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At least 469 records · Page 26
All sourcesNASA NTRSDOE OSTI
NASA NTRS1975

The 4D area navigation system description and flight test results

A 4D area navigation system was designed to guide aircraft along a prespecified flight path (reference path) such that the aircraft would arrive at the approach gate at a time specified by the ATC controller. Key components to achieve this requirement were: (1) stored reference trajectories; (2) a continuously recomputed capture trajectory to a selected waypoint on the reference trajectory so as to achieve the desired time of arrival; (3) electronic situation displays; and (4) a control system to follow the overall trajectory in space and time. The system was implemented in a digital integrated avionics system (STOLAND) installed on a CV-340 airplane. Although the 4D system was designed primarily for automatic operation, it was flight tested in a flight director mode (the pilot follows the flight director commands), because the CV-340 autopilot servos were not tied to the avionics system. The flight test showed that, even in the flight director mode, the pilot did achieve the objectives of path tracking and time of arrival control with only moderate workload. The system also permitted controlled delay of the time of arrival by path stretching, which takes advantage of the continuously changing capture trajectory to predict the time of arrival. Simulations in the automatic and manual modes were used to complement the flight data.

Lee, H. Q.↗
NASA NTRS1981

Aircraft control-display analysis and design using the optimal control model of the human pilot

The use of the optimal control model (OCM) of the human pilot as a design tool is discussed. A novel procedure for the assignment and selection of model parameters in the absence of experimental data is proposed. A technique for partitioning a weakly coupled, multiaxis task into approximate state-uncoupled, single-axis tasks is introduced. The resulting modeling technique is utilized in the design and analysis of an aircraft flight-director system. This flight-director design technique differs from previous related work using the OCM in that considerable effort is devoted to ensuring that the OCM-designed director exhibits the desirable frequency-domain characteristics associated with experimentally verified classical designs (e.g., K/s 'effective vehicle' characteristics, noninteracting controls). The implications of the technique in the design of automatic flight control systems which employ the human pilot as a performance assessor and failure detector are briefly discussed.

Hess, R. A.↗
NASA NTRS1994

A new systems engineering approach to streamlined science and mission operations for the Far Ultraviolet Spectroscopic Explorer (FUSE)

The Mission Operations and Data Systems Directorate (MO&DSD, Code 500), the Space Sciences Directorate (Code 600), and the Flight Projects Directorate (Code 400) have developed a new approach to combine the science and mission operations for the FUSE mission. FUSE, the last of the Delta-class Explorer missions, will obtain high resolution far ultraviolet spectra (910 - 1220 A) of stellar and extragalactic sources to study the evolution of galaxies and conditions in the early universe. FUSE will be launched in 2000 into a 24-hour highly eccentric orbit. Science operations will be conducted in real time for 16-18 hours per day, in a manner similar to the operations performed today for the International Ultraviolet Explorer. In a radical departure from previous missions, the operations concept combines spacecraft and science operations and data processing functions in a single facility to be housed in the Laboratory for Astronomy and Solar Physics (Code 680). A small missions operations team will provide the spacecraft control, telescope operations and data handling functions in a facility designated as the Science and Mission Operations Center (SMOC). This approach will utilize the Transportable Payload Operations Control Center (TPOCC) architecture for both spacecraft and instrument commanding. Other concepts of integrated operations being developed by the Code 500 Renaissance Project will also be employed for the FUSE SMOC. The primary objective of this approach is to reduce development and mission operations costs. The operations concept, integration of mission and science operations, and extensive use of existing hardware and software tools will decrease both development and operations costs extensively. This paper describes the FUSE operations concept, discusses the systems engineering approach used for its development, and the software, hardware and management tools that will make its implementation feasible.

Butler, Madeline J.↗
NASA NTRS1999

Vehicle Engineering Development Activities at the Marshall Space Flight Center

New initiatives in the Space Transportation Directorate at the Marshall Space Flight Center include an emphasis on Vehicle Engineering to enhance the strong commitment to the Directorate's projects in the development of flight hardware and flight demonstrators for the advancement of space transportation technology. This emphasis can be seen in the activities of a newly formed organization in the Transportation Directorate, The Vehicle Subsystems Engineering Group. The functions and type of activities that this group works on are described. The current projects of this group are outlined including a brief description of the status and type of work that the group is performing. A summary section is included to describe future activities.

