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NASA NTRSDate not supplied

Results from NASA Agile Teams Study

In order to meet the demands of the current global economy, a study of agile teams at NASA was conducted by the NASA Engineering and Safety Center (NESC) to explore how the Agency can become more adaptable and flexible due to several influences, including the maturity and availability of digital tools and NASA’s increased reliance on commercial providers. NESC Technical Discipline Teams (TDTs) perform annual studies to understand the needs of their stakeholders, establish a state of the discipline, and inform strategic planning efforts. As part of the 2022 interview series, the Systems Engineering TDT utilized the dissertation work of Dr. Jackelynne Silva-Martinez that focused on NASA agile teams. The Systems Engineering TDT partnered with the Software and Human Factors TDTs on the formulation of interview questions and subsequent solicitation of customer inputs, which helped attract diverse agile teams across the Agency. 34 participants were interviewed, including civil servants and contractors, with open-ended questions related to their teams’ adoption and transition to agile. Participants were also questioned about their perceptions of the implementation of agile approaches across the Agency. Results showed a consistent framing of agile as incremental knowledge growth, a way of showing progress, and as the incorporation of frequent customer feedback. However, participants emphasized a lack of a common understanding of agile across the Agency, which sometimes caused managers and engineers to be reluctant to accept and support them. Results also showed the most successful agile teams had formal training with over five years of agile experience, used retrospectives, and tailored their agile processes for their specific situation and needs. This paper provides details of the interview responses gathered in the study and suggests actions for NASA to become more agile.

NASA↗
NASA NTRSDate not supplied

Pathways to International Coordination in Space Weather

The United Nations Committee for the Peaceful Uses of Outer Space(UN-COPUOS) in its 2022 Space Weather Expert Group report, called upon the World Meteorological Organization (WMO), the InternationalSpace Environment Service (ISES) and the Committee on Space Research (COSPAR) to take a leadership role in improving the global coordination of space weather activities in consultation and collaboration with other relevant actors and international organizations. The three organizations have established a framework for trusting partnership while minimizing duplication of efforts and have agreed on three distinct domains in which the particular expertise and strengths of each of the three were identified: Research and Development (COSPAR), Facilitating Integration (WMO), andServices (ISES). The next stage in building a pathway to improved coordination is to lay the same foundation with other relevant organizations and actors engaged in space weather. We will present outcomes of the first International Space Weather Coordination Forum intending to shape the future of international collaboration on space weather with the ultimate aim of increasing the community’s ability to mitigate space environment threats. We will discuss approaches to alignments of bottom-up initiatives and community-driven roadmaps with national/regional strategic planning activities and funding programs. We will also review opportunities for taking advantage ofInternational Space Weather Action Teams (ISWAT) for planning pilot projects to demonstrate the value of collaboration and coordination.

Maria M Kuznetsova↗
NASA NTRSDate not supplied

Design, Analysis, Testing, and Flight Activities for A Green Propulsion Dual Mode (Gpdm) Technology Demonstration Mission

NASA’s Strategic Plan (2022) outlines specific technology development objectives which direct the Agency to “innovate and advance transformational space technologies.” An example of these potentially high-impact space technologies is the low-toxicity or “green” rocket propellant known as ASCENT (or Advanced Spacecraft Energetic Non-Toxic Propellant). Developed in the 2010’s by the Air Force Research Lab (AFRL), ASCENT (formerly AF-315E) has shown improved specific impulse density (50% higher) vs. hydrazine in addition to its favorable in-space storability and ease of handling capability. The chemical propulsion capability of ASCENT has been demonstrated on several missions including the Green Propulsion Infusion Mission (GPIM) in 2019 and most recently, the Lunar Flashlight mission. ASCENT is an ionic liquid, which lends itself as both a chemical and an electrospray propellant. The capability to use the same propellants in multiple modes using the same propellant tank and feed system has yet to be demonstrated in orbit. This capability, if proven successful has the potential to reduce system weight and complexity, while taking advantage of both high thrust and high propellant efficiency in electrospray mode. The GPDM Project, managed by the Marshall Space Flight Center is seeking to develop a dual-mode propulsion system as the payload on a small spacecraft (6U CubeSat) and subsequent in-space demonstration. This paper will summarize the concept, ground testing as well as mission operations plan for demonstrating green “dual-mode” propulsion.

