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NASA NTRS1999

Continuous Risk Management at NASA

NPG 7120.5A, "NASA Program and Project Management Processes and Requirements" enacted in April, 1998, requires that "The program or project manager shall apply risk management principles..." The Software Assurance Technology Center (SATC) at NASA GSFC has been tasked with the responsibility for developing and teaching a systems level course for risk management that provides information on how to comply with this edict. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This presentation will briefly discuss the six functions for risk management: (1) Identify the risks in a specific format; (2) Analyze the risk probability, impact/severity, and timeframe; (3) Plan the approach; (4) Track the risk through data compilation and analysis; (5) Control and monitor the risk; (6) Communicate and document the process and decisions. This risk management structure of functions has been taught to projects at all NASA Centers and is being successfully implemented on many projects. This presentation will give project managers the information they need to understand if risk management is to be effectively implemented on their projects at a cost they can afford.

Hammer, Theodore F.↗

NASA NTRS1999

Continuous Risk Management: A NASA Program Initiative

Hammer, Theodore F.↗

NASA NTRS2009

Human Rating Requirements for NASA's Constellation Program

This slide presentation reviews the human system integration (HSI) process in achieving human ratings for NASA Constellation Program (CxP). The NASA Procedural Requirements (NPR) document that defines the Human Ratings Requirements is NPR 8705.2B. An example of the human rating requirements flow down is given in the handling qualities for space craft control.

Berdich, Debbie↗

NASA NTRS2006

Systems Integration Processes for NASA's Crew Launch Vehicle

NASA's Exploration Initiative will require development of many new elements to constitute a robust system of systems. New launch vehicles are needed to place cargo and crew in stable low earth orbit. This paper examines the systems integration processes NASA is utilizing to ensure integration and control of propulsion and non-propulsion elements within NASA's Crew Launch Vehicle (CLV). The objective of the CLV is to provide the transportation capabilities to meet the Constellation Program requirements for delivering a Crew Exploration Vehicle (CEV) or other payload to Low Earth Orbit (LEO) in support of the lunar and Mars missions. The CLV must successfully provide the capability within cost and schedule with an acceptable risk approach. This paper will describe in detail the systems engineering management processes that will be applied to assure CLV Project success through complete and efficient technical integration. Discussion of specific processes for requirements development and verification, integrated design and analysis, integrated simulation and testing and the integration of reliability, maintainability and supportability (RMS) into the design will also be included. The CLV Project is broken logically into elements by the major hardware groupings, and associated management, system engineering, and integration functions. The processes to be described herein are designed to integrate within these CLV elements and among the other Constellation projects. Launch vehicle stack integration (CLV to CEV, and Ground and Flight Operations integration) throughout the life cycle, including integrated vehicle performance through orbital insertion, recovery of the first stage, and reentry of the upper stage will also be discussed. The processes for decomposing requirements to the Elements and ensuring that requirements have been correctly validated, decomposed, allocated, and that the verification requirements are properly defined to ensure that the system design meets requirements will be discussed.

Reuter, James L.↗

NASA NTRSDate not supplied

Overview of the NASA LISA Laser System Development

NASA Goddard Space Flight Center (GSFC) is developing the Laser System (LS) for the Laser Interferometer Space Antenna (LISA) mission, led by the European Space Agency (ESA) with a launch date of 2035. The LS under development at NASA GSFC consists of the Laser Head (LH), the Frequency Reference System (FRS), and the Power Monitor (PMON) Detector Assemblies. Since late 2017, we have been developing various models to advance the technology readiness level (TRL) for the LH from prototype (TRL4) to a system model demonstration in a relevant environment (TRL6). For the LH and FRS, the models further breakdown into the optical and electronics modules where the LH is made up of the Laser Optical Module (LOM) and the Laser Electronics Module (LEM) and the FRS consists of the FRS Optical Reference Cavity (FRS-O) and the FRS Electronics (FRS-E). The LS development follows the established NASA process in demonstrating the performance requirements [1] through the TRL4 effort and then advancing the form factor and package design to meet relevant environment requirements and qualifying the TRL6 design through rigorous testing and performance verification for space applications. The LOM for the LH is a main oscillator power amplifier (MOPA) with wavelength of 1064 nm and nominal output power of 2 Watt throughout the mission. The low-power, low-noise main oscillator (MO) is a custom micro non-planar ring oscillator (µNPRO) [2] that is phase modulated then amplified by the forward pumped ytterbium-dope fiber power amplifier (PA) stage to meet the output power requirement. The FRS is baselined on the GRACE Follow-On (GFO) [3] approach with updated FRS-E design to work with the LH-LEM. The PMON is located on the Optical Bench Assembly (OBA) [4] that samples a small portion of the LH output signal and provides the feedback signal to the LH-LEM for relative intensity noise (RIN) control. In this paper, we will report on the latest status of the LH testing and system level tests, explain the other subsystems involved in the test campaigns, and discuss the path to bring each LS subsystem to TRL6. We will also present the NASA GSFC roadmap in advancing the LISA LS to TRL6+ and plans for future system level testing as well as the preparation for space flight development to meet the LISA launch date of 2035.