Fisher, Mark F.↗
NASA NTRS2003

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

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NASA NTRS2003

Software With Strong Ties to Space

TieFlow is a simple but powerful business process improvement solution. It can automate and simplify any generic or industry-specific work process, helping organizations to transform work inefficiencies and internal operations involving people, paper, and procedures into a streamlined, well-organized, electronicbased process. TieFlow increases business productivity by improving process cycle times. The software can expedite generic processes in the areas of product design and development, purchase orders, expense reports, benefits enrollment, budgeting, hiring, and sales. It can also shore up vertical market processes such as claims processing, loan application and processing, health care administration, contract management, and advertising agency traffic. The processes can be easily and rapidly captured in a graphical manner and enforced together with rules pertaining to assignments that need to be performed. Aside from boosting productivity, TieFlow also reduces organizational costs and errors. TieFlow was developed with Small Business Innovation Research (SBIR) assistance from Johnson. The SBIR support entitles all Federal Government agencies to utilize the TieFlow software technology free of charge. Tietronix emphasizes that TieFlow is an outstanding workflow resource that could produce dramatic productivity and cost improvements for all agencies, just as it has done and continues to do for NASA. The Space Agency is currently using the software throughout several mission-critical offices, including the Mission Operations Directorate and the Flight Director s Office, for worldwide participation of authorized users in NASA processes. At the Flight Director s Office, TieFlow allows personnel to electronically submit and review changes to the flight rules carried out during missions.

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NASA NTRS2003

The Laboratory for Terrestrial Physics

The Laboratory for Terrestrial Physics is dedicated to the advancement of knowledge in Earth and planetary science, by conducting innovative research using space technology. The Laboratory's mission and activities support the work and new initiatives at NASA's Goddard Space Flight Center (GSFC). The Laboratory's success contributes to the Earth Science Directorate as a national resource for studies of Earth from Space. The Laboratory is part of the Earth Science Directorate based at the GSFC in Greenbelt, MD. The Directorate itself is comprised of the Global Change Data Center (GCDC), the Space Data and Computing Division (SDCD), and four science Laboratories, including Laboratory for Terrestrial Physics, Laboratory for Atmospheres, and Laboratory for Hydrospheric Processes all in Greenbelt, MD. The fourth research organization, Goddard Institute for Space Studies (GISS), is in New York, NY. Relevant to NASA's Strategic Plan, the Laboratory ensures that all work undertaken and completed is within the vision of GSFC. The philosophy of the Laboratory is to balance the completion of near term goals, while building on the Laboratory's achievements as a foundation for the scientific challenges in the future.

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NASA NTRS2004

A Recipe for Streamlining Mission Management

This paper describes a project's design and implementation for streamlining mission management with knowledge capture processes across multiple organizations of a NASA directorate. Thc project's focus is on standardizing processes and reports; enabling secure information access and case of maintenance; automating and tracking appropriate workflow rules through process mapping; and infusing new technologies. This paper will describe a small team's experiences using XML technologies through an enhanced vendor suite of applications integrated on Windows-based platforms called the Wallops Integrated Scheduling and Document Management System (WISDMS). This paper describes our results using this system in a variety of endeavors, including providing range project scheduling and resource management for a Range and Mission Management Office; implementing an automated Customer Feedback system for a directorate; streamlining mission status reporting across a directorate; and initiating a document management, configuration management and portal access system for a Range Safety Office's programs. The end result is a reduction of the knowledge gap through better integration and distribution of information, improved process performance, automated metric gathering, and quicker identification of problem areas and issues. However, the real proof of the pudding comes through overcoming the user's reluctance to replace familiar, seasoned processes with new technology ingredients blended with automated procedures in an untested recipe. This paper shares some of the team's observations that led to better implementation techniques, as well as an IS0 9001 Best Practices citation. This project has provided a unique opportunity to advance NASA's competency in new technologies, as well as to strategically implement them within an organizational structure, while wetting the appetite for continued improvements in mission management.

Mitchell, Andrew E.↗
NASA NTRS2004

National Aeronautics and Space Administration Exploration Systems Interim Strategy

Contents include the following: 1. The Exploration Systems Mission Directorate within NASA. Enabling the Vision for Space Exploration. The Role of the Directorate. 2. Strategic Context and Approach. Corporate Focus. Focused, Prioritized Requirements. Spiral Transformation. Management Rigor. 3. Achieving Directorate Objectives. Strategy to Task Process. Capability Development. Research and Technology Development. 4. Beyond the Horizon. Appendices.