Nehemiah J. Williams↗
NASA NTRS2024

Cape Hatteras Ecological Conservation: Delineating Shoreline and Mapping Change Along the Cape Hatteras National Seashore for Coastline Management and Transportation Corridor Adaptation Strategies

The National Park Service at Cape Hatteras National Seashore works to protect North Carolina’s Outer Banks where frequent storms bring heavy winds and flooding, leading to overwash events on the main highway, North Carolina Highway 12. Shorelines are susceptible to erosion directly affecting transportation and housing infrastructures. Storm events can disrupt transportation on NC-12 and ferry service from Ocracoke Island to Hatteras Island, leaving inhabitants stranded on Ocracoke Island for indefinite amounts of time. The National Park Service’s current decision-making practices involve mitigating infrastructure damage by enlisting the help of North Carolina’s Department of Transportation and finding ways to relocate this infrastructure, as well as dredging and sediment placement that support beach nourishment efforts. Our NASA DEVELOP team partnered with the National Park Service to explore the use of optical data to delineate shoreline and map coastline change from 2014 to 2024. We used Earth observations collected by Landsat 8 Operational Land Imager, Landsat 9 Operational Land Imager-2, and Sentinel-2 MultiSpectral instrument to support decision-making related to prioritizing strategic planning for transportation corridor adaptations including potential relocation of infrastructure, and beach nourishment efforts. We derived coastline maps by consolidating images from each year to create composite images for winter and summer coastline seasonal oscillation patterns. The results highlight shoreline loss over the ~10-year study period, and the difference in shoreline inundation in the winter and summer seasons. These observations create a better understanding of successful mitigation efforts and allow the National Park Service to continue to focus on plans for infrastructure updates.

Ella Haugen↗
NASA NTRSDate not supplied

Lunar Rescue Workshop Intenational Space University SSP24

Presentation package for a workshop to consider strategic planning perspectives to posture humanity to be able to support rescue scenarios on the lunar surface when there are multiple outpost presences established

Artemis↗
NASA NTRSDate not supplied

Analysis and Prediction of VFR Vs IFR Traffic Behavior to Support Uncrewed Aircraft Flight Operations at Regional Airports

Uncrewed Aircraft flight operations at a regional airport will be affected by the uncertainty in the Visual Flight Rules traffic around. This paper analyzes Visual Flight Rules traffic behavior, compares it with Instrument Flight Rules traffic and develops traffic prediction methods to support uncrewed aircraft flight operations. The spatio-temporal distribution of traffic operating under Visual Flight Rules and Instrument Flight Rules was analyzed from one month of historical track data around Fort Worth Alliance airport as a representative regional airport. The traffic behavior was visualized as occupancy maps generated at different altitudes. The Instrument Flight Rules traffic was concentrated in fewer regions of the airspace along structured routes where the risk of interacting with one or more flights reached close to fifty percent in some areas. Visual Flight Rules traffic was spread over more regions, mostly segregated from the Instrument Flight Rules regions, and the risk of interaction was lower reaching up to twenty-five percent on average over the month in some regions. The interaction risk was predicted using predictive occupancy maps over multiple time horizons and conditioned on time and partial observation of traffic in the vicinity. The month-to-month predictability of Visual Flight Rules risk was lower than that of the Instrument Flight Rules traffic, consistently over all the conditions analyzed. However, the prediction and its accuracy were demonstrated to be sensitive to the conditions used. The predictive models generated can be used to support both strategic planning and in-flight decision-making by uncrewed aircraft during flight operations while maintaining an acceptable risk of interacting with other traffic.

