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The applicability of operations research, artificial intelligence, and expert systems to logistics problems for the space station were assessed. Promising application areas were identified for space station logistics. A needs assessment is presented and a specific course of action in each area is suggested.
The National Aeronautics and Space Administration (NASA) Advanced Air Transportation Technologies (AATT) project in cooperation with the Department of Transportation (DOT) Volpe National Transportation Systems Center (VNTSC) contracted with the System Resources Corporation (SRC) for the evaluation of the existing environment and the identification of user and service provider needs in the Gulf of Mexico low-altitude Offshore Sector. The results of this contractor activity are reported in the Gulf of Mexico Helicopter Offshore System Technologies Engineering Needs Assessment. A recommended system design and transition strategy was then developed to satisfy the identified needs within the constraints of the environment. This work, also performed under contract to NASA, is the subject of this report.
Over the past five years, pre-project formulation experts at the Jet Propulsion Laboratory (JPL) has developed and implemented a method for measuring and communicating the maturity of space mission concepts. Mission concept development teams use this method, and associated tools, prior to concepts entering their Formulation Phases (Phase A/B). The organizing structure is Concept Maturity Level (CML), which is a classification system for characterizing the various levels of a concept's maturity. The key strength of CMLs is the ability to evolve mission concepts guided by an incremental set of assessment needs. The CML definitions have been expanded into a matrix form to identify the breadth and depth of analysis needed for a concept to reach a specific level of maturity. This matrix enables improved assessment and communication by addressing the fundamental dimensions (e.g., science objectives, mission design, technical risk, project organization, cost, export compliance, etc.) associated with mission concept evolution. JPL's collaborative engineering, dedicated concept development, and proposal teams all use these and other CML-appropriate design tools to advance their mission concept designs. This paper focuses on mission concept's early Pre-Phase A represented by CMLs 1- 4. The scope was limited due to the fact that CMLs 5 and 6 are already well defined based on the requirements documented in specific Announcement of Opportunities (AO) and Concept Study Report (CSR) guidelines, respectively, for competitive missions; and by NASA's Procedural Requirements NPR 7120.5E document for Projects in their Formulation Phase.
Schedule Risk Assessment needs to determine the probability of finishing on or before a given point in time. Task in a schedule should reflect the "most likely" duration for each task. IN reality, each task is different and has a varying degree of probability of finishing within or after the duration specified. Schedule risk assessment attempt to quantify these probabilities by assigning values to each task. Bridges the gap between CPM scheduling and the project's need to know the likelihood of "when".
Aerospace systems are developed similarly to other large-scale systems through a series of reviews, where designs are modified as system requirements are refined. For space-based systems few are built and placed into service. These research vehicles have limited historical experience to draw from and formidable reliability and safety requirements, due to the remote and severe environment of space. Aeronautical systems have similar reliability and safety requirements, and while these systems may have historical information to access, commercial and military systems require longevity under a range of operational conditions and applied loads. Historically, the design of aerospace systems, particularly the selection of sensors, is based on the requirements for control and performance rather than on health assessment needs. Furthermore, the safety and reliability requirements are met through sensor suite augmentation in an ad hoc, heuristic manner, rather than any systematic approach. A review of the current sensor selection practice within and outside of the aerospace community was conducted and a sensor selection architecture is proposed that will provide a justifiable, dependable sensor suite to address system health assessment requirements.
Aerospace systems are developed similarly to other large-scale systems through a series of reviews, where designs are modified as system requirements are refined. For space-based systems few are built and placed into service these research vehicles have limited historical experience to draw from and formidable reliability and safety requirements, due to the remote and severe environment of space. Aeronautical systems have similar reliability and safety requirements, and while these systems may have historical information to access, commercial and military systems require longevity under a range of operational conditions and applied loads. Historically, the design of aerospace systems, particularly the selection of sensors, is based on the requirements for control and performance rather than on health assessment needs. Furthermore, the safety and reliability requirements are met through sensor suite augmentation in an ad hoc, heuristic manner, rather than any systematic approach. A review of the current sensor selection practice within and outside of the aerospace community was conducted and a sensor selection architecture is proposed that will provide a justifiable, defendable sensor suite to address system health assessment requirements.
The Coastal Online Assessment and Synthesis Tool (COAST) 3D geobrowser has been developed to integrate disparate coastal datasets from NASA and other sources into a desktop tool that provides new data visualization and analysis capabilities for coastal researchers, managers, and residents. It is built upon the widely used NASA-developed open source World Wind geobrowser from NASA Ames (Patrick Hogan et al.) .Net and C# version is used for development. It is leveraged off of World Wind community shared code samples and COAST 2.0 enhancement direction is based on Coastal science community feedback and needs assessment (GOMA). The main objective is to empower the user to bring more user-meaningful data into multi-layered, multi-temporal spatial context.
