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At least 631 records · Page 35
All sourcesNASA NTRSDOE OSTI
NASA NTRS2017

Status of ISS Water Management and Recovery

Water management on ISS is responsible for the provision of water to the crew for drinking water, food preparation, and hygiene, to the Oxygen Generation System (OGS) for oxygen production via electrolysis, to the Waste & Hygiene Compartment (WHC) for flush water, and for experiments on ISS. This paper summarizes water management activities on the ISS US Segment and provides a status of the performance and issues related to the operation of the Water Processor Assembly (WPA) and Urine Processor Assembly (UPA). This paper summarizes the on-orbit status as of June 2017 and describes the technical challenges encountered and lessons learned over the past year.

Carter, Layne↗
NASA NTRS2018

Constraining Upper Troposphere/Lower Stratosphere Aerosol Physical Processes with High-Altitude Aircraft Measurements

Interest in a more complete understanding of the sources, composition and microphysics of stratospheric aerosol particles has intensified during recent years for several reasons: (1) small volcanic eruptions have been recognized as a driver of short-term changes in climate forcing; (2) emissions of sulfur dioxide (SO2) and other aerosol precursors have shifted to south Asia and other low latitude regions with intense vertical transport; (3) organic material has been recognized as a key contributor to lower stratospheric aerosol mass; and (4) interest in possible solar radiation management (geoengineering) through significant enhancements in stratospheric aerosols has intensified. To address stratospheric aerosol science issues, we are proposing a NASA Earth Ventures mission to NASA to provide extensive high-altitude aircraft measurements of critical gas-phase and aerosol properties at multiple locations across the planet. In this presentation, we will discuss the objectives of the proposed campaign, the measurements provided, the sampling strategy, and the modeling and analysis approaches that would be used to address specific science questions.

Jensen, Eric↗
NASA NTRS2021

Scheduling and Operations of the ECOSTRESS Mission

This paper describes the development and use of an automated scheduling system for the National Aeronautics and Space Administration’s (NASA) ECOsystem Spaceborne Thermal Radiometer Experiment on Space Station (ECOSTRESS) mission. Key to the success of the ECOSTRESS mission has been the use of automated scheduling in mission analysis pre-launch, and in successful operations where automated scheduling was deployed to address several operational challenges. ECOSTRESS uses an adaptation of the Compressed Large-scale Activity Scheduling and Planning (CLASP) system to automatically select science observations respecting area and point target priorities as well as visibility, illumination, onboard storage, and radiation constraints to satisfy high-level prioritized science campaigns. The ECOSTRESS scheduler was used pre-launch to predict the effectiveness of alternative formulations of science campaign definitions accounting for the impact of data volume, keepout, and orbit/illumination/visibility constraints to derive the initial operational science campaign definitions and priorities. The scheduler was then used after instrument checkout for operations. ECOSTRESS has faced multiple operational challenges relating to instrument firmware and hardware, and the scheduler has been updated several times to address these challenges. The instrument Mass Storage Units (MSUs) had operational issues, requiring the scheduler to plan for and schedule commands to handle intricacies of data management. After many months of operations, both MSUs on the instrument became non-functioning and the firmware of the instrument was updated to bypass the MSUs. A further update to the ECOSTRESS scheduler enabled the scheduler to operate in this new operations mode. The ECOSTRESS scheduler has also been updated to improve handling of along-track uncertainty inherent in International Space Station operations. The flexibility and ease of updating of the automated scheduler has been a significant contributor to successful operations of the ECOSTRESS mission.