VFR↗
NASA NTRSDate not supplied

Analysis and Prediction of VFR Vs IFR Traffic Behavior to Support Uncrewed Aircraft Flight Operations at Regional Airports

Uncrewed Aircraft flight operations at a regional airport will be affected by the uncertainty in the Visual Flight Rules traffic around. This paper analyzes Visual Flight Rules traffic behavior, compares it with Instrument Flight Rules traffic and develops traffic prediction methods to support uncrewed aircraft flight operations. The spatio-temporal distribution of traffic operating under Visual Flight Rules and Instrument Flight Rules was analyzed from one month of historical track data around Fort Worth Alliance airport as a representative regional airport. The traffic behavior was visualized as occupancy maps generated at different altitudes. The Instrument Flight Rules traffic was concentrated in fewer regions of the airspace along structured routes where the risk of interacting with one or more flights reached close to fifty percent in some areas. Visual Flight Rules traffic was spread over more regions, mostly segregated from the Instrument Flight Rules regions, and the risk of interaction was lower reaching up to twenty-five percent on average over the month in some regions. The interaction risk was predicted using predictive occupancy maps over multiple time horizons and conditioned on time and partial observation of traffic in the vicinity. The month-to-month predictability of Visual Flight Rules risk was lower than that of the Instrument Flight Rules traffic, consistently over all the conditions analyzed. However, the prediction and its accuracy were demonstrated to be sensitive to the conditions used. The predictive models generated can be used to support both strategic planning and in-flight decision-making by uncrewed aircraft during flight operations while maintaining an acceptable risk of interacting with other traffic.

VFR↗
NASA NTRS2024

NASA Agile Community of Practice

This 2023-2024 report provides a comprehensive summary of the products and activities executed by the NASA Agile Community of Practice over its first year from being formally stood up. The report highlights the community's ongoing efforts to advance Agile values and principles, improve practices, and foster innovation within teams across NASA centers. The report delves into key initiatives, including the development of a strategic plan, executive summary, and best practice guidelines; as well as the facilitation of knowledge-sharing events such as webinars with internal and external speakers, workshops, and technical interchange meeting.

Agile↗
NASA NTRSDate not supplied

NASA Sensors and Instrumentation: Driving Technologies to Enable an Innovative and Prosperous Future

The NASA Engineering and Safety Center (NESC) stems from the NASA Office of the Chief Engineer and is dedicated to conducting discipline specific gap analyses to identify areas for strategic investment; leading in-depth investigations of the state of the discipline and providing recommendations to senior NASA management on investment, divestment, and consolidation; and providing input to strategic planning and roadmap activities for 20 distinct disciplines, including Sensors and Instrumentation. The Sensors and Instrumentation discipline, which includes optics and photonics, is critical to ensuring the health and safety of NASA’s missions, as well as providing innovative solutions that enable future discovery.

Sensors↗
NASA NTRSDate not supplied

Managing Current Earth Observation Needs through User-Driven Implementation of Upcoming Satellite Needs Working Group (SNWG) Solutions

Since 2016, the Satellite Needs Working Group (SNWG), an initiative of the U.S. Group on Earth Observations (USGEO), has surveyed federal agencies every two years to identify their satellite earth observation needs. For each expressed need, NASA-led assessment teams coordinate with responding agencies to devise remote sensing solutions that benefit multiple partners and span across a number of thematic areas including, but not limited to, Atmospheric Composition, Carbon Cycle and Ecosystems, Earth Surface and Interior, and Oceans and Cryosphere. Solutions can comprise existing or modified data products as well as the construction of new data products and technologies: since 2016, a multitude of SNWG activities have been theorized and developed, reaching a wide range of users in the science community. Due to an increase in survey responses in 2020 and to assure solution delivery to users within five years of budget appropriations, the SNWG Management Office was established to oversee the assessment of agency needs and the implementation and operations of solution development. The SNWG MO’s unique implementation strategy creates multiple touchpoints with agencies during solution development helping fulfill Earth Science to Action priorities (the 2024 NASA Earth Science Division strategic plan) and ensuring solutions are accessible, usable, and support decision-making for their intended audience. This presentation will outline the ways in which SNWG supports complementary goals of the Decadal Survey, with specific attention on the SNWG MO’s renewed user-centric implementation strategy for upcoming SNWG solutions.

