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NASA NTRS2001

Four Generations of Maintenance Resource Management Programs in the United States: An Analysis of the Past, Present, and Future

This paper analyzes four generations of Maintenance Resource Management (MRM) programs implemented by aviation maintenance organizations in the United States. Data collected from over ten years of survey research and field observations are used for this analysis; they are presented in a case-study format. The first three generations of MRM programs were episodic efforts to increase safety through teamwork, focus group discussions, and awareness courses, respectively. Now, the fourth generation programs, characterized by a commitment to long-term communication and behavioral changes in maintenance, are set to build on those earlier generations, toward a culture of mutual trust between mechanics, their managers, and regulators.

Taylor, James C.↗
NASA NTRS2001

Training to Enhance Design Team Performance: A Cure for Tunnel Vision

Design Team performance is a function of the quality and degree of academic training and the cumulative, learned experience of the individual members of the team. Teamwork, leadership, and communications certainly are factors that affect the measure of the performance of the team, but they are not addressed here. This paper focuses on accelerating the learned experience of team members and describes an organizational approach that can significantly increase the effective experience level for any engineering design team. The performance measure of the whole team can be increased by increasing the engineering disciplines' cross awareness of each other and by familiarizing them with their affect at the system level. Discipline engineers know their own discipline well, but typically are not intimately familiar with their technical interaction with and dependencies on all the other disciplines of engineering. These dependencies are design integration functions and are worked out well by the discipline engineers as long as they are involved in the design of types of systems that they have experience with.

Parker, James W.↗
NASA NTRS2002

Pittsburgh Public School District / Carnegie Mellon University Robotics Team Participation in the US First Competition

FIRST, For Inspiration and Recognition of Science and Technology, is an international program designed to encourage junior and senior high school students to participate in science and technology related activities. FIRST attempts to increase enthusiasm for technology by providing a competitive environment in which to demonstrate robotics technology designed for a particular set of tasks. Carnegie Mellon University provided student members of the project the opportunity to complete the design, construction, testing, and operation of a robot. Electrical, mechanical, and programming skills were stressed, with both adult and senior students acting as mentors for more junior members. Teamwork and integration was also stressed in order to provide students with a realistic feel for project-based work. Finally, an emphasis was placed on recruiting students with greater difficulty in entering technological fields: girls and ethnic minorities and students leaning toward humanities (especially art). Carnegie Mellon built a relationship with Taylor Allderdice High School that lasted four years. For four years, the success of the project increased each year. Each term, the students successfully designed and built a working robot that could fully participate in the competition. The enthusiasm of the students has been the cornerstone of the recruit of new students, keeping the project growing and vital. Carnegie Mellon's participation with Allderdice has been an overall great success.

Stroupe, Ashley↗
NASA NTRS2002

ASK Magazine

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

Post, Todd↗
NASA NTRS1989

Airline Crew Training

The discovery that human error has caused many more airline crashes than mechanical malfunctions led to an increased emphasis on teamwork and coordination in airline flight training programs. Human factors research at Ames Research Center has produced two crew training programs directed toward more effective operations. Cockpit Resource Management (CRM) defines areas like decision making, workload distribution, communication skills, etc. as essential in addressing human error problems. In 1979, a workshop led to the implementation of the CRM program by United Airlines, and later other airlines. In Line Oriented Flight Training (LOFT), crews fly missions in realistic simulators while instructors induce emergency situations requiring crew coordination. This is followed by a self critique. Ames Research Center continues its involvement with these programs.

