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NASA NTRS2010

Space Communications and Navigation (SCaN) Integrated Network Architecture Definition Document (ADD): Executive Summary - Volume 1

The SCaN Program has defined an integrated network architecture that fully meets the Administrator s mandate to the Program, and will result in a NASA infrastructure capable of providing the needed and enabling communications services to future space missions. The integrated network architecture will increase SCaN operational efficiency and interoperability through standardization, commonality and technology infusion. It will enable NASA missions requiring advanced communication and tracking capabilities such as: a. Optical communication b. Antenna arraying c. Lunar and Mars Relays d. Integrated network management (service management and network control) and integrated service execution e. Enhanced tracking for navigation f. Space internetworking with DTN and IP g. End-to-end security h. Enhanced security services Moreover, the SCaN Program has created an Integrated Network Roadmap that depicts an orchestrated and coherent evolution path toward the target architecture, encompassing all aspects that concern network assets (i.e., operations and maintenance, sustaining engineering, upgrade efforts, and major development). This roadmap identifies major NASA ADPs, and shows dependencies and drivers among the various planned undertakings and timelines. The roadmap is scalable to accommodate timely adjustments in response to Agency needs, goals, objectives and funding. Future challenges to implementing this architecture include balancing user mission needs, technology development, and the availability of funding within NASA s priorities. Strategies for addressing these challenges are to: define a flexible architecture, update the architecture periodically, use ADPs to evaluate options and determine when to make decisions, and to engage the stakeholders in these evaluations. In addition, the SCaN Program will evaluate and respond to mission need dates for technical and operational capabilities to be provided by the SCaN integrated network. In that regard, the architecture defined in this ADD is scalable to accommodate programmatic and technical changes.

Younes, Badri A.↗
NASA NTRS2010

Launch and Commissioning of the Lunar Reconnaissance Orbiter (LRO)

The Lunar Reconnaissance Orbiter (LRO) launched on June 18, 2009 from the Cape Canaveral Air Force Station. LRO, designed, built, and operated by the National Aeronautics and Space Administration (NASA) Goddard Space Flight Center in Greenbelt, MD, is gathering crucial data on the lunar environment that will help astronauts prepare for long-duration lunar expeditions. To date, the Guidance, Navigation and Control (GN&C) subsystem has operated nominally and met all requirements. However, during the early phase of the mission, the GN&C Team encountered some anomalies. For example, during the Solar Array and High Gain Antenna deployments, one of the safing action points tripped, which was not expected. Also, the spacecraft transitioned to its safe hold mode, SunSafe, due to encountering an end of file for an ephemeris table. During the five-day lunar acquisition, one of the star trackers triggered the spacecraft to transition into a safe hold configuration, the cause of which was determined. These events offered invaluable insight to better understand the performance of the system they designed. An overview of the GN&C subsystem will be followed by a mission timeline. Then, interesting flight performance as well as anomalies encountered by the GN&C Team will be discussed in chronological order.

Shah, Neerav↗
NASA NTRS2010

Developing a Logistics Data Process for Support Equipment for NASA Ground Operations

The United States NASA Space Shuttle has long been considered an extremely capable yet relatively expensive rocket. A great part of the roughly US $500 million per launch expense was the support footprint: refurbishment and maintenance of the space shuttle system, together with the long list of resources required to support it, including personnel, tools, facilities, transport and support equipment. NASA determined to make its next rocket system with a smaller logistics footprint, and thereby more cost-effective and quicker turnaround. The logical solution was to adopt a standard Logistics Support Analysis (LSA) process based on GEIA-STD-0007 http://www.logisticsengineers.org/may09pres/GEIASTD0007DEXShortIntro.pdf which is the successor of MIL-STD-1388-2B widely used by U.S., NATO, and other world military services and industries. This approach is unprecedented at NASA: it is the first time a major program of programs, Project Constellation, is factoring logistics and supportability into design at many levels. This paper will focus on one of those levels NASA ground support equipment for the next generation of NASA rockets and on building a Logistics Support Analysis Record (LSAR) for developing and documenting a support solution and inventory of resources for. This LSAR is actually a standards-based database, containing analyses of the time and tools, personnel, facilities and support equipment required to assemble and integrate the stages and umbilicals of a rocket. This paper will cover building this database from scratch: including creating and importing a hierarchical bill of materials (BOM) from legacy data; identifying line-replaceable units (LRUs) of a given piece of equipment; analyzing reliability and maintainability of said LRUs; and therefore making an assessment back to design whether the support solution for a piece of equipment is too much work, i.e., too resource-intensive. If one must replace or inspect an LRU too much, perhaps a modification of the design of the equipment can make such operational effort unnecessary. Finally, this paper addresses processes of tying resources to a timeline of tasks performed in ground operations: this enables various overarching analyses, e.g., a summarization of all resources used for a given piece of equipment. Quality Control of data will also be discussed: importing and exporting data from product teams, including spreadsheets-todatabase or data exchange between databases.