Padams, Jordan↗
NASA NTRS2020

Medical Data Architecture Prototype Development - Summary of Recent Work and Proposed Ideas for Upcoming Work

The Medical Data Architecture (MDA) project supports the Exploration Medical Capability (ExMC) risk to minimize or reduce the risk of adverse health outcomes and decrements in performance due to in-flight medical capabilities on human exploration missions. To mitigate this risk, the ExMC MDA project addresses the technical limitations identified in ExMC Gap Med 07: We do not have the capability to comprehensively process medically-relevant information to support medical operations during exploration missions, and in ExMC Gap Med 10: We do not have the capability to provide computed medical decision support during exploration missions. These gaps recognize the need for a comprehensive medical data management system and the accompanying computational support to provide autonomous medical care during long duration exploration missions. As the MDA matures—including the capability to comprehensively process and discover medically-relevant information to support medical operations during exploration missions—project focus will shift to maturing and extending the MDA platform to enable clinical decision support and real-time guidance. To date, the MDA foundational architecture has recommended exploration medical system Level of Care IV requirements through a series of test bed prototype developments and analog demonstrations. The next stage in the development will focus on more autonomous clinical decision making necessary to address challenges in executing a self-contained medical system that enables health care both with and without assistance from ground support. A thorough understanding of current state of medical decision support systems, advanced machine learning algorithms and vast and varied data sources is required. The development of a clinical decision support for exploration missions (Level of Care V) roadmap is needed: one that assesses of current state of the art of clinical decision support systems (CDSS), interoperability issues, identification of challenges in health and performance monitoring, obtaining and processing information from biosensors, knowledge and data management, data integration and fusion, and advanced algorithm development. This roadmap must also include rapid prototype development in the areas of data processing, advanced analysis and prediction of medical events, and treatment based on medically relevant information processing and evidence-based best practices. In this presentation, an overview of the relevant issues and the beginning framework of a Level of Care V CDSS development roadmap will be provided.

Krihak, M.↗
NASA NTRS1989

Environmental concept for engineering software on MIMD computers

The issues related to developing an environment in which engineering systems can be implemented on MIMD machines are discussed. The problem is presented in terms of implementing the finite element method under such an environment. However, neither the concepts nor the prototype implementation environment are limited to this application. The topics discussed include: the ability to schedule and synchronize tasks efficiently; granularity of tasks; load balancing; and the use of a high level language to specify parallel constructs, manage data, and achieve portability. The objective of developing a virtual machine concept which incorporates solutions to the above issues leads to a design that can be mapped onto loosely coupled, tightly coupled, and hybrid systems.

Lopez, L. A.↗
NASA NTRS2002

Airborne Use of Traffic Intent Information in a Distributed Air-Ground Traffic Management Concept: Experiment Design and Preliminary Results

This paper presents initial findings of a research study designed to provide insight into the issue of intent information exchange in constrained en-route air-traffic operations and its effect on pilot decision making and flight performance. The piloted simulation was conducted in the Air Traffic Operations Laboratory at the NASA Langley Research Center. Two operational modes for autonomous operations were compared under conditions of low and high operational complexity. The tactical mode was characterized primarily by the use of state information for conflict detection and resolution and an open-loop means for the pilot to meet operational constraints. The strategic mode involved the combined use of state and intent information, provided the pilot an additional level of alerting, and allowed a closed-loop approach to meeting operational constraints. Operational constraints included separation assurance, schedule adherence, airspace hazard avoidance, flight efficiency, and passenger comfort. Potential operational benefits of both modes are illustrated through several scenario case studies. Subjective pilot ratings and comments comparing the tactical and strategic modes are presented.

Wing, David J.↗
NASA NTRS2001

Airborne Use of Traffic Intent Information in a Distributed Air-Ground Traffic Management Concept: Experiment Design and Preliminary Results

This paper presents initial findings of a research study designed to provide insight into the issue of intent information exchange in constrained en-route air-traffic operations and its effect on pilot decision making and flight performance. The piloted simulation was conducted in the Air Traffic Operations Laboratory at the NASA Langley Research Center. Two operational modes for autonomous operations were compared under conditions of low and high operational complexity. The tactical mode was characterized primarily by the use of state information for conflict detection and resolution and an open-loop means for the pilot to meet operational constraints. The strategic mode involved the combined use of state and intent information, provided the pilot an additional level of alerting, and allowed a closed-loop approach to meeting operational constraints. Operational constraints included separation assurance, schedule adherence, airspace hazard avoidance, flight efficiency, and passenger comfort. Potential operational benefits of both modes are illustrated through several scenario case studies. Subjective pilot ratings and comments comparing the tactical and strategic modes are presented.

