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NASA NTRS2010

What the Heck is Going On at NASA?

On February 1, 2010, the federal budget for Fiscal Year 2011 was released. NASA received an increase, unlike almost any other federal agency. At the same time, the budget revealed that the Constellation Program would be cancelled and that NASA would look to private sector providers for transportation of cargo, and eventually crew members, to the International Space Station. The Constellation Program had included a human return to the Moon by the year 2020, and the program plans called for a permanent surface facility capable of supporting human explorers. In the FY2011 announcement, the prescription of a lunar objective was replaced by a concept called flexible path that was advertised to open possibilities of other types of human missions beyond low Earth orbit. The policy direction has polarized the U.S. space community, where the reactions have been swift and polemical. The new policy has been described both as the death knell of human space exploration and as the only hope to save human space exploration. Some members of Congress have threatened legal action based on the current law regarding appropriation of funds to NASA, which states that Constellation cannot be cancelled without prior consultation with Congress. As might be expected, some of the reaction is directly related to losses or gains of jobs in districts associated with NASA facilities. However, various statements show high emotional content, suggesting that personal belief systems have been challenged. Meanwhile, many details of the new policy are not yet clear; and some aspects seem to be shifting in response to political reaction. The final direction for NASA will not be known until the FY2011 budget has been passed by Congress and signed by the President. I will draw upon my 28 years of studying, writing, and speaking on the topic of future human exploration beyond low Earth orbit to discuss the various issues at stake and the historical context for the debate. My own work has had a central theme of lunar exploration and development, but I have also come to believe that human exploration will never be more than a political sideshow until a significant economic sector can be created in space off of the Earth. Disclaimer: The views presented will be my own and in no way reflect official policies of the NASA.

Mendell, Wendell↗

NASA NTRS2010

Analysis of Different Cost Functions in the Geosect Airspace Partitioning Tool

A new cost function representing air traffic controller workload is implemented in the Geosect airspace partitioning tool. Geosect currently uses a combination of aircraft count and dwell time to select optimal airspace partitions that balance controller workload. This is referred to as the aircraft count/dwell time hybrid cost function. The new cost function is based on Simplified Dynamic Density, a measure of different aspects of air traffic controller workload. Three sectorizations are compared. These are the current sectorization, Geosect's sectorization based on the aircraft count/dwell time hybrid cost function, and Geosect s sectorization based on the Simplified Dynamic Density cost function. Each sectorization is evaluated for maximum and average workload along with workload balance using the Simplified Dynamic Density as the workload measure. In addition, the Airspace Concept Evaluation System, a nationwide air traffic simulator, is used to determine the capacity and delay incurred by each sectorization. The sectorization resulting from the Simplified Dynamic Density cost function had a lower maximum workload measure than the other sectorizations, and the sectorization based on the combination of aircraft count and dwell time did a better job of balancing workload and balancing capacity. However, the current sectorization had the lowest average workload, highest sector capacity, and the least system delay.

Wong, Gregory L.↗

NASA NTRS2009

Rocketdyne - Lunar Ascent Engine

The ascent engine was the last one from the moon, and I want to focus on the idea of redundancy and teams in regard to the engine. By teams, I mean teamwork - not just within Rocketdyne. It was teamwork within Rocketdyne; it was teamwork within Grumman; it was teamwork within NASA. These were all important elements leading to the successful development of the lunar excursion module (LEM) engine. Communication, rapid response, and cooperation were all important. Another aspect that went into the development of the ascent engine was the integration of technology and of lessons learned. We pushed all the above, plus technology and lessons learned, into a program, and that led to a successful result. One of the things that I like to think about - again in retrospect - is how it is very "in" now to have integrated product and process teams. These are buzzwords for teamwork in all program phases. That s where you combine a lot of groups into a single organization to get a job done. The ascent engine program epitomized that kind of integration and focus, and because this was the mid- to late-1960s; this was new ground for Rocketdyne, Grumman, and NASA. Redundancy was really a major hallmark of the Apollo Program. Everything was redundant. Once you got the rocket going, you could even lose one of the big F-1 engines, and it would still make it to orbit. And once the first stage separated from the rest of the vehicle, the second stage could do without an engine and still make a mission. This redundancy was demonstrated when an early Apollo launch shut down a J-2 second-stage engine. Actually, they shut down two J-2 engines on that flight. Even the third stage, with its single J-2 engine, was backed up because the first two stages could toss it into a recoverable orbit. If the third stage didn't work, you were circling the earth, and you had time to recover the command module and crew. Remember how on the Apollo 13 flight, there was sufficient system redundancy even when we lost the service module. That was a magnificent effort. TRW Inc. really ought to be proud of their engine for that. (See Slide 2, Appendix I) We had planned for redundancy; we had landed on the moon. However, weight restrictions in the architecture said, "You can t have redundancy for ascent from the moon. You've got one engine. It s got to work. There is no second chance. If that ascent engine doesn't work, you re stuck there." It would not have looked good for NASA. It wouldn't have looked good for the country. There was a letter written that President Richard Nixon would read if the astronauts got stuck on the moon, expressing how sorry we were and so forth. It was a scary letter, really. The ascent engine was an engine that had to work. (See Slide 3, Appendix I).