Chakrabarti, Suman↗
NASA NTRS2010

Simulation Training Versus Real Time Console Training for New Flight Controllers

For new flight controllers, the two main learning tools are simulations and real time console performance training. These benefit the new flight controllers in different ways and could possibly be improved. Simulations: a) Allow for mistakes without serious consequences. b) Lets new flight controllers learn the working style of other new flight controllers. c) Lets new flight controllers eventually begin to feel like they have mastered the sim world, so therefore they must be competent in the real time world too. Real time: a) Shows new flight controllers some of the unique problems that develop and have to be accounted for when dealing with certain payloads or systems. b) Lets new flight controllers experience handovers - gathering information from the previous shift on what the room needs to be aware of and what still needs to be done. c) Gives new flight controllers confidence that they can succeed in the position they are training for when they can solve real anomalies. How Sims could be improved and more like real-time ops for the ISS Operations Controller position: a) Operations Change Requests to review. b) Fewer anomalies (but still more than real time for practice). c) Payload Planning Manager Handover sheet for the E-1 and E-3 reviews. d) Flight note in system with at least one comment to verify for the E-1 and E-3 reviews How the real time console performance training could be improved for the ISS Operations Controller position: a) Schedule the new flight controller to be on console for four days but with a different certified person each day. This will force them to be the source of knowledge about every OCR in progress, everything that has happened in those few days, and every activity on the timeline. Constellation program flight controllers will have to learn entirely from simulations, thereby losing some of the elements that they will need to have experience with for real time ops. It may help them to practice real time console performance training in the International Space Station or Space Shuttle to gather some general anomaly resolution and day-to-day task management skills.

Heaton, Amanda↗
NASA NTRS2010

21st Century Connections: Making Sense of Social Media Tools

Twitter? Blog? Facebook? In an environment of complex project teams and demanding timelines, you may wonder whether any of these new-fangled social media tools that are in the news will help you and your team do a better job delivering project results. What in the world is Facebook and why would I ever want to use it? What does a blog have to do with a NASA project? Aside from my teenager, who cares about Twitter? This introduction to social media is a great way to get your feet wet with some of these new terms and tools. For example, we'll talk about what the difference is between a blog and Facebook. We'll look at some examples of NASA projects that benefit from using blogs, Facebook or Twitter. Most importantly, we'll spend some time talking about how a small or medium-sized project might evaluate whether to use one, many or none of these new ideas. Although there are many commercial tools available and in use across the agency, this talk emphasizes NASA-sponsored tools that are freely available within the Agency.

