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All sourcesNASA NTRSDOE OSTI
DOE OSTI2024

Implementing an Objectives-Driven, Risk-Informed, and Case-Assured Approach to Safety and Mission Success at NASA

NASA is developing a “Standard for Assurance of Space Flight Safety and Mission Success” that implements an objectives-driven, risk-informed, and case-assured approach to safety and mission success (S&MS) for NASA space flight programs and projects. The standard aligns with the philosophy of risk leadership that has recently been established in NASA policy to assure acceptable levels of flight crew safety and mission success risk. It is consistent with existing NASA risk management requirements and is compatible with NASA program management and systems engineering requirements. The methodology described in the standard is presented in terms of an S&MS assurance framework that is designed to allow substantial flexibility in the specific means by which programs and projects achieve acceptable mission S&MS risk. Such flexibility is necessary to accommodate the increasingly broad range of acquisition strategies employed by NASA, including commercial transportation services, as well as to accommodate the increasingly rapid evolution of space flight-related technologies and practices. A key feature of the S&MS assurance framework is the specification of S&MS success criteria for each life-cycle review (LCR). The S&MS assurance case is structured around these criteria, the satisfaction of which indicates that the program/project is adhering to the S&MS risk posture. This enables the evolving S&MS assurance case to be used as a fundamental program/project submittal at each LCR, where its inherent structure of argument, supported by evidence, directly supports the evaluation of the program/project with respect to the S&MS success criteria, and by extension, the S&MS risk posture. As such, the S&MS assurance case is integral to program/project systems engineering, risk management, and S&MS oversight activities, and provides the principal basis for S&MS risk acceptance by the Decision Authority throughout the program/project life cycle.

42 ENGINEERING↗
NASA NTRS1990

Spaceport operations for deep space missions

Space Station Freedom is designed with the capability to cost-effectively evolve into a transportation node which can support manned lunar and Mars missions. To extend a permanent human presence to the outer planets (moon outposts) and to nearby star systems, additional orbiting space infrastructure and great advances in propulsion system and other technologies will be required. To identify primary operations and management requirements for these deep space missions, an interstellar design concept was developed and analyzed. The assembly, test, servicing, logistics resupply, and increment management techniques anticipated for lunar and Mars missions appear to provide a pattern which can be extended in an analogous manner to deep space missions. A long range, space infrastructure development plan (encompassing deep space missions) coupled with energetic, breakthrough level propulsion research should be initiated now to assist in making the best budget and schedule decisions.

Holt, Alan C.↗
NASA NTRSDate not supplied

Lessons Learned in Systems Engineering Availability and Recommendations for Mission Technical Leaders

In spaceflight missions at Goddard Space Flight Center (GSFC), the Mission System Engineer (MSE) is the technical leader of the overall engineering team and also is the Independent Engineering Technical Authority. The responsibility of this role includes the definition of the mission design architecture, concept of operations, and mission requirements, management of risk throughout the development, and verification and validation of the final system performance and function amongst other duties. This responsibility inherently requires time management, enabling focus on a balanced development with appropriate risk. Time is the most valuable resource of the MSE. The system engineer’s availability to interact with the development team (often product or component design leads and technicians, often in different worksites) to discover and mitigate mission risks during development is key to mission success. This paper presents examples from Lunar Reconnaissance Orbiter, Landsat 9, and Neutron star Interior Composition ExploreR (NICER) which represent in-house and out-of-house hardware builds. These examples demonstrate how interactions between the Mission Systems Engineers and other project and partner engineers result in discovery of critical risks, leading to early mitigation with significant cost and performance savings. These three missions would have suffered test failures or on-orbit failures had their MSEs not set aside time to visit engineers and technicians that were working on key pieces of space flight hardware. Availability is more than just time; it is openness to listen to concerns and questions. It begins by building a level of trust in the team that it is safe to ask questions or share concerns without the fear of blame or additional workload. It also requires enabling informal conversations (over lunch, coffee, in the clean room, or at the team members desk, etc.) where key information can be exchanged, and team members may even provide an easy-to-implement mitigation idea for another subsystem. Availability is a highly valuable commodity and completely non-obvious to protect and optimize. The natural tendency of engineers is to keep themselves busy with solving problems that they know about. This paper is encouraging MSEs to resist this tendency to try and solve all the complex problems themselves and actively devote daily time to learning and solving problems that are found with informal communications with other team members.