amplifier↗

NASA NTRS1994

Metrology: Calibration and measurement processes guidelines

The guide is intended as a resource to aid engineers and systems contracts in the design, implementation, and operation of metrology, calibration, and measurement systems, and to assist NASA personnel in the uniform evaluation of such systems supplied or operated by contractors. Methodologies and techniques acceptable in fulfilling metrology quality requirements for NASA programs are outlined. The measurement process is covered from a high level through more detailed discussions of key elements within the process, Emphasis is given to the flowdown of project requirements to measurement system requirements, then through the activities that will provide measurements with defined quality. In addition, innovations and techniques for error analysis, development of statistical measurement process control, optimization of calibration recall systems, and evaluation of measurement uncertainty are presented.

Castrup, Howard T.↗

NASA NTRS1994

NASA Technology Applications Team: Commercial applications of aerospace technology

The Research Triangle Institute (RTI) is pleased to report the results of NASA contract NASW-4367, 'Operation of a Technology Applications Team'. Through a period of significant change within NASA, the RTI Team has maintained its focus on helping NASA establish partnerships with U.S. industry for dual use development and technology commercialization. Our emphasis has been on outcomes, such as licenses, industry partnerships and commercialization of technologies that are important to NASA in its mission of contributing to the improved competitive position of U.S. industry. RTI's ongoing commitment to quality and customer responsiveness has driven our staff to continuously improve our technology transfer methodologies to meet NASA's requirements. For example, RTI has emphasized the following areas: (1) Methodology For Technology Assessment and Marketing: RTI has developed an implemented effective processes for assessing the commercial potential of NASA technologies. These processes resulted from an RTI study of best practices, hands-on experience, and extensive interaction with the NASA Field Centers to adapt to their specific needs; (2) Effective Marketing Strategies: RTI surveyed industry technology managers to determine effective marketing tools and strategies. The Technology Opportunity Announcement format and content were developed as a result of this industry input. For technologies with a dynamic visual impact, RTI has developed a stand-alone demonstration diskette that was successful in developing industry interest in licensing the technology; and (3) Responsiveness to NASA Requirements: RTI listened to our customer (NASA) and designed our processes to conform with the internal procedures and resources at each NASA Field Center and the direction provided by NASA's Agenda for Change. This report covers the activities of the Research Triangle Institute Technology Applications Team for the period 1 October 1993 through 31 December 1994.

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NASA NTRS1994

NASA Technology Applications Team: Commercial applications of aerospace technology

