Results for “organizational communication” — Page 5

DOE OSTI2022

A structural description of the evolution of stakeholders and risk communication in the Department of Energy's defense nuclear facilities: Historical perspective, major stakeholders, and external events

Regulators and policymakers are routinely challenged with explaining complex concepts concerning risk. Part of the challenge is helping external and internal stakeholders to understand the context behind risk-related information and decisions. Here, this paper will describe the historical evolution of the safety and regulatory framework for an important category in the nuclear industry—defense nuclear facilities owned and operated by the US Department of Energy. In parallel with describing this evolution, three major events which occurred external to the complex of defense nuclear facilities will be summarized, and their impact on the maturation of the Department's safety and regulatory framework will be discussed. Finally, integrated with these two threads of discussion will be a chronicle of the changing set of involved organizations and the expanding set of external stakeholders involved in risk decisions—and therefore, the risk communications ecosystem surrounding defense nuclear facilities. It will be noted that this system was once describable as a classic “iron triangle,” but now has progressed to a complex network of federal and state organizations, numerous congressional committees, and expanding sets of external stakeholders. It is hoped that a comprehensive discussion of the context of risk assessment in the defense nuclear facilities complex—addressing historical insights, organizational evolution, and the maturing structure of regulation—will provide enhanced opportunities for building trust and understanding in this complex environment.

98 NUCLEAR DISARMAMENT, SAFEGUARDS, AND PHYSICAL P↗

NASA NTRS2013

NASA Software Engineering Benchmarking Study

To identify best practices for the improvement of software engineering on projects, NASA's Offices of Chief Engineer (OCE) and Safety and Mission Assurance (OSMA) formed a team led by Heather Rarick and Sally Godfrey to conduct this benchmarking study. The primary goals of the study are to identify best practices that: Improve the management and technical development of software intensive systems; Have a track record of successful deployment by aerospace industries, universities [including research and development (R&D) laboratories], and defense services, as well as NASA's own component Centers; and Identify candidate solutions for NASA's software issues. Beginning in the late fall of 2010, focus topics were chosen and interview questions were developed, based on the NASA top software challenges. Between February 2011 and November 2011, the Benchmark Team interviewed a total of 18 organizations, consisting of five NASA Centers, five industry organizations, four defense services organizations, and four university or university R and D laboratory organizations. A software assurance representative also participated in each of the interviews to focus on assurance and software safety best practices. Interviewees provided a wealth of information on each topic area that included: software policy, software acquisition, software assurance, testing, training, maintaining rigor in small projects, metrics, and use of the Capability Maturity Model Integration (CMMI) framework, as well as a number of special topics that came up in the discussions. NASA's software engineering practices compared favorably with the external organizations in most benchmark areas, but in every topic, there were ways in which NASA could improve its practices. Compared to defense services organizations and some of the industry organizations, one of NASA's notable weaknesses involved communication with contractors regarding its policies and requirements for acquired software. One of NASA's strengths was its software assurance practices, which seemed to rate well in comparison to the other organizational groups and also seemed to include a larger scope of activities. An unexpected benefit of the software benchmarking study was the identification of many opportunities for collaboration in areas including metrics, training, sharing of CMMI experiences and resources such as instructors and CMMI Lead Appraisers, and even sharing of assets such as documented processes. A further unexpected benefit of the study was the feedback on NASA practices that was received from some of the organizations interviewed. From that feedback, other potential areas where NASA could improve were highlighted, such as accuracy of software cost estimation and budgetary practices. The detailed report contains discussion of the practices noted in each of the topic areas, as well as a summary of observations and recommendations from each of the topic areas. The resulting 24 recommendations from the topic areas were then consolidated to eliminate duplication and culled into a set of 14 suggested actionable recommendations. This final set of actionable recommendations, listed below, are items that can be implemented to improve NASA's software engineering practices and to help address many of the items that were listed in the NASA top software engineering issues. 1. Develop and implement standard contract language for software procurements. 2. Advance accurate and trusted software cost estimates for both procured and in-house software and improve the capture of actual cost data to facilitate further improvements. 3. Establish a consistent set of objectives and expectations, specifically types of metrics at the Agency level, so key trends and models can be identified and used to continuously improve software processes and each software development effort. 4. Maintain the CMMI Maturity Level requirement for critical NASA projects and use CMMI to measure organizations developing software for NASA. 5.onsolidate, collect and, if needed, develop common processes principles and other assets across the Agency in order to provide more consistency in software development and acquisition practices and to reduce the overall cost of maintaining or increasing current NASA CMMI maturity levels. 6. Provide additional support for small projects that includes: (a) guidance for appropriate tailoring of requirements for small projects, (b) availability of suitable tools, including support tool set-up and training, and (c) training for small project personnel, assurance personnel and technical authorities on the acceptable options for tailoring requirements and performing assurance on small projects. 7. Develop software training classes for the more experienced software engineers using on-line training, videos, or small separate modules of training that can be accommodated as needed throughout a project. 8. Create guidelines to structure non-classroom training opportunities such as mentoring, peer reviews, lessons learned sessions, and on-the-job training. 9. Develop a set of predictive software defect data and a process for assessing software testing metric data against it. 10. Assess Agency-wide licenses for commonly used software tools. 11. Fill the knowledge gap in common software engineering practices for new hires and co-ops.12. Work through the Science, Technology, Engineering and Mathematics (STEM) program with universities in strengthening education in the use of common software engineering practices and standards. 13. Follow up this benchmark study with a deeper look into what both internal and external organizations perceive as the scope of software assurance, the value they expect to obtain from it, and the shortcomings they experience in the current practice. 14. Continue interactions with external software engineering environment through collaborations, knowledge sharing, and benchmarking.