Lessons Learned↗
NASA NTRS2013

Management Approach for NASA's Earth Venture-1 (EV-1) Airborne Science Investigations

The Earth System Science Pathfinder (ESSP) Program Office (PO) is responsible for programmatic management of National Aeronautics and Space Administration's (NASA) Science Mission Directorate's (SMD) Earth Venture (EV) missions. EV is composed of both orbital and suborbital Earth science missions. The first of the Earth Venture missions is EV-1, which are Principal Investigator-led, temporally-sustained, suborbital (airborne) science investigations costcapped at $30M each over five years. Traditional orbital procedures, processes and standards used to manage previous ESSP missions, while effective, are disproportionally comprehensive for suborbital missions. Conversely, existing airborne practices are primarily intended for smaller, temporally shorter investigations, and traditionally managed directly by a program scientist as opposed to a program office such as ESSP. In 2010, ESSP crafted a management approach for the successful implementation of the EV-1 missions within the constructs of current governance models. NASA Research and Technology Program and Project Management Requirements form the foundation of the approach for EV-1. Additionally, requirements from other existing NASA Procedural Requirements (NPRs), systems engineering guidance and management handbooks were adapted to manage programmatic, technical, schedule, cost elements and risk. As the EV-1 missions are nearly at the end of their successful execution and project lifecycle and the submission deadline of the next mission proposals near, the ESSP PO is taking the lessons learned and updated the programmatic management approach for all future Earth Venture Suborbital (EVS) missions for an even more flexible and streamlined management approach.

Guillory, Anthony R.↗
NASA NTRS1992

NASA's acquisition requirements for configuration management

A viewgraph presentation on NASA's acquisition requirements for configuration management (CM) goes over CM requirements for single mission and multi-mission orientations, CM automation and CALS implementation initiatives, NASA implementation of DOD standards and DID's (data item descriptions), impact of traceability in NASA CM support, NASA's CM efforts in modifying/upgrading equipment, and CM control of multi-vendor hardware.

Coletta, Mark P.↗
NASA NTRS1974

Space shuttle program: Shuttle Avionics Integration Laboratory. Volume 7: Logistics management plan

The logistics management plan for the shuttle avionics integration laboratory defines the organization, disciplines, and methodology for managing and controlling logistics support. Those elements requiring management include maintainability and reliability, maintenance planning, support and test equipment, supply support, transportation and handling, technical data, facilities, personnel and training, funding, and management data.

Source record↗
NASA NTRS1995

Baseline experimental investigation of an electrohydrodynamically assisted heat pipe

The increases in power demand and associated thermal management requirements of future space programs such as potential Lunar/Mars missions will require enhancing the operating efficiencies of thermal management devices. Currently, the use of electrohydrodynamically (EHD) assisted thermal control devices is under consideration as a potential method of increasing thermal management system capacity. The objectives of the currently described investigation included completing build-up of the EHD-Assisted Heat Pipe Test bed, developing test procedures for an experimental evaluation of the unassisted heat pipe, developing an analytical model capable of predicting the performance limits of the unassisted heat pipe, and obtaining experimental data which would define the performance characteristics of the unassisted heat pipe. The information obtained in the currently proposed study will be used in order to provide extensive comparisons with the EHD-assisted performance observations to be obtained during the continuing investigation of EHD-Assisted heat transfer devices. Through comparisons of the baseline test bed data and the EHD assisted test bed data, accurate insight into the performance enhancing characteristics of EHD augmentation may be obtained. This may lead to optimization, development, and implementation of EHD technology for future space programs.

Duncan, A. B.↗
NASA NTRS1989

Electrical, Electronic, and Electromechanical (EEE) parts management and control requirements for NASA space flight programs

This document establishes electrical, electronic, and electromechanical (EEE) parts management and control requirements for contractors providing and maintaining space flight and mission-essential or critical ground support equipment for NASA space flight programs. Although the text is worded 'the contractor shall,' the requirements are also to be used by NASA Headquarters and field installations for developing program/project parts management and control requirements for in-house and contracted efforts. This document places increased emphasis on parts programs to ensure that reliability and quality are considered through adequate consideration of the selection, control, and application of parts. It is the intent of this document to identify disciplines that can be implemented to obtain reliable parts which meet mission needs. The parts management and control requirements described in this document are to be selectively applied, based on equipment class and mission needs. Individual equipment needs should be evaluated to determine the extent to which each requirement should be implemented on a procurement. Utilization of this document does not preclude the usage of other documents. The entire process of developing and implementing requirements is referred to as 'tailoring' the program for a specific project. Some factors that should be considered in this tailoring process include program phase, equipment category and criticality, equipment complexity, and mission requirements. Parts management and control requirements advocated by this document directly support the concept of 'reliability by design' and are an integral part of system reliability and maintainability. Achieving the required availability and mission success objectives during operation depends on the attention given reliability and maintainability in the design phase. Consequently, it is intended that the requirements described in this document are consistent with those of NASA publications, 'Reliability Program Requirements for Aeronautical and Space System Contractors,' NHB 5300.4(1A-l); 'Maintainability Program Requirements for Space Systems,' NHB 5300.4(1E); and 'Quality Program Provisions for Aeronautical and Space System Contractors,' NHB 5300.4(1B).