Source record↗
NASA NTRS2002

Analytical Verifications in Cryogenic Testing of NGST Advanced Mirror System Demonstrators

Ground based testing is a critical and costly part of component, assembly, and system verifications of large space telescopes. At such tests, however, with integral teamwork by planners, analysts, and test personnel, segments can be included to validate specific analytical parameters and algorithms at relatively low additional cost. This paper opens with strategy of analytical verification segments added to vacuum cryogenic testing of Advanced Mirror System Demonstrator (AMSD) assemblies. These AMSD assemblies incorporate material and architecture concepts being considered in the Next Generation Space Telescope (NGST) design. The test segments for workmanship testing, cold survivability, and cold operation optical throughput are supplemented by segments for analytical verifications of specific structural, thermal, and optical parameters. Utilizing integrated modeling and separate materials testing, the paper continues with support plan for analyses, data, and observation requirements during the AMSD testing, currently slated for late calendar year 2002 to mid calendar year 2003. The paper includes anomaly resolution as gleaned by authors from similar analytical verification support of a previous large space telescope, then closes with draft of plans for parameter extrapolations, to form a well-verified portion of the integrated modeling being done for NGST performance predictions.

Cummings, Ramona↗
NASA NTRS2002

Research on Intelligent Synthesis Environment

The ultimate goal of this research project is to develop a methodology for the assessment and continuous improvement of engineering team effectiveness in distributed collaborative environments. This review provides the theoretical foundation upon which subsequent empirical work will be based. Our review of the team performance literature has identified the following 12 conceptually distinct team interaction processes as characteristic of effective teams. 1) Mission Analysis; 2) Resource Distribution; 3) Leadership; 4) Timing; 5) Intra-team Feedback; 6) Motivational Functions; 7) Team Orientation; 8) Communication; 9) Coordination; 10) Mutual Performance Monitoring; 11) Back-up Behaviors; and 12) Cooperation. In addition, this review summarizes how team task characteristics (i.e., task type, task complexity, motivation, and temporal changes), team characteristics (i.e., team structure and team knowledge), and individual team member characteristics (i.e., dispositions and teamwork knowledge, skills, and abilities) affect team interaction processes, determine the relevance of these processes, and influence team performance. The costs and benefits of distributed team collaboration are also considered. The review concludes with a brief discussion of the nature of collaborative team engineering tasks.

Loftin, R. Bowen↗
NASA NTRS1996

Monolithic Microwave Integrated Circuit (MMIC) Phased Array Demonstrated With ACTS

Monolithic Microwave Integrated Circuit (MMIC) arrays developed by the NASA Lewis Research Center and the Air Force Rome Laboratory were demonstrated in aeronautical terminals and in mobile or fixed Earth terminals linked with NASA's Advanced Communications Technology Satellite (ACTS). Four K/Ka-band experimental arrays were demonstrated between May 1994 and May 1995. Each array had GaAs MMIC devices at each radiating element for electronic beam steering and distributed power amplification. The 30-GHz transmit array used in uplinks to ACTS was developed by Lewis and Texas Instruments. The three 20-GHz receive arrays used in downlinks from ACTS were developed in cooperation with the Air Force Rome Laboratory, taking advantage of existing Air Force integrated-circuit, active-phased-array development contracts with the Boeing Company and Lockheed Martin Corporation. Four demonstrations, each related to an application of high interest to both commercial and Department of Defense organizations, were conducted. The location, type of link, and the data rate achieved for each of the applications is shown. In one demonstration-- an aeronautical terminal experiment called AERO-X--a duplex voice link between an aeronautical terminal on the Lewis Learjet and ACTS was achieved. Two others demonstrated duplex voice links (and in one case, interactive video links as well) between ACTS and an Army high-mobility, multipurpose wheeled vehicle (HMMWV, or "humvee"). In the fourth demonstration, the array was on a fixed mount and was electronically steered toward ACTS. Lewis served as project manager for all demonstrations and as overall system integrator. Lewis engineers developed the array system including a controller for open-loop tracking of ACTS during flight and HMMWV motion, as well as a laptop data display and recording system used in all demonstrations. The Jet Propulsion Laboratory supported the AERO-X program, providing elements of the ACTS Mobile Terminal. The successful performance of experimental, proof-of-concept MMIC K/Ka-band arrays developed with U.S. industry in field demonstrations with ACTS indicates that high density MMIC integration at 20 and 30 GHz is indeed feasible. The successful development and demonstration of the MMIC array systems was possible only because of significant intergovernmental and Government/industry cooperation and the high level of teamwork within Lewis. The results provide a strong incentive for continuing the focused development of MMIC-array technology for satellite communications applications, with emphasis on packaging and cost issues, and for continuing the planning and conducting of other appropriate demonstrations or experiments of phased-array technology with ACTS. Given the present pressures on reducing funding for research and development in Government and industry, the extent to which this can be continued in a cooperative manner will determine whether MMIC array technology will make the transition from the proof-of-concept level to the operational system level.