Jenny Wood↗
NASA NTRS2003

The NASA Materials Science Research Program - It's New Strategic Goals and Plans

In 2001, the NASA created a separate science enterprise, the Office of Biological and Physical Research (OBPR), to perform strategical and fundamental research bringing together physics, chemistry, biology, and engineering to solve problems needed for future agency mission goals. The Materials Science Program is one of basic research disciplines within this new Enterprise's Division of Physical Sciences Research. The Materials Science Program participates to utilize effective use of International Space Station (ISS) experimental facilities, target new scientific and technology questions, and transfer results for Earth benefits. The program has recently pursued new investigative research in areas necessary to expand NASA knowledge base for exploration of the universe, some of which will need access to the microgravity of space. The program has a wide variety of traditional ground and flight based research related types of basic science related to materials crystallization, fundamental processing, and properties characterization in order to obtain basic understanding of various phenomena effects and relationships to the structures, processing, and properties of materials. A summary of the types and sources for this research is presented and those experiments planned for the space. Areas to help expand the science basis for NASA future missions are described. An overview of the program is given including the scope of the current and future NASA Research Announcements with emphasis on new materials science initiatives. A description of the planned flight experiments to be conducted on the International Space Station program along with the planned facility class Materials Science Research Rack (MSRR) and Microgravity Glovebox (MSG) type investigations.

Schlagheck, Ronald A.↗
NASA NTRS1979

The requirements and feasibility of business planning in the office of space and terrestrial applications

The feasibility of applying strategic business planning techniques which are developed and used in the private sector to the planning of certain projects within the NASA Office of Space and Terrestrial Applications was assessed. The methods of strategic business planning that are currently in use in the private sector are examined. The typical contents of a private sector strategic business plan and the techniques commonly used to develop the contents of the plan are described, along with modifications needed to apply these concepts to public sector projects. The current long-range planning process in the Office of Space and Terrestrial Applications is reviewed and program initiatives that might be candidates for the use of strategic business planning techniques are identified. In order to more fully illustrate the information requirements of a strategic business plan for a NASA program, a sample business plan is prepared for a hypothetical Operational Earth Resources Satellite program.

Greenberg, J. S.↗
NASA NTRS2008

An Overview of the Hurricane Imaging Radiometer (HIRAD)

Accurate observations of ocean surface vector winds (OSVW) with high spatial and temporal resolution are critically important to improve both our understanding and predictability of tropical cyclones. As the successful NASA QuikSCAT satellite continues to age beyond its planned life span, many members of the tropical cyclone research and operational community recognize the need to develop new observational technologies and strategies to meet the essential need for OSVW information. This concern has been expressed in both the "Earth Science and Applications from Space: National Imperatives for the Next Decade and Beyond" developed by the National Research Council Committee on Earth Science and Applications from Space and the "Interagency Strategic Research Plan for Tropical Cyclone The Way Ahead" developed by the Joint Action Group for Tropical Cyclone Research (JAG-TCR) sponsored by the Office of the Federal Coordinator for Meteorology. One innovative technology development which offers the potential for new, unique remotely sensed observations of tropical cyclone OSVW and precipitation is the Hurricane Imaging Radiometer (HIRAD). This new instrument is passive microwave synthetic thinned aperture radiometer under development at the NASA Marshall Space Flight Center that will operate at the C-Band frequencies of 4, 5, 6, and 7 GHz. These frequencies have been successfully demonstrated by the NOAA nadir-staring Stepped Frequency Microwave Radiometer (SFMR) as useful for monitoring tropical cyclone ocean surface wind speeds and rain rates from low altitude reconnaissance aircraft. The HIRAD design incorporates a unique antenna design as well as several technologies that have been successfully demonstrated by the University of Michigan Lightweight Rain Radiometer sponsored by NASA Earth Science Technology Office Instrument Incubator Program. HIRAD will be a compact, lightweight, low-power instrument with no moving parts that will produce imagery of ocean wind surface wind parameters and rain rate during the strong wind and heavy rain hurricane conditions that hamper the observational capabilities of higher frequency passive microwave radiometers or scatterometers. It will also produce imagery of sea surface temperature under cloudy and lightly precipitating skies eliminating the need for additional thermal infrared imagers. The strategic plan for HIRAD includes a roadmap for ocean surface wind speed and OSVW technology development using flight demonstrations on piloted aircraft, uninhabited aerial vehicle systems, and satellite platforms. The roadmap will include exit opportunities for technology transfer from research to operations based on satisfactory demonstrations. The first aircraft version of HIRAD will be singular polarization sensor designed to observe ocean surface wind speed and rainfall. The second aircraft version of HIRAD will be dual polarization sensor designed to observe OSVW as a prototype for a future satellite sensor.

