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At least 91 records · Page 5
All sourcesNASA NTRSDOE OSTI
NASA NTRS2020

Work Scheduling and Fatigue Management

There are physiological limits to human performance, influenced by the internal programming of the sleep homeostat and circadian rhythms. There are known fatigue-related risks related to different work scheduling factors. This presentation was for presentation to supervisors and managers at Stennis Space Center to provide information about physiological risks factors associated with shiftwork scheduling practices and facilitate discussion about approaches to manage the related risks.

Gregory, Kevin↗
NASA NTRS2020

Phase II Solid Waste Management Unit (SWMU) Assessment Work Plan Center Wide Per- and Polyfluoroalkyl Substances (PFAS) Potential Release Location (PRL) 237 Kennedy Space Center, Florida

This document presents a description of solid waste management unit (SWMU) assessment activities that will be used to identify additional locations where per- and polyfluoroalkyl substances (PFAS) may have been used at the Kennedy Space Center (KSC). The activities described herein will also be used to identify potential off-Center sources of PFAS and potential background locations for PFAS within KSC.

Krista D Sommerfeldt↗
NASA NTRS2005

SQL-RAMS

SQL-RAMS (where "SQL" signifies Structured Query Language and "RAMS" signifies Rocketdyne Automated Management System) is a successor to the legacy version of RAMS a computer program used to manage all work, nonconformance, corrective action, and configuration management on rocket engines and ground support equipment at Stennis Space Center. The legacy version resided in the FileMaker Pro software system and was constructed in modules that could act as stand-alone programs. There was little or no integration among modules. Because of limitations on file-management capabilities in FileMaker Pro, and because of difficulty of integration of FileMaker Pro with other software systems for exchange of data using such industry standards as SQL, the legacy version of RAMS proved to be limited, and working to circumvent its limitations too time-consuming. In contrast, SQL-RAMS is an integrated SQL-server-based program that supports all data-exchange software industry standards. Whereas in the legacy version, it was necessary to access individual modules to gain insight to a particular work-status documents, SQL-RAMS provides access through a single-screen presentation of core modules. In addition, SQL-RAMS enable rapid and efficient filtering of displayed statuses by predefined categories and test numbers. SQL-RAMS is rich in functionality and encompasses significant improvements over the legacy system. It provides users the ability to perform many tasks which in the past required administrator intervention. Additionally many of the design limitations have been corrected allowing for a robust application that is user centric.

Alfaro, Victor O.↗
NASA NTRS2005

SQL-RAMS

SQL-RAMS (where "SQL" signifies Structured Query Language and "RAMS" signifies Rocketdyne Automated Management System) is a successor to the legacy version of RAMS -- a computer program used to manage all work, nonconformance, corrective action, and configuration management on rocket engines and ground support equipment at Stennis Space Center. The legacy version resided in the File-Maker Pro software system and was constructed in modules that could act as standalone programs. There was little or no integration among modules. Because of limitations on file-management capabilities in FileMaker Pro, and because of difficulty of integration of FileMaker Pro with other software systems for exchange of data using such industry standards as SQL, the legacy version of RAMS proved to be limited, and working to circumvent its limitations too time-consuming. In contrast, SQL-RAMS is an integrated SQL-server-based program that supports all data-exchange software industry standards. Whereas in the legacy version, it was necessary to access individual modules to gain insight into a particular workstatus document, SQL-RAMS provides access through a single-screen presentation of core modules. In addition, SQL-RAMS enables rapid and efficient filtering of displayed statuses by predefined categories and test numbers. SQL-RAMS is rich in functionality and encompasses significant improvements over the legacy system. It provides users the ability to perform many tasks, which in the past required administrator intervention. Additionally, many of the design limitations have been corrected, allowing for a robust application that is user centric.

