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All sourcesNASA NTRSDOE OSTI
NASA NTRS2017

NASA's Current Initiative to Improve Operations Planning

As a follow-on to the Technical Capability Assessment Team, in 2015 NASA began seven Agency-wide efforts to seek out opportunities to improve the effectiveness of NASA operations. One of these technical teams is the Mission Operations Planning team, charged with increasing interactions and efficiency for planning of mission activities. That team is chaired by the author with representatives from eight other centers across the Agency. As the strategic architects for the vision of agency-wide ops planning, the team has identified a number of new initiatives and techniques to improve planning, including: breaking down walls within centers which obstruct multi-mission planning; breaking down walls agency-wide which obstruct the sharing of ops planning lessons and capabilities; strengthening the community of practice of ops planning capability developers; establishing best practices for a variety of types of ops planning; defining standards for activity plans and timelines, and plan inputs; and recommending the presence of "multi-mission operations champions" within each center to implement these recommendations into the next decade.

Seal, David↗
NASA NTRS1991

Networking as a Strategic Tool, 1991

This conference focuses on the technological advances, pitfalls, requirements, and trends involved in planning and implementing an effective computer network system. The basic theme of the conference is networking as a strategic tool. Tutorials and conference presentations explore the technology and methods involved in this rapidly changing field. Future directions are explored from a global, as well as local, perspective.

Source record↗
NASA NTRS2011

Integration of Evidence Base into a Probabilistic Risk Assessment

INTRODUCTION: A probabilistic decision support model such as the Integrated Medical Model (IMM) utilizes an immense amount of input data that necessitates a systematic, integrated approach for data collection, and management. As a result of this approach, IMM is able to forecasts medical events, resource utilization and crew health during space flight. METHODS: Inflight data is the most desirable input for the Integrated Medical Model. Non-attributable inflight data is collected from the Lifetime Surveillance for Astronaut Health study as well as the engineers, flight surgeons, and astronauts themselves. When inflight data is unavailable cohort studies, other models and Bayesian analyses are used, in addition to subject matters experts input on occasion. To determine the quality of evidence of a medical condition, the data source is categorized and assigned a level of evidence from 1-5; the highest level is one. The collected data reside and are managed in a relational SQL database with a web-based interface for data entry and review. The database is also capable of interfacing with outside applications which expands capabilities within the database itself. Via the public interface, customers can access a formatted Clinical Findings Form (CLiFF) that outlines the model input and evidence base for each medical condition. Changes to the database are tracked using a documented Configuration Management process. DISSCUSSION: This strategic approach provides a comprehensive data management plan for IMM. The IMM Database s structure and architecture has proven to support additional usages. As seen by the resources utilization across medical conditions analysis. In addition, the IMM Database s web-based interface provides a user-friendly format for customers to browse and download the clinical information for medical conditions. It is this type of functionality that will provide Exploratory Medicine Capabilities the evidence base for their medical condition list. CONCLUSION: The IMM Database in junction with the IMM is helping NASA aerospace program improve the health care and reduce risk for the astronauts crew. Both the database and model will continue to expand to meet customer needs through its multi-disciplinary evidence based approach to managing data. Future expansion could serve as a platform for a Space Medicine Wiki of medical conditions.

Saile, Lyn↗
NASA NTRS2011

Portfolio Management

Enterprise Business Information Services Division (EBIS) supports the Laboratory and its functions through the implementation and support of business information systems on behalf of its business community. EBIS Five Strategic Focus Areas: (1) Improve project estimating, planning and delivery capability (2) Improve maintainability and sustainability of EBIS Application Portfolio (3) Leap forward in IT Leadership (4) Comprehensive Talent Management (5) Continuous IT Security Program. Portfolio Management is a strategy in which software applications are managed as assets

Information Technology Applications↗
NASA NTRS2015

Technology Alignment and Portfolio Prioritization (TAPP)

Technology Alignment and Portfolio Prioritization (TAPP) is a method being developed by the Advanced Concepts Office, at NASA Marshall Space Flight Center. The TAPP method expands on current technology assessment methods by incorporating the technological structure underlying technology development, e.g., organizational structures and resources, institutional policy and strategy, and the factors that motivate technological change. 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 NTRS2021