Rarick, Heather L.↗

NASA NTRS2010

Technical Excellence and Communication: The Cornerstones for Successful Safety and Mission Assurance Programs

The paper describes the role of technical excellence and communication in the development and maintenance of safety and mission assurance programs. The Marshall Space Flight Center (MSFC) Safety and Mission Assurance (S&MA) organization is used to illustrate philosophies and techniques that strengthen safety and mission assurance efforts and that contribute to healthy and effective organizational cultures. The events and conditions leading to the development of the MSFC S&MA organization are reviewed. Historic issues and concerns are identified. The adverse effects of resource limitations and risk assessment roles are discussed. The structure and functions of the core safety, reliability, and quality assurance functions are presented. The current organization s mission and vision commitments serve as the starting points for the description of the current organization. The goals and objectives are presented that address the criticisms of the predecessor organizations. Additional improvements are presented that address the development of technical excellence and the steps taken to improve communication within the Center, with program customers, and with other Agency S&MA organizations.

Malone, Roy W.↗

NASA NTRS2023

Adaptive Independent Verification and Validation (IV&V) Reduces Risk of Software Impacting Safety in Artemis Missions

The National Aeronautics and Space Administration (NASA) is asking more of its human spaceflight programs than ever before through the collective Artemis Missions. The NASA Independent Verification and Validation (IV&V) Program contributes to NASA’s human spaceflight goals by providing IV&V services for NASA’s critical spacecraft and ground software. The IV&V Program is tasked with providing assurance from both individual and integrated mission software perspectives. The Artemis IV&V organization is actively supporting six distinct development efforts: Orion, the Space Launch System (SLS), Exploration Ground Systems (EGS), Mission Control Center (MCC), the Lunar Gateway, and the Human Landing System (HLS), representing a wide diversity of developer organizations, management structures, and development approaches. With much of this extremely complex flight and ground software being essential to human safety both on the ground and in space, Artemis IV&V is likewise challenged to provide more value-added assurance to future Artemis missions within a constrained budget. To meet this challenge, Artemis IV&V employs a variety of novel and evolving “Adaptive IV&V” approaches for planning and executing IV&V analysis to increase both the efficiency and effectiveness of the IV&V Program’s assurance activities, and to address the difficulties imposed by assuring software for a large, highly integrated, multi-mission enterprise managed and executed by physically and organizationally distinct programs. Instilling agile principles like iterative planning cycles, self-organizing teams, and regular retrospectives, into IV&V planning and execution has led to a more rapid turnaround of a minimum viable assurance product and allowed for increased alignment of assurance activities with development progress. Adopting an assurance case methodology has led to greater consistency and clearer communication of assurance design and provided a foundation for long-term maintenance of assurance plans, products, and results across missions. The IV&V-developed Assurance / Safety Case Analytical Network (A-SCAN) framework and tool has enabled the quantification and tracking of system/software risk and confidence. These confidence measures provide a means to repeatedly express the impact of planned and completed assurance work and the remaining residual risk. Applied as part of a “Follow-the-Risk” organizational ethos, this allows consistent rightsizing of analysis rigor and intensity commensurate with the perceived risk of defects, as well as appropriate targeting of the highest risk areas of the software to find safety issues before they can manifest. Finally, the development of the IV&V Advanced Risk Reduction Integrated Software Test and Operations Tri-program Lightweight Environment (ARRISTOTLE), an integrated software-only simulation of Orion, SLS, and EGS systems, has made it possible to independently test integrated pad and flight scenarios and inject faults to observe how the Artemis multi-program, mission software behaves in degraded modes and in response to hazards. These adaptive IV&V investments have enabled Artemis IV&V to become more efficient and effective in IV&V planning and execution and respond more readily to changes in the risk landscape, increasing the breadth and depth of risk reduction possible within the available resources. Residual risk tracking allows IV&V to communicate more effectively with stakeholders, both internal and external at all levels, and inform key decision-making personnel. This evolving assurance design approach provides IV&V surety that work is performed in the highest risk, most value-added areas of the software, to keep our astronauts and ground crews safe and ensure mission success.