Source record↗
NASA NTRS2005

National Aeronautics and Space Administration Training Grant Supplement

The following section summarizes the impact of the Ohio Space Grant Consortium (OSGC) in Ohio and to NASA over the last four-year period (February 1, 2001 to April 30, 2005) and highlights the important accomplishments of the consortium. The strength of the OSGC network of universities, community colleges, government agencies, industry, and outreach affiliates is well-established and is growing. The OSGC Consortium Management Structure was designed and remains committed to using the talents and diversity of everyone within this collaborative network, and operational policies and procedures are such that all consortium members are active contributors resulting in quality OSGC programs in research, education and service, while receiving a relatively small amount of NASA funds. The number of quality activities, both on- and off-campus, and collaborations/partnerships that OSGC has established with NASA and government agencies, state and local government, educational institutions, and private industry, has been impressive. Further desired university affiliate expansion requires additional funds. Diversity is shown in the OSGC 12-member Executive Committee by the presence of three campus representatives from Central State University, Wilberforce University, and The Ohio State University (two underrepresented minority, one female). One additional female campus representative (Cleveland State University) is currently on sabbatical leave and a valuable alternate member attends. Other additional female and underrepresented minority members are on the larger OSGC Advisory committee. All committee members participate fully in all consortium management and policy decisions. The OSGC Executive Committee strives to achieve and communicate a culture of trust, respect, teamwork, open communication, creativity, and empowerment. These programs have shown results and impact by their visibility and importance to Ohio and to NASA, resulting in strategic alliances created throughout Ohio. These alliances have improved over the last 4 years.

DeWitt, Kenneth J.↗
NASA NTRS2004

Records Management: Preserving the Past to Make the Future

As an intern in the Records Management Office at NASA, I have learned the importance of records management and teamwork. I work in building 60 with Kevin Coleman, the Records and Forms Manager and History Officer, and Deborah Demaline, the senior records specialist. Prior to my internship, I had never paid attention to records and their role in operating a business. However, after my first assignment of identifying files and filling out a C-277 form, I realized the importance of preserving each file. Since NASA is a government agency, keeping our records in a safe and easily accessible area is a major priority. As the records have accumulated over the years, and the destruction of records has been put on hold due to the fairly recent tobacco litigation; the amount of NASA s records has been quickly accumulating. Currently, our records are stored at Plum Brook in Sandusky, Ohio. Recently, rain has leaked through the bunkers and caused damage to some of our records boxes. Plum Brook has been experiencing difficulty in finding the funds to repair the damage. NASA Glenn is reluctant to give Plum Brook more money because the staff at the Sandusky site has not shown us a detailed summary of what they are doing with the funds we give them annually. Even though storing our records at Plum Brook comes with little cost, there are plenty other companies that offer a records storage area and a special software database for easy record retrieval. My assignment is to do a feasibility study on these companies to see how they compare in providing the appropriate criteria for NASA Glenn's needs. Other research I am doing is on which companies will allow us to convert our physical records into an electronic database for quicker retrieval and to eliminate the cost of storing our records in a facility altogether. The two studies have required me to not only work closely with the Records Management Department, but also the Information Technology staff. It has been important for me to thoroughly understand the criteria both departments here at NASA Glenn need in order to make the system effective for the entire organization. The interaction that I am experiencing with different organizations within NASA Glenn and the various companies we are looking at has enhanced my communication skills. Without proficient communication skills, it is difficult to seek how each company meets all of NASA's standards. This includes webx conferences, teleconferences, face-to-face meetings, knowing the appropriate time to ask questions, knowing what those appropriate questions are, and most importantly, being a good listener. During the meetings and conferences I attend, I ensure that I understand where each party is coming from and listen carefully to the points people make. In addition to working with the feasibility study, I will later work on a marketing plan to encourage employees to take care in storing their records and learn the importance of the History Office. Also, the department is trying to develop a special presentation for new employees during their orientation. Assisting Deborah Demaline in taking inventory at Plum Brook is another task that must be done to ensure that the records have been properly placed.