Venus Flagship Mission Concept: A Decadal Survey Study

More than any other known planet, Venus is essential to our understanding of the evolution and habitability of Earth-size planets throughout the galaxy. We address two critical questions for planetary science: 1) How, if at all, did Venus evolve through a habitable phase? 2) What circumstances affect how volatiles shape habitable worlds? More than any other group, volatile elements have a strong influence on the evolutionary paths of rocky bodies and are critical to understanding solar system evolution. It is clear that Venus experienced a different volatile element history from the Earth and provides the only accessible example of one end-state of habitable Earth-size planets. Venus will allow us to identify the mechanisms that operate together to produce and maintain habitable worlds like our own.The (VFM) concept architecture relies on five collaborative platforms: an Orbiter, Lander, variable-altitude Aerobot and two Small Satellites (SmallSats) delivered via a single launch on a Falcon 9 heavy expendable. The platforms would use multiple instruments to measure the exosphere, atmosphere and surface at multiple scales with high precision and over time. VFM would provide the first measurements of mineralogy and geochemistry of tessera terrain to examine rocks considered to be among the most likely to have formed in a habitable climate regime. Landed, descent, aerial and orbital platforms would work synergistically to measure the chemical composition of the atmosphere including the Aerobot operating for 60 days in the Venus clouds. Loss mechanisms would be constrained by the SmallSats in two key orbits. The baseline payload for VFM includes instruments to make the first measurements of seismicity and remanent magnetism, the first long-lived (60 day) surface platform and the first life detection instrument at Venus to interrogate what could be an inhabited world.The VFM concept directly addresses each of the three Venus Exploration Analysis Group (VEXAG) goals as well as several of the strategic objectives of the 2020 NASA Science Plan, Planetary Science Division, Heliophysics and Astrophysics. The simultaneous, synergistic measurements of the solid body, surface, atmosphere and space environment provided by the VFM would allow us to target the most accessible Earth-size planet in our galaxy, and gain a profound new understanding of the evolution of our solar system and habitable worlds.

Segura, Marcia↗
NASA NTRS2017

Strategic Employee Development (SED) Program

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASAs higher-than-average aged workforce with approximately 50 of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety Mission Assurance (SMA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations functions.In response to this challenge, the Kennedy Space Center (KSC) SMA organization created the Strategic Employee Development (SED) program. The SED programs goal is to provide a proactive method to counter the primary drivers by creating a deeper bench strength and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an SMA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

Nguyen, Johnny↗
NASA NTRS1989

Planning for Space Station Freedom laboratory payload integration

Space Station Freedom is being developed to support extensive missions involving microgravity research and applications. Requirements for on-orbit payload integration and the simultaneous payload integration of multiple mission increments will provide the stimulus to develop new streamlined integration procedures in order to take advantage of the increased capabilities offered by Freedom. The United States Laboratory and its user accommodations are described. The process of integrating users' experiments and equipment into the United States Laboratory and the Pressurized Logistics Modules is described. This process includes the strategic and tactical phases of Space Station utilization planning. The support that the Work Package 01 Utilization office will provide to the users and hardware developers, in the form of Experiment Integration Engineers, early accommodation assessments, and physical integration of experiment equipment, is described. Plans for integrated payload analytical integration are also described.

Willenberg, Harvey J.↗
NASA NTRS2005

Remotely Operated Aircraft (ROA) Impact on the National Airspace System (NAS) Work Package, 2005: Composite Report on FAA Flight Plan and Operational Evaluation Plan. Version 7.0

The purpose of this document is to present the findings that resulted from a high-level analysis and evaluation of the following documents: (1) The OEP (Operational Evolution Plan) Version 7 -- a 10-year plan for operational improvements to increase capacity and efficiency in U.S. air travel and transport and other use of domestic airspace. The OEP is the FAA commitment to operational improvements. It is outcome driven, with clear lines of accountability within FAA organizations. The OEP concentrates on operational solutions and integrates safety, certification, procedures, staffing, equipment, avionics and research; (2) The Draft Flight Plan 2006 through 2010 -- a multi-year strategic effort, setting a course for the FAA through 2001, to provide the safest and most efficient air transportation system in the world; (3) The NAS System Architecture Version 5 -- a blueprint for modernizing the NAS and improving NAS services and capabilities through the year 2015; and (4) The NAS-SR-1000 System Requirements Specification (NASSRS) -- a compilation of requirements which describe the operational capabilities for the NAS. The analysis is particularly focused on examining the documents for relevance to existing and/or planned future UAV operations. The evaluation specifically focuses on potential factors that could materially affect the development of a commercial ROA industry, such as: (1) Design limitations of the CNS/ATM system, (2) Human limitations, The information presented was taken from program specifications or program office lead personnel.