Gerek A Whitman↗

NASA NTRS2023

Adaptive Independent Verification and Validation (IV&V) Reduces Risk of Software Impacting Safety in Artemis Missions

The National Aeronautics and Space Administration (NASA) is asking more of its human spaceflight programs than ever before through the collective Artemis Missions. The NASA Independent Verification and Validation (IV&V) Program contributes to NASA’s human spaceflight goals by providing IV&V services for NASA’s critical spacecraft and ground software. The IV&V Program is tasked with providing assurance from both individual and integrated mission software perspectives. The Artemis IV&V organization is actively supporting six distinct development efforts: Orion, the Space Launch System (SLS), Exploration Ground Systems (EGS), Mission Control Center (MCC), the Lunar Gateway, and the Human Landing System (HLS), representing a wide diversity of developer organizations, management structures, and development approaches. With much of this extremely complex flight and ground software being essential to human safety both on the ground and in space, Artemis IV&V is likewise challenged to provide more value-added assurance to future Artemis missions within a constrained budget. To meet this challenge, Artemis IV&V employs a variety of novel and evolving “Adaptive IV&V” approaches for planning and executing IV&V analysis to increase both the efficiency and effectiveness of the IV&V Program’s assurance activities, and to address the difficulties imposed by assuring software for a large, highly integrated, multi-mission enterprise managed and executed by physically and organizationally distinct programs. Instilling agile principles like iterative planning cycles, self-organizing teams, and regular retrospectives, into IV&V planning and execution has led to a more rapid turnaround of a minimum viable assurance product and allowed for increased alignment of assurance activities with development progress. Adopting an assurance case methodology has led to greater consistency and clearer communication of assurance design and provided a foundation for long-term maintenance of assurance plans, products, and results across missions. The IV&V-developed Assurance / Safety Case Analytical Network (A-SCAN) framework and tool has enabled the quantification and tracking of system/software risk and confidence. These confidence measures provide a means to repeatedly express the impact of planned and completed assurance work and the remaining residual risk. Applied as part of a “Follow-the-Risk” organizational ethos, this allows consistent rightsizing of analysis rigor and intensity commensurate with the perceived risk of defects, as well as appropriate targeting of the highest risk areas of the software to find safety issues before they can manifest. Finally, the development of the IV&V Advanced Risk Reduction Integrated Software Test and Operations Tri-program Lightweight Environment (ARRISTOTLE), an integrated software-only simulation of Orion, SLS, and EGS systems, has made it possible to independently test integrated pad and flight scenarios and inject faults to observe how the Artemis multi-program, mission software behaves in degraded modes and in response to hazards. These adaptive IV&V investments have enabled Artemis IV&V to become more efficient and effective in IV&V planning and execution and respond more readily to changes in the risk landscape, increasing the breadth and depth of risk reduction possible within the available resources. Residual risk tracking allows IV&V to communicate more effectively with stakeholders, both internal and external at all levels, and inform key decision-making personnel. This evolving assurance design approach provides IV&V surety that work is performed in the highest risk, most value-added areas of the software, to keep our astronauts and ground crews safe and ensure mission success.