Source record↗
NASA NTRS2022

NASA Space Flight Program and Project Management Handbook

This handbook is the companion document to NPR 7120.5F, NASA Space Flight Program and Project Management Requirements. It represents the accumulation of knowledge on managing program and projects derived from NASA’s human, robotic, and scientific missions. It incorporates the “corporate knowledge” for existing and future NASA space flight programs and projects, including NASA’s Artemis missions to establish a sustainable human presence on the Moon through collaboration with commercial and international partners, NASA’s James Webb Space Telescope (JWST) mission, and NASA’s robotic missions on Mars. The practices discussed have evolved as a function of NASA’s core values of safety, integrity, teamwork, excellence, and inclusion, and may also prove a resource for other agencies, the private sector, and academia. The knowledge gained from the Agency’s victories and defeats, including the checks and balances and initiatives to better control cost and risk, provides a foundation for continuing an exciting and healthy space program. This handbook provides implementation guidance for NPR 7120.5F and includes the changes and updates to key procedural requirements in NPR 7120.5F since NPR 7120.5E. The goal of the NPR requirements is to ensure programs and projects are developed and successfully executed in the most cost-effective and efficient manner possible. This handbook provides context, rationale, and explanation to facilitate the application of requirements and to pass on some of the hard-won best practices and lessons learned.

Tracy L Osborne↗
NASA NTRS1976

An approach to improve management visibility within the procurement and financial group at Goldstone

Improvements in the operational efficiency of the data management systems at the Goldstone Deep Space Communications Complex (GDSCC) are discussed. This addresses the existing procurement and financial management data system at GDSCC, identifies management requirements for better visibility, describes a proposed computerized data management system, summarizes results to data, and identifies plans for future development.

Maiocco, F. R.↗
NASA NTRS1984

Data management for Computer-Aided Engineering (CAE)

Analysis of data flow through the design and manufacturing processes has established specific information management requirements and identified unique problems. The application of data management technology to the engineering/manufacturing environment addresses these problems. An overview of the IPAD prototype data base management system, representing a partial solution to these problems, is presented here.

Bryant, W. A.↗
NASA NTRS1990

Using expert systems to implement a semantic data model of a large mass storage system

The successful development of large volume data storage systems will depend not only on the ability of the designers to store data, but on the ability to manage such data once it is in the system. The hypothesis is that mass storage data management can only be implemented successfully based on highly intelligent meta data management services. There now exists a proposed mass store system standard proposed by the IEEE that addresses many of the issues related to the storage of large volumes of data, however, the model does not consider a major technical issue, namely the high level management of stored data. However, if the model were expanded to include the semantics and pragmatics of the data domain using a Semantic Data Model (SDM) concept, the result would be data that is expressive of the Intelligent Information Fusion (IIF) concept and also organized and classified in context to its use and purpose. The results are presented of a demonstration prototype SDM implemented using the expert system development tool NEXPERT OBJECT. In the prototype, a simple instance of a SDM was created to support a hypothetical application for the Earth Observing System, Data Information System (EOSDIS). The massive amounts of data that EOSDIS will manage requires the definition and design of a powerful information management system in order to support even the most basic needs of the project. The application domain is characterized by a semantic like network that represents the data content and the relationships between the data based on user views and the more generalized domain architectural view of the information world. The data in the domain are represented by objects that define classes, types and instances of the data. In addition, data properties are selectively inherited between parent and daughter relationships in the domain. Based on the SDM a simple information system design is developed from the low level data storage media, through record management and meta data management to the user interface.

Roelofs, Larry H.↗
NASA NTRS2015

Closed Loop Requirements and Analysis Management

Effective systems engineering involves the use of analysis in the derivation of requirements and verification of designs against those requirements. The initial development of requirements often depends on analysis for the technical definition of specific aspects of a product. Following the allocation of system-level requirements to a product's components, the closure of those requirements often involves analytical approaches to verify that the requirement criteria have been satisfied. Meanwhile, changes that occur in between these two processes need to be managed in order to achieve a closed-loop requirement derivation/verification process. Herein are presented concepts for employing emerging Team center capabilities to jointly manage requirements and analysis data such that analytical techniques are utilized to effectively derive and allocate requirements, analyses are consulted and updated during the change evaluation processes, and analyses are leveraged during the design verification process. Recommendations on concept validation case studies are also discussed.