Harmon, Tim↗

NASA NTRS2010

Asbestos Exposure Assessment Database

Exposure to particular hazardous materials in a work environment is dangerous to the employees who work directly with or around the materials as well as those who come in contact with them indirectly. In order to maintain a national standard for safe working environments and protect worker health, the Occupational Safety and Health Administration (OSHA) has set forth numerous precautionary regulations. NASA has been proactive in adhering to these regulations by implementing standards which are often stricter than regulation limits and administering frequent health risk assessments. The primary objective of this project is to create the infrastructure for an Asbestos Exposure Assessment Database specific to NASA Johnson Space Center (JSC) which will compile all of the exposure assessment data into a well-organized, navigable format. The data includes Sample Types, Samples Durations, Crafts of those from whom samples were collected, Job Performance Requirements (JPR) numbers, Phased Contrast Microscopy (PCM) and Transmission Electron Microscopy (TEM) results and qualifiers, Personal Protective Equipment (PPE), and names of industrial hygienists who performed the monitoring. This database will allow NASA to provide OSHA with specific information demonstrating that JSC s work procedures are protective enough to minimize the risk of future disease from the exposures. The data has been collected by the NASA contractors Computer Sciences Corporation (CSC) and Wyle Laboratories. The personal exposure samples were collected from devices worn by laborers working at JSC and by building occupants located in asbestos-containing buildings.

Arcot, Divya K.↗

NASA NTRS2003

0g Climbing - The Challenge of Walking in Space

Space walking is poorly named, as it has little in common with how animals walk on Earth. Space walking is more akin to mountain climbing in scuba gear, while parachuting in a freefall -- an odd combination of effects and equipment to help people do a demanding job. Robots are now being studied for service in this same domain, working on large scale space structures like the Space Station, servicing science or military platforms in high orbit, or riding on the outside of a space craft in transit to Mars, the Moon or other destinations. What have we learned about climbing in 0g? How should machines be controlled for serving in this role? What can they do to overcome the problems that humans have faced? In order to move about in this environment, a robot must be able to climb autonomously, using gaits that smoothly manage its momentum and that minimize contact forces (walking lightly) while providing for safety in the event of an emergency requiring the system to stop. All three of these objectives are now being explored at NASA's Johnson Space Center, using the Robonaut system and a set of mockups that emulate the 0g condition. NASA's goal for Robonaut is to develop the control technology that will allow it to climb on the outside of the Space Shuttle, the Space Station, and satellite mockups at JSC, enabling the robot to perform EVA task setups or serve as an Astronaut's assistant.

Ambrose, Robert O.↗

NASA NTRS2010

The Process of the Development of an Operator

On the job training is where new employees called operators can start gaining knowledge on what they will be working on during their time in JSC. In these lessons I learned different things that are important ranging from thermal systems to electrical systems. While doing OJT classes the student will learn how to use a portable computer system which has displays that I also helped edit and clean up. The way you can also learn is by reading system briefs which describes the different systems. Due to the fact of a possible change in the ISS I updated a systems brief so that it can be relevant to what is actually on the space station. I was given a task that will help develop my skills and make myself better prepared for my future in the work field. The project that I worked on had me pulling real time data from the International Space Station. The Data I obtained from the space station will be correlated to battery performance. The group I will be working which is called REBA and we will take the telemetry and evaluate the data. I will be working with my mentor Ben Chislom and co-op Tyler along with the Pro team. They then will put this data into a graph so that they can get the discrepancies and find a way to improve the battery performance. The first weeks I read familiarization books that informed me how the ISS works, how it was built, and the systems that are used to keep the station working. This project is going to benefit NASA by finding out how electricity is being used on the ISS and enabling us to see how it can be used more efficiently. This way we can operate the ISS without wasting power. While conducting research that goes on inside the space station knowing all electricity is being used efficiently.

