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NASA NTRSDate not supplied

Restricted by A Historical Review of Strategies and Organization for Restricted Earth Return of Samples from NASA Planetary Missions

Return of samples from the Moon via the Apollo 11, 12 and 14 missions represented NASA's first attempts into conducting what is now known as Restricted Earth Return. When Apollo returned samples from the moon, there were few of the agencies, legal and organizational structures that exist now. A half a century later, the U.S system has seen changes in legal and organizational structures with the appearance of different agencies and legal requirements. During the Apollo era, U.S. legal and organizational structures, assessed threats to the Earth’s biosphere with a priority towards the risks of effects from extraterrestrial pathogens on humans, though the guiding document, the Baylor Protocol, also considered animal and plant models. This presentation focuses on a review of two main questions: Did the return of samples from the Moon happen at a “sweet spot” in time, where the number of requirements and conservatism was commensurate with the scientific knowns and unknowns? Could the emphasis of risk mitigation on human pathogens during the return of extraterrestrial samples be more about human solipsism, leaving us with a blind spot to sources of pathogens, such as fungi, which could lead to an impact to our biosphere, and we humans, via our food chains and agricultural pathways?

planetary protection↗

NASA NTRS1974

Research-study of a self-organizing computer

It is shown that a self organizing system has two main components: an organizable physical part, and a programing part. This report presents the organizable part in the form of a programable hardware and its programing language.

Schaffner, M. R.↗

NASA NTRS1976

Spacelab shaping space operations planning

An up-to-date picture is presented of the organizational structure, the key management personnel, and management relationships of the Spacelab program. Attention is also given to Spacelab's development status and plans for its operations. A number of charts are provided to illustrate the organizational relations. It is pointed out that the parties involved in Spacelab activities must yet resolve questions about ownership of transportation-system elements, payloads, ground support facilities, and data obtained from space missions.

Steven, F. R.↗

NASA NTRS1978

A methodology for selecting optimum organizations for space communities

This paper suggests that a methodology exists for selecting optimum organizations for future space communities of various sizes and purposes. Results of an exploratory study to identify an optimum hypothetical organizational structure for a large earth-orbiting multidisciplinary research and applications (R&A) Space Base manned by a mixed crew of technologists are presented. Since such a facility does not presently exist, in situ empirical testing was not possible. Study activity was, therefore, concerned with the identification of a desired organizational structural model rather than the empirical testing of it. The principal finding of this research was that a four-level project type 'total matrix' model will optimize the effectiveness of Space Base technologists. An overall conclusion which can be reached from the research is that application of this methodology, or portions of it, may provide planning insights for the formal organizations which will be needed during the Space Industrialization Age.