The role of synthetic instruments (SIs) for Component-Level Electronic-Assembly Repair (CLEAR) is to provide an external lower-level diagnostic and functional test capability beyond the built-in-test capabilities of spacecraft electronics. Built-in diagnostics can report faults and symptoms, but isolating the root cause and performing corrective action requires specialized instruments. Often a fault can be revealed by emulating the operation of external hardware. This implies complex hardware that is too massive to be accommodated in spacecraft. The SI strategy is aimed at minimizing complexity and mass by employing highly reconfigurable instruments that perform diagnostics and emulate external functions. In effect, SI can synthesize an instrument on demand. The SI architecture section of this document summarizes the result of a recent program diagnostic and test needs assessment based on the International Space Station. The SI architecture addresses operational issues such as minimizing crew time and crew skill level, and the SI data transactions between the crew and supporting ground engineering searching for the root cause and formulating corrective actions. SI technology is described within a teleoperations framework. The remaining sections describe a lab demonstration intended to show that a single SI circuit could synthesize an instrument in hardware and subsequently clear the hardware and synthesize a completely different instrument on demand. An analysis of the capabilities and limitations of commercially available SI hardware and programming tools is included. Future work in SI technology is also described.
The multidimensional design of the APEX program is the result of an extensive research and development effort dating back nearly a decade. "In the late 1990s and early 2000, we were pretty successful at getting new research and technology projects here at the center," Johnson says, "and we had a lack of critical mass of project managers. We were taking people who were primarily researchers and putting them in the position of managing projects." Smith and Johnson held a series of workshops across the center during 2000 and 2001 to gather feedback about how to address this issue. When they briefed the center's senior management on their findings, one of the top recommendations was to establish a project manager development program at Ames. At that point, they cast a wide net for ideas and information. "We did centerwide needs assessment, we did focus groups, we did surveys," Smith says. "We came up with a proposal for what a program would look like, tying in what we knew about the Academy of Program1 Project Leadership (now the Academy for Program/Project and Engineering Leadership, or APPEL), what we've seen at other centers, what other centers have tried. We were always checking to make sure our program mapped to APPEL. We also looked at the PMI [Project Management Institute] model, INCOSE [International Council on Systems Engineering], CMMI [Capability Maturity Model Integration], you name it." "We had a lot of conversations with the Jet Propulsion Lab and Goddard," Johnson adds. "We saw those centers as models for what Ames was aspiring to be in terms of a center for managing space flight missions." Their research confirmed what they already knew-that strong practitioner involvement would be critical to their program design process. 'XPEX is for the practitioner by the practitioner," Smith says. "They have to be a part of designing it. Otherwise there's no way we could design a program that meets their needs." At the same time that they worked at the grassroots level, they also solicited feedback from the center's senior management. "We recognized that in order for anything to succeed here, we needed to have a champion at the center management level," Johnson said. "You have to have champions, and you have to listen to what the senior managers are saying. They have their own ideas." In the case of APEX, one of those ideas fundamentally reshaped the program. "When we originally started, it was a project management development program," Johnson says, "but in our meeting with our center director, he said, 'Project management is important, but we also need to strengthen our systems engineering.' So we basically added that component to the program based on what he wanted."