Source record↗
NASA NTRS2008

Safer Systems: A NextGen Aviation Safety Strategic Goal

The Joint Planning and Development Office (JPDO), is charged by Congress with developing the concepts and plans for the Next Generation Air Transportation System (NextGen). The National Aviation Safety Strategic Plan (NASSP), developed by the Safety Working Group of the JPDO, focuses on establishing the goals, objectives, and strategies needed to realize the safety objectives of the NextGen Integrated Plan. The three goal areas of the NASSP are Safer Practices, Safer Systems, and Safer Worldwide. Safer Practices emphasizes an integrated, systematic approach to safety risk management through implementation of formalized Safety Management Systems (SMS) that incorporate safety data analysis processes, and the enhancement of methods for ensuring safety is an inherent characteristic of NextGen. Safer Systems emphasizes implementation of safety-enhancing technologies, which will improve safety for human-centered interfaces and enhance the safety of airborne and ground-based systems. Safer Worldwide encourages coordinating the adoption of the safer practices and safer systems technologies, policies and procedures worldwide, such that the maximum level of safety is achieved across air transportation system boundaries. This paper introduces the NASSP and its development, and focuses on the Safer Systems elements of the NASSP, which incorporates three objectives for NextGen systems: 1) provide risk reducing system interfaces, 2) provide safety enhancements for airborne systems, and 3) provide safety enhancements for ground-based systems. The goal of this paper is to expose avionics and air traffic management system developers to NASSP objectives and Safer Systems strategies.

Darr, Stephen T.↗
NASA NTRS2020

Neighbors on the Red Planet: Mars Science Laboratory Relay Coordination Post InSight Arrival

The Mars Science Laboratory (MSL) strategic communications planning toolset selects orbiter relay opportunities that the rover will use for transmitting data back to Earth. The toolset was extensively reworked in preparation for the Interior Exploration using Seismic Investigations, Geodesy and Heat Transport's (InSight) arrival at Mars in November 2018 and the regular use of Mars Atmosphere and Volatile Evolution (MAVEN) and Trace Gas Orbiter (TGO) orbiters as relay assets in addition to Mars Reconnaissance Orbiter (MRO) and 2001 Mars Odyssey (ODY). Overflight selection criteria was automated in the new toolset to take into account overflight deconfliction and down-selection as well as tactical timeline planning impacts and total data return. This was done while remaining flexible and configurable for changing mission priorities. As the Curiosity rover ages, the MSL planning team must overcome issues such as reduced budgets, memory bank anomalies, and reduced power availability. These are some examples of factors that affect the strategic communications planning toolset. In addition to adapting to evolving internal mission needs, the toolset must also be flexible to changes in the relay planning interface with other landers. The concept of shared relay or “split passes” was introduced when InSight began operating on Mars just 600 kilometers away and at the same longitude as MSL. This proximity meant that orbiters could now communicate with two landers during the same relay session. Over time, this new operational use-case became common practice as InSight and MSL settled into relay planning negotiations. Today, many TGO relay sessions are shared between MSL and InSight. As more orbiters pursue integrating this capability into nominal relay operations, and more landers arrive on Mars, the strategic communications process and toolsets increases in complexity. Development of a single tool that schedules relay sessions for all orbiters and landers simultaneously may become necessary as the number of Martian spacecraft increases. Examples of how toolset selection criteria and capabilities have helped or hindered MSL planning will be presented. Ongoing improvements to MSL toolsets and processes, as well as to shared relay tools such as Mars Relay Operations Service (MaROS) and General Telecom Predictor (GTP) are also discussed in this paper. Examples of how toolset selection criteria and capabilities have helped or hindered MSL planning will be presented. Ongoing improvements to MSL toolsets and processes, as well as to shared relay tools such as Mars Relay Operations Service (MaROS) and General Telecom Predictor (GTP) are also discussed in this paper.

