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All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

A Technical Overview of the Mission Engagement Onboarding Process Managed by the Mission Engagement Working Group (MEWG)

NASA's intricate network, encompassing the Near Space Network (NSN) and Deep Space Network (DSN), plays a pivotal role in supporting an array of space missions. These range from those in Low Earth Orbit (LEO) and Geosynchronous Orbit (GEO), to the more distant Cislunar and Deep Space endeavors. To manage the vast communications needs, we utilize multiple ground stations globally, coupled with the Tracking and Data Relay Satellite System (TDRSS). The Mission Engagement Working Group (MEWG), within the Commercialization, Innovation, and Synergies (CIS) division, stands as the primary gateway for all Space Communications and Network (SCaN) communication and navigation requests. This includes not only NASA's internal missions but also extends to other governmental agencies and commercial sector endeavors. How does the MEWG Process Work? - Initial Contact : Clients initiate their interaction with the NSN by submitting their service requirements through a dedicated online portal. - Preliminary Assessment by MEWG: Upon submission, MEWG embarks on a primary screening of the request. This involves evaluating the client's identity and the foundational concept of their mission. - Detailed Analysis by the NSN Team: Parallelly, the NSN team conducts a comprehensive review of the service request. This often necessitates additional clarification from the requester, ensuring that the final assessment is both thorough and accurate. - Coordination & Streamlining: MEWG's overarching objective is to effectively log, classify, orchestrate, and guarantee that pertinent actions are delegated based on initial client interactions. Acting as the central hub for these primary contacts, MEWG ensures that each request is sufficiently detailed for an in-depth evaluation. - Feedback & Remediation: If a request is deemed unsuitable or lacking, MEWG doesn't merely reject it. Instead, the team discerns the reasons for the inadequacy and suggests potential rectification strategies. This approach ensures that feedback delivered to clients is precise, prompt, constructive, and actionable. Conclusion: This plenary presentation will detail the efforts of the MEWG resulting in a greatly streamlined and refined onboarding process for space communication Direct-To-Earth (DTE) and Space Relay (SR) support requests. By centralizing the preliminary interactions and assessments, we've reduced the complexity for clients, ensuring they engage with a singular, efficient, and responsive point of contact. This initiative, we believe, fortifies NASA's commitment to fostering effective and synergistic collaborations with its partners.

Devin L Bitner↗
NASA NTRSDate not supplied

A Technical Overview of the Mission Engagement Onboarding Process Managed by the Mission Engagement Working Group (MEWG)

NASA's intricate network, encompassing the Near Space Network (NSN) and Deep Space Network (DSN), plays a pivotal role in supporting an array of space missions. These range from those in Low Earth Orbit (LEO) and Geosynchronous Orbit (GEO), to the more distant Cislunar and Deep Space endeavors. To manage the vast communications needs, we utilize multiple ground stations globally, coupled with the Tracking and Data Relay Satellite System (TDRSS). The Mission Engagement Working Group (MEWG), within the Commercialization, Innovation, and Synergies (CIS) division, stands as the primary gateway for all Space Communications and Network (SCaN) communication and navigation requests. This includes not only NASA's internal missions but also extends to other governmental agencies and commercial sector endeavors. How does the MEWG Process Work? - Initial Contact : Clients initiate their interaction with the NSN by submitting their service requirements through a dedicated online portal. - Preliminary Assessment by MEWG: Upon submission, MEWG embarks on a primary screening of the request. This involves evaluating the client's identity and the foundational concept of their mission. - Detailed Analysis by the NSN Team: Parallelly, the NSN team conducts a comprehensive review of the service request. This often necessitates additional clarification from the requester, ensuring that the final assessment is both thorough and accurate. - Coordination & Streamlining: MEWG's overarching objective is to effectively log, classify, orchestrate, and guarantee that pertinent actions are delegated based on initial client interactions. Acting as the central hub for these primary contacts, MEWG ensures that each request is sufficiently detailed for an in-depth evaluation. - Feedback & Remediation: If a request is deemed unsuitable or lacking, MEWG doesn't merely reject it. Instead, the team discerns the reasons for the inadequacy and suggests potential rectification strategies. This approach ensures that feedback delivered to clients is precise, prompt, constructive, and actionable. Conclusion: This plenary presentation will detail the efforts of the MEWG resulting in a greatly streamlined and refined onboarding process for space communication Direct-To-Earth (DTE) and Space Relay (SR) support requests. By centralizing the preliminary interactions and assessments, we've reduced the complexity for clients, ensuring they engage with a singular, efficient, and responsive point of contact. This initiative, we believe, fortifies NASA's commitment to fostering effective and synergistic collaborations with its partners.