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NASA NTRS2005

Northeast Regional Planetary Data Center

In 1980, the Northeast Planetary Data Center (NEPDC) was established with Tim Mutch as its Director. The Center was originally located in the Sciences Library due to space limitations but moved to the Lincoln Field Building in 1983 where it could serve the Planetary Group and outside visitors more effectively. In 1984 Dr. Peter Schultz moved to Brown University and became its Director after serving in a similar capacity at the Lunar and Planetary Institute since 1976. Debbie Glavin has served as the Data Center Coordinator since 1982. Initially the NEPDC was build around Tim Mutch's research collection of Lunar Orbiter and Mariner 9 images with only partial sets of Apollo and Viking materials. Its collection was broadened and deepened as the Director (PHS) searched for materials to fill in gaps. Two important acquisitions included the transfer of a Viking collection from a previous PI in Tucson and the donation of surplused lunar materials (Apollo) from the USGS/Menlo Park prior to its building being torn down. Later additions included the pipeline of distributed materials such as the Viking photomosaic series and certain Magellan products. Not all materials sent to Brown, however, found their way to the Data Center, e.g., Voyager prints and negatives. In addition to the NEPDC, the planetary research collection is separately maintained in conjunction with past and ongoing mission activities. These materials (e.g., Viking, Magellan, Galileo, MGS mission products) are housed elsewhere and maintained independently from the NEPDC. They are unavailable to other researchers, educators, and general public. Consequently, the NEPDC represents the only generally accessible reference collection for use by researchers, students, faculty, educators, and general public in the Northeast corridor.

Schultz, Peter H.↗
NASA NTRS2005

California Space Grant Consortium

The organizational and administrative structure of the CaSGC has the Consortium Headquarters Office (Principal Investigator - Dr. John Kosmatka, California Statewide Director - Dr. Michael Wiskerchen) at UC San Diego. Each affiliate member institution has a campus director and an scholarship/fellowship selection committee. Each affiliate campus director also serves on the CaSGC Advisory Council and coordinates CMIS data collection and submission. The CaSGC strives to maintain a balance between expanded affiliate membership and continued high quality in targeted program areas of aerospace research, education, workforce development, and public outreach. Associate members are encouraged to participate on a project-by-project basis that meets the needs of California and the goals and objectives of the CaSGC. Associate members have responsibilities relating only to the CaSGC projects they are directly engaged in. Each year, as part of the CaSGC Improvement Plan, the CaSGC Advisory Council evaluates the performance of the affiliate and associate membership in terms of contributions to the CaSGC Strategic Plan, These CaSGC membership evaluations provide a constructive means for elevating productive members and removing non-performing members. This Program Improvement and Results (PIR) report will document CaSGC program improvement results and impacts that directly respond to the specific needs of California in the area of aerospace-related education and human capital development and the Congressional mandate to "increase the understanding, assessment, development and utilization of space resources by promoting a strong education base, responsive research and training activities, and broad and prompt dissemination of knowledge and technology".

Kosmatka, John↗
NASA NTRS2006

Overview of NASA Langley's Systems Analysis Capabilities

The Systems Analysis and Concepts Directorate (SACD) has been in the systems analysis business line supporting National Aeronautics and Space Administration (NASA) aeronautics, exploration, space operations and science since the 1960 s. Our current organization structure is shown in Figure 1. SACD mission can be summed up in the following statements: 1. We conduct advanced concepts for Agency decision makers and programs. 2. We provide aerospace systems analysis products such as mission architectures, advanced system concepts, system and technology trades, life cycle cost and risk analysis, system integration and pre-decisional sensitive information. 3. Our work enables informed technical, programmatic and budgetary decisions. SACD has a complement of 114 government employees and approximately 50 on-site contractors which is equally split between supporting aeronautics and exploration. SACD strives for technical excellence and creditability of the systems analysis products delivered to its customers. The Directorate office is continuously building market intelligence and working with other NASA centers and external partners to expand our business base. The Branches strive for technical excellence and credibility of our systems analysis products by seeking out existing and new partnerships that are critical for successful systems analysis. The Directorates long term goal is to grow the amount of science systems analysis business base.