Alfaro, Victor O.↗
NASA NTRS2004

My Work in the NASA Glenn History Office and Records Management Office

This is my fourth summer working with my mentor, Kevin P. Coleman, who is the Center History Coordinator, Center Records Manager, and Center Forms Manager. I am working in the GRC History Office with some overlap in the Records Management Office. I have three major projects this summer. First, I am assisting in the documentation of historic facilities. Second, I am involved in a project to organize files and create an archives at Plum Brook Station. Third, I have helped the records management office with its inventory of stored records at Plum Brook. Also, I received an award this summer for research work I had done for NASA in the past. First, my primary project is to help assemble documentation for historic facilities at Glenn. This is somewhat of an extension of my project from last summer. Last summer, I worked to compile a complete list of all of NASA s historic sites and landmarks (as designated by the National Park Service, as well as several private organizations) throughout the country. Then, I briefly researched the significance of historic designation under federal law. Finally, I put my findings into a report which was submitted to NASA Headquarters. Upon review by the NASA History Office and several center-level history officials, it was decided that NASA should work to update its documentation of its historic sites and landmarks since some of the documentation was outdated or unavailable. Until recently, many project managers and facility managers working at historic facilities were not even aware that their surroundings had been designated as historic under federal law (most specifically, the National Historic Preservation Act of 1966 and its amendments). Therefore, they were unaware of the legal obligations for historic preservation. This summer, my project is to research some of Glenn s historic sites and landmarks in more detail. The goal is to put together a template for documenting historic NASA facilities. The hope is that this template of requirements for historic documentation of facilities (which may include records, drawings, photos, film, interviews, and a Web site) can be used agency-wide to assist center history offices in documenting historic sites and landmarks. To this end, I am working with Bob Arrighi, an archivist from InDyne, Inc., and Anne Burke, a NASA co-op, to gather and assess the historic value of records from several facilities at Glenn and Plum Brook Station. We will also work to determine the costs of each part of the template.

Mate, Robert C.↗
NASA NTRS1988

The scheduling techniques of ESP2

The Mission Analysis Division of the Systems Analysis and Integration Laboratory at the Marshall Space Flight Center has developed a robust automatic scheduler which can produce detailed schedules for the multi-step activities required for payload operations on the Space Station. This scheduler, a part of the Expert Scheduling Program (ESP2), has five components: the bookkeeper, checker, loader, selector, and explainer. The bookkeeper maintains the usage profiles for nondepletable resources, consumables, equipment, crew, and the times of all the steps for the payload activities for several different schedules simultaneously. The checker searches the data maintained by the bookkeeper and finds times when the constraints of each step of an activity are satisfied. The loader is an expert system that uses the techniques of forward chaining, depth-first searching, and backtracking to manage the workings of the checker so that activities are placed in the schedule without violating constraints (such as crew, resources, and orbit opportunities). The checker searches the data maintained by the bookkeeper and finds times when the constraints of each step of an activity are satisfied. The loader is an expert system which uses the techniques of forward chaining, depth-first searching, and backtracking to manage the workings of the checker so that activities are placed in the schedule without violating the constraints. The selector has several methods of choosing the next activity for the loader to schedule. The explainer shows the user why an activity was or was not scheduled at a certain time; it offers a unique graphical explanation of how the expert system (the loader) works.

Jaap, John P.↗
NASA NTRS1972

ERTS-1 applications to California resource inventory

There are no author-identified significant results in this report. ERTS-1 information will be utilized by resource management groups working in the fields of forestry, hydrology, range management, and agriculture to develop resource inventories of the state of California. Five examples are given of the use of ERTS-1 imagery and aerial photography in identifying different crops and field conditions.

Colwell, R. N.↗
NASA NTRS1990

Expert systems and imaging - NASA's start-up work in intelligent image management

The problem of image management for NASA's Space Shuttle program and the future role of expert systems are considered. The difficulties involved in the storage and retrieval of the estimated 100,000 color photographs used for verification of essential installation, test, and repair procedures for Space Shuttle prelaunch are discussed. It is noted that the collection, classification, storage, and retrieval of high-quality pictoral images is possible through the use of pixels and an expert systems-assisted relational data base management system. The development of a query by pictorial example process is discussed. The NASA Intelligent Interactive Visual Data Base Management Systems project is detailed. It aims to conduct a systems analysis of a large-scale traditional image processing operation, collect data on critical human performance factors in the areas of image creation, processing, classification, storage, and retreival, and validate the attributes identified through the creation and testing of prototype models.

Ragusa, James M.↗
NASA NTRS2005

Work Package 5: Contingency Management. Mission Planning Requirements Document: Preliminary Version. Revision A

The purpose of this document is to identify the general flight/mission planning requirements for same-day file-and-fly access to the NAS for both civil and military High-Altitude Long Endurance (HALE) Unmanned Aircraft System (UAS). Currently the scope of this document is limited to Step 1, operations above flight level 43,000 feet (FL430). This document describes the current applicable mission planning requirements and procedures for both manned and unmanned aircraft and addresses HALE UAS flight planning considerations in the future National Airspace System (NAS). It also discusses the unique performance and operational capabilities of HALE UAS associated with the Access 5 Project, presents some of the projected performance characteristics and conceptual missions for future systems, and provides detailed analysis of the recommended mission planning elements for operating HALE UAS in the NAS.