The Research Triangle Institute (RTI) Team has maintained its focus on helping NASA establish partnerships with U.S. industry for dual use development and technology commercialization. Our emphasis has been on outcomes, such as licenses, industry partnerships and commercialization of technologies, that are important to NASA in its mission of contributing to the improved competitive position of U.S. industry. The RTI Team has been successful in the development of NASA/industry partnerships and commercialization of NASA technologies. RTI ongoing commitment to quality and customer responsiveness has driven our staff to continuously improve our technology transfer methodologies to meet NASA's requirements. For example, RTI has emphasized the following areas: (1) Methodology For Technology Assessment and Marketing: RTI has developed and implemented effective processes for assessing the commercial potential of NASA technologies. These processes resulted from an RTI study of best practices, hands-on experience, and extensive interaction with the NASA Field Centers to adapt to their specific needs. (2) Effective Marketing Strategies: RTI surveyed industry technology managers to determine effective marketing tools and strategies. The Technology Opportunity Announcement format and content were developed as a result of this industry input. For technologies with a dynamic visual impact, RTI has developed a stand-alone demonstration diskette that was successful in developing industry interest in licensing the technology. And (3) Responsiveness to NASA Requirements: RTI listened to our customer (NASA) and designed our processes to conform with the internal procedures and resources at each NASA Field Center and the direction provided by NASA's Agenda for Change. This report covers the activities of the Research Triangle Institute Technology Applications Team for the period 1 October 1993 through 31 December 1994.

Source record↗

NASA NTRS1973

Apollo experience report: Crew station integration. Volume 4: Stowage and the support team concept

Crew equipment stowage and stowage arrangement in spacecraft are discussed. Configuration control in order to maximize crew equipment operational performance, stowage density, and available stowage volume are analyzed. The NASA crew equipment stowage control process requires a support team concept to coordinate the integration of crew equipment into the spacecraft.

Hix, M. W.↗

NASA NTRS2005

NASA Technical Standards Program Overview

Contents include the following: Establish and maintain "NASA Preferred Technical Standard" as a common baseline for NASA programs. Support the use of technical standards on NASA program in the systems requirement process.

Gill, Paul↗

NASA NTRS2006

A Process for Technology Prioritization in a Competitive Environment

This slide presentation reviews NASA's process for prioritizing technology requirements where there is a competitive environment. The In-Space Propulsion Technology (ISPT) project is used to exemplify the process. The ISPT project focuses on the mid level Technology Readiness Level (TRL) for development. These are TRL's 4 through 6, (i.e. Technology Development and Technology Demonstration. The objective of the planning activity is to identify the current most likely date each technology is needed and create ISPT technology development schedules based on these dates. There is a minimum of 4 years between flight and pacing mission. The ISPT Project needed to identify the "pacing mission" for each technology in order to provide funding for each area. Graphic representations show the development of the process. A matrix shows which missions are currently receiving pull from the both the Solar System Exploration and the Sun-Solar System Connection Roadmaps. The timeframes of the pacing missions technologies are shown for various types of propulsion. A pacing mission that was in the near future serves to increase the priority for funding. Adaptations were made when budget reductions precluded the total implementation of the plan.

Stephens, Karen↗

NASA NTRS2016

The Core Flight System (cFS) Community: Providing Low Cost Solutions for Small Spacecraft

In February 2015 the NASA Goddard Space Flight Center (GSFC) completed the open source release of the entire Core Flight Software (cFS) suite. After the open source release a multi-NASA center Configuration Control Board (CCB) was established that has managed multiple cFS product releases. The cFS was developed and is being maintained in compliance with the NASA Class B software development process requirements and the open source release includes all Class B artifacts. The cFS is currently running on three operational science spacecraft and is being used on multiple spacecraft and instrument development efforts. While the cFS itself is a viable flight software (FSW) solution, we have discovered that the cFS community is a continuous source of innovation and growth that provides products and tools that serve the entire FSW lifecycle and future mission needs. This paper summarizes the current state of the cFS community, the key FSW technologies being pursued, the development/verification tools and opportunities for the small satellite community to become engaged. The cFS is a proven high quality and cost-effective solution for small satellites with constrained budgets.

System↗

NASA NTRSDate not supplied

Digital Assistance for System Requirement Discovery and Analysis using Machine Learning Natural Language Processing Algorithm

NASA’s Air Traffic Management-Exploration (ATM-X) Urban Air Mobility (UAM) Airspace Subproject is conducting research that evolves UAM airspace towards a highly automated and operationally flexible system of the future (see https://www.nasa.gov/uam-overview/ for more information). The complexity of UAM airspace, and its evolution through a series of transformative epochs, requires a planning tool to effectively organize, integrate, and communicate the research that will guide the evolution of UAM operations in the National Airspace System (NAS). The planning tool, called the UAM airspace research roadmap (or just roadmap), is being developed as a new system engineering methodology leveraging model based system engineering (MBSE) and machine learning natural language processing (ML NLP, or just NLP) capabilities. This presentation gives an overview of the NLP application within this system engineering methodology and will describe how it is being used to meet the ATM-X UAM Airspace Subproject’s overarching research goals.