Banks, Terrence↗

NASA NTRS2004

0g Climbing - The Challenge of Walking in Space

Space walking is poorly named, as it has little in common with how animals walk on Earth. Space walking is more akin to mountain climbing in scuba gear, while parachuting in a freefall-an odd combination of effects and equipment to help people do a demanding job. Robots are now being studied for service in this same domain, working on large scale space structures like the Space Station, servicing science or military platforms in high orbit, or riding on the outside of a space craft in transit to Mars, the Moon or other destinations. What have we learned about climbing in 0g? How should machines be controlled for serving in this role? What can they do to overcome the problems that humans have faced? In order to move about in this environment, a robot must be able to climb autonomously, using gaits that smoothly manage its momentum and that minimize contact forces (walking lightly) while providing for safety in the event of an emergency requiring the system to stop. All three of these objectives are now being explored at NASA's Johnson Space Center, using the Robonaut system and a set of mockups that emulate the 0g condition. NASA's goal for Robonaut is to develop the control technology that will allow it to climb on the outside of the Space Shuttle, the Space Station, and satellite mockups at JSC, enabling the robot to perform EVA task setups or serve as an Astronaut's assistant.

Ambrose, Robert O.↗

NASA NTRS2010

Integrating Variances into an Analytical Database

For this project, I enrolled in numerous SATERN courses that taught the basics of database programming. These include: Basic Access 2007 Forms, Introduction to Database Systems, Overview of Database Design, and others. My main job was to create an analytical database that can handle many stored forms and make it easy to interpret and organize. Additionally, I helped improve an existing database and populate it with information. These databases were designed to be used with data from Safety Variances and DCR forms. The research consisted of analyzing the database and comparing the data to find out which entries were repeated the most. If an entry happened to be repeated several times in the database, that would mean that the rule or requirement targeted by that variance has been bypassed many times already and so the requirement may not really be needed, but rather should be changed to allow the variance's conditions permanently. This project did not only restrict itself to the design and development of the database system, but also worked on exporting the data from the database to a different format (e.g. Excel or Word) so it could be analyzed in a simpler fashion. Thanks to the change in format, the data was organized in a spreadsheet that made it possible to sort the data by categories or types and helped speed up searches. Once my work with the database was done, the records of variances could be arranged so that they were displayed in numerical order, or one could search for a specific document targeted by the variances and restrict the search to only include variances that modified a specific requirement. A great part that contributed to my learning was SATERN, NASA's resource for education. Thanks to the SATERN online courses I took over the summer, I was able to learn many new things about computers and databases and also go more in depth into topics I already knew about.

Sanchez, Carlos↗

NASA NTRS2010

Analysis of Skeletal Muscle Metrics as Predictors of Functional Task Performance

PURPOSE: The ability to predict task performance using physiological performance metrics is vital to ensure that astronauts can execute their jobs safely and effectively. This investigation used a weighted suit to evaluate task performance at various ratios of strength, power, and endurance to body weight. METHODS: Twenty subjects completed muscle performance tests and functional tasks representative of those that would be required of astronauts during planetary exploration (see table for specific tests/tasks). Subjects performed functional tasks while wearing a weighted suit with additional loads ranging from 0-120% of initial body weight. Performance metrics were time to completion for all tasks except hatch opening, which consisted of total work. Task performance metrics were plotted against muscle metrics normalized to "body weight" (subject weight + external load; BW) for each trial. Fractional polynomial regression was used to model the relationship between muscle and task performance. CONCLUSION: LPMIF/BW is the best predictor of performance for predominantly lower-body tasks that are ambulatory and of short duration. LPMIF/BW is a very practical predictor of occupational task performance as it is quick and relatively safe to perform. Accordingly, bench press work best predicts hatch-opening work performance.