Source record↗
NASA NTRSDate not supplied

Working Time and Fatigue Management

There are physiological limits to human performance, influenced by the internal programming of the sleep homeostat and circadian rhythms. This presentation will provide information about the physiology underlying fatigue, and provide some strategies for better sleep and for managing alertness on the job. This presentation will be provided to personnel at Kennedy Space Center.

fatigue↗
NASA NTRS2004

Integrated Financial Management Program

Having worked in the Employees and Commercial Payments Branch of the Financial Management Division for the past 3 summers, I have seen the many changes that have occurred within the NASA organization. As I return each summer, I find that new programs and systems have been adapted to better serve the needs of the Center and of the Agency. The NASA Agency has transformed itself the past couple years with the implementation of the Integrated Financial Management Program (IFMP). IFMP is designed to allow the Agency to improve its management of its Financial, Physical, and Human Resources through the use of multiple enterprise module applications. With my mentor, Joseph Kan, being the branch chief of the Employees and Commercial Payments Branch, I have been exposed to several modules, such as Travel Manager, WebTads, and Core Financial/SAP, which were implemented in the last couple of years under the IFMP. The implementation of these agency-wide systems has sometimes proven to be troublesome. Prior to IFMP, each NASA Center utilizes their own systems for Payroll, Travel, Accounts Payable, etc. But with the implementation of the Integrated Financial Management Program, all the "legacy" systems had to be eliminated. As a result, a great deal of enhancement and preparation work is necessary to ease the transformation from the old systems to the new. All this work occurs simultaneously; for example, e-Payroll will "go live" in several months, but a system like Travel Manager will need to have information upgraded within the system to meet the requirements set by Headquarters. My assignments this summer have given me the opportunity to become involved with such work. So far, I have been given the opportunity to participate in projects resulting from a congressional request, several bankcard reconciliations, updating routing lists for Travel Manager, updating the majordomo list for Travel Manager approvers and point of contacts, and a NASA Headquarters project involving improper payments on firm fixed price contracts. Each of the projects that I have worked on this summer presents a different aspect of the work performed on a regular basis by members of this branch. Not only do I get to see the "big picture" of what occurs within the organization, but I also get to experience the "little stuff" that goes on here and throughout the NASA Agency.

Pho, Susan↗
DOE OSTI2021

Benchmarking SARS CoV-2 Infection in the Workplace to Support Continuity of Operations

Objective: The COVID-19 pandemic jeopardizes continuity of operations of workplaces and the health and safety of workers. Exemplar workplace-related SARS-CoV-2 benchmarks are described and illustrated with empirical data. Methods: Benchmarks were collected over a 9-month period on a large workplace (N = 5500+). These ranged from quantitative indices associated with RT-qPCR targeted testing and random surveillance screening, surveillance for new variants of SARS-CoV-2, intensive contact tracing, case management, return to work procedures, to monitoring of antibody seropositive status. Results: Data and analyses substantiated effectiveness of interventions. This was evidenced in suppressed infection rates, rapid case identification and isolation, acceptance of the program by employees, documentation of presumptive immunity, and working relationships with senior management. Conclusions: These SARS-CoV-2 exemplar benchmarks provided an evidence-base for practice and contributed strategically to organizational decisions.

60 APPLIED LIFE SCIENCES↗
NASA NTRS2007

Implementing an Applied Science Program

The work implied in the NASA Applied Science Program requires a delicate balancing act for the those doing it. At the implementation level there are multiple tensions intrinsic to the program. For example each application of an existing product to a decision support process requires deep knowledge about the data and deep knowledge about the decision making process. It is highly probable no one person has this range of knowledge. Otherwise the decision making process would already be using the data. Therefore, a team is required. But building a team usually requires time, especially across agencies. Yet the program mandates efforts of relatively short duration. Further, those who know the data are scientists, which makes them essential to the program. But scientists are evaluated on their publication record. Anything which diverts a scientist from the research for his next publication is an anathema to him and potential death to their career. Trying to get another agency to use NASA data does not strike most scientists as material inherently suitable for publication. Also, NASA wishes to rapidly implement often substantial changes to another agency's process. For many reasons, such as budget and program constraints, speed is important. But the owner of a decision making process is tightly constrained, usually by law, regulation, organization and custom. Changes when made are slow, cautious, even hesitant, and always done according a process specific to the situation. To manage this work MSFC must balance these and other tensions. Some things we have relatively little control over, such as budget. These we try to handle by structural techniques. For example by insisting all of our people work on multiple projects simultaneously we inherently have diversification of funding for all of our people. In many cases we explicitly use some elements of tension to be productive. For example the need for the scientists to constantly publish is motivation to keep tasks short and to the immediate point. As another example, the DSS agency and it personnel are treated as integral to the effort at every step. Thus, their ways of doing things, their problems and their assets become part of the solution. MSFC also manages the Applied Science work' within a strategic framework.' First, the scientists are necessarily at the core of all of this work as well as all of the work within the larger' organization. We therefore strive to keep a roughly 50-50 balance between the work done on tasks funded directly by the research side of NASA's Science Mission Directorate and funding from the applied side. Done at both the organization level and the level of the individual, this keeps the scientist both happy and productive over the long term. We also try diligently to remove as much burden from the scientist as practical by employing people such as the authors and others to do tasks not requiring; scientific knowledge. We also have designed our effort to take full use of external partners. We actively seek and support, including fund, people from multiple organizations to join us as committed collaborators. In this we use today's money and today's problem to help us diversify and strengthen for tomorrow. MSFC also considers the Applied Science work holistically. Each element is viewed as a step in a larger process. At a management level we can chose to emphasize or encourage certain areas which service long term goals. Thus, if we think work in a particular area should be developed, we can start with the smaller, less costly elements and grow.