Source record↗
NASA NTRS2013

Preparing for Humans at Mars, MPPG Updates to Strategic Knowledge Gaps and Collaboration with Science Missions

The Mars Program Planning Group (MPPG) was an agency wide effort, chartered in March 2012 by the NASA Associate Administrator for Science, in collaboration with NASA's Associate Administrator for Human Exploration and Operations, the Chief Scientist, and the Chief Technologist. NASA tasked the MPPG to develop foundations for a program-level architecture for robotic exploration of Mars that is consistent with the President's challenge of sending humans to the Mars system in the decade of the 2030s and responsive to the primary scientific goals of the 2011 NRC Decadal Survey for Planetary Science. The Mars Exploration Program Analysis Group (MEPAG) also sponsored a Precursor measurement Strategy Analysis Group (P-SAG) to revisit prior assessments of required precursor measurements for the human exploration of Mars. This paper will discuss the key results of the MPPG and P-SAG efforts to update and refine our understanding of the Strategic Knowledge Gaps (SKGs) required to successfully conduct human Mars missions.

Viking↗
NASA NTRSDate not supplied

Investigating the Applications of In-Situ Resource Utilization for Future Crewed Mars Missions

Several advancements are necessary before humans can safely explore Mars. One emerging strategy is In-Situ Resource Utilization (ISRU): the process of extracting raw materials found onsite and converting them into usable products to ensure a constant flow of vital resources and greatly reduce overall mission cost. Scientists must confirm the presence and accessibility of these resources for future crewed missions. Our team investigated the feasibility of ISRU in NE Syrtis, a region of Mars with varied geology, mineralogy, and hydrological history. NE Syrtis has abundant subsurface water and a diverse suite of mineral deposits including olivine, phyllosilicates, sulfates, and carbonates–all of which can be leveraged for fuel, medical supplies, and/or construction materials. We conceptualized a joint rover and helicopter expedition to analyze and sample these minerals over a two-year primary mission using Java Mission-planning and Analysis for Remote Sensing (JMARS), Planetary Data Systems (PDS), and Computer-Aided Design (CAD). We plotted a strategic traverse to regions of interest identified from remote sensing data and planned operations at each target. Our mission aimed to prepare for human presence on Mars by demonstrating the utility and viability of ISRU-focused operations.

Zahra M. Ronizi↗
NASA NTRS1994

National facilities study. Volume 5: Space research and development facilities task group

With the beginnings of the U.S. space program, there was a pressing need to develop facilities that could support the technology research and development, testing, and operations of evolving space systems. Redundancy in facilities that was once and advantage in providing flexibility and schedule accommodation is instead fast becoming a burden on scarce resources. As a result, there is a clear perception in many sectors that the U.S. has many space R&D facilities that are under-utilized and which are no longer cost-effective to maintain. At the same time, it is clear that the U.S. continues to possess many space R&D facilities which are the best -- or among the best -- in the world. In order to remain world class in key areas, careful assessment of current capabilities and planning for new facilities is needed. The National Facility Study (NFS) was initiated in 1992 to develop a comprehensive and integrated long-term plan for future aerospace facilities that meets current and projected government and commercial needs. In order to assess the nation's capability to support space research and development (R&D), a Space R&D Task Group was formed. The Task Group was co-chaired by NASA and DOD. The Task Group formed four major, technologically- and functionally- oriented working groups: Human and Machine Operations; Information and Communications; Propulsion and Power; and Materials, Structures, and Flight Dynamics. In addition to these groups, three supporting working groups were formed: Systems Engineering and Requirements; Strategy and Policy; and Costing Analysis. The Space R&D Task Group examined several hundred facilities against the template of a baseline mission and requirements model (developed in common with the Space Operations Task Group) and a set of excursions from the baseline. The model and excursions are described in Volume 3 of the NFS final report. In addition, as a part of the effort, the group examined key strategic issues associated with space R&D facilities planning for the U.S., and these are discussed in Section 4 of this volume.

Source record↗
NASA NTRS1998

NASA's Microgravity Materials Science Program

Materials Science research programs are funded by NASA through the Microgravity Research Division. Such programs are normally designated as flight definition or ground based and can be awarded initially for up to four years. Selection is through a peer review process in response to a biennial NASA Research Announcement (NRA). The next announcement is due in November 1998 with proposals due in March 1999. Topics of special interest to NASA are described in the guidelines for proposal writing within the NRA. NASA's interest in materials is wide and covers a range which includes metals and alloys, ceramics, glasses, polymers, non-linear optics, aerogels and nanostructures. With increasing interest in the Human Exploration and Development of Space (HEDS) program, the materials research funded will not be exclusively devoted to processes dependent on microgravity, but will also support materials of strategic interest in meeting NASA's long range plans of interplanetary travel.