Fujiech, Maura C.↗
NASA NTRS2010

Toward Right-Fidelity Rotorcraft Conceptual Design

The aviation Advanced Design Office (ADO) of the US Army Aeroflightdynamics Directorate (AMRDEC) performs conceptual design of advanced Vertical Takeoff and Landing (VTOL) concepts in support of the Army's development and acquisition of new aviation systems. In particular, ADO engages in system synthesis to assess the impact of new technologies and their application to satisfy emerging warfighter needs and requirements. Fundamental to ADO being successful in accomplishing its role; is the ability to evaluate a wide array of proposed air vehicle concepts, and independently synthesize new concepts to inform Army and DoD decision makers about the tradespace in which decisions will be made (Figure 1). ADO utilizes a conceptual design (CD) process in the execution of its role. Benefiting from colocation with NASA rotorcraft researchers at the Ames Research Center, ADO and NASA have engaged in a survey of the current rotorcraft PD practices and begun the process of improving those capabilities to enable effective design and development of the next generation of VTOL systems. A unique aspect of CD in ADO is the fact that actual designs developed in-house are not intended to move forward in the development process. Rather, they are used as reference points in discussions about requirements development and technology impact. The ultimate products of ADO CD efforts are technology impact assessments and specifications which guide industry design activity. The fact that both the requirement and design are variables in the tradespace adds to the complexity of the CD process. A frequent need is ability to assess the relative "cost" of variations in requirement for a diverse set of VTOL configurations. Each of these configurations may have fundamentally different response characteristics to this requirement variation, and such insight into how different requirements drive different designs is a critical insight ADO attempts to provide decision makers. The processes and tools utilized are driven by the timeline in which questions must be answered. This can range from quick "back-of-the-envelope" assessments of a configuration made in an afternoon, to more detailed tradespace explorations that can take upwards of a year to complete. A variety of spreadsheet based tools and conceptual design codes are currently in use. The in-house developed conceptual sizing code RC (Rotorcraft) has been the preferred tool of choice for CD activity for a number of years. Figure 2 illustrates the long standing coupling between RC and solid modeling tools for layout, as well as a number of ad-hoc interfaces with external analyses. RC contains a sizing routine that is built around the use of momentum theory for rotors, classic finite wing theory, a referred parameter engine model, and semi-emperical weight estimation techniques. These methods lend themselves to rapid solutions, measured in seconds and minutes. The successful use of RC, however requires careful consideration of model input parameters and judicious comparison with existing aircraft to avoid unjustified extrapolation of results. RC is in fact a legacy of a series of codes whose development started in the early 1970s, and is best suited to the study of conventional helicopters and XV-15 style tiltrotors. Other concepts have been analyzed with RC, but typically it became necessary to modify the source code and methods for each unique configuration. Recent activity has lead to the development of a new code, NASA Design and Analysis of Rotorcraft (NDARC). NDARC uses a similar level of analytical fidelity as RC, but is built on a new framework intended to improve modularity and ability to rapidly model a wider array of concepts. Critical to achieving this capability is the decomposition of the aircraft system into a series of fundamental components which can then be assembled to form a wide-array of configurations. The paper will provide an overview of NDARC and its capabilities.

Sinsay, Jeffrey D.↗
NASA NTRS2010

Tracking the Short Term Planning (STP) Development Process

Part of the National Aeronautics and Space Administration?s mission is to pioneer the future in space exploration, scientific discovery and aeronautics research is enhanced by discovering new scientific tools to improve life on earth. Sequentially, to successfully explore the unknown, there has to be a planning process that organizes certain events in the right priority. Therefore, the planning support team has to continually improve their processes so the ISS Mission Operations can operate smoothly and effectively. The planning support team consists of people in the Long Range Planning area that develop timelines that includes International Partner?s Preliminary STP inputs all the way through to publishing of the Final STP. Planning is a crucial part of the NASA community when it comes to planning the astronaut?s daily schedule in great detail. The STP Process is in need of improvement, because of the various tasks that are required to be broken down in order to get the overall objective of developing a Final STP done correctly. Then a new project came along in order to store various data in a more efficient database. "The SharePoint site is a Web site that provides a central storage and collaboration space for documents, information, and ideas."

Price, Melanie↗
NASA NTRS2010

Risk Analysis of On-Orbit Spacecraft Refueling Concepts

On-orbit refueling of spacecraft has been proposed as an alternative to the exclusive use of Heavy-lift Launch Vehicles to enable human exploration beyond Low Earth Orbit (LEO). In these scenarios, beyond LEO spacecraft are launched dry (without propellant) or partially dry into orbit, using smaller or fewer element launch vehicles. Propellant is then launched into LEO on separate launch vehicles and transferred to the spacecraft. Refueling concepts are potentially attractive because they reduce the maximum individual payload that must be placed in Earth orbit. However, these types of approaches add significant complexity to mission operations and introduce more uncertainty and opportunities for failure to the mission. In order to evaluate these complex scenarios, the authors developed a Monte Carlo based discrete-event model that simulates the operational risks involved with such strategies, including launch processing delays, transportation system failures, and onorbit element lifetimes. This paper describes the methodology used to simulate the mission risks for refueling concepts, the strategies that were evaluated, and the results of the investigation. The results of the investigation show that scenarios that employ refueling concepts will likely have to include long launch and assembly timelines, as well as the use of spare tanker launch vehicles, in order to achieve high levels of mission success through Trans Lunar Injection.