ATM↗

NASA NTRS2015

Implementing NASA's Capability-Driven Approach: Insight into NASA's Processes for Maturing Exploration Systems

NASA is engaged in transforming human spaceflight. The Agency is shifting from an exploration-based program with human activities focused on low Earth orbit (LEO) and targeted robotic missions in deep space to a more sustainable and integrated pioneering approach. Through pioneering, NASA seeks to address national goals to develop the capacity for people to work, learn, operate, live, and thrive safely beyond the Earth for extended periods of time. However, pioneering space involves more than the daunting technical challenges of transportation, maintaining health, and enabling crew productivity for long durations in remote, hostile, and alien environments. This shift also requires a change in operating processes for NASA. The Agency can no longer afford to engineer systems for specific missions and destinations and instead must focus on common capabilities that enable a range of destinations and missions. NASA has codified a capability driven approach, which provides flexible guidance for the development and maturation of common capabilities necessary for human pioneers beyond LEO. This approach has been included in NASA policy and is captured in the Agency's strategic goals. It is currently being implemented across NASA's centers and programs. Throughout 2014, NASA engaged in an Agency-wide process to define and refine exploration-related capabilities and associated gaps, focusing only on those that are critical for human exploration beyond LEO. NASA identified 12 common capabilities ranging from Environmental Control and Life Support Systems to Robotics, and established Agency-wide teams or working groups comprised of subject matter experts that are responsible for the maturation of these exploration capabilities. These teams, called the System Maturation Teams (SMTs) help formulate, guide and resolve performance gaps associated with the identified exploration capabilities. The SMTs are defining performance parameters and goals for each of the 12 capabilities, developing maturation plans and roadmaps for the identified performance gaps, specifying the interfaces between the various capabilities, and ensuring that the capabilities mature and integrate to enable future pioneering missions. By managing system development through the SMTs instead of traditional NASA programs and projects, the Agency is shifting from mission-driven development to a more flexible, capability-driven development. The process NASA uses to establish, integrate, prioritize, and manage the SMTs and associated capabilities is iterative. NASA relies on the Human Exploration and Operation Mission Directorate's SMT Integration Team within Advanced Exploration Systems to coordinate and facilitate the SMT process. The SMT Integration team conducts regular reviews and coordination meetings among the SMTs and has developed a number of tools to help the Agency implement capability driven processes. The SMT Integration team is uniquely positioned to help the Agency coordinate the SMTs and other processes that are making the capability-driven approach a reality. This paper will introduce the SMTs and the 12 key capabilities they represent. The role of the SMTs will be discussed with respect to Agency-wide processes to shift from mission-focused exploration to a capability-driven pioneering approach. Specific examples will be given to highlight systems development and testing within the SMTs. These examples will also show how NASA is using current investments in the International Space Station and future investments to develop and demonstrate capabilities. The paper will conclude by describing next steps and a process for soliciting feedback from the space exploration community to refine NASA's process for developing common exploration capabilities.

Williams-Byrd, Julie↗

NASA NTRS2006

Systems Integration Processes for NASA Ares I Crew Launch Vehicle

NASA's Exploration Initiative will require development of many new elements to constitute a robust system of systems. New launch vehicles are needed to place cargo and crew in stable Low Earth Orbit (LEO). This paper examines the systems integration processes NASA is utilizing to ensure integration and control of propulsion and nonpropulsion elements within NASA's Crew Launch Vehicle (CLV), now known as the Ares I. The objective of the Ares I is to provide the transportation capabilities to meet the Constellation Program requirements for delivering a Crew Exploration Vehicle (CEV) or other payload to LEO in support of the lunar and Mars missions. The Ares I must successfully provide this capability within cost and schedule, and with an acceptable risk approach. This paper will describe the systems engineering management processes that will be applied to assure Ares I Project success through complete and efficient technical integration. Discussion of technical review and management processes for requirements development and verification, integrated design and analysis, integrated simulation and testing, and the integration of reliability, maintainability and supportability (RMS) into the design will also be included. The Ares I Project is logically divided into elements by the major hardware groupings, and associated management, system engineering, and integration functions. The processes to be described herein are designed to integrate within these Ares I elements and among the other Constellation projects. Also discussed is launch vehicle stack integration (Ares I to CEV, and Ground and Flight Operations integration) throughout the life cycle, including integrated vehicle performance through orbital insertion, recovery of the first stage, and reentry of the upper stage. The processes for decomposing requirements to the elements and ensuring that requirements have been correctly validated, decomposed, and allocated, and that the verification requirements are properly defined to ensure that the system design meets requirements, will be discussed.

