institutional cost-sharing, business development and marketing, joint educational programs, and strategic planning.
Underwood, Bruce E.↗
Intergovernmental Science/Engr/Tech Advisory Panel (ISETAP): Overview
Major constraints to the utilization of LANDSAT by state governments are identified. Six recommendations are made: (1) commitment by the federal government to assure LANDSAT data continuity and compatibility; (2) federal support of LANDSAT system; (3) federal agency responsibility should be clearly defined; (4) commitment by the federal government to prior consultation with the state in LANDSAT decisions; (5) commitment by the federal government to systematic and ongoing technology transfer programs; and (6) improvement of the data processing and delivery system. The transfer of technology from NOAA to the private sector and its impact on the state governments utilizing LANDSAT are also discussed.
Slosky, L.↗
A comparison of metropolitan and non-metropolitan employment characteristics: Indications of the size of non-metropolitan mobile communication services user classes
The similarities and differences between areas inside and outside U.S. metropolitan areas were evaluated in terms of their commercial/industrial and government employment characteristics. The comparison focuses on the levels, shares, and composition of employment in the commercial/industrial and government sectors that represent potential classes of land mobile communications users. The major findings of the analysis are as follows: (1) non-metropolitan commercial/industrial user classes of land mobile communication services exist in significant numbers; (2) the compositions of non-metropolitan and metropolitan commercial/industrial user classes of land mobile communication services closely resemble each other; (3) non-metropolitan areas have significant levels of the government user classes that represent potential markets for land mobile communication services; and (4) non-metropolitan local governments have a significantly larger proportion of their employment in the primary user classes of private land mobile radio service than do metropolitan local governments.
Wilcox, R. E.↗
NASA/DOD Aerospace Knowledge Diffusion Research Project. Report 13: Source selection and information use by US aerospace engineers and scientists: Results of a telephone survey
A telephone survey of U.S. aerospace engineers and scientists belonging to the Society of Automotive Engineers (SAE) was conducted between December 4, 1991 and January 5, 1992. The survey was undertaken to (1) validate the telephone survey as an appropriate technique for collecting data from U.S. aerospace engineers and scientists; (2) collect information about how the results of NASA/DoD aerospace research are used in the R&D process; (3) identify those selection criteria which affect the use of federally-funded aerospace R&D; and (4) obtain information that could be used to develop a self-administered mail questionnaire for use with the same population. The average rating of importance of U.S. government technical reports was 2.5 (on a 4-point scale); The mean/median number of times U.S. government technical reports were used per 6 months was 8/2. Factors scoring highest for U.S. government technical reports were technical accuracy (2.9), reliable data and technical information (2.8), and contains comprehensive data and information (2.7) on a 4-point system. The factors scoring highest for influencing the use of U.S. government technical reports were relevance (3.1), technical accuracy (3.06), and reliable data/information (3.02). Ease of use, familiarity, technical accuracy, and relevance correlated with use of U.S. government technical reports. Survey demographics, survey questionnaire, and the NASA/DoD Aerospace Knowledge Diffusion Research Project publications list are included.
Pinelli, Thomas E.↗
National Media Laboratory media testing results
The government faces a crisis in data storage, analysis, archive, and communication. The sheer quantity of data being poured into the government systems on a daily basis is overwhelming systems ability to capture, analyze, disseminate, and store critical information. Future systems requirements are even more formidable: with single government platforms having data rate of over 1 Gbit/sec, greater than Terabyte/day storage requirements, and with expected data archive lifetimes of over 10 years. The charter of the National Media Laboratory (NML) is to focus the resources of industry, government, and academia on government needs in the evaluation, development, and field support of advanced recording systems.
Mularie, William↗
Estimating and bidding for the Space Station Processing Facility
This new, unique Cost Engineering Report introduces the 800-page, C-100 government estimate for the Space Station Processing Facility (SSPF) and Volume IV Aerospace Construction Price Book. At the January 23, 1991, bid opening for the SSPF, the government cost estimate was right on target. Metric, Inc., Prime Contractor, low bid was 1.2 percent below the government estimate. This project contains many different and complex systems. Volume IV is a summary of the cost associated with construction, activation and Ground Support Equipment (GSE) design, estimating, fabrication, installation, testing, termination, and verification of this project. Included are 13 reasons the government estimate was so accurate; abstract of bids, for 8 bidders and government estimate with additive alternates, special labor and materials, budget comparison and system summaries; and comments on the energy credit from local electrical utility. This report adds another project to our continuing study of 'How Does the Low Bidder Get Low and Make Money?' which was started in 1967, and first published in the 1973 AACE Transaction with 10 more ways the low bidder got low. The accuracy of this estimate proves the benefits of our Kennedy Space Center (KSC) teamwork efforts and KSC Cost Engineer Tools which are contributing toward our goals of the Space Station.
Brown, Joseph A.↗