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On this sixth day of the STS-86 mission, the flight crew, Cmdr. James D. Wetherbee, Jr., Pilot Michael J. Bloomfield, Mission Specialists Scott E. Parazynski, Jean-Loup Chretien, Vladimir G. Titov, Wendy B. Lawrence and Mike Foale are seen discussing their mission objectives in an interview with CNN, PBS and the Russian media.
On this eighth day of the STS-87 mission, the flight crew, Cmdr. Kevin R. Kregel, Pilot Steven W. Lindsey, Mission Specialists Winston E. Scott, Kalpana Chawla, and Takao Doi, and Payload Specialist Leonid K. Kadenyuk take time out from their duties to be interviewed by CNN. As they reach the one week mark in their 16-day flight, the STS-87 crew shift the focus of their efforts towards the variety of science experiments flying on this mission.
This paper is about the National Aeronautics and Space Administration(NASA) and the practice of professional ethics. It has been eleven years(Jan. 28, 1986) since the Challenger accident and the past decade has been a time of investigation, assessment, and finger-pointing, as well as a time for introspection and internal reform. While there has been a lot of rhetoric about ethical commitments at NASA, there has also been a dearth of empirically-based knowledge about what NASA and its various contractors are doing about professional ethics and what decisionmaking criteria are being used. It has been a decade of cost-cutting and personnel cut-backs. One has to wonder what, in all this time, NASA has done to create an ethical climate in which events like the Challenger accident are less likely to happen. In the fall of 1995, as part of competition for a mini-grant from NASA, a request for funding to complete an ethical profile of the agency was submitted. This papeR contributes to knowledge about NASA and ethics by reporting on the results of the first year of research which was spent in doing a comprehensive literature and web-site review along with phone interviews and e-mail correspondence with NASA ethics officers. The goal of this first year was to see what ethics activity has been documented and to ascertain what work is being done to raise the ethical question with NASA. Questions for which answers were sought include: (1) What is NASA now doing regarding ethics?; (2) What training is being provided? By whom? For whom?; (3) Are the answers to these questions different at different NASA installations?
We have assembled datasets to strengthen the LargeScale Biosphere Atmosphere Experiment in Amazonia (LBA). These datasets can now be accessed through the Woods Hole Research Center homepage (www.whrc.org), and will soon be linked to the Pre-LBA homepages of the Brazilian Space Research Institute's Center for Weather and Climate Prediction (Instituto de Pesquisas Espaciais, Centro de Previsao de Tempo e Estudos Climaticos, INPE/CPTEC) and through the Oak Ridge National Laboratory, Distributed Active Archive Center (ORNL/DMC). Some of the datasets that we are making available involved new field research and/or the digitization of data available in Brazilian government agencies. For example, during the grant period we conducted interviews at 1,100 sawmills across Amazonia to determine their production of sawn timber, and their harvest intensities. These data provide the basis for the first quantitative assessment of the area of forest affected each year by selective logging (Nepstad et al, submitted to Nature). We digitized the locations of all of the rural households in the State of Para that have been mapped by the Brazilian malaria combat agency (SUCAM). We also mapped and digitized areas of deforestation in the state of Tocantins, which is comprised largely of savanna (cerrado), an ecosystem that has been routinely excluded from deforestation mapping exercises.
On this fourth day of the STS-89 mission, the flight crew, Cmdr. Terrence W. Wilcutt, Pilot Frank Edwards, and Mission Specialists Michael P. Anderson, James F. Reilly, Bonnie J. Dunbar, Salizhan Shakirovich Sharipov, David A. Wolf and Andrew S.W. Thomas, are interviewed by an unnamed news agency. Most of the questions are directed at Wolf and his experiences on Mir.
On this sixth day of the STS-89 mission, the flight crew, Cmdr. Terrence W. Wilcutt, Pilot Frank Edwards, and Mission Specialists Michael P. Anderson, James F. Reilly, Bonnie J. Dunbar, Salizhan Shakirovich Sharipov, David A. Wolf and Andrew S.W. Thomas, are interviewed by John Holliman of Cable News Network (CNN) and Russian news media. The crew discuss the progress of the mission and activities that lie ahead for Mir crew member Andy Thomas.
On this seventh day of the STS-89 mission, the flight crew, Cmdr. Terrence W. Wilcutt, Pilot Frank Edwards, and Mission Specialists Michael P. Anderson, James F. Reilly, Bonnie J. Dunbar, Salizhan Shakirovich Sharipov, David A. Wolf and Andrew S.W. Thomas are interviewed by an unnamed news agency.
On this eighth day of the STS-91 mission, the flight crew, Cmdr. Charles J. Precourt, Pilot Dominic L. Pudwill Gorie and Mission Specialists Wendy B. Lawrence, Franklin R. Chang-Diaz, Janet L. Kavandi, and Valery Victorovitch Ryumin focus on science investigations and participate in several special interviews and phone calls. Following yesterday's undocking with the Russian Mir space station, crew members are given a couple of hours off duty during the day to provide a brief rest break from the hectic pace of their flight.