Gerek Whitman↗

NASA NTRSDate not supplied

Gateway at the Crossroads of Sustainable Lunar Exploration

The Gateway Program has made substantial design and development progress toward delivering a small, human-tended lunar space station purposefully designed to enable sustainable human exploration. The Program integrates partners and providers organizationally and physically as part of the spacecraft. The Power and Propulsion Element (PPE) and the Habitation and Logistics Outpost (HALO) with the European System Providing Refueling, Infrastructure and Telecommunications (ESPRIT) HALO Lunar Communications System (HLCS) have begun manufacturing the long lead components and will be launched first as a Co-Manifested Vehicle (CMV). The International Habitat (I-Hab) and ESPRIT Refueling Module (ERM) are passing life cycle milestones and include capabilities key for human crewmembers, such as windows, private sleeping quarters, and galley functions. The Logistics Module (LM) may provide a variety of services to Gateway depending on each mission. Requirements for the airlock have been developed, including requests that it support the integrated spacecraft with functions like augmenting heat rejection capabilities, and interfaces with new spacesuits will soon be developed in more detail. As a critical element of the architecture for solar system exploration, Gateway implements key tenets and features of international interoperability standards necessary to operate with multiple visiting vehicles and lunar assets, especially avionics, communications, and docking. Specific choices such as software architecture and standards, power standards, and robotics standards make it possible to utilize heritage or proprietary technology, yet still operate as one spacecraft. Engineering teams are evaluating many possible future missions to be executed at or utilizing the Gateway. The system architecture protects for an evolvable, extensible, and flexible capability. Designing systems robust enough to serve as a cornerstone of exploration activities for decades while remaining adaptable is not without its challenges. The detailed integration activities have revealed challenges and the need to mature key technologies. Refueling is a key component of achieving long life for Gateway, with unique operations to plan, safety concerns to mitigate, and risk reduction activities to conduct to better understand the system. The constraints and impacts of the design of visiting vehicles is also an important concern, with orientation constraints, control of attitude and orbit of the Gateway with docked visiting vehicles. Tradeoffs between robust maintainable systems and lightweight, compact systems must be balanced. Opportunities still exist for adding additional advanced capabilities to increase and extend Gateway’s benefits, such as intravehicular robotics, autonomous Guidance Navigation and Control (GN&C), and augmented control propulsion, heat rejection, or other services.