Rickman, Doug↗
NASA NTRS1994

Intellectual Property Rights at the National Aeronautics and Space Administration, Lewis Research Center

At a fundamental level, intellectual property is the core work product of a technical organization. The National Aeronautics and Space Administration (NASA), produces a variety of intellectual property including: patents, trademarks, data rights, copyright and rights associated with National Security. For a scientific organization to properly manage its work product it has to manage its intellectual property. This paper endeavors to describe how the intellectual property rights are generated and allocated at NASA. The author then goes on to discuss how the intellectual property might be managed to meet the objectives of program implementation, technology transfer and security.

Williams, Vernon E.↗
NASA NTRS1996

Software Project Management and Measurement on the World-Wide-Web (WWW)

We briefly describe a system for forms-based, work-flow management that helps members of a software development team overcome geographical barriers to collaboration. Our system, called the Web Integrated Software Environment (WISE), is implemented as a World-Wide-Web service that allows for management and measurement of software development projects based on dynamic analysis of change activity in the workflow. WISE tracks issues in a software development process, provides informal communication between the users with different roles, supports to-do lists, and helps in software process improvement. WISE minimizes the time devoted to metrics collection and analysis by providing implicit delivery of messages between users based on the content of project documents. The use of a database in WISE is hidden from the users who view WISE as maintaining a personal 'to-do list' of tasks related to the many projects on which they may play different roles.

Callahan, John↗
NASA NTRS1999

Cellular Decomposition Based Hybrid-Hierarchical Control Systems with Applications to Flight Management Systems

The work in this research project has been focused on the construction of a hierarchical hybrid control theory which is applicable to flight management systems. The motivation and underlying philosophical position for this work has been that the scale, inherent complexity and the large number of agents (aircraft) involved in an air traffic system imply that a hierarchical modelling and control methodology is required for its management and real time control. In the current work the complex discrete or continuous state space of a system with a small number of agents is aggregated in such a way that discrete (finite state machine or supervisory automaton) controlled dynamics are abstracted from the system's behaviour. High level control may then be either directly applied at this abstracted level, or, if this is in itself of significant complexity, further layers of abstractions may be created to produce a system with an acceptable degree of complexity at each level. By the nature of this construction, high level commands are necessarily realizable at lower levels in the system.

Caines, P. E.↗
DOE OSTI2025

Examples of Mission-driven Data Science from Jefferson Lab and ACES

This presentation details mission-driven data science initiatives at Jefferson Lab and the Joint Institute for Advanced Computing on Environmental Studies (ACES). JLab, a U.S. Department of Energy Office of Science national laboratory, operates the Continuous Electron Beam Accelerator Facility (CEBAF), and is the lead institute for the new High Performance Data Facility (HPDF) Hub. The Joint Institute for ACES brings together interdisciplinary teams in health informatics, climate modeling, computer science, and physics to address environmental challenges, including flood modeling. The Hampton Roads region, particularly Norfolk and Virginia Beach, faces increasing flood risks, motivating the need for rapid, reliable, and risk-aware decision support. ACES’s flooding work has a focus on uncertainty quantification (UQ) and machine learning (ML) for coastal flood management. The work is motivated by the increasing vulnerability of communities such as Norfolk and Virginia Beach, Virginia, to frequent coastal flooding events, and the need for rapid, reliable decision support. The research develops computationally efficient ML surrogate models to forecast water levels and flooding risk. A central theme is the quantification and calibration of predictive uncertainty, especially for out-of-distribution (OOD) scenarios, using techniques such as Monte Carlo Dropout, Deep Ensembles, Gaussian Processes, and Deep Quantile Regression (DQR). The study demonstrates that distance-aware UQ is critical for reliable scientific AI, particularly in high-dimensional, safety-critical, and real-time applications.

McSpadden, Diana [Thomas Jefferson National Accele↗