Ryder, Jeffrey W.↗

NASA NTRS2010

Forum on Workforce Development

APPEL Mission: To support NASA's mission by promoting individual, team, and organizational excellence in program/project management and engineering through the application of learning strategies, methods, models, and tools. Goals: a) Provide a common frame of reference for NASA s technical workforce. b) Provide and enhance critical job skills. c) Support engineering, program and project teams. d) Promote organizational learning across the agency. e) Supplement formal educational programs.

Hoffman, Edward↗

NASA NTRS2010

International Space Station Aeromedical Support in Star City, Russia

The Space Medicine Division at Johnson Space Center works with the International Space Station s international partners (IP) to accomplish assigned health care tasks. Each IP may assign a flight surgeon to support their assigned crewmembers during all phases of training, in-flight operations, and postflight activities. Because of the extensive amount of astronaut training conducted in Star City; NASA, in collaboration with its IPs, has elected to keep a flight surgeon assigned to NASA s Star City office to provide support to the U.S., Canadian, Japanese, and European astronauts during hazardous training activities and provide support for any contingency landings of Soyuz spacecraft in Kazakhstan. The physician also provides support as necessary to the Mission Control Center in Moscow for non-Russian crew-related activities. In addition, the physician in Star City provides ambulatory medical care to the non-Russian-assigned personnel in Star City and visiting dependents. Additional work involves all medical supplies, administration, and inventory. The Star City physician assists in medical evacuation and/or in obtaining support from western clinics in Moscow when required care exceeds local resources. Overall, the Russians are responsible for operations and the medical care of the entire crew when training in Star City and during launch/landing operations. However, they allow international partner flight surgeons to care for their crewmembers as agreed to in the ISS Medical Operations Requirements Document. Medical support focuses on pressurized, monitored, and other hazardous training activities. One of the most important jobs is to act as a medical advocate for the astronauts and to reduce the threat that these hazardous activities pose. Although the Russians have a robust medical system, evacuation may be needed to facilitate ongoing medical care. There are several international medical evacuation companies that provide this care.

Cole, Richard↗

NASA NTRS2010

International Space Station Mechanisms and Maintenance Flight Control Documentation and Training Development

International Space Station (ISS) crew and flight controller training documentation is used to aid in training operations. The Generic Simulations References SharePoint (Gen Sim) site is a database used as an aid during flight simulations. The Gen Sim site is used to make individual mission segment timelines, data, and flight information easily accessible to instructors. The Waste and Hygiene Compartment (WHC) training schematic includes simple and complex fluid schematics, as well as overall hardware locations. It is used as a teaching aid during WHC lessons for both ISS crew and flight controllers. ISS flight control documentation is used to support all aspects of ISS mission operations. The Quick Look Database and Consolidated Tool Page are imagery-based references used in real-time to help the Operations Support Officer (OSO) find data faster and improve discussions with the Flight Director and Capsule Communicator (CAPCOM). A Quick Look page was created for the Permanent Multipurpose Module (PMM) by locating photos of the module interior, labeling specific hardware, and organizing them in schematic form to match the layout of the PMM interior. A Tool Page was created for the Maintenance Work Area (MWA) by gathering images, detailed drawings, safety information, procedures, certifications, demonstration videos, and general facts of each MWA component and displaying them in an easily accessible and consistent format. Participation in ISS mechanisms and maintenance lessons, mission simulation On-the-Job Training (OJT), and real-time flight OJT was used as an opportunity to train for day-to-day operations as an OSO, as well as learn how to effectively respond to failures and emergencies during mission simulations and real-time flight operations.