Cavanaugh, Stephen↗
NASA NTRS2008

NASA's Ares I and Ares V Launch Vehicles -- Effective Space Operations Through Efficient Ground Operations

The United States (U.S.) plans to return to the Moon by 2020, with the development of a new human-rated space transportation system to replace the Space Shuttle, which is due for retirement in 2010 after it completes its missions of building the International Space Station and servicing the Hubble Space Telescope. Powering the future of space-based scientific exploration will be the Ares I Crew Launch Vehicle, which will transport the Orion Crew Exploration Vehicle to orbit where it will rendezvous with the Lunar Lander. which will be delivered by the Ares V Cargo Launch Vehicle. This new transportation infrastructure, developed by the National Aeronautics and Space Administration (NASA), will allow astronauts to leave low-Earth orbit for extended lunar exploration and preparation for the first footprint on Mars. All space-based operations begin and are controlled from Earth. NASA's philosophy is to deliver safe, reliable, and cost-effective solutions to sustain a multi-billion-dollar program across several decades. Leveraging 50 years of lessons learned, NASA is partnering with private industry, while building on proven hardware experience. This paper will discuss how the Engineering Directorate at NASA's Marshall Space Flight Center is working with the Ares Projects Office to streamline ground operations concepts and reduce costs. Currently, NASA's budget is around $17 billion, which is less than 1 percent of the U.S. Federal budget. Of this amount, NASA invests approximately $4.5 billion each year in Space Shuttle operations, regardless of whether the spacecraft is flying or not. The affordability requirement is for the Ares I to reduce this expense by 50 percent, in order to allow NASA to invest more in space-based scientific operations. Focusing on this metric, the Engineering Directorate provides several solutions-oriented approaches, including Lean/Six Sigma practices and streamlined hardware testing and integration, such as assembling major hardware elements before shipping to the Kennedy Space Center for launch operations. This paper provides top-level details for several cost saving initiatives, including both process and product improvements that will result in space transportation systems that are designed with operations efficiencies in mind. The Engineering Directorate provides both the intellectual capital embodied in an experienced workforce and unique facilities in which to validate the information technology tools that allow a nationwide team to collaboratively connect across miles that separate them and the engineering disciplines that integrate various piece parts into a whole system. As NASA transforms ground-based operations, it also is transitioning its workforce from an era of intense hands-on labor to a new one of mechanized conveniences and robust hardware with simpler interfaces. Ensuring that space exploration is on sound footing requires that operations efficiencies be designed into the transportation system and implemented in the development stage. Applying experience gained through decades of ground and space op'erations, while using value-added processes and modern business and engineering tools, is the philosophy upon which a new era of exploration will be built to solve some of the most pressing exploration challenges today -- namely, safety, reliability, and affordability.

Dumbacher, Daniel L.↗
NASA NTRS2008

Inductive System Monitors Tasks

The Inductive Monitoring System (IMS) software developed at Ames Research Center uses artificial intelligence and data mining techniques to build system-monitoring knowledge bases from archived or simulated sensor data. This information is then used to detect unusual or anomalous behavior that may indicate an impending system failure. Currently helping analyze data from systems that help fly and maintain the space shuttle and the International Space Station (ISS), the IMS has also been employed by data classes are then used to build a monitoring knowledge base. In real time, IMS performs monitoring functions: determining and displaying the degree of deviation from nominal performance. IMS trend analyses can detect conditions that may indicate a failure or required system maintenance. The development of IMS was motivated by the difficulty of producing detailed diagnostic models of some system components due to complexity or unavailability of design information. Successful applications have ranged from real-time monitoring of aircraft engine and control systems to anomaly detection in space shuttle and ISS data. IMS was used on shuttle missions STS-121, STS-115, and STS-116 to search the Wing Leading Edge Impact Detection System (WLEIDS) data for signs of possible damaging impacts during launch. It independently verified findings of the WLEIDS Mission Evaluation Room (MER) analysts and indicated additional points of interest that were subsequently investigated by the MER team. In support of the Exploration Systems Mission Directorate, IMS is being deployed as an anomaly detection tool on ISS mission control consoles in the Johnson Space Center Mission Operations Directorate. IMS has been trained to detect faults in the ISS Control Moment Gyroscope (CMG) systems. In laboratory tests, it has already detected several minor anomalies in real-time CMG data. When tested on archived data, IMS was able to detect precursors of the CMG1 failure nearly 15 hours in advance of the actual failure event. In the Aeronautics Research Mission Directorate, IMS successfully performed real-time engine health analysis. IMS was able to detect simulated failures and actual engine anomalies in an F/A-18 aircraft during the course of 25 test flights. IMS is also being used in colla