Devin Bitner↗
NASA NTRS2012

Electronic Handbooks Simplify Process Management

Getting a multitude of people to work together to manage processes across many organizations for example, flight projects, research, technologies, or data centers and others is not an easy task. Just ask Dr. Barry E. Jacobs, a research computer scientist at Goddard Space Flight Center. He helped NASA develop a process management solution that provided documenting tools for process developers and participants to help them quickly learn, adapt, test, and teach their views. Some of these tools included editable files for subprocess descriptions, document descriptions, role guidelines, manager worksheets, and references. First utilized for NASA's Headquarters Directives Management process, the approach led to the invention of a concept called the Electronic Handbook (EHB). This EHB concept was successfully applied to NASA's Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs, among other NASA programs. Several Federal agencies showed interest in the concept, so Jacobs and his team visited these agencies to show them how their specific processes could be managed by the methodology, as well as to create mockup versions of the EHBs.

Source record↗
NASA NTRS1998

The NPG 7120.5A Electronic Review Process

The use of electronics to review a document is well within the technical realm of today's state-of-the-art workplace. File servers and web site interaction are common tools for many NASA employees. The electronic comment processing described here was developed for the NPG 7120.5A review to augment the existing NASA Online Directives Information System (NODIS). The NODIS system is NASA's official system for formal review, approval and storage of NASA Directives. The electronic review process worked so well that NASA and other agencies may want to consider it as one of our "best practices." It was participatory decision making at its very best, a process that attracted dozens of very good ideas to improve the document as well as the way we can be managing projects far more effectively. The revision of NPG 7120.5A has significant implications for the way all elements of the Agency accomplish program and project management. Therefore, the review of NPG 7120.5A was an Agencywide effort with high visibility, heavy participation and a short schedule. The level of involvement created interest in supplementing the formal NODIS system with a system to collect comments efficiently and to allow the Centers and Codes to review and consolidate their comments into the official system in a short period of time. In addition, the Program Management Council Working Group (PMCWG), responsible for the revision of the document and the disposition of official comments, needed an electronic system to manage the disposition of comments, obtain PMCWG consensus on each disposition, and coordinate the disposition with the appropriate Headquarters Code that had submitted the official comment. The combined NASA and contractor talents and resources provided a system that supplemented the NODIS system and its operating personnel to produce a thorough review and approval of NPG 7120.5A on April 3, 1998, 7.5 months from the start of the process. The original six-month schedule is indicated. All milestones occurred on time, except for completion of comment disposition, which required an additional 30 days. Approval of the document occurred sixteen days after completion of the "Purple Package."

McBrayer, Robert↗
NASA NTRS1989

Ada and software management in NASA: Assessment and recommendations

Recent NASA missions have required software systems that are larger, more complex, and more critical than NASA software systems of the past. The Ada programming language and the software methods and support environments associated with it are seen as potential breakthroughs in meeting NASA's software requirements. The findings of a study by the Ada and Software Management Assessment Working Group (ASMAWG) are presented. The study was chartered to perform three tasks: (1) assess the agency's ongoing and planned Ada activities; (2) assess the infrastructure (standards, policies, and internal organizations) supporting software management and the Ada activities; and (3) present an Ada implementation and use strategy appropriate for NASA over the next 5 years.