Molly S Anderson↗

NASA NTRSDate not supplied

Gateway at the Crossroads of Sustainable Lunar Exploration

The Gateway Program has made substantial design and development progress toward delivering a small, human-tended lunar space station purposefully designed to enable sustainable human exploration. The Program integrates partners and providers organizationally and physically as part of the spacecraft. The Power and Propulsion Element (PPE) and the Habitation and Logistics Outpost (HALO) with the European System Providing Refueling, Infrastructure and Telecommunications (ESPRIT) HALO Lunar Communications System (HLCS) have begun manufacturing the long lead components and will be launched first as a Co-Manifested Vehicle (CMV). The International Habitat (I-Hab) and ESPRIT Refueling Module (ERM) are passing life cycle milestones and include capabilities key for human crewmembers, such as windows, private sleeping quarters, and galley functions. The Logistics Module (LM) may provide a variety of services to Gateway depending on each mission. Requirements for the airlock have been developed, including requests that it support the integrated spacecraft with functions like augmenting heat rejection capabilities, and interfaces with new spacesuits will soon be developed in more detail. As a critical element of the architecture for solar system exploration, Gateway implements key tenets and features of international interoperability standards necessary to operate with multiple visiting vehicles and lunar assets, especially avionics, communications, and docking. Specific choices such as software architecture and standards, power standards, and robotics standards make it possible to utilize heritage or proprietary technology, yet still operate as one spacecraft. Engineering teams are evaluating many possible future missions to be executed at or utilizing the Gateway. The system architecture protects for an evolvable, extensible, and flexible capability. Designing systems robust enough to serve as a cornerstone of exploration activities for decades while remaining adaptable is not without its challenges. The detailed integration activities have revealed challenges and the need to mature key technologies. Refueling is a key component of achieving long life for Gateway, with unique operations to plan, safety concerns to mitigate, and risk reduction activities to conduct to better understand the system. The constraints and impacts of the design of visiting vehicles is also an important concern, with orientation constraints, control of attitude and orbit of the Gateway with docked visiting vehicles. Tradeoffs between robust maintainable systems and lightweight, compact systems must be balanced. Opportunities still exist for adding additional advanced capabilities to increase and extend Gateway’s benefits, such as intravehicular robotics, autonomous Guidance Navigation and Control (GN&C), and augmented control propulsion, heat rejection, or other services.

Molly S Anderson↗

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.↗

DOE OSTI2022

Ontologies: The Gateway to Knowledge-Enabled Information Services at Los Alamos National Laboratory

At LANL, we use ontologies to capture and maintain essential organizational knowledge and support tools and frameworks for information discovery. Ontologies capture knowledge, creating meaningful structures for finding and interpreting information. Information in a human context that provides meaning and data that is organized and communicated. This report provides information about LANL's ontology efforts and challenges.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

NASA NTRS2014

An Extended Case Study Methoology for Investigating Influence of Cultural, Organizational, and Automation Factors on Human-Automation Trust

This paper discusses a case study that examined the influence of cultural, organizational and automation capability upon human trust in, and reliance on, automation. In particular, this paper focuses on the design and application of an extended case study methodology, and on the foundational lessons revealed by it. Experimental test pilots involved in the research and development of the US Air Forces newly developed Automatic Ground Collision Avoidance System served as the context for this examination. An eclectic, multi-pronged approach was designed to conduct this case study, and proved effective in addressing the challenges associated with the cases politically sensitive and military environment. Key results indicate that the system design was in alignment with pilot culture and organizational mission, indicating the potential for appropriate trust development in operational pilots. These include the low-vulnerabilityhigh risk nature of the pilot profession, automation transparency and suspicion, system reputation, and the setup of and communications among organizations involved in the system development.

automation suspicion↗

NASA NTRS2014

Influence of Cultural, Organizational, and Automation Capability on Human Automation Trust: A Case Study of Auto-GCAS Experimental Test Pilots

This paper discusses a case study that examined the influence of cultural, organizational and automation capability upon human trust in, and reliance on, automation. In particular, this paper focuses on the design and application of an extended case study methodology, and on the foundational lessons revealed by it. Experimental test pilots involved in the research and development of the US Air Force's newly developed Automatic Ground Collision Avoidance System served as the context for this examination. An eclectic, multi-pronged approach was designed to conduct this case study, and proved effective in addressing the challenges associated with the case's politically sensitive and military environment. Key results indicate that the system design was in alignment with pilot culture and organizational mission, indicating the potential for appropriate trust development in operational pilots. These include the low-vulnerability/ high risk nature of the pilot profession, automation transparency and suspicion, system reputation, and the setup of and communications among organizations involved in the system development.