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NASA NTRS2008

The International Lunar Network

A new lunar science flight projects line has been introduced within NASA s Science Mission Directorate's (SMDs) proposed 2009 budget, including two new robotic missions designed to accomplish key scientific objectives and, when possible, provide results useful to the Exploration Systems Mission Directorate (ESMD) and the Space Operations Mission Directorate (SOMD) as those organizations grapple with the challenges of returning humans to the Moon. The first mission in this line will be the Lunar Reconnaissance Orbiter, an ESMD mission that will acquire key information for human return to the moon activities, which will transition after one year of operations to the SMD Lunar Science Program for a 2-year nominal science mission. The second mission, the Lunar Atmosphere and Dust Environment Explorer (LADEE) will be launch in 2011 along with the GRAIL Discovery mission to the moon. The third is delivery of two landed payloads as part of the International Lunar Network (ILN). This flight projects line provides a robust robotic lunar science program for the next 8 years and beyond, complements SMD s initiatives to build a robust lunar science community through R&A lines, and increases international participation in NASA s robotic exploration plans. The International Lunar Network is envisioned as a global lunar geophysical network, which fulfills many of the stated recommendations of the recent National Research Council report on The Scientific Context for Exploration of the Moon [2], but is difficult for any single space agency to accomplish on its own. The ILN would provide the necessary global coverage by involving US and international landed missions as individual nodes working together. Ultimately, this network could comprise 8-10 or more nodes operating simultaneously, while minimizing the required contribution from each space agency. Indian, Russian, Japanese, and British landed missions are currently being formulated and SMD is actively seeking partnership with these and other space agencies to establish the ILN.

Cohen, Barbara A.↗
NASA NTRS2009

Space Studies Board Annual Report, 2009

The year 2009 was one of transition for the nation, for NASA, and for the Space Studies Board (SSB). The nation pulled back from 2008's economic precipice, but did not return to the path of economic growth that it had been on. The United States inaugurated a new president who set out to build his administration. By mid-year President Obama had announced the appointment of Charlie Bolden as NASA administrator, and Lori Garver as deputy administrator. The president and Charlie Bolden jointly appointed an independent commission, the now well-known Augustine Commission, to provide guidance on the future of NASA's human spaceflight program. Many had known for quite a while that NASA's human spaceflight program faced a profound change at the time of the retirement of the space shuttle. This year was also a year of transition for the SSB. In 2009, Marcia Smith stepped down as staff director for both SSB and ASEB, and Dick Rowberg had a very good turn at the plate as a pinch-hitter. We are deeply indebted to both of them. We are pleased that, after a successful run as study director for Astro2010, Michael Moloney is now director of SSB and ASEB. The profound work begun in 2009 on the decadal surveys will only see the light of day later as they are released and the scientific work begins. The SSB will have much to report for 2010.

National Aeronautics and Space Administration(NASA↗
NASA NTRS2011

Software Development Standard Processes (SDSP)

A JPL-created set of standard processes is to be used throughout the lifecycle of software development. These SDSPs cover a range of activities, from management and engineering activities, to assurance and support activities. These processes must be applied to software tasks per a prescribed set of procedures. JPL s Software Quality Improvement Project is currently working at the behest of the JPL Software Process Owner to ensure that all applicable software tasks follow these procedures. The SDSPs are captured as a set of 22 standards in JPL s software process domain. They were developed in-house at JPL by a number of Subject Matter Experts (SMEs) residing primarily within the Engineering and Science Directorate, but also from the Business Operations Directorate and Safety and Mission Success Directorate. These practices include not only currently performed best practices, but also JPL-desired future practices in key thrust areas like software architecting and software reuse analysis. Additionally, these SDSPs conform to many standards and requirements to which JPL projects are beholden.

Lavin, Milton L.↗
NASA NTRS2012

Leveraging Independent Management and Chief Engineer Hierarchy: Vertically and Horizontally-Derived Technical Authority Value

In the development of complex spacecraft missions, project management authority is usually extended hierarchically from NASA's highest agency levels down to the implementing institution's project team level, through both the center and the program. In parallel with management authority, NASA utilizes a complementary, but independent, hierarchy of technical authority (TA) that extends from the agency level to the project, again, through both the center and the program. The chief engineers (CEs) who serve in this technical authority capacity oversee and report on the technical status and ensure sound engineering practices, controls, and management of the projects and programs. At the lowest level, implementing institutions assign project CEs to technically engage projects, lead development teams, and ensure sound technical principles, processes, and issue resolution. At the middle level, programs and centers independently use CEs to ensure the technical success of their projects and programs. At the agency level, NASA's mission directorate CEs maintain technical cognizance over every program and project in their directorate and advise directorate management on the technical, cost, schedule, and programmatic health of each. As part of this vertically-extended CE team, a program level CE manages a continually varying balance between penetration depth and breadth across his or her assigned missions. Teamwork issues and information integration become critical for management at all levels to ensure value-added use of both the synergy available between CEs at the various agency levels, and the independence of the technical authority at each organization.

Barley, Bryan↗