Introduction:The National Aeronautics andSpace Administration (NASA) of the United States ofAmerica (US) has initiated the Artemis Moon to Marsprogram to send astronauts (the first woman andperson of color) back to the lunar surface, create asustainable human lunar exploration program, andlead the first human exploration mission to the Marssurface in the 2030’s [1]. A major objective of thisprogram is to characterize the resources that exist onthe Moon and Mars, and learn how to utilize them forsustained and affordable exploration. Commonlyknown as In Situ Resource Utilization (ISRU), thesearch for, acquisition, and processing of resources inspace has the potential to greatly reduce thedependency on transporting mission consumables andinfrastructure from Earth, thereby reducing missioncosts, risks, and dependency on Earth.ISRU is Enabling: Through the extraction andprocessing of resources into mission commoditiessuch as rocket propellants, life support consumables,and fuel cell reactants, ISRU enhances and evolvesthe cis-lunar, lander, and surface transportationsystems required for human exploration; expandingand enhancing HOW humans can explore and returnfrom the Moon. Through the extraction andprocessing of resources into metals, silicon, and othermanufacturing and construction feedstock, ISRUenhances and allows for the expansion of criticalinfrastructure using in situ manufacturing andconstruction capabilities that influence WHAT humanscan do on the Moon and in cis-lunar space. Becauseof this, ISRU supports and enables commercialinvolvement beyond NASA and governmentalagencies by both lowering the cost of sustainedtransportation to/from/on the Moon as well assupporting the market required for needing thesetransportation systems. Strategic Framework:To achieve this vision,NASA’s Space Technology Mission Directorate(STMD) ensures the coordinated development ofISRU and other critical space and surfaceinfrastructure elements such as propulsion, power,manufacturing, construction, and robotics through theStrategic Technology Architecture Roundtable(STAR) process. Through STAR, an integratedframework and process has been created allowing forcapabilities and technologies to be linked andassessed, gaps to be identified, specifications andmetrics to be established, and provide a means toprioritize and implement technology development andmissions. A critical part of the STAR effort has beenthe establishment of the Strategic Framework thatorganizes all work under four major Thrusts (Go,Land, Live, and Explore) and identifies the drivingOutcomes for each of these Thrusts. From the Thrustsand Outcomes, all work can be categorized and linkedbetween Capability Areas, and Technology Gaps canbe identified and addressed (Figure 1.)Figure 1. Strategic Framework and STAR FrameworkISRU Envisioned Future: To drive thedevelopment of technologies and capabilities, theSTAR process starts with establishing a ‘grand vision’of where each Outcome and Capability is aiming tobe considered complete. For ISRU, the EnvisionedFuture is “Scalable ISRU production/utilizationcapabilities including sustainable commodities on thelunar and Mars Surface”. This involves starting with10’s of metric tons of products, but evolves into 100’sto 1000’s of metric tons of water, oxygen, propellants,construction and manufacturing feedstock, andcommodities for habitat and food production andoperations. For ISRU, the ‘Prospect to Product’philosophy starts with Destination Reconnaissance &Resource Assessment, followed by ResourceAcquisition, Isolation, and Preparation, leading intoResource Processing (which is further subdivided intomission consumables and feedstocks for constructionand manufacturing). The ISRU Envisioned Futurealso considers what resources are available andattempts to address what and when these resourceswill be evaluated and harnessed, as well asconsidering which products/commodities can beobtained for early use and which ones require moretime and/or users of refined products.It Takes an Architecture: ISRU does not existon its own. By definition, it requires customers/users SHORT TITLE HERE: A. B. Author and C. D. Authorto use the products/commodities produced by ISRUsystems. Also, for an ISRU capability to exist, itmust obtain products and services from other systemsand infrastructure. An important aspect of the STARprocess and the ISRU Envisioned Futures Prioritiesstrategy is to identify and link all of these systems andcapabilities to achieve the desired end state (Figure2).Figure 2. ISRU as Part of a Larger ArchitectureISRU Capability Drivers: The guidingprinciples for NASA’s Space TechnologyDevelopment for Artemis are to develop criticaltechnologies and capabilities that enable (i) asustainable Lunar surface presence, (ii) the future goalof sending humans to Mars, and (iii) promotingcritical technologies to enable future science andcommercial missions. It is a major goal of theArtemis campaign to establish some sort of base campat the lunar South Pole by approximately the end ofthe decade. The ISRU Envisioned Futures Prioritiesstrategy is aligned with the Artemis campaign todevelop and demonstrate ISRU capabilities in thistimeframe that could lead to sustained surfaceoperations, infrastructure growth, and commercialoperations in the next decade (Figure 3).Figure 3. ISRU Dual Path to Full Implementation and CommercializationState of the Art and Gaps: To achieve theenvisioned future, an extensive effort was performedto understand the State of the Art (SOA) for ISRUgoing back decades, and to assess the SOA against thenear and long-term goals and objectives of the ISRUStrategic Outcome objectives. While the releasedISRU Envisioned Futures Priorities only includes atop-level definition of both the SOA and Gaps, furtherinformation on these for ISRU can be found in theISRU Gap Assessment Study performed for theInternational Space Exploration Coordination Group(ISECG) [2]. To provide further guidance to industryand academia, a top level assessment was performedand provide that divides critical areas of ISRUcapabilities and technologies into 3 categories:Significant Funding, Partially Covered/MoreRequired, and