Daugherty, Colin C.↗

NASA NTRS2004

EVA Performance Prediction

Astronaut physical performance capabilities in micro gravity EV A or on planetary surfaces when encumbered by a life support suit and debilitated by a long exposure to micro gravity will be less than unencumbered pre flight capabilities. The big question addressed by human factors engineers is: what can the astronaut be expected to do on EVA or when we arrive at a planetary surface? A second question is: what aids to performance will be needed to enhance the human physical capability? These questions are important for a number of reasons. First it is necessary to carry out accurate planning of human physical demands to ensure that time and energy critical tasks can be carried out with confidence. Second it is important that the crew members (and their ground or planetary base monitors) have a realistic picture of their own capabilities, as excessive fatigue can lead to catastrophic failure. Third it is important to design appropriate equipment to enhance human sensory capabilities, locomotion, materials handling and manipulation. The evidence from physiological research points to musculoskeletal, cardiovascular and neurovestibular degradation during long duration exposure to micro gravity . The evidence from the biomechanics laboratory (and the Neutral Buoyancy Laboratory) points to a reduction in range of motion, strength and stamina when encumbered by a pressurized suit. The evidence from a long history of EVAs is that crewmembers are indeed restricted in their physical capabilities. There is a wealth of evidence in the literature on the causes and effects of degraded human performance in the laboratory, in sports and athletics, in industry and in other physically demanding jobs. One approach to this challenge is through biomechanical and performance modeling. Such models must be based on thorough task analysis, reliable human performance data from controlled studies, and functional extrapolations validated in analog contexts. The task analyses currently carried out for EVA activities are based more on extensive domain experience than any formal analytic structure. Conversely, physical task analysis for industrial and structured evidence from training and EV A contexts. Again on earth there is considerable evidence of human performance degradation due to encumbrance and fatigue. These industrial models generally take the form of a discounting equation. The development of performance estimates for space operations, such as timeline predictions for EVA is generally based on specific input from training activity, for example in the NBL or KC135. uniformed services tasks on earth are much more formalized. Human performance data in the space context has two sources: first there is the micro analysis of performance in structured tasks by the space physiology community and second there is the less structured evidence from training and EV A contexts.

Peacock, Brian↗

NASA NTRS2011

ISS Operations Cost Reductions Through Automation of Real-Time Planning Tasks

In 2008 the Johnson Space Center s Mission Operations Directorate (MOD) management team challenged their organization to find ways to reduce the costs of International Space station (ISS) console operations in the Mission Control Center (MCC). Each MOD organization was asked to identify projects that would help them attain a goal of a 30% reduction in operating costs by 2012. The MOD Operations and Planning organization responded to this challenge by launching several software automation projects that would allow them to greatly improve ISS console operations and reduce staffing and operating costs. These projects to date have allowed the MOD Operations organization to remove one full time (7 x 24 x 365) ISS console position in 2010; with the plan of eliminating two full time ISS console support positions by 2012. This will account for an overall 10 EP reduction in staffing for the Operations and Planning organization. These automation projects focused on utilizing software to automate many administrative and often repetitive tasks involved with processing ISS planning and daily operations information. This information was exchanged between the ground flight control teams in Houston and around the globe, as well as with the ISS astronaut crew. These tasks ranged from managing mission plan changes from around the globe, to uploading and downloading information to and from the ISS crew, to even more complex tasks that required multiple decision points to process the data, track approvals and deliver it to the correct recipient across network and security boundaries. The software solutions leveraged several different technologies including customized web applications and implementation of industry standard web services architecture between several planning tools; as well as a engaging a previously research level technology (TRL 2-3) developed by Ames Research Center (ARC) that utilized an intelligent agent based system to manage and automate file traffic flow, archiving f data, and generating console logs. This technology called OCAMS (OCA (Orbital Communication System) Management System), is now considered TRL level 9 and is in daily use in the Mission Control Center in support of ISS operations. These solutions have not only allowed for improved efficiency on console; but since many of the previously manual data transfers are now automated, many of the human error prone steps have been removed, and the quality of the planning products has improved tremendously. This has also allowed our Planning Flight Controllers more time to focus on the abstract areas of the job, (like the complexities of planning a mission for 6 international crew members with a global planning team), instead of being burdened with the administrative tasks that took significant time each console shift to process. The resulting automation solutions have allowed the Operations and Planning organization to realize significant cost savings for the ISS program through 2020 and many of these solutions could be a viable