Cirillo, William M.↗
NASA NTRS2008

Overview of 2008 Outer Planet Flagship Studies

This slide presentation reviews the process involved in the Phase-2 studies for the next Outer Planets Flagship (OPF). These studies will be a cooperative effort with ESA and JAXA in partnership with NASA. The annoucement of oppurtunity (AO) for the science instruments and the launch approval/planetary protection processes are reviewed. There is also discussion about capturing relevant lessons from the Cassini team, supporting international collaboration, and support for science definition teams. Some mission specific tasks are also reviewed, for the three missions being proposed: (1) Europa Explorer, (2) Jupiter System Observer and (3) Titan Explorer. A timeline for the studies is also included.

outer planets↗
NASA NTRS2002

Historic and Current Launcher Success Rates

This presentation reviews historic and current space launcher success rates from all nations with a mature launcher industry. Data from the 1950's through present day is reviewed for possible trends such as when in the launch timeline a failure occurred, which stages had the highest failure rate, overall launcher reliability, a decade by decade look at launcher reliability, when in a launchers history did failures occur, and the reliability of United States human-rated launchers. This information is useful in determining where launcher reliability can be improved and where additional measures for crew survival (i.e., Crew Escape systems) will have the greatest emphasis

Rust, Randy↗
NASA NTRS2010

Materials Development: Pitfalls, Successes, and Lessons

The incorporation of new or improved materials in aerospace systems, or indeed any systems, can yield tremendous payoffs in the system performance or cost, and in many cases can be enabling for a mission or concept. However, the availability of new materials requires advance development, and too often this is neglected or postponed, leaving a project or mission with little choice. In too many cases, the immediate reaction is to use what was used before; this usually turns out not to be possible and results in large sums of money, and amounts of time, being expended on reinvention rather than development of a material with extended capabilities. Material innovation and development is time consuming, with some common wisdom claiming that the timeline is at least 20 years. This time expands considerably when development is stopped and restarted, or knowledge is lost. Down selection of materials is necessary, especially as the Technical Readiness Level (TRL) increases. However, the costs must be considered and approaches should be taken to retain knowledge and allow for restarting the development process. Regardless of the exact time required, it is clear that it is necessary to have materials, at all stages of development, in a research and development pipeline and available for maturation as required. This talk will discuss some of theses issues, including some of the elements for a development path for materials. Some history of materials developments will be included. The usefulness of computational materials science, as a route to decreasing material development time, will be an important element of this discussion. Collaboration with outside institutions and nations is also critical for innovation, but raises the issues of intellectual property and protections, and national security (ITAR rules, for example).

Johnson, Sylvia M.↗
NASA NTRS2002

Mars Drilling Status

This slide presentation reviews the current status of work to explore Mars beneath the surface of planet. One of the objective of this work is to enable further exploration of Mars by humans. One of the requirements for this is to find water on Mars. The presences of water is critical for Human Exploration and a permanent presence on Mars. If water is present beneath the surface it is the best chance of finding life on Mars. The presentation includes a timeline showing the robotic missions, those that have already been on Mars, and planned missions, an explanation of why do we want to drill on Mars, and some of the challenges, Also include are reviews of a missions that would drill 200 and 4,000 to 6,000 meters into the Martian bedrock, and a overview description of the drill. There is a view of some places where we have hopes of finding water.

Mandell, Humboldt, C., Jr.↗
NASA NTRS2010

Assessment of Scheduling and Plan Execution of Apollo 14 Lunar Surface Operations

Although over forty years have passed since first landing on the Moon, there is not yet a comprehensive, quantitative assessment of Apollo extravehicular activities (EVAs). Quantitatively evaluating lunar EVAs will provide a better understanding of the challenges involved with surface operations. This first evaluation of a surface EVA centers on comparing the planned and the as-ran timeline, specifically collecting data on discrepancies between durations that were estimated versus executed. Differences were summarized by task categories in order to gain insight as to the type of surface operation activities that were most challenging. One Apollo 14 EVA was assessed utilizing the described methodology. Selected metrics and task categorizations were effective, and limitations to this process were identified.

Marquez, Jessica J.↗
NASA NTRS2010

Evolving from Planning and Scheduling to Real-Time Operations Support: Design Challenges

Versions of Scheduling and Planning Interface for Exploration (SPIFe) have supported a variety of mission operations across NASA. This software tool has evolved and matured over several years, assisting planners who develop intricate schedules. While initially conceived for surface Mars missions, SPIFe has been deployed in other domains, where people rather than robotic explorers, execute plans. As a result, a diverse set of end-users has compelled growth in a new direction: supporting real-time operations. This paper describes the new needs and challenges that accompany this development. Among the key features that have been built for SPIFe are current time indicators integrated into the interface and timeline, as well as other plan attributes that enable execution of scheduled activities. Field tests include mission support for the Lunar CRater Observation and Sensing Satellite (LCROSS), NASA Extreme Environment Mission Operations (NEEMO) and Desert Research and Technology Studies (DRATS) campaigns.