Wing, David J.↗
NASA NTRS2004

JDD, Inc. Database

JDD Inc, is a maintenance and custodial contracting company whose mission is to provide their clients in the private and government sectors "quality construction, construction management and cleaning services in the most efficient and cost effective manners, (JDD, Inc. Mission Statement)." This company provides facilities support for Fort Riley in Fo,rt Riley, Kansas and the NASA John H. Glenn Research Center at Lewis Field here in Cleveland, Ohio. JDD, Inc. is owned and operated by James Vaughn, who started as painter at NASA Glenn and has been working here for the past seventeen years. This summer I worked under Devan Anderson, who is the safety manager for JDD Inc. in the Logistics and Technical Information Division at Glenn Research Center The LTID provides all transportation, secretarial, security needs and contract management of these various services for the center. As a safety manager, my mentor provides Occupational Health and Safety Occupation (OSHA) compliance to all JDD, Inc. employees and handles all other issues (Environmental Protection Agency issues, workers compensation, safety and health training) involving to job safety. My summer assignment was not as considered "groundbreaking research" like many other summer interns have done in the past, but it is just as important and beneficial to JDD, Inc. I initially created a database using a Microsoft Excel program to classify and categorize data pertaining to numerous safety training certification courses instructed by our safety manager during the course of the fiscal year. This early portion of the database consisted of only data (training field index, employees who were present at these training courses and who was absent) from the training certification courses. Once I completed this phase of the database, I decided to expand the database and add as many dimensions to it as possible. Throughout the last seven weeks, I have been compiling more data from day to day operations and been adding the information to the database. It now consists of seven different categories of data (carpet cleaning, forms, NASA Event Schedules, training certifications, wall and vent cleaning, work schedules, and miscellaneous) . I also did some field inspecting with the supervisors around the site and was present at all of the training certification courses that have been scheduled since June 2004. My future outlook for the JDD, Inc. database is to have all of company s information from future contract proposals, weekly inventory, to employee timesheets all in this same database.

Miller, David A., Jr.↗
NASA NTRS2012

Human Systems Integration in Practice: Constellation Lessons Learned

NASA's Constellation program provided a unique testbed for Human Systems Integration (HSI) as a fundamental element of the Systems Engineering process. Constellation was the first major program to have HSI mandated by NASA's Human Rating document. Proper HSI is critical to the success of any project that relies on humans to function as operators, maintainers, or controllers of a system. HSI improves mission, system and human performance, significantly reduces lifecycle costs, lowers risk and minimizes re-design. Successful HSI begins with sufficient project schedule dedicated to the generation of human systems requirements, but is by no means solely a requirements management process. A top-down systems engineering process that recognizes throughout the organization, human factors as a technical discipline equal to traditional engineering disciplines with authority for the overall system. This partners with a bottoms-up mechanism for human-centered design and technical issue resolution. The Constellation Human Systems Integration Group (HSIG) was a part of the Systems Engineering and Integration (SE&I) organization within the program office, and existed alongside similar groups such as Flight Performance, Environments & Constraints, and Integrated Loads, Structures and Mechanisms. While the HSIG successfully managed, via influence leadership, a down-and-in Community of Practice to facilitate technical integration and issue resolution, it lacked parallel top-down authority to drive integrated design. This presentation will discuss how HSI was applied to Constellation, the lessons learned and best practices it revealed, and recommendations to future NASA program and project managers. This presentation will discuss how Human Systems Integration (HSI) was applied to NASA's Constellation program, the lessons learned and best practices it revealed, and recommendations to future NASA program and project managers on how to accomplish this critical function.