Petro, Kathryn↗
NASA NTRS2004

Advanced Integration Matrix Education Outreach

The Advanced Integration Matrix (AIM) will design a ground-based test facility for developing revolutionary integrated systems for joint human-robotic missions in order to study and solve systems-level integration issues for exploration missions beyond Low Earth Orbit (LEO). This paper describes development plans for educational outreach activities related to technological and operational integration scenarios similar to the challenges that will be encountered through this project. The education outreach activities will provide hands-on, interactive exercises to allow students of all levels to experience design and operational challenges similar to what NASA deals with everyday in performing the integration of complex missions. These experiences will relate to and impact students everyday lives by demonstrating how their interests in science and engineering can develop into future careers, and reinforcing the concepts of teamwork and conflict resolution. Allowing students to experience and contribute to real-world development, research, and scientific studies of ground-based simulations for complex exploration missions will stimulate interest in the space program, and bring NASA's challenges to the student level. By enhancing existing educational programs and developing innovative activities and presentations, AIM will support NASA s endeavor to "inspire the next generation of explorers.. .as only NASA can."

Paul Heather L.↗
NASA NTRS1995

Participant-Observations of 'Effective Dialogue' at a NASA Center: Toward New Paradigm

Four recently instituted 'dialogic' communication forums at a NASA center are described and analyzed. Their discourse is compared to a (typical) paradigmatic model of dialogic discourse principles. It is argued that dialogue which does not fit the exemplary model may nonetheless be effective for building community, investment, and democratic exchange. The study further suggests that consensus and teamwork may be less evident (and perhaps less effective) than individual voice and oppositional stance.

Effective Dialogue↗
NASA NTRS2005

A model-based executive for commanding robot teams

The paper presents a way to robustly command a system of systems as a single entity. Instead of modeling each component system in isolation and then manually crafting interaction protocols, this approach starts with a model of the collective population as a single system. By compiling the model into separate elements for each component system and utilizing a teamwork model for coordination, it circumvents the complexities of manually crafting robust interaction protocols. The resulting systems are both globally responsive by virtue of a team oriented interaction model and locally responsive by virtue of a distributed approach to model-based fault detection, isolation, and recovery.

domain compilations↗
NASA NTRS2007

A Review of Training Methods and Instructional Techniques: Implications for Behavioral Skills Training in U.S. Astronauts (DRAFT)

Long-duration space missions (LDM) place unique physical, environmental and psychological demands on crewmembers that directly affect their ability to live and work in space. A growing body of research on crews working for extended periods in isolated, confined environments reveals the existence of psychological and performance problems in varying degrees of magnitude. The research has also demonstrated that although the environment plays a cathartic role, many of these problems are due to interpersonal frictions (Wood, Lugg, Hysong, & Harm, 1999), and affect each individual differently. Consequently, crewmembers often turn to maladaptive behaviors as coping mechanisms, resulting in decreased productivity and psychological discomfort. From this body of research, critical skills have been identified that can help a crewmember better navigate the psychological challenges of long duration space flight. Although most people lack several of these skills, most of them can be learned; thus, a training program can be designed to teach crewmembers effective leadership, teamwork, and self-care strategies that will help minimize the emergence of maladaptive behaviors. Thus, it is the purpose of this report is twofold: 1) To review the training literature to help determine the optimal instructional methods to use in delivering psychological skill training to the U.S. Astronaut Expedition Corps, and 2) To detail the structure and content of the proposed Astronaut Expedition Corps Psychological Training Program.