Hall, Timothy A.↗

NASA NTRS2011

Human Research Program 2010 Chair Standing Review Panel Meeting

The 13 Human Research Program (HRP) Standing Review Panel (SRP) Chairs, and in some cases one or two additional panel members (see section XIV, roster) referred to as the Chair (+1) SRP throughout this document, met at the NASA Johnson Space Center (JSC) on December 7, 2010 to allow the HRP Elements and Projects to report on their progress over the past year, their current status, and their plans for the upcoming year based on NASA's current goals and objectives for human space exploration. A large focus of the meeting was also used to discuss integration across the HRP scientific disciplines based on a recommendation from the 2009 HRP SRP review. During the one-day meeting, each of the HRP Elements and Projects presented the changes they made to the HRP Integrated Research Plan (IRP Rev. B) over the last year, and what their top three areas of integration are between other HRP Elements/Projects. The Chair (+1) SRP spent sufficient time addressing the panel charge, either as a group or in a separate closed session, and the Chair (+1) SRP and the HRP presenters and observers, in most cases, had sufficient time to discuss during and after the presentations. The SRP made a final debriefing to the HRP Program Scientist, Dr. John B. Charles, prior to the close of the meeting on December 7, 2010. Overall, the Chair (+1) SRP concluded that most of the HRP Elements/Projects did a commendable job during the past year in addressing integration across the HRP scientific disciplines with the available resources. The Chair (+1) SRP agreed that the idea of integration between HRP Elements/Projects is noble, but believes all parties involved should have the same definition of integration, in order to be successful. The Chair (+1) SRP also believes that a key to successful integration is communication among the HRP Elements/Projects which may present a challenge. The Chair (+1) SRP recommends that the HRP have a workshop on program integration (with HRP Element/Project representatives and maybe outside experts), to interpret the several meanings of integration and how they best can be implemented for the HRP. Another suggestion regarding integration between HRP Elements/Projects is that the HRP convene a meeting of scientists who have a good record of pursuing multidisciplinary/integrative research in the general areas that are relevant to the HRP; identify those that are of high priority; and then support research on those, giving priority to multidisciplinary/integrative teams in which all relevant HRP disciplines are represented. Some of these teams may be already established and functioning within the HRP; others might be organized in response to NASA's research announcements. Lastly, the Chair (+1) SRP felt that there were two overarching issues that spanned across all of the HRP Elements/Projects. The first, which was discussed in great detail, is access to the astronaut medical records, psychological as well as physical. New research will not be useful unless one has access to what has been done, what has worked, and what has not worked. Second is access to records of what medications are being taken by the astronauts while in-flight. The Chair (+1) SRP feels that there needs to be good medical reconciliation to know beginning to end what is happening healthwise to the astronauts.

Steinberg, Susan↗

NASA NTRS2011

Hayabusa Recovery, Curation and Preliminary Sample Analysis: Lessons Learned from Recent Sample Return Mission

I describe lessons learned from my participation on the Hayabusa Mission, which returned regolith grains from asteroid Itokawa in 2010 [1], comparing this with the recently returned Stardust Spacecraft, which sampled the Jupiter Family comet Wild 2. Spacecraft Recovery Operations: The mission Science and Curation teams must actively participate in planning, testing and implementing spacecraft recovery operations. The crash of the Genesis spacecraft underscored the importance of thinking through multiple contingency scenarios and practicing field recovery for these potential circumstances. Having the contingency supplies on-hand was critical, and at least one full year of planning for Stardust and Hayabusa recovery operations was necessary. Care must be taken to coordinate recovery operations with local organizations and inform relevant government bodies well in advance. Recovery plans for both Stardust and Hayabusa had to be adjusted for unexpectedly wet landing site conditions. Documentation of every step of spacecraft recovery and deintegration was necessary, and collection and analysis of launch and landing site soils was critical. We found the operation of the Woomera Text Range (South Australia) to be excellent in the case of Hayabusa, and in many respects this site is superior to the Utah Test and Training Range (used for Stardust) in the USA. Recovery operations for all recovered spacecraft suffered from the lack of a hermetic seal for the samples. Mission engineers should be pushed to provide hermetic seals for returned samples. Sample Curation Issues: More than two full years were required to prepare curation facilities for Stardust and Hayabusa. Despite this seemingly adequate lead time, major changes to curation procedures were required once the actual state of the returned samples became apparent. Sample databases must be fully implemented before sample return for Stardust we did not adequately think through all of the possible sub sampling and analytical activities before settling on a database design - Hayabusa has done a better job of this. Also, analysis teams must not be permitted to devise their own sample naming schemes. The sample handling and storage facilities for Hayabusa are the finest that exist, and we are now modifying Stardust curation to take advantage of the Hayabusa facilities. Remote storage of a sample subset is desirable. Preliminary Examination (PE) of Samples: There must be some determination of the state and quantity of the returned samples, to provide a necessary guide to persons requesting samples and oversight committees tasked with sample curation oversight. Hayabusa s sample PE, which is called HASPET, was designed so that late additions to the analysis protocols were possible, as new analytical techniques became available. A small but representative number of recovered grains are being subjected to in-depth characterization. The bulk of the recovered samples are being left untouched, to limit contamination. The HASPET plan takes maximum advantage of the unique strengths of sample return missions