Zumbado, Jennifer Rochlis↗
NASA NTRS2000

Development and Implementation of Real-Time Information Delivery Systems for Emergency Management

The disaster management community has an on-going need for real-time data and information, especially during catastrophic events. Currently, twin engine or jet aircraft with limited altitude and duration capabilities collect much of the data. Flight safety is also an issue. Clearly, much of the needed data could be delivered via over-the-horizon transfer through a uninhabited aerial vehicles (UAV) platform to mission managers at various locations on the ground. In fact, because of the ability to stay aloft for long periods of time, and to fly above dangerous situations, UAV's are ideally suited for disaster missions. There are numerous situations that can be considered disastrous for the human population. Some, such as fire or flood, can continue over a period of days. Disaster management officials rely on data from the site to respond in an optimum way with warnings, evacuations, rescue, relief, and to the extent possible, damage control. Although different types of disasters call for different types of response, most situations can be improved by having visual images and other remotely sensed data available. "Disaster Management" is actually made up of a number of activities, including: - Disaster Prevention and Mitigation - Emergency Response Planning - Disaster Management (real-time deployment of resources, during an event) - Disaster / Risk Modeling All of these activities could benefit from real-time information, but a major focus for UAV-based technology is in real-time deployment of resources (i.e., emergency response teams), based on changing conditions at the location of the event. With all these potential benefits, it is desirable to demonstrate to user agencies the ability to perform disaster management missions as described. The following demonstration project is the first in a program designed to prove the feasibility of supporting disaster missions with UAV technology and suitable communications packages on-board. A several-year program is envisioned, in which a broad range of disaster-related activities are demonstrated to the appropriate user communities.

Wegener, Steve↗
NASA NTRS1991

Background issues for on-line aircraft documentation

Currently, almost all aircraft documentation in commercial aircraft cockpits is presented via hardcopy manuals. Several recent projects are aimed at eliminating all paper documentation in cockpits using electronic libraries. Electronic libraries encompass diverse information bases including aircraft system documentation, operations and procedures, checklists, maintenance logs, minimum equipment lists, maps and charts, and flight management information. These electronic libraries are envisioned to be embedded in the avionics so as to provide real time monitoring and display of information. Background issues are examined (motivation, information retrieval models, and preliminary designs) for the on-line presentation of aircraft systems documentation including operations, procedures, and checklists.

Russell, C. Ray↗
NASA NTRS1986

Compendium of meteorology scientific issues of 1950 still outstanding

The Compendium of Meteorology was published in 1951 by the American Meteorological Society. A review was made of the Compendium of Meteorology to identify the studies and future needs which the authors expressed in their papers. The needs as seen by the authors are organized into sections and papers following the format of the Compendium of Meteorology. In some cases the needs they identified are as valid today as they were in 1951. In other cases one will easily be able to identify examples where significant progress has been made. It is left to the individual scientists and scientific program managers to assess whether significant progress has been made over the past thirty-five years on these outstanding scientific issues.

Vaughan, W. W.↗
NASA NTRS2002

ASK Magazine

What makes a successful team? In this issue our contributors look closely at the subject and come up with several answers. Working on team chemistry is the "Activation Energy" Dr. Owen Gadeken's story is about. Scott Cameron thinks it's getting to know people one to one. Tony Maturo says it's getting the most out of your support staff. Dr. Michael Hecht finds the best people he can and build the team around their talents. Teamwork is a theme we explore often in Academy Sharing Knowledge (ASK), but never so directly as in this issue. You'll not only find formulas for building successful teams, you'll see examples of ones in action, strategies for how project managers can motivate their teams, and expert advice on how to choose who to work with and who not to work with. It seems like all the stories make one common point: everyone on a team counts. Few project managers can pull off a project alone, and when the whole team is performing to everyone's potential, the chances of pulling off a successful project goes up exponentially. If that doesn't seem like enough by itself, listen to this... Discerning fans of ASK will note the last two issues our Special Feature was "There are no Mistakes, Only Lessons." We have not abandoned this feature, but for now we want to broaden our repertoire. In this issue we add a new Special Feature, "My Metaphor," starting with Paul Espinosa's article "My Big Wall" about his rock climbing adventures on El Capitan in Yosemite National Park. If you think getting to Mars is work, read what it's like to scale a 3,000-foot rock face. This issue we're also welcoming two new members to our Review Board, Hugh Woodward and Jody Kusek. Hugh and Jody are our first reviewers from outside NASA, and we are delighted to have them on our team. Read their bios on the ASK Review Board page and see why we feel privileged to have them on our team.