Lamoreaux, Michael↗
NASA NTRS2023

NASA Standing Review Board Handbook

This handbook provides guidance based on best practices for the planning, preparation, review, reporting, and closeout of Standing Review Board (SRB) activities. Revision C updates the Revision B version of the SRB Handbook published in 2016 to incorporate updates to NASA Procedural Requirements (NPR) 7120.5F, NASA Space Flight Program and Project Management Requirements. These updates include: - Changing the Dissenting Opinion process to the Formal Dissent process, which retains the current process augmented with an expedited escalation path. - Updates to requirements for establishing an Agency Baseline Commitment (ABC) and for performing Joint Cost and Schedule Confidence Level (JCL) analyses for tightly coupled programs. - Additional requirements for performing a JCL analysis for single-project programs and projects over $1B Life-Cycle Cost (LCC). - Use of initial capability cost estimates instead of LCC estimates in specific, identified instances for single-project programs and projects that plan continuing operations and production, including integration of capability upgrades, with an unspecified Phase E end point. These single-project programs and projects define an initial capability during Phase A and develop an initial capability cost that establishes the ABC at Key Decision Point (KDP) C. Initial capability is the first operational mission flight (or as defined in the KDP B Review Plan) and is documented in the KDP B Decision Memorandum. Initial capability cost includes operations cost for the initial capability. The Phase E cost estimate for continuing operations and production is established separately as part of the Operational Readiness Review (ORR) and KDP E for the 5 years after initial capability and subsequently updated and documented annually for the next 5-year period. Upgrades during Phase E that meet the Agency criteria for a major project for external reporting are treated as projects for the purposes of establishing their own development ABC outside the Phase E cost estimate. The Phase E cost estimate is updated to include production and operations costs associated with these upgrades. Development, production, and operations costs of other (i.e., non-major) upgrades are included in the Phase E cost estimate. (See NPR 7120.5, Sections 2.4.1.5 and 2.4.1.6 and the NASA Space Flight Program and Project Management Handbook (PM Handbook), Section 5.5.4 for additional information.) The scope of the SRB’s assessment with respect to initial capability, Phase E cost estimate, and major upgrades for these single-project programs and projects is defined in the Terms of Reference (ToR).

Kevin Michael Gilligan↗
NASA NTRS1975

The total Earth Resources System of the 1980's: A view of the future

The study was organized to address the total earth resources system in the broadest sense: distinguishing characteristics of the resources form the input, and information from user models forms the output. The effort began with a treatment of resource management requirements which traced information needs back to budgets, laws, and charters. These requirements were used to structure a 1980's scenario and to define thirty broad resource management missions (or applications) which could be confidently expected to be carried out by the future system. A classical systems approach was followed to assess the current state-of-the-art, structure system requirements, and to define the necessary platforms, sensors, and ground system architecture. The study of two resource management missions in additional detail was conducted to illuminate problems of transition from R&D to operational systems. The space shuttle's role in the system received special attention and a mission able to be served by an early flight was defined.

Cheeseman, C. E.↗
NASA NTRS1994

Issues in NASA program and project management

This volume is the eighth in an ongoing series addressing current topics and lessons learned in NASA program and project management. Articles in this volume cover the following topics: (1) power sources for the Galileo and Ulysses Missions; (2) managing requirements; (3) program control of the Tropical Rainfall Measuring Mission; (4) project management method; (5) career development for project managers; and (6) resources for NASA managers.

Hoffman, Edward J.↗
NASA NTRS2011

SOFIA Program SE and I Lessons Learned

Once a "Troubled Project" threatened with cancellation, the Stratospheric Observatory for Infrared Astronomy (SOFIA) Program has overcome many difficult challenges and recently achieved its first light images. To achieve success, SOFIA had to overcome significant deficiencies in fundamental Systems Engineering identified during a major Program restructuring. This presentation will summarize the lessons learn in Systems Engineering on the SOFIA Program. After the Program was reformulated, an initial assessment of Systems Engineering established the scope of the problem and helped to set a list of priorities that needed to be work. A revised Systems Engineering Management Plan (SEMP) was written to address the new Program structure and requirements established in the approved NPR7123.1A. An important result of the "Technical Planning" effort was the decision by the Program and Technical Leadership team to re-phasing the lifecycle into increments. The reformed SOFIA Program Office had to quickly develop and establish several new System Engineering core processes including; Requirements Management, Risk Management, Configuration Management and Data Management. Implementing these processes had to consider the physical and cultural diversity of the SOFIA Program team which includes two Projects spanning two NASA Centers, a major German partnership, and sub-contractors located across the United States and Europe. The SOFIA Program experience represents a creative approach to doing "System Engineering in the middle" while a Program is well established. Many challenges were identified and overcome. The SOFIA example demonstrates it is never too late to benefit from fixing deficiencies in the System Engineering processes.

Ray, Ronald J.↗