Gillies, Donald C.↗
NASA NTRS1998

Issues in NASA Program and Project Management. Special Edition: A Collection of Papers on NASA Procedures and Guidance 7120.5A

A key aspect of NASA's new Strategic Management System is improving the way we plan, approve, execute and evaluate our programs and projects. To this end, NASA has developed the NASA Program and Project Management processes and Requirements-NASA Procedures and Guidelines (NPG) 7120.5A, which formally documents the "Provide Aerospace Products and Capabilities" crosscutting process, and defines the processes and requirements that are responsive to the Program/Project Management-NPD 7120.4A. The Program/Project Management-NPD 7120.4A, issued November 14, 1996, provides the policy for managing programs and projects in a new way that is aligned with the new NASA environment. An Agencywide team has spent thousands of hours developing the NASA Program and Project Management Processes and Requirements-NPG 7120.5A. We have created significant flexibility, authority and discretion for the program and project managers to exercise and carry out their duties, and have delegated the responsibility and the accountability for their programs and projects.

Edward J. Hoffman↗
NASA NTRS2005

Lunar Contour Crafting: A Novel Technique for ISRU-Based Habitat Development

1. Habitat Structures at MSFC is one element of the In-Situ Fabrication and Repair (ISFR) Program: ISFR develops technologies for fabrication, repair and recycling of tools, parts, and habitats/structures using in-situ resources. ISRU - based habitat structures are considered Class III. 2. Habitat Structure Purpose: Develop Lunar and/or Martian habitat structures for manned missions that maximize the use of in-situ resources to address the following agency topics: bioastronautics critical path roadmap; strategic technical challenges defined in H&RT formulation plan: margins and redundancy; modularity, robotic network, space resource utilization; autonomy, affordable logistics pre-positioning.

Khoshnevis, Behrokh↗
NASA NTRS2017

Strategic Employee Development in The Government Sector

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASA's higher-than-average aged workforce with approximately 50% of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety & Mission Assurance (S&MA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations' functions. In response to this challenge, the Kennedy Space Center (KSC) S&MA organization created the Strategic Employee Development (SED) program. The SED program's goal is to provide a proactive method to counter the primary drivers by creating a deeper "bench strength" and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an S&MA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

Nguyen, Johnny↗
NASA NTRS1997

NASA Accountability Report

NASA is piloting fiscal year (FY) 1997 Accountability Reports, which streamline and upgrade reporting to Congress and the public. The document presents statements by the NASA administrator, and the Chief Financial Officer, followed by an overview of NASA's organizational structure and the planning and budgeting process. The performance of NASA in four strategic enterprises is reviewed: (1) Space Science, (2) Mission to Planet Earth, (3) Human Exploration and Development of Space, and (4) Aeronautics and Space Transportation Technology. Those areas which support the strategic enterprises are also reviewed in a section called Crosscutting Processes. For each of the four enterprises, there is discussion about the long term goals, the short term objectives and the accomplishments during FY 1997. The Crosscutting Processes section reviews issues and accomplishments relating to human resources, procurement, information technology, physical resources, financial management, small and disadvantaged businesses, and policy and plans. Following the discussion about the individual areas is Management's Discussion and Analysis, about NASA's financial statements. This is followed by a report by an independent commercial auditor and the financial statements.

Source record↗
NASA NTRS1993

Clementine: An inexpensive mission to the Moon and Geographos

The Clementine Mission, a joint project of the Strategic Defense Initiative Organization (SDIO) and NASA, has been planned primarily to test and demonstrate a suite of lightweight sensors and other lightweight spacecraft components under extended exposure to the space environment. Although the primary objective of the mission is to space-qualify sensors for Department of Defense applications, it was recognized in 1990 that such a mission might also be designed to acquire scientific observations of the Moon and of Apollo asteroid (1620) Geographos. This possibility was explored jointly by SDIO and NASA, including representatives from NASA's Discovery Program Science Working Group, in early 1991. Besides the direct return of scientific information, one of the benefits envisioned from a joint venture was the development of lightweight components for possible future use in NASA's Discovery-class spacecraft. In Jan. 1992, SDIO informed NASA of its intent to fly a 'Deep Space Program Science Experiment,' now popularly called Clementine; NASA then formed an advisory science working group to assist in the early development of the mission. The Clementine spacecraft is being assembled at the Naval Research Laboratory, which is also in charge of the overall mission design and mission operations. Support for mission design is being provided by GSFC and by JPL. NASA's Deep Space Network will be utilized in tracking and communicating with the spacecraft. Following a recommendation of the COMPLEX committee of the Space Science Board, NASA will issue an NRA and appoint a formal science team in early 1993. Clementine is a 3-axis stabilized, 200 kg (dry weight) spacecraft that will be launched on a refurbished Titan-2G. One of the goals has been to build two spacecraft, including the sensors, for $100M. Total time elapsed from the decision to proceed to the launch will be two years.

Shoemaker, Eugene M.↗