Hysong, Sylvia J.↗
NASA NTRS2008

The Ares Project: Building an Exploration Culture from the Inside Up

NASA is building its first new human-rated space exploration vehicles in nearly 40 years. This marks an important operational and cultural change from the Space Shuttle. In the wake of the Columbia disaster, the agency and the nation realized that NASA's goals and culture needed to change. The Ares Project, which is building the launch vehicles that will power human beings to the Moon, Mars, and beyond, is taking a page from the Saturn playbook by having NASA lead both the overall integration and the development of the Ares I upper stage. Ares is also creating a new culture of cooperation, openness, and informed risk taking as we set our sights on other worlds. Ares has established a team environment where issues can be discussed, information is shared, fun and teamwork are encouraged, and constructive conflict and accountability are expected. Following a "One NASA" philosophy, Ares is taking steps to strengthen cooperation among space centers, contractor partners, engineering and scientific communities, and headquarters personnel. As we learn lessons from things that went wrong with the Space Shuttle, we are also borrowing best practices from what has gone right with that program and others. All of these cultural elements will be necessary as we take the next steps beyond Earth orbit.

Cook, Stephan A.↗
NASA NTRS2008

The Ares Projects Office: Building an Exploration Culture from the Inside Up

NASA is building its first new human-rated space exploration vehicles in nearly 40 years. This marks an important operational and cultural change from the Space Shuttle. In the wake of the Columbia disaster, the agency and the nation realized that NASA's goals and culture needed to change. The Ares Projects Office (APO), which is building the launch vehicles that will power human beings to the Moon, Mars, and beyond, is taking a page from the Saturn playbook by having NASA lead both the overall integration and the development of the Ares I upper stage. APO is also creating a new culture of cooperation, openness, and informed risk taking as we set our sights on other worlds. APO has established a team environment where issues can be discussed, information is shared, fun and teamwork are encouraged, and constructive conflict and accountability are expected. Following a "One NASA" philosophy, APO is taking steps to strengthen cooperation among space centers, contractor partners, engineering and scientific communities, and headquarters personnel. As we learn lessons from things that Went wrong with the Space Shuttle, we are also borrowing best practices from what has gone right with that program and others. All of these cultural elements will be necessary as we take the next steps beyond Earth orbit.