Post, Todd↗
NASA NTRS1992

Mission Operations Report (MOR) for the Solar, Anomalous, and Magnetosphere Particle Explorer (SAMPEX)

MISSION OPERATIONS REPORTS are published for use by NASA senior management, as required by NASA Headquarters Management Instruction HQMI 8610. lC, effective November 26, 1991. The purpose of these reports is to provide a documentation system that represents an internal discipline to establish critical discriminators selected in advance to measure mission accomplishment, provide a formal written assessment of mission accomplishment, and provide an accountability of technical achievement. Prelaunch reports are prepared and issued for each flight project just prior to launch. Following launch, updating (Post Launch) reports are issued to provide mission status and progress in meeting mission objectives. Primary distribution of these reports is intended for personnel having program/project management responsibilities.

Source record↗
NASA NTRS2014

Re-Engineering the ISS Payload Operations Control Center During Increased Utilization and Critical Onboard Events

With an increase in the utilization and hours of payload operations being executed onboard the International Space Station (ISS), upgrading the NASA Marshall Space Flight Center (MSFC) Huntsville Operations Support Center (HOSC) ISS Payload Control Area (PCA) was essential to gaining efficiencies and assurance of current and future payload health and science return. PCA houses the Payload Operations Integration Center (POIC) responsible for the execution of all NASA payloads onboard the ISS. POIC Flight Controllers are responsible for the operation of voice, stowage, command, telemetry, video, power, thermal, and environmental control in support of ISS science experiments. The methodologies and execution of the PCA refurbishment were planned and performed within a four month period in order to assure uninterrupted operation of ISS payloads and minimal impacts to payload operations teams. To vacate the PCA, three additional HOSC control rooms were reconfigured to handle ISS realtime operations, Backup Control Center (BCC) to Mission Control in Houston, simulations, and testing functions. This involved coordination and cooperation from teams of ISS operations controllers, multiple engineering and design disciplines, management, and construction companies performing an array of activities simultaneously and in sync delivering a final product with no issues that impacted the schedule. For each console operator discipline, studies of Information Technology (IT) tools and equipment layouts, ergonomics, and lines of sight were performed. Infusing some of the latest IT into the project was an essential goal in ensuring future growth and success of the ISS payload science returns. Engineering evaluations led to a state of the art media wall implementation and more efficient ethernet cabling distribution providing the latest products and the best solution for the POIC. These engineering innovations led to cost savings for the project. Constraints involved in the management of the project included executing over 450 crew-hours of ISS real-time payload operations including a major onboard communications upgrade, SpaceX un-berth, a Soyuz launch, roll-out of ISS live video and interviews from the POIC, annual BCC certification and hurricane season, and ISS simulations and testing. Continuous ISS payload operations were possible during the PCA facility modifications with the reconfiguration of four control rooms and standup of two temporary control areas. Another major restriction to the project was an ongoing facility upgrade that included a NASA Headquarters mandated replacement of all electrical and mechanical systems and replacement of an external generator. These upgrades required a facility power outage during the PCA upgrades. The project also encompassed console layout designs and ordering, amenities selections and ordering, excessing of old equipment, moves, disposal of old IT equipment, camera installations, facility tour re-schedules, and contract justifications. These were just some of the tasks needed for a successful project.

Marsh, Angela L.↗
NASA NTRS2014

Re-Engineering the ISS Payload Operations Control Center During Increased Utilization and Critical Onboard Events