Vandermey, Nancy↗
NASA NTRS2015

Technology Alignment and Portfolio Prioritization (TAPP): Advanced Methods in Strategic Analysis, Technology Forecasting and Long Term Planning for Human Exploration and Operations, Advanced Exploration Systems and Advanced Concepts

The Advanced Concepts Office (ACO) at NASA, Marshall Space Flight Center is expanding its current technology assessment methodologies. ACO is developing a framework called TAPP that uses a variety of methods, such as association mining and rule learning from data mining, structure development using a Technological Innovation System (TIS), and social network modeling to measure structural relationships. The role of ACO is to 1) produce a broad spectrum of ideas and alternatives for a variety of NASA's missions, 2) determine mission architecture feasibility and appropriateness to NASA's strategic plans, and 3) define a project in enough detail to establish an initial baseline capable of meeting mission objectives ACO's role supports the decision­-making process associated with the maturation of concepts for traveling through, living in, and understanding space. ACO performs concept studies and technology assessments to determine the degree of alignment between mission objectives and new technologies. The first step in technology assessment is to identify the current technology maturity in terms of a technology readiness level (TRL). The second step is to determine the difficulty associated with advancing a technology from one state to the next state. NASA has used TRLs since 1970 and ACO formalized them in 1995. The DoD, ESA, Oil & Gas, and DoE have adopted TRLs as a means to assess technology maturity. However, "with the emergence of more complex systems and system of systems, it has been increasingly recognized that TRL assessments have limitations, especially when considering [the] integration of complex systems." When performing the second step in a technology assessment, NASA requires that an Advancement Degree of Difficulty (AD2) method be utilized. NASA has used and developed or used a variety of methods to perform this step: Expert Opinion or Delphi Approach, Value Engineering or Value Stream, Analytical Hierarchy Process (AHP), Technique for the Order of Prioritization by Similarity to Ideal Solution (TOPSIS), and other multi­‐criteria decision-making methods. These methods can be labor-intensive, often contain cognitive or parochial bias, and do not consider the competing prioritization between mission architectures. Strategic Decision-Making (SDM) processes cannot be properly understood unless the context of the technology is understood. This makes assessing technological change particularly challenging due to the relationships "between incumbent technology and the incumbent (innovation) system in relation to the emerging technology and the emerging innovation system." The central idea in technology dynamics is to consider all activities that contribute to the development, diffusion, and use of innovations as system functions. Bergek defines system functions within a TIS to address what is actually happening and has a direct influence on the ultimate performance of the system and technology development. ACO uses similar metrics and is expanding these metrics to account for the structure and context of the technology. At NASA technology and strategy is strongly interrelated. NASA's Strategic Space Technology Investment Plan (SSTIP) prioritizes those technologies essential to the pursuit of NASA's missions and national interests. The SSTIP is strongly coupled with NASA's Technology Roadmaps to provide investment guidance during the next four years, within a twenty-year horizon. This paper discusses the methods ACO is currently developing to better perform technology assessments while taking into consideration Strategic Alignment, Technology Forecasting, and Long Term Planning.