Leahy, Bartholomew↗
NASA NTRS2009

Cooperative Three-Robot System for Traversing Steep Slopes

Teamed Robots for Exploration and Science in Steep Areas (TRESSA) is a system of three autonomous mobile robots that cooperate with each other to enable scientific exploration of steep terrain (slope angles up to 90 ). Originally intended for use in exploring steep slopes on Mars that are not accessible to lone wheeled robots (Mars Exploration Rovers), TRESSA and systems like TRESSA could also be used on Earth for performing rescues on steep slopes and for exploring steep slopes that are too remote or too dangerous to be explored by humans. TRESSA is modeled on safe human climbing of steep slopes, two key features of which are teamwork and safety tethers. Two of the autonomous robots, denoted Anchorbots, remain at the top of a slope; the third robot, denoted the Cliffbot, traverses the slope. The Cliffbot drives over the cliff edge supported by tethers, which are payed out from the Anchorbots (see figure). The Anchorbots autonomously control the tension in the tethers to counter the gravitational force on the Cliffbot. The tethers are payed out and reeled in as needed, keeping the body of the Cliffbot oriented approximately parallel to the local terrain surface and preventing wheel slip by controlling the speed of descent or ascent, thereby enabling the Cliffbot to drive freely up, down, or across the slope. Due to the interactive nature of the three-robot system, the robots must be very tightly coupled. To provide for this tight coupling, the TRESSA software architecture is built on a combination of (1) the multi-robot layered behavior-coordination architecture reported in "An Architecture for Controlling Multiple Robots" (NPO-30345), NASA Tech Briefs, Vol. 28, No. 10 (October 2004), page 65, and (2) the real-time control architecture reported in "Robot Electronics Architecture" (NPO-41784), NASA Tech Briefs, Vol. 32, No. 1 (January 2008), page 28. The combination architecture makes it possible to keep the three robots synchronized and coordinated, to use data from all three robots for decision- making at each step, and to control the physical connections among the robots. In addition, TRESSA (as in prior systems that have utilized this architecture) , incorporates a capability for deterministic response to unanticipated situations from yet another architecture reported in Control Architecture for Robotic Agent Command and Sensing (NPO-43635), NASA Tech Briefs, Vol. 32, No. 10 (October 2008), page 40. Tether tension control is a major consideration in the design and operation of TRESSA. Tension is measured by force sensors connected to each tether at the Cliffbot. The direction of the tension (both azimuth and elevation) is also measured. The tension controller combines a controller to counter gravitational force and an optional velocity controller that anticipates the motion of the Cliffbot. The gravity controller estimates the slope angle from the inclination of the tethers. This angle and the weight of the Cliffbot determine the total tension needed to counteract the weight of the Cliffbot. The total needed tension is broken into components for each Anchorbot. The difference between this needed tension and the tension measured at the Cliffbot constitutes an error signal that is provided to the gravity controller. The velocity controller computes the tether speed needed to produce the desired motion of the Cliffbot. Another major consideration in the design and operation of TRESSA is detection of faults. Each robot in the TRESSA system monitors its own performance and the performance of its teammates in order to detect any system faults and prevent unsafe conditions. At startup, communication links are tested and if any robot is not communicating, the system refuses to execute any motion commands. Prior to motion, the Anchorbots attempt to set tensions in the tethers at optimal levels for counteracting the weight of the Cliffbot; if either Anchorbot fails to reach its optimal tension level within a specified time, it sends message to the other robots and the commanded motion is not executed. If any mechanical error (e.g., stalling of a motor) is detected, the affected robot sends a message triggering stoppage of the current motion. Lastly, messages are passed among the robots at each time step (10 Hz) to share sensor information during operations. If messages from any robot cease for more than an allowable time interval, the other robots detect the communication loss and initiate stoppage.

Stroupe, Ashley↗
NASA NTRS2001

Adjustable Autonomy Testbed

The Adjustable Autonomy Testbed (AAT) is a simulation-based testbed located in the Intelligent Systems Laboratory in the Automation, Robotics and Simulation Division at NASA Johnson Space Center. The purpose of the testbed is to support evaluation and validation of prototypes of adjustable autonomous agent software for control and fault management for complex systems. The AA T project has developed prototype adjustable autonomous agent software and human interfaces for cooperative fault management. This software builds on current autonomous agent technology by altering the architecture, components and interfaces for effective teamwork between autonomous systems and human experts. Autonomous agents include a planner, flexible executive, low level control and deductive model-based fault isolation. Adjustable autonomy is intended to increase the flexibility and effectiveness of fault management with an autonomous system. The test domain for this work is control of advanced life support systems for habitats for planetary exploration. The CONFIG hybrid discrete event simulation environment provides flexible and dynamically reconfigurable models of the behavior of components and fluids in the life support systems. Both discrete event and continuous (discrete time) simulation are supported, and flows and pressures are computed globally. This provides fast dynamic simulations of interacting hardware systems in closed loops that can be reconfigured during operations scenarios, producing complex cascading effects of operations and failures. Current object-oriented model libraries support modeling of fluid systems, and models have been developed of physico-chemical and biological subsystems for processing advanced life support gases. In FY01, water recovery system models will be developed.

Malin, Jane T.↗