The NASA Academy in Aeronautics at the Dryden Flight Research Center (DFRC) was a ten-week summer leadership training program conducted for the first time in the summer of 1997. Funding was provided by a contract between DFRC and Purdue University. Mr. Lee Duke of DFRC was the contract monitor, and Professor Dominick Andrisani was the principal investigator. Five student research associates participated in the program. Biographies of the research associates are given in Appendix 1. Dominick Andrisani served as Dean of the NASA Academy in Aeronautics. NASA Academy in Aeronautics is a unique summer institute of higher learning that endeavors to provide insight into all of the elements that make NASA aeronautical research possible. At the same time the Academy assigns the research associate to be mentored by one of NASA!s best researchers so that they can contribute towards an active flight research program. Aeronautical research and development are an investment in the future, and NASA Academy is an investment in aeronautical leaders of the future. The Academy was run by the Indiana Space Grant Consortium at Purdue in strategic partnership with the National Space Grant College and Fellowship Program. Research associates at the Academy were selected with help from the Space Grant Consortium that sponsored the research associate. Research associate stipend and travel to DFRC were paid by the students' Space Grant Consortium. All other student expenses were paid by the Academy. Since the Academy at DFRC had only five students the opportunity for individual growth and attention was unique in the country. About 30% of the working time and most of the social time of the students were be spent as a "group" or "team." This time was devoted to exchange of ideas, on forays into the highest levels of decision making, and in executing aeronautical research. This was done by interviewing leaders throughout the aerospace industry, seminars, working dinners, and informal discussions. The other 70% of the working time was spent working on the technical research project with the engineering mentors. Abstracts of those projects are given in Appendix 4.
Interviews were conducted with a variety of Marshall Space Flight Center personnel and local media representatives in Huntsville, Alabama, in order to identify the current perceptions of these individuals regarding communication effectiveness between MSFC and the media. The purposes of the Phase One report are to (1) assess the need for a contingency plan for communicating in situations of crisis and controversy; (2) identify goals and objectives for the planning process; and (3) provide recommendations for future planning activities to achieve the goals and objectives outlined in Phase One. It is strongly recommended that MSFC personnel who are involved in communications with the media participate in a facilitated, strategic communications planning process in order to develop Phase Two of the Communications Contingency Plan (CCP). Phase Two will address (1) the categorizing, ranking and prioritizing of crises and controversies; (2) the development of action steps and implementation strategies for the CCP; and (3) the development of a monitoring and evaluation process for ongoing plan effectiveness.
On this eighth day of the STS-88 mission, the flight crew, Commander Robert D. Cabana, Pilot Frederick W. Sturckow, and Mission Specialists Nancy J. Currie, James H. Newman, Jerry L. Ross, and Sergei Krikalev enter the International Space Station where Krikalev and Currie install a new battery charging unit. Sturckow and Currie remove launch restraint bolts from some of the panels inside Zarya. Cabana, Ross, and Newman check the communications system's videoconferencing capability. Then Ross, Newman, and Krikalev transfer equipment and supplies from Endeavour for future inhabitants of the Space Station. The crew then participates in an interview with KNX Radio in Los Angeles and KARE-TV in Minneapolis, Minnesota.
On this sixth day of the STS-88 mission, the flight crew, Commander Robert D. Cabana, Pilot Frederick W. Sturckow, and Mission Specialists Nancy J. Currie, James H. Newman, Jerry L. Ross, and Sergei Krikalev are awakened by Dwight Yokum's "Streets of Bakersfield," requested by the wife of Pilot Rick Sturckow, a California native. Cabana and Sturckow fire Endeavour's primary reaction control jets to raise the altitude of the International Space Station by about 5-1/2 statute miles. Later on Cabana, Sturckow and Currie are interviewed by the ABC News/Discovery Channel and MSNBC.
On this third day of the STS-88 mission, the flight crew, Commander Robert D. Cabana, Pilot Frederick W. Sturckow, and Mission Specialists Nancy J. Currie, James H. Newman, Jerry L. Ross, and Sergei Krikalev check out the various tools they will use during the three scheduled spacewalks to be conducted later in the flight. They then begin an early set-up of the Shuttle's airlock in preparation for that first spacewalk. Newman and Russian cosmonaut Sergei Krikalev take part in an on-line interview by the New York Times. Currie is seen placing Unity just inches above the extended outer ring on Endeavour's docking mechanism, enabling Commander Bob Cabana to fire downward maneuvering jets to lock the shuttle's docking system to one of two Pressurized Mating Adapters (PMA's) attached to Unity.
