Project development plan for launch instrumentation
Launch instrumentation development plan - instrumentation systems and services, reliability and quality assurance, procurement, funding, manpower, and management plan
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Launch instrumentation development plan - instrumentation systems and services, reliability and quality assurance, procurement, funding, manpower, and management plan
Manpower resources and costs for multistage, multipurpose large launch vehicles
The evolution of the Kennedy Space Center as the launch organization for Apollo/ Saturn V involved the concurrent solution of numerous complex problems. A significant increase in manpower was involved. Large and complex checkout and launch facilities were to be designed and constructed. Expansion of operational capabilities required the establishment and integration of a Government-Contractor operational team. From an initial cadre of approximately 200 civil service personnel of the Army Ballistic Missile Agency, transferred to NASA in 1960 following its establishment, expansion to the present civil service level of 2,900 occurred in the last seven years. Established within NASA as a directorate of the Marshall Space Flight Center, KSC achieved center status in 1962. With its designation as a Center, KSC accomplished the development and staffing of an organization that could perform procurement, resources, financial, and other management requirements formerly provided by the parent organization. In addition to continuing launch operations for established programs, KSC undertook the design and construction of large, new, and unique launch facilities for Apollo/Saturn V. With the expansion of the civil service work force, KSC integrated contractor organizations employing 23,000 personnel at the Center to perform specific operational and support missions under the technical supervision and observation of the Government team. The management techniques, organizational concepts, and continuing efforts utilized to meet the Apollo goals and challenges are discussed in this document.
Model serves as graphic tool for estimating complete product objectives from limited input information, and is applied to cost estimations, product-quality evaluations, and effectiveness measurements for manpower resources allocation. Six product quality levels are defined.
Lunar base equipment, experiments, requirements, navigation, manpower, and tradeoffs
The Phase C/D definition of the Modular Space Station has been developed. The modular approach selected during the option period was evaluated, requirements were defined, and program definition and preliminary design were accomplished. The Space Station Project is covered in depth, the research applications module is limited to a project-level definition, and the shuttle operations are included for interface requirements identification, scheduling, and costing. Discussed in detail are: (1) baseline program and project descriptions; (2) phase project planning; (3) modular space station program schedule; (4) program management plan; (5) operations; (6) facilities; (7) logistics; and (8) manpower.
Work performed prior to concept selection, concept evaluation, and the preliminary design are summarized. The initial work included selection of the requirements and guidelines used to formulate concepts; analysis to determine detailed requirements for reach, velocity, torque, etc.; formulation of the alternative concepts; the evaluation and ranking of the concepts; and the selection of a concept. The man-in-the-loop simulation performed with a six degree of freedom moving base simulator and a three degree of freedom manipulator arm are described. The analysis and tradeoffs of those design parameters which are the key to the preliminary design are described. Estimates for a future development program are presented, including a schedule and manpower breakdown and cost estimate. The system design parameters, with a weight and power breakdown are summarized.
The project is defined for design, development, fabrication, test, and pre-mission and mission operations of a shuttle-launched modular space station. The project management approach is described in terms of organization, management requirements, work breakdown structure, schedule, time-phased logic, implementation plans, manpower, and funding. The programmatic and technical problems are identified.
Progress in physics and its subfields is presented and the contribution of physics is related to progress in other scientific disciplines and the manner in which these have been utilized by our civilization. The future course of endeavor in the various subfields of physics and the extent to which these will require resources of manpower, facilities, and funding are discussed. The rational responses of the total research effort in physics to alternative funding levels are assayed.
A modular instrument system is being developed to handle the many data channels encountered in turbojet engine testing. Each module contains a group of transducers and all the signal conditioning multiplexing, and digitizing electronics necessary for direct interface with a digital computer. The digital interface within each module is the same for all modules; in addition, each module provides a controlled environment for its contents. A minicomputer in the control room gathers the data, performs on-line calculation and display, and interfaces with a shared recording and computing system. The advantages of this system are: (1) reduced manpower for system installation, setup, and checkout; (2) standardized equipment interfaces; (3) increased reliability through automatic system testing and minimization of manual adjustments; and (4) reduced cost through minimization of wiring and simplification of control room display.
In the summer of 1969, a deep submersible drifted for 30 days below the surface of the Gulf Stream, while operated by a six man crew. The main purpose of the mission was oceanographic research. The crew's activities and completely self-contained environment resembled those of a space station such as Skylab. Because of these similarities aspects of onboard vehicle maintenance during the actual conduct of a scientific mission were investigated. The maintainability study was accomplished in six distinct phases. Two useful plots of manpower distribution were developed. A maintenance action summary is presented in a table.
Industrial health measures to ensure worker productivity constitute physical examinations as well as environmental control systems. Considered are automatic record keeping facilities for case histories, preventive medical and mental counselling, development of safety standards, and health insurance and disability benefit plans. Cooperation of industry health programs with community health aspects is required to eliminate the loss of manpower capability through alcoholism or mental disease.
The requirements in hardware, manpower, time and funding to conduct a realistic effort aimed at detecting the existence of extraterrestrial intelligent life are examined. The methods used are limited to present or near term future state-of-the-art techniques. Subjects discussed include: (1) possible methods of contact, (2) communication by electromagnetic waves, (3) antenna array and system facilities, (4) antenna elements, (5) signal processing, (6) search strategy, and (7) radio and radar astronomy.
A preliminary plan is presented for testing a thermionic reactor in the Plum Brook Space Power Facility (SPF). A technical approach, cost estimate, manpower estimate, and schedule are presented to cover a 2 year full power reactor test.
The NASTRAN experiences of a major structural design and fabrication subcontractor that has less engineering personnel and computer facilities than those available to large prime contractors are discussed. Efforts to obtain sufficient computer capacity and the development and implementation of auxiliary programs to reduce manpower requirements are described. Applications of the NASTRAN program for training users, checking out auxiliary programs, performing in-house research and development, and structurally analyzing an Avco designed and manufactured missile case are presented.
The technology and methods developed at the Plum Brook Reactor to analyze 1000 samples per year and report data on as many as 56 elements are described. The manpower for the complete analysis of 20 to 24 samples per week required only 3 to 3.5 hours per sample. The solutions to problems encountered in sample preparation, irradiation, and counting are discussed. The automation of data reduction is described. Typical data on various sample matrices are presented.
Apollo program experience in recovery-support communications is reviewed, and the working relationships among NASA, the Department of Defense, and commercial communications facilities are discussed. The organization, facilities, philosophy, and funding of recovery-support communications are described. The relocation of two recovery control centers is discussed, as are the functions of primary and secondary recovery ships, aircraft, and relay satellities. The possibility of using ships of opportunity for recovery operations is considered. Finally, the means by which money, manpower, and resources have been saved and longlines leased are delineated.
As a result of the current economic environment, many organizations are having to operate with fewer resources. In the manpower area, these constraints have forced organizations to operate within well-defined hiring plans. Exceeding personnel ceilings is in most cases an intolerable situation. A mathematical model, based on the theory of Markov processes, is presented which can be used to assess the chances of success of personnel hiring plans. The model considers a plan to be successful if the final population size, at the end of the planning period, lies within a range specified by management. Although this model was developed to assess personnel hiring plans at the Goddard Space Flight Center, it is directly applicable wherever personnel hiring plans are used.