Taylor, James L.↗

NASA NTRS2007

Integrated System Test Approaches for the NASA Ares I Crew Launch Vehicle

The Ares I Crew Launch Vehicle (CLV) is being developed by the U.S. National Aeronautics and Space Administration (NASA) to provide crew access to the International Space Station (ISS) and, together with the Ares V Cargo Launch Vehicle (CaLV), serves as one component of a future launch capability for human exploration of the Moon. During the system requirements definition process and early design cycles, NASA defined and began implementing plans for integrated ground and flight testing necessary to achieve the first human launch of Ares I. The individual Ares I flight hardware elements: the first stage five segment booster (FSB), upper stage, and J-2X upper stage engine, will undergo extensive development, qualification, and certification testing prior to flight. Key integrated system tests include the Main Propulsion Test Article (MPTA), acceptance tests of the integrated upper stage and upper stage engine assembly, a full-scale integrated vehicle dynamic test (IVDT), aerodynamic testing to characterize vehicle performance, and integrated testing of the avionics and software components. The Ares I-X development flight test will provide flight data to validate engineering models for aerodynamic performance, stage separation, structural dynamic performance, and control system functionality. The Ares I-Y flight test will validate ascent performance of the first stage, stage separation functionality, and a highaltitude actuation of the launch abort system (LAS) following separation. The Orion-1 flight test will be conducted as a full, un-crewed, operational flight test through the entire ascent flight profile prior to the first crewed launch.

Cockrell, Charles E., Jr.↗

NASA NTRS2016

Expanded Guidance for NASA Systems Engineering. Volume 2: Crosscutting Topics, Special Topics, and Appendices

Historically, most successful NASA projects have depended on effectively blending project management, systems engineering, and technical expertise among NASA, contractors, and third parties. Underlying these successes are a variety of agreements (e.g., contract, memorandum of understanding, grant, cooperative agreement) between NASA organizations or between NASA and other Government agencies, Government organizations, companies, universities, research laboratories, and so on. To simplify the discussions, the term "contract" is used to encompass these agreements. This section focuses on the NASA systems engineering activities pertinent to awarding a contract, managing contract performance, and completing a contract. In particular, NASA systems engineering interfaces to the procurement process are covered, since the NASA engineering technical team plays a key role in the development and evaluation of contract documentation. Contractors and third parties perform activities that supplement (or substitute for) the NASA project technical team accomplishment of the NASA common systems engineering technical process activities and requirements outlined in this guide. Since contractors might be involved in any part of the systems engineering life cycle, the NASA project technical team needs to know how to prepare for, allocate or perform, and implement surveillance of technical activities that are allocated to contractors.

Steven R Hirshorn↗

NASA NTRS2017

Refining the GPS Space Service Volume (SSV) and Building a Multi-GNSS SSV

The GPS (Global Positioning System) Space Service Volume (SSV) was first defined to protect the GPS main lobe signals from changes from block to block. First developed as a concept by NASA in 2000, it has been adopted for the GPS III block of satellites, and is being used well beyond the current specification to enable increased navigation performance for key missions like GOES-R. NASA has engaged the US IFOR (Interagency Forum Operational Requirements) process to adopt a revised requirement to protect this increased and emerging use. Also, NASA is working through the UN International Committee on GNSS (Global Navigation Satellite System) to develop an interoperable multi-GNSS SSV in partnership with all of the foreign GNSS providers.

Parker, Joel J. K.↗