Marquez, Jessica J.↗
NASA NTRS2010

Statistical and Probabilistic Extensions to Ground Operations' Discrete Event Simulation Modeling

NASA's human exploration initiatives will invest in technologies, public/private partnerships, and infrastructure, paving the way for the expansion of human civilization into the solar system and beyond. As it is has been for the past half century, the Kennedy Space Center will be the embarkation point for humankind's journey into the cosmos. Functioning as a next generation space launch complex, Kennedy's launch pads, integration facilities, processing areas, launch and recovery ranges will bustle with the activities of the world's space transportation providers. In developing this complex, KSC teams work through the potential operational scenarios: conducting trade studies, planning and budgeting for expensive and limited resources, and simulating alternative operational schemes. Numerous tools, among them discrete event simulation (DES), were matured during the Constellation Program to conduct such analyses with the purpose of optimizing the launch complex for maximum efficiency, safety, and flexibility while minimizing life cycle costs. Discrete event simulation is a computer-based modeling technique for complex and dynamic systems where the state of the system changes at discrete points in time and whose inputs may include random variables. DES is used to assess timelines and throughput, and to support operability studies and contingency analyses. It is applicable to any space launch campaign and informs decision-makers of the effects of varying numbers of expensive resources and the impact of off nominal scenarios on measures of performance. In order to develop representative DES models, methods were adopted, exploited, or created to extend traditional uses of DES. The Delphi method was adopted and utilized for task duration estimation. DES software was exploited for probabilistic event variation. A roll-up process was used, which was developed to reuse models and model elements in other less - detailed models. The DES team continues to innovate and expand DES capabilities to address KSC's planning needs.

Trocine, Linda↗
NASA NTRS2010

Thermal Performance of Orion Active Thermal Control System With Seven-Panel Reduced-Curvature Radiator

The active thermal control system (ATCS) of the crew exploration vehicle (Orion) uses radiator panels with fluid loops as the primary system to reject heat from spacecraft. The Lockheed Martin (LM) baseline Orion ATCS uses eight-panel radiator coated with silver Teflon coating (STC) for International Space Station (ISS) missions, and uses seven-panel radiator coated with AZ 93 white paint for lunar missions. As an option to increase the radiator area with minimal impact on other component locations and interfaces, the reduced-curvature (RC) radiator concept was introduced and investigated here for the thermal perspective. Each RC radiator panel has 15 percent more area than each Lockheed Martin (LM) baseline radiator panel. The objective was to determine if the RC seven-panel radiator concept could be used in the ATCS for both ISS and lunar missions. Three radiator configurations the LM baseline, an RC seven-panel radiator with STC, and an RC seven-panel radiator with AZ 93 coating were considered in the ATCS for ISS missions. Two radiator configurations the LM baseline and an RC seven-panel radiator with AZ 93 coating were considered in the ATCS for lunar missions. A Simulink/MATLAB model of the ATCS was used to compute the ATCS performance. Some major hot phases on the thermal timeline were selected because of concern about the large amount of water sublimated for thermal topping. It was concluded that an ATCS with an RC seven-panel radiator could be used for both ISS and lunar missions, but with two different coatings STC for ISS missions and AZ 93 for lunar missions to provide performance similar to or better than that of the LM baseline ATCS.

Wang, Xiao-Yen J.↗
NASA NTRS2008

2001 Mars Odyssey Mission

This viewgraph presentation reviews the 2001 Mars Odyssey Mission. The contents include: 1) Mission Overview; 2) Current Scope of Work: 3) Facilities; 4) Critical Role of DSN; 5) Relay as Mission Supplement; 6) Current Mars Telecom Infrastructure; 7) PHX EDL Comm Overview; 8) EDL Geometry (Entry through Landing); 9) Phoenix Support; 10) Preparations for Phoenix; 11) EDL Support Timeline; 12) One Year Rolling Schedule; 13) E3 Rationale; and 14) Spacecraft Status.

Odyssey↗
NASA NTRS2010

Was Project Management Life Really Better in Apollo?

This slide presentation discusses the question of "Was Project Management Life Really Better in Apollo?" Was money really flowing freely all through Apollo? Are we wallowing in nostalgia and comparing current circumstances to a managerial time which did not exist? This talk discusses these and other questions as background for you as today s project managers. There are slides showing the timelines from before the speech that Kennedy gave promising to land a man on the moon, to the early 60's, when the manned space center prepared the preliminary lunar landing mission design, an NASA organization chart from 1970, various photos of the rockets, and the astronauts are presented. The next slides discuss the budgets from the 1960's to the early 1970's. Also the results of a survey of 62 managers, who were asked "What problems pose the greatest obstacles to successful project performance?"

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