Funaro, Gregory V.↗
NASA NTRS2013

Kennedy Space Center Spaceport Analysis

Until the Shuttle Atlantis' final landing on July 21, 2011, Kennedy Space Center (KSC) served as NASA's main spaceport, which is a launch and landing facility for rockets and spacecraft that are attempting to enter orbit. Many of the facilities at KSC were created to assist the Shuttle Program. One of the most important and used facilities is the Shuttle Landing Facility (SLF), This was the main landing area for the return of the shuttle after her mission in space. · However, the SLF has also been used for a number of other projects including straight-line testing by Gibbs Racing, weather data collection by NOAA, and an airfield for the KSC helicopters. This runway is three miles long with control tower at midfield and a fire department located at the end in care of an emergency. This facility, which was part of the great space race, will continue to be used for historical events as Kennedy begins to commercialize its facilities. KSC continues to be an important spaceport to the government, and it will transform into an important spaceport for the commercial industry as well. During my internship at KSC's Center Planning and Development Directorate, I had the opportunity to be a part of the negotiation team working on the agreement for Space Florida to control the Shuttle Landing Facility. This gave me the opportunity to learn about all the changes that are occurring here at Kennedy Space Center. Through various meetings, I discovered the Master Plan and its focus is to transform the existing facilities that were primarily used for the Shuttle Program, to support government operations and commercial flights in the future. This. idea is also in a new strategic business plan and completion of a space industry market analysis. All of these different documentations were brought to my attention and I. saw how they came together in the discussions of transitioning the SLF to a commercial operator, Space Florida. After attending meetings and partaking in discussions for the SLF Agreement, I formed the idea of a Spaceport Analysis as my over internship project. As previously stated, I had the opportunity to sit in on the market analysis meetings and read through the analysis itself. I suggested the creation of a Strengths Weaknesses Opportunities Threats (SWOT) analysis, which allows an individual to see an overview of the company's strengths and weaknesses alongside any industry opportunities and threats. After discussions with the lead writer of the new strategic business plan and getting approval, I took the action upon myself and created the Kennedy Space Center SWOT Analysis.

Wary, Samantha A.↗
NASA NTRS2010

Adaptive Planning: Understanding Organizational Workload to Capability/ Capacity through Modeling and Simulation

In August 2003, the Secretary of Defense (SECDEF) established the Adaptive Planning (AP) initiative [1] with an objective of reducing the time necessary to develop and revise Combatant Commander (COCOM) contingency plans and increase SECDEF plan visibility. In addition to reducing the traditional plan development timeline from twenty-four months to less than twelve months (with a goal of six months)[2], AP increased plan visibility to Department of Defense (DoD) leadership through In-Progress Reviews (IPRs). The IPR process, as well as the increased number of campaign and contingency plans COCOMs had to develop, increased the workload while the number of planners remained fixed. Several efforts from collaborative planning tools to streamlined processes were initiated to compensate for the increased workload enabling COCOMS to better meet shorter planning timelines. This paper examines the Joint Strategic Capabilities Plan (JSCP) directed contingency planning and staffing requirements assigned to a combatant commander staff through the lens of modeling and simulation. The dynamics of developing a COCOM plan are captured with an ExtendSim [3] simulation. The resulting analysis provides a quantifiable means by which to measure a combatant commander staffs workload associated with development and staffing JSCP [4] directed contingency plans with COCOM capability/capacity. Modeling and simulation bring significant opportunities in measuring the sensitivity of key variables in the assessment of workload to capability/capacity analysis. Gaining an understanding of the relationship between plan complexity, number of plans, planning processes, and number of planners with time required for plan development provides valuable information to DoD leadership. Through modeling and simulation AP leadership can gain greater insight in making key decisions on knowing where to best allocate scarce resources in an effort to meet DoD planning objectives.

Hase, Chris↗