trust↗

NASA NTRS1997

NASA/DOD Aerospace Knowledge Diffusion Research Project. Use of Communications Sources: An Intercultural Investigation of Practices in the US and Russia

The purpose of this paper is to investigate the impact of U.S./Russian cultural differences in communications among scientists and engineers in applied technology industries. This is important because the advent of perestroika, the breakup of the Soviet Union, and massive moves toward privatization make Russia a potential partner in economic endeavors and, at the same time, a possible competitor in the international arena. Unfortunately the results of U.S./Soviet collaborative endeavors have not always met with expectations. Since 1987, when the former USSR adopted a law on joint ventures, evidence has emerged as to the causes of many failures of these cooperative arrangements. While international strategic alliances face many structural barriers, failures of these cooperative ventures have often resulted from a lack of understanding of the more intangible barrier of major differences in cultural environments between the partners (Cattaneo, 1992). Cultural differences not only affect business operations but also raise questions for scholars and practitioners who have advocated that U.S. management theories apply abroad. Boyacigiller and Adler (1991), Doktor, Tung, and Von Glinow (1991), and Hofstede (1993) observed that most U.S. scholars have continued to export management concepts and practices abroad assuming the concepts were universally valid despite the fact that Western organizational theory has placed little emphasis on factors such as history, social setting, culture, and government (Boyacigiller & Adler, 1991). High technology industries such as aerospace, which includes the cormmercial aviation segment, have characteristics that make the industry an excellent platform to study cultural implications for technical communications. The investigation of this group is worthwhile for several reasons. First, high technology industries are becoming more international and more engaged in collaborative endeavors. Second, the industries are highly dependent on effective innovation diffusion which, according to Fischer (1979), is essentially information exchange. And, third, studies of innovative project management have found that information availability was a critical factor in project success or failure (e.g., Link & Zmud, 1987; Tushman, 1978, 1979). We propose that a gap in the literature exists that centers on whether U.S. paradigms of commnunications behavior apply to other cultures. First, we will explore early findings in the U.S. that held that the choice of an information source was a function of the 'law of least effort' rather than quality (e.g., Allen, 1977; Cuinan, 1983; DeWhirst, 1971; Hardy, 1982; O'Reilly, 1982; Rosenberg, 1967). Second, we will explore the contingency approaches such as that of Tushman (1979) and the later work of Daft and Lengel (1984, 1987), Huber and Daft (1987) and Lengel and Daft (1988) who held that information choice was a function of the nature of the task at hand. A third issue to be addressed is the confounding problem of presumed differences between scientists and engineers in information gathering behavior (Allen, 1977). Finally, we will investigate whether cultural differences cast doubt on the applicability of findings from U.S. situations to other cultures.

Pinelli, Thomas E.↗

NASA NTRS1988

A flight test design for studying airborne applications of air to ground duplex data link communications

The Automatic En Route Air Traffic Control (AERA) and the Advanced Automated System (AAS) of the NAS plan, call for utilization of data links for such items as computer generated flight clearances, enroute minimum safe altitude warnings, sector probes, out of conformance check, automated flight services, and flow management of advisories. A major technical challenge remaining is the integration, flight testing, and validation of data link equipment and procedures in the aircraft cockpit. The flight test organizational chart, was designed to have the airplane side of data link experiments implemented in the NASA Langley Research Center (LaRC) experimental Boeing 737 airplane. This design would enable investigations into implementation of data link equipment and pilot interface, operations, and procedures. The illustrated ground system consists of a work station with links to a national weather database and a data link transceiver system. The data link transceiver system could be a Mode-S transponder, ACARS, AVSAT, or another type of radio system such as the military type HF data link. The airborne system was designed so that a data link transceiver, workstation, and touch panel could be interfaced with an input output processor to the aircraft system bus and thus have communications access to other digital airplane systems.