Limited/No Funded Activities.Envisioned Future Priorities- Next Steps forISRU: While a significant amount of work over abroad range of technology areas has been performedover the last several years for lunar ISRU, to reach theenvisioned future for ISRU, a lot more work isrequired at the technology level leading to bothsystems and technology demonstrations in the nearfuture. To guide investments within NASA, industry,and academia, 5 specific areas of high priority wereidentified. These are:1.Complete development of the Water and Oxygen Mining Paths and close technology gaps, with emphasis on oxygen extraction from Highland regolith and parallel paths for polar water mining.2.Expand development of metal extraction and feedstock for manufacturing and construction, with emphasis on aluminum and initial/easy to obtain/make construction feedstocks leading to more refined metals and other regolith resources. Also, evaluate biologically inspired/derived technologies in bio-mining, bio-plastic, and other feedstock commodities.3.Ensure the resource assessment needed for future ISRU commercial operations is coordinated with both near/long-term science objectives as well as Artemis mission locations of interest.4.Initiate NASA and industry-led system-level analyses, integration, and testing activities for ISRU capabilities. While significant work has been performed at the technology and subsystemlevel, it is now important to understand how these technology investments can be leveraged and utilized in actual systems and applications5.Initiate lunar ISRU technology flight demonstrations leading to initial ‘Pilot Plant’ end-to-end production capability demonstrations, led by industry
The hardware/software and the associated procedures for a natural resource inventory and information system based on the use of LANDSAT-acquired multispectral scanner digital data is described. The system is designed to derive land cover/vegetation information from LANDSAT data and geographically reference this information for the production of various types of maps and for the compilation of acreage by land cover/vegetation category. The system also provides for data base building so that the LANDSAT-derived information can be related to information digitized from other sources (e.g., soils maps) in a geographic context in order to address specific applications. These applications include agricultural crop production estimation, erosion hazard-reforestation need assessment, whitetail deer habitat assessment, and site selection. The system is tested in demonstration areas located in the state of Mississippi, and the results of these application demonstrations are presented. A cost-efficiency comparison of producing land cover/vegetation maps and statistics with this system versus the use of small-scale aerial photography is made.
The NASA Ames Research Center is active in energy projects primarily in the role of providing assistance to users in the solution of a number of problems related to energy. Data bases were produced which can be used, in combination with other sources of information, to solve spatially related energy problems. Six project activities at Ames are described which relate to energy and remote sensing. Two projects involve power demand forecasting and estimations using remote sensing and geographic information systems; two others involve transmission line routing and corridor analysis; one involves a synfuel user needs assessment through remote sensing; and the sixth involves the siting of energy facilities.
The results of the Payload Training Methodology Study (PTMS) are documented. Methods and procedures are defined for the development of payload training programs to be conducted at the Marshall Space Flight Center Payload Training Complex (PCT) for the Space Station Freedom program. The study outlines the overall training program concept as well as the six methodologies associated with the program implementation. The program concept outlines the entire payload training program from initial identification of training requirements to the development of detailed design specifications for simulators and instructional material. The following six methodologies are defined: (1) The Training and Simulation Needs Assessment Methodology; (2) The Simulation Approach Methodology; (3) The Simulation Definition Analysis Methodology; (4) The Simulator Requirements Standardization Methodology; (5) The Simulator Development Verification Methodology; and (6) The Simulator Validation Methodology.
Science and technology applications for the Moon have not fully kept pace with technical advancements in sensor development and analytical information extraction capabilities. Appropriate unanswered questions for the Moon abound, but until recently there has been little motivation to link sophisticated technical capabilities with specific measurement and analysis projects. Over the last decade enormous technical progress has been made in the development of (1) CCD photometric array detectors; (2) visible to near-infrared imaging spectrometers; (3)infrared spectroscopy; (4) high-resolution dual-polarization radar imaging at 3.5, 12, and 70 cm; and equally important (5) data analysis and information extraction techniques using compact powerful computers. Parts of each of these have been tested separately, but there has been no programmatic effort to develop and optimize instruments to meet lunar science and resource assessment needs (e.g., specific wavelength range, resolution, etc.) nor to coordinate activities so that the symbiotic relation between different kinds of data can be fully realized. No single type of remotely acquired data completely characterizes the lunar environment, but there has been little opportunity for integration of diverse advanced sensor data for the Moon. Two examples of technology concepts for lunar measurements are given. Using VIS/near-IR spectroscopy, the mineral composition of surface material can be derived from visible and near-infrared radiation reflected from the surface. The surface and subsurface scattering properties of the Moon can be analyzed using radar backscattering imaging.