The empirical study described in this paper addresses the issue of communication among members of a software development organization. The independent variables are various attributes of organizational structure. The dependent variable is the effort spent on sharing information which is required by the software development process in use. The research questions upon which the study is based ask whether or not these attributes of organizational structure have an effect on the amount of communication effort expended. In addition, there are a number of blocking variables which have been identified. These are used to account for factors other than organizational structure which may have an effect on communication effort. The study uses both quantitative and qualitative methods for data collection and analysis. These methods include participant observation, structured interviews, and graphical data presentation. The results of this study indicate that several attributes of organizational structure do affect communication effort, but not in a simple, straightforward way. In particular, the distances between communicators in the reporting structure of the organization, as well as in the physical layout of offices, affects how quickly they can share needed information, especially during meetings. These results provide a better understanding of how organizational structure helps or hinders communication in software development.
This paper presents the interim results from the Software Engineering Laboratory's (SEL) Reuse Study. The team conducting this study has, over the past few months, been studying the Generalized Support Software (GSS) domain asset library and architecture, and the various processes associated with it. In particular, we have characterized the process used to configure GSS-based attitude ground support systems (AGSS) to support satellite missions at NASA's Goddard Space Flight Center. To do this, we built detailed models of the tasks involved, the people who perform these tasks, and the interdependencies and information flows among these people. These models were based on information gleaned from numerous interviews with people involved in this process at various levels. We also analyzed effort data in order to determine the cost savings in moving from actual development of AGSSs to support each mission (which was necessary before GSS was available) to configuring AGSS software from the domain asset library. While characterizing the GSS process, we became aware of several interesting factors which affect the successful continued use of GSS. Many of these issues fall under the subject of evolving technologies, which were not available at the inception of GSS, but are now. Some of these technologies could be incorporated into the GSS process, thus making the whole asset library more usable. Other technologies are being considered as an alternative to the GSS process altogether. In this paper, we outline some of issues we will be considering in our continued study of GSS and the impact of evolving technologies.
A method of using knowledge based and case based reasoning to assist designers during conceptual design tasks of composite structures was proposed. The cooperative use of heuristics, procedural knowledge, and previous similar design cases suggests a potential reduction in design cycle time and ultimately product lead time. The hypothesis of this work is that the design process of composite structures can be improved by using Case-Based Reasoning (CBR) and Knowledge-Based (KB) reasoning in the early design stages. The technique of using knowledge-based and case-based reasoning facilitates the gathering of disparate information into one location that is easily and readily available. The method suggests that the inclusion of downstream life-cycle issues into the conceptual design phase reduces potential of defective, and sub-optimal composite structures. Three industry experts were interviewed extensively. The experts provided design rules, previous design cases, and test problems. A Knowledge Based Reasoning system was developed using the CLIPS (C Language Interpretive Procedural System) environment and a Case Based Reasoning System was developed using the Design Memory Utility For Sharing Experiences (MUSE) xviii environment. A Design Characteristic State (DCS) was used to document the design specifications, constraints, and problem areas using attribute-value pair relationships. The DCS provided consistent design information between the knowledge base and case base. Results indicated that the use of knowledge based and case based reasoning provided a robust design environment for composite structures. The knowledge base provided design guidance from well defined rules and procedural knowledge. The case base provided suggestions on design and manufacturing techniques based on previous similar designs and warnings of potential problems and pitfalls. The case base complemented the knowledge base and extended the problem solving capability beyond the existence of limited well defined rules. The findings indicated that the technique is most effective when used as a design aid and not as a tool to totally automate the composites design process. Other areas of application and implications for future research are discussed.
The Software Engineering Laboratory (SEL) has been operating for more than two decades in the Flight Dynamics Division (FDD) and has adapted to the constant movement of the software development environment. The SEL's Improvement Paradigm shows that process improvement is an iterative process. Understanding, Assessing and Packaging are the three steps that are followed in this cyclical paradigm. As the improvement process cycles back to the first step, after having packaged some experience, the level of understanding will be greater. In the past, products resulting from the packaging step have been large process documents, guidebooks, and training programs. As the technical world moves toward more modularized software, we have made a move toward more modularized software development process documentation, as such the products of the packaging step are becoming smaller and more frequent. In this manner, the QIP takes on a more spiral approach rather than a waterfall. This paper describes the state of the FDD in the area of software development processes, as revealed through the understanding and assessing activities conducted by the COTS study team. The insights presented include: (1) a characterization of a typical FDD Commercial Off the Shelf (COTS) intensive software development life-cycle process, (2) lessons learned through the COTS study interviews, and (3) a description of changes in the SEL due to the changing and accelerating nature of software development in the FDD.
NASA executives gathered together for an interview to discuss the 1998 Mars Mission. A simulated overview of the Lander Mission is presented. Also presented are views of pre-launch activities, countdown, and launch of the spacecraft, burnouts of the first, second, and third engines, and the probe separating from the spacecraft. During this mission the Lander performs in situ investigations that address the science theme "Volatiles and Climate History" on Mars. The purpose of this mission is to study the following: climate; life; water; carbon dioxide; and dust particles.