Scanlon, Charles H.↗

NASA NTRS1974

The effects of techno-economic and organizational factors on the adoption of NASA-innovations by commercial firms in the U.S

The present work reports on the effects of several organizational and techno-economic factors which tend to facilitate or inhibit the successful transfer and commercial utilization of technology generated outside the organizational setting of a potential industrial user. Innovations were regarded as either product cases or process cases, and successful adoption of these innovations was related to systematic data on the relation between innovator and user and on channels of communication.

Chakrabarti, A. K.↗

NASA NTRS2005

Towards G2G: Systems of Technology Database Systems

We present an approach and methodology for developing Government-to-Government (G2G) Systems of Technology Database Systems. G2G will deliver technologies for distributed and remote integration of technology data for internal use in analysis and planning as well as for external communications. G2G enables NASA managers, engineers, operational teams and information systems to "compose" technology roadmaps and plans by selecting, combining, extending, specializing and modifying components of technology database systems. G2G will interoperate information and knowledge that is distributed across organizational entities involved that is ideal for NASA future Exploration Enterprise. Key contributions of the G2G system will include the creation of an integrated approach to sustain effective management of technology investments that supports the ability of various technology database systems to be independently managed. The integration technology will comply with emerging open standards. Applications can thus be customized for local needs while enabling an integrated management of technology approach that serves the global needs of NASA. The G2G capabilities will use NASA s breakthrough in database "composition" and integration technology, will use and advance emerging open standards, and will use commercial information technologies to enable effective System of Technology Database systems.

Maluf, David A.↗

NASA NTRS2003

Draft position paper on knowledge management in space activities

As other fields of industry, space activities are facing the challenge of Knowledge Management and the International Academy of Astronautics decided to settle in 2002 a Study Group to analyse the problem and issue general guidelines. This communication presents the draft position paper of this group in view to be discussed during the 2003 IAF Congress.

NASA↗

NASA NTRSDate not supplied

From the Knowledge-based Digital Platform (KbDP) Concept for Advanced Air Mobility Research to a Preliminary Prototype

Advanced Air Mobility (AAM) encompasses a range of innovative operational and technological changes to aviation (electric aircraft, increasingly automated aircraft, increasingly automated airspace operations, etc.) that are transforming aviation’s role in everyday movement of people and goods. There are multiple associated concepts and use cases for AAM, all interrelated, including small Unmanned Aircraft System (UAS) Traffic Management (UTM), Upper-Class E Traffic Management (ETM), Extensible Traffic Management (xTM), Regional Air Mobility (RAM), and Urban Air Mobility (UAM). These AAM operations must integrate with traditional Air Traffic Management (ATM) operations, as well as non-aviation modes of transportation and logistics. National Aeronautics and Space Administration (NASA) is spearheading an innovative digital engineering approach to integrate, communicate, and facilitate the research of multi-modal transportation systems. The Knowledge-based Digital Platform (KbDP) is a concept being developed that ties the workflows of Project Managers (PM), Principal Investigators (PI), and System Engineers together across organizational boundaries. It does so through the management of an information database defined by mathematical, data science, and system engineering principles. Machine Learning (ML) algorithms play a key role in this concept by extracting meaningful knowledge from the information database, which the human user leverages to greatly improve the efficiency and effectiveness of their research. Expected benefits of this concept include improved technology transfers from research to production, improved research portfolio investments, and research outcomes that are more integrated with all aspects of the multi-modal transportation problem. The preliminary KbDP prototype has been realized using UAM as a pathfinder use case and developed by a team of system engineer, software developer, data scientist, and interns.