The stated objectives for the summer of 1993 were: to review the Individual Development Plan Surveys for 1994 in order to automate the analysis of the Needs Assessment effort; and to develop and implement evaluation methodologies to perform ongoing program-wide course-to-course assessment. This includes the following: to propose a methodology to develop and implement objective, performance-based assessment instruments for each training effort; to mechanize course evaluation forms and develop software to facilitate the data gathering, analysis, and reporting processes; and to implement the methodology, forms, and software in at lease one training course or seminar selected among those normally offered in the summer at KSC. Section two of this report addresses the work done in regard to the Individual Development Plan Surveys for 1994. Section three presents the methodology proposed to develop and implement objective, performance-based assessment instruments for each training course offered at KSC.
This paper describes the hardware and software systems approach used in the Automated Recertification Training System (ARTS), a Phase 2 Small Business Innovation Research (SBIR) project for NASA Kennedy Space Center (KSC). The goal of this project is to optimize recertification training of technicians who process the Space Shuttle before launch by providing computer-based training courseware. The objectives of ARTS are to implement more effective CBT applications identified through a need assessment process and to provide an ehanced courseware production system. The system's capabilities are demonstrated by using five different pilot applications to convert existing classroom courses into interactive courseware. When the system is fully implemented at NASA/KSC, trainee job performance will improve and the cost of courseware development will be lower. Commercialization of the technology developed as part of this SBIR project is planned for Phase 3. Anticipated spin-off products include custom courseware for technical skills training and courseware production software for use by corporate training organizations of aerospace and other industrial companies.
Limited visibility is the single most critical factor affecting the safety and capacity of worldwide aviation operations. Synthetic Vision Systems (SVS) technology can solve this visibility problem with a visibility solution. These displays employ computer-generated terrain imagery to present 3D, perspective out-the-window scenes with sufficient information and realism to enable operations equivalent to those of a bright, clear day, regardless of weather conditions. To introduce SVS display technology into as many existing aircraft as possible, a retrofit approach was defined that employs existing HDD display capabilities for glass cockpits and HUD capabilities for the other aircraft. This retrofit approach was evaluated for typical nighttime airline operations at a major international airport. Overall, 6 evaluation pilots performed 75 research approaches, accumulating 18 hours flight time evaluating SVS display concepts that used the NASA LaRC's Boeing B-757-200 aircraft at Dallas/Fort Worth International Airport. Results from this flight test establish the SVS retrofit concept, regardless of display size, as viable for tested conditions. Future assessments need to extend evaluation of the approach to operations in an appropriate, terrain-challenged environment with daytime test conditions.
The National Transonic Facility (NTF) at NASA Langley Research Center (LaRC) is a national resource for aeronautical research and development. The government, military and private industries rely on the capability of this facility for realistic flight data. Reducing the operation costs and keeping the NTF affordable is essential for aeronautics research. The NTF is undertaking an effort to reduce the time between data points during a pitch polar. This reduction is being driven by the operating costs of a cryogenic facility. If the time per data point can be reduced, a substantial cost savings can be realized from a reduction in liquid nitrogen (LN2) consumption. It is known that angle-of-attack (AoA) positioning is the longest lead-time item between points. In January 2005 a test was conducted at the NTF to determine the cause of the long lead-time so that an effort could be made to improve efficiency. The AoA signal at the NTF originates from onboard instrumentation then travels through a number of different systems including the signal conditioner, digital voltmeter, and the data system where the AoA angle is calculated. It is then fed into a closed loop control system that sets the model position. Each process along this path adds to the time per data point affecting the efficiency of the data taking process. Due to the nature of the closed loop feed back AoA control and the signal path, it takes approximately 18 seconds to take one pitch pause point with a typical AoA increment. Options are being investigated to reduce the time delay between points by modifying the signal path. These options include: reduced signal filtering, using analog channels instead of a digital volt meter (DVM), re-routing the signal directly to the AoA control computer and implementing new control algorithms. Each of these has potential to reduce the positioning time and together the savings could be significant. These timesaving efforts are essential but must be weighed against possible loss of data quality. For example, a reduction in filtering can introduce noise into the signal and using analog channels could result in some loss of accuracy. Data quality assessments need to be performed concurrently with timesaving techniques since data quality parameters are essential in maintaining facility integrity. This paper will highlight time saving efforts being undertaken or studied at the NTF. It will outline the instrumentation and computer systems involved in setting of the model pitch attitude then suggest changes to the process and discuss how these system changes would effect the time between data points. It also discusses the issue of data quality and how the potential efficiency changes in the system could affect it. Lastly, it will discuss the possibility of using an open loop control system and give some pros and cons of this method.