With an increase in utilization and hours of payload operations being executed onboard the International Space Station (ISS), upgrading the NASA Marshall Space Flight Center (MSFC) Huntsville Operations Support Center (HOSC) ISS Payload Control Area (PCA) was essential to gaining efficiencies and assurance of current and future payload health and science return. PCA houses the Payload Operations Integration Center (POIC) responsible for the execution of all NASA payloads onboard the ISS. POIC Flight Controllers are responsible for the operation of voice, stowage, command, telemetry, video, power, thermal, and environmental control in support of ISS science experiments. The methodologies and execution of the PCA refurbishment were planned and performed within a four-month period in order to assure uninterrupted operation of ISS payloads and minimal impacts to payload operations teams. To vacate the PCA, three additional HOSC control rooms were reconfigured to handle ISS real-time operations, Backup Control Center (BCC) to Mission Control in Houston, simulations, and testing functions. This involved coordination and cooperation from teams of ISS operations controllers, multiple engineering and design disciplines, management, and construction companies performing an array of activities simultaneously and in sync delivering a final product with no issues that impacted the schedule. For each console operator discipline, studies of Information Technology (IT) tools and equipment layouts, ergonomics, and lines of sight were performed. Infusing some of the latest IT into the project was an essential goal in ensuring future growth and success of the ISS payload science returns. Engineering evaluations led to a state of the art Video Wall implementation and more efficient ethernet cabling distribution providing the latest products and the best solution for the POIC. These engineering innovations led to cost savings for the project. Constraints involved in the management of the project included executing over 450 crew-hours of ISS real-time payload operations including a major onboard communications upgrade, SpaceX un-berth, a Soyuz launch, roll-out of ISS live video and interviews from the POIC, annual BCC certification and hurricane season, and ISS simulations and testing. Continuous ISS payload operations were possible during the PCA facility modifications with the reconfiguration of four control rooms and standup of two temporary control areas. Another major restriction to the project was an ongoing facility upgrade that included a NASA Headquarters mandated replacement of all electrical and mechanical systems and replacement of an external generator. These upgrades required a facility power outage during the PCA upgrades. The project also encompassed console layout designs and ordering, amenities selections and ordering, excessing of old equipment, moves, disposal of old IT equipment, camera installations, facility tour re-schedules, and contract justifications. These were just some of the tasks needed for a successful project. This paper describes the logistics and lessons learned in upgrading a control center capability in the middle of complex real-time operations. Combining the efficiencies of controller interaction and new technology infusion were prime drivers for this upgrade to handle the increased utilization of science research on ISS. The success of this project could not jeopardize the current operations while these facility upgrades occurred.

Dudley, Stephanie R. B.↗
NASA NTRS2004

Office of Equal Opportunity Programs

The NASA Glenn Office of Equal Opportunity Programs works to provide quality service for all programs and/or to assist the Center in becoming a model workplace. During the summer of 2004, I worked with Deborah Cotleur along with other staff members to create and modify customer satisfaction surveys. This office aims to assist in developing a model workplace by providing functions as a change agent to the center by serving as an advisor to management to ensure equity throughout the Center. In addition, the office serves as a mediator for the Center in addressing issues and concerns. Lastly, the office provides assistance to employees to enable attainment of personal and organizational goals. The Office of Equal Opportunities is a staff office which reports and provides advice to the Center Director and Executive Leadership, implements laws, regulations, and presidential executive orders, and provides center wide leadership and assistance to NASA GRC employees. Some of the major responsibilities of the office include working with the discrimination complaints program, special emphasis programs (advisory groups), management support, monitoring and evaluation, contract compliance, and community outreach. During my internship in this office, my main objective was to create four customer satisfaction surveys based on EO retreats, EO observances, EO advisory boards, and EO mediation/counseling. I created these surveys after conducting research on past events and surveys as well as similar survey research created and conducted by other NASA centers, program for EO Advisory group members, leadership training sessions for supervisors, preventing sexual harassment training sessions, and observance events. I also conducted research on the style and format from feedback surveys from the Marshall Equal Opportunity website, the Goddard website, and the main NASA website. Using the material from the Office of Equal Opportunity Programs at Glenn Research Center along with my previous research, I created four customer satisfaction surveys. Additional information is included in the original extended abstract.

Chin, Jennifer L.↗
NASA NTRS1972

Management: A continuing literature survey with indexes, 1971

An annotated bibliography of selected reports, journal articles, and other documents on the subject of management is presented. There are 450 references to documents which were originally announced in the 1971 issues of Scientific and Technical Aerospace Reports (STAR) or International Aerospace Abstracts (IAA). Subject, personal author, and corporate source indexes are included.

NASA Scientific and Technical Information Facility↗