Zolensky, Michael E.↗

NASA NTRS2011

Noise of Embedded High Aspect Ratio Nozzles

A family of high aspect ratio nozzles were designed to provide a parametric database of canonical embedded propulsion concepts. Nozzle throat geometries with aspect ratios of 2:1, 4:1, and 8:1 were chosen, all with convergent nozzle areas. The transition from the typical round duct to the rectangular nozzle was designed very carefully to produce a flow at the nozzle exit that was uniform and free from swirl. Once the basic rectangular nozzles were designed, external features common to embedded propulsion systems were added: extended lower lip (a.k.a. bevel, aft deck), differing sidewalls, and chevrons. For the latter detailed Reynolds-averaged Navier-Stokes (RANS) computational fluid dynamics (CFD) simulations were made to predict the thrust performance and to optimize parameters such as bevel length, and chevron penetration and azimuthal curvature. Seventeen of these nozzles were fabricated at a scale providing a 2.13 inch diameter equivalent area throat." ! The seventeen nozzles were tested for far-field noise and a few data were presented here on the effect of aspect ratio, bevel length, and chevron count and penetration. The sound field of the 2:1 aspect ratio rectangular jet was very nearly axisymmetric, but the 4:1 and 8:1 were not, the noise on their minor axes being louder than the major axes. Adding bevel length increased the noise of these nozzles, especially on their minor axes, both toward the long and short sides of the beveled nozzle. Chevrons were only added to the 2:1 rectangular jet. Adding 4 chevrons per wide side produced some decrease at aft angles, but increased the high frequency noise at right angles to the jet flow. This trend increased with increasing chevron penetration. Doubling the number of chevrons while maintaining their penetration decreased these effects. Empirical models of the parametric effect of these nozzles were constructed and quantify the trends stated above." Because it is the objective of the Supersonics Project that future design work be done more by physics-based computations and less by experiments, several codes under development were evaluated against these test cases. Preliminary results show that the RANS-based code JeNo predicts the spectral directivity of the low aspect ratio jets well, but has no capability to predict the non-axisymmetry. An effort to address this limitations, used in the RANS-based code of Leib and Goldstein, overpredicted the impact of aspect ratio. The broadband shock noise code RISN, also limited to axisymmetric assumptions, did a good job of predicting the spectral directivity of underexpanded 2:1 cold jet case but was not as successful on high aspect ratio jets, particularly when they are hot. All results are preliminary because the underlying CFD has not been validated yet. An effort using a Large Eddy Simulation code by Stanford University predicted noise that agreed with experiments to within a few dB.

Bridges, James E.↗

NASA NTRS2011

Advancing Systems Engineering Excellence: The Marshall Systems Engineering Leadership Development Program

As NASA undertakes increasingly complex projects, the need for expert systems engineers and leaders in systems engineering is becoming more pronounced. As a result of this issue, the Agency has undertaken an initiative to develop more systems engineering leaders through its Systems Engineering Leadership Development Program; however, the NASA Office of the Chief Engineer has also called on the field Centers to develop mechanisms to strengthen their expertise in systems engineering locally. In response to this call, Marshall Space Flight Center (MSFC) has developed a comprehensive development program for aspiring systems engineers and systems engineering leaders. This presentation will summarize the two-level program, which consists of a combination of training courses and on-the-job, developmental training assignments at the Center to help develop stronger expertise in systems engineering and technical leadership. In addition, it will focus on the success the program has had in its pilot year. The program hosted a formal kickoff event for Level I on October 13, 2009. The first class includes 42 participants from across MSFC and Michoud Assembly Facility (MAF). A formal call for Level II is forthcoming. With the new Agency focus on research and development of new technologies, having a strong pool of well-trained systems engineers is becoming increasingly more critical. Programs such as the Marshall Systems Engineering Leadership Development Program, as well as those developed at other Centers, help ensure that there is an upcoming generation of trained systems engineers and systems engineering leaders to meet future design challenges.

Hall, Philip↗