Systems Engineering↗

NASA NTRSDate not supplied

Developing Concepts of Operations Using Multi-Step Tool Techniques With Large Language Models

The National Aeronautics and Space Administration (NASA) Air Mobility Pathfinders (AMP) project is developing and evaluating concepts of operations (ConOps) for safe, secure, and scalable Urban Air Mobility (UAM) operations. The AMP project’s Operational Concepts, Architecture, and Requirements Integration (OCARI) Team is using a Model Based System Engineering (MBSE) approach for integration, interoperability, and traceability of Advanced Air Mobility (AAM) ecosystems centered around urban air taxi services. The team’s goal is to define structures and behaviors needed for system feasibility, readiness, and interoperability, establish a UAM knowledge base, and trace and validate assumptions and requirements relevant to AAM. NASA Langley Research Center (LaRC) is spearheading an innovative digital engineering approach to integrate, communicate, and facilitate the research of multi-modal transportation systems. The Knowledge-based Digital Platform (KbDP) is a concept being developed that ties the workflows of Project Managers (PM), Principal Investigators (PI), and System Engineers together across organizational boundaries. It does so through the management of an information database defined by mathematical, data science, and system engineering principles. Machine Learning (ML) algorithms play a key role in this concept by extracting meaningful knowledge from relational and graph databases, document repositories, and system artifacts, which the human user leverages to greatly improve the efficiency and effectiveness of their research. Recent advancements in the field of Large Language Models (LLMs), specifically models trained for tool use, such as Command-R , now allow for the reliable implementation of single-step and multi-step tool-centric systems. These techniques provide the LLM with a set of tools, in our case Python functions, that can be called on to answer a much wider range of questions compared to LLMs implemented using a traditional single-source or Retrieval Augmented Generation (RAG) approach. Through this method, the LLM can pull information from multiple data sources, such as relational or graph databases, document repositories, application programming interfaces (APIs), and SysML artifacts depending on the user’s question. The LLM can also output the information in a variety of different formats, using output generation tools, such as CSV, UML, or SysML artifacts. Additionally, tools can be assigned roles and can work together to provide answers to queries in an “agent” like approach, similar to that implemented by Microsoft’s AutoGen framework where different agents can converse with each other to accomplish tasks. Previously, our team developed a chatbot system with “agent like” functionality in the form of different “modes” the user could select from a user interface (UI), this architecture can be seen on the left in figure 1. Three different modes were implemented, the first mode allowed the LLM to utilize the structures and algorithms within a graph database to trace UAM requirements. The second mode gave the LLM access to a vector search capable of providing relevant information from thousands of document pages related to UAM ConOps and requirements. The third mode served as a general assistant where users could enter open-ended questions and custom prompts to utilize the LLM for different use-cases. This system improved the process surrounding generating and analyzing information related to UAM requirements, however, the implementation provided a clunky user experience. Users were required to know what mode to select within the UI in advance before entering their question to the selected tool. Moreover, the different tools were isolated from each other, they lacked bidirectional links that would allow for tools to collaborate to generate better responses. Our team is working on a new architecture, seen on the right in the below figure, with the goal to address many of the UX shortcomings of our original system while improving the accuracy and depth of responses from the LLM. This new system will automatically select the appropriate tool to use based off the user’s question. Each tool will be capable of calling on any of the other tools available to the LLM, resulting in a collaborative pipeline where tools can pass data between other tools until enough data is received to generate an answer to the user’s question. Using a locally deployed, open-source, LLM, the NASA OCARI team, in collaboration with Collins Aerospace, will implement a prototype application that will bridge knowledge across multiple sources to assist System Engineers (SEs) with requirements discovery and tracing, research question and use case identification, and assumption validation. Such a system will also allow SEs to more easily, and intuitively, explore the AAM ecosystem, ultimately improving the efficiency and effectiveness of the SE's research and decision-making processes surrounding ConOps development and validation. In this session, our team will provide a video demonstration of our new prototype architecture in action. We will also present an overview of our prototype system architecture and talk about its advantages over traditional LLM deployments along with how those advantages can provide additional value to the field of System Engineering.

systems engineering↗