Source record↗
NASA NTRS2003

Path to a Research Plan

This viewgraph presentation discusses the status and goals for the NASA OBPR Physical Science Research Program. The following text was used to summarize the presentation. The OBPR Physical Sciences Research program has been comprehensively reviewed and endorsed by National Research Council. The value and need for the research have been re-affirmed. The research program has been prioritized and resource re-allocations have been carried out through an OBPR-wide process. An increasing emphasis on strategic, mission-oriented research is planned. The program will strive to maintain a balance between strategic and fundamental research. A feasible ISS flight research program fitting within the budgetary and ISS resource envelopes has been formulated for the near term (2003-2007). The current ISS research program will be significantly strengthened starting 2005 by using discipline dedicated research facility racks. A research re-planning effort has been initiated and will include active participation from the research community in the next few months. The research re-planning effort will poise PSR to increase ISS research utilization for a potential enhancement beyond ISS IP Core Complete. The Physical Sciences research program readily integrates the cross-disciplinary requirements of the NASA and OBPR strategic objectives. Each fundamental research thrust will develop a roadmap through technical workshops and Discipline Working Groups (DWGs). Most fundamental research thrusts will involve cross-disciplinary efforts. A Technology Roadmap will guide the Strategic Research for Exploration thrust. The Research Plan will integrate and coordinate fundamental Research Thrusts Roadmaps with the Technology Roadmap. The Technology Roadmap will be developed in coordination with other OBPR programs as well as other Enterprise (R,S,M,N). International Partners will contribute to the roadmaps and through research coordination. The research plan will be vetted with the discipline working groups, the BPRAC subcommittees, and with the BPRAC. Recommendations from NRC past and current committees will be implemented whenever appropriate.Proposed theme element content will be "missionized" around planned content and potential new projects (facilities, modules, initiatives) on approximately a five-year horizon, with the approval of PSRD management. Center/science working group teams will develop descriptions of "mission" objectives, value, and requirements. Purpose is to create a competitive environment for concept development and to stimulate community ownership/advocacy. Proposed theme elements reviewed and approved by PSRD management. Strawman roadmaps for themes developed. Program budget and technology requirements verified. Theme elements are prioritized with the input of advisory groups. Integration into program themes (questions) and required technology investments are defined by science and technology roadmaps. Review and assessment by OBPR management.

Chiaramonte, Fran↗
NASA NTRS1998

The X-33 Program, Proving Single Stage to Orbit

The X-33, NASA's flagship for reusable space plane technology demonstration, is on course to permit a crucial decision for the nation by the end of this decade. Lockheed Martin Skunk Works, NASA's partner in this effort, has led a dedicated and talented industry and government team that have met and solved numerous challenges within the first 26 months. This program began by accepting the mandate that included two unprecedented and highly challenging goals: 1) demonstrate single stage to orbit technologies in flight and ground demonstration in less than 42 months and 2) demonstrate a new government and industry management relationship working together with industry in the lead.

Austin, Robert E.↗
NASA NTRS2004

[Activities of System Studies and Simulation, Inc.]

Contents include the following: 1. Launch Vehicle Interface Work Performed: a. S3 provided to KSC the new launch inclination targets needed for the April '04 launch date. 2. Prelaunch operations work performed: a. S3 updated the staffing plan for MSFC on-console personnel\during the Final Countdown prior to launch. 3. Software Assessment Work Performed: a. S3 evaluated and recommended approval for Program Control Board (PCB) proposed change 649 for ground software changes, as well as change 650 and 650A for Stored Program Commands. 4. Education and Public Outreach Work Performed: a. S3 continues to coordinate the effort for the design and fabrication of scale models of the GP-3 for use at the launch site, education forums, and management/technical briefings. S3 also prepared a Change Request for additional funds needed for fabrication of additional scale models. S3 drafted the planned uses of these models, including the possibility of participation in the Boston, MA showings of the traveling Einstein Exhibit. 5. Program Management Support Work Performed: a. S3 prepared the input for and closed three MSFC Centerwide Action Item Tracking Systems (CAITS) actions during this period.

Source record↗
NASA NTRS2007

Sensor Webs with a Service-Oriented Architecture for On-demand Science Products

This paper describes the work being managed by the NASA Goddard Space Flight Center (GSFC) Information System Division (ISD) under a NASA Earth Science Technology Ofice (ESTO) Advanced Information System Technology (AIST) grant to develop a modular sensor web architecture which enables discovery of sensors and workflows that can create customized science via a high-level service-oriented architecture based on Open Geospatial Consortium (OGC) Sensor Web Enablement (SWE) web service standards. These capabilities serve as a prototype to a user-centric architecture for Global Earth Observing System of Systems (GEOSS). This work builds and extends previous sensor web efforts conducted at NASA/GSFC using the Earth Observing 1 (EO-1) satellite and other low-earth orbiting satellites.

Mandl, Daniel↗
NASA NTRS2015

Coordination of International Risk-Reduction Investigations by the Multilateral Human Research Panel for Exploration

Effective use of the unique capabilities of the International Space Station (ISS) for risk reduction on future deep space missions involves preliminary work in analog environments to identify and evaluate the most promising techniques, interventions and treatments. This entails a consolidated multinational approach to biomedical research both on ISS and in ground analogs. The Multilateral Human Research Panel for Exploration (MHRPE) was chartered by the five ISS partners to recommend the best combination of partner investigations on ISS for risk reduction in the relatively short time available for ISS utilization. MHRPE will also make recommendations to funding agencies for appropriate preparatory analog work. In 2011, NASA's Human Research Program (HRP) and the Institute of Biomedical Problems (IBMP) of the Russian Academy of Science, acting for MHRPE, developed a joint US-Russian biomedical program for the 2015 one-year ISS mission (1YM) of American and Russian crewmembers. This was to evaluate the possibilities for multilateral research on ISS. An overlapping list of 16 HRP, 9 IBMP, 3 Japanese, 3 European and 1 Canadian investigations were selected to address risk-reduction goals in 7 categories: Functional Performance, Behavioral Health, Visual Impairment, Metabolism, Physical Capacity, Microbial and Human Factors. MHRPE intends to build on this bilateral foundation to recommend more fully-integrated multilateral investigations on future ISS missions commencing after the 1YM. MHRPE has also endorsed an on-going program of coordinated research on 6-month, one-year and 6-week missions ISS expeditions that is now under consideration by ISS managers. Preparatory work for these missions will require coordinated and collaborative campaigns especially in the psychological and psychosocial areas using analog isolation facilities in Houston, Köln and Moscow, and possibly elsewhere. The multilateral Human Analogs research working group (HANA) is the focal point of those planning discussions, with MHRPE coordinating between the national programs and then supporting implementation on ISS. Experience gained during preparations for the 1YM has identified improvements in both American and Russian processes to enable well-integrated investigations on all subsequent ISS expeditions. Among those is that the greatest efficiency is to be gained with investigations that are fully integrated from their conception, with co-principal investigators, a consolidated proposal and integrated plans for crewmember time and other flight-related resources. Analog investigations preceding future ISS expeditions will employ these lessons in efficiency to evaluate the techniques and tools to be validated aboard ISS. In this way, the resources and capabilities of ISS can be applied most efficiently to solving the problems facing astronauts of all nations in missions deep into the solar system.

Charles, John B.↗
NASA NTRS1991

Studies of the charging of a thin dust layer in a plasma

The present study is designed to extend Wilson's model to include refinements in the actual operational design of the simulation code itself and to include additional physics in order to assess the resulting electric field structure and grain charges. Most of the initial phases of the work have focussed on the fact that the code, though in principle reliable, suffers from severe time constraints, requiring as must as 10-50 hours of CPU time for typical runs on a VAX computer. It is likely that by staging the code into steps in which early steps are carried out crudely and later steps successively fine tuned the total CPU time can be cut significantly. Preliminary results indicate the possibility to cut CPU time to as much as 1/3 or 1/5 the former time. The original Wilson code has been carefully examined, tested and documented. Shortcuts and staging systems have been introduced and tested which should make the code produce more accurate results with a finer grid system than would have been feasible heretofor. Continued testing and implementation of these refinements will be carried out at the author's home institution in the near future. In addition to the effort at reducing CPU time to a manageable amount, work is in progress to include a dust-size distribution instead of assuming all dust grains have the same size.

Peterson, Lennart R.↗
NASA NTRS1971

Modular space station phase B extension program master plan

The project is defined for design, development, fabrication, test, and pre-mission and mission operations of a shuttle-launched modular space station. The project management approach is described in terms of organization, management requirements, work breakdown structure, schedule, time-phased logic, implementation plans, manpower, and funding. The programmatic and technical problems are identified.

Munsey, E. H.↗
NASA NTRS1977

Remote sensing in operational range management programs in Western Canada

A pilot program carried out in Western Canada to test remote sensing under semi-operational conditions and display its applicability to operational range management programs was described. Four agencies were involved in the program, two in Alberta and two in Manitoba. Each had different objectives and needs for remote sensing within its range management programs, and each was generally unfamiliar with remote sensing techniques and their applications. Personnel with experience and expertise in the remote sensing and range management fields worked with the agency personnel through every phase of the pilot program. Results indicate that these agencies have found remote sensing to be a cost effective tool and will begin to utilize remote sensing in their operational work during ensuing seasons.

Thompson, M. D.↗
NASA NTRS1988

On the design of man-machine systems - Principles, practices and prospects

A large proportion of the problems associated with complex systems have been attributed, at least in part, to the human operators, maintenance personnel, or managers who work within these systems. It appears, therefore, that improving man-machine system design may contribute to decreasing substantially the frequency of problems in complex systems. In this paper, alternative views of how the design of man-machine systems might be improved are described and contrasted. A two-part approach for achieving the desired improvements is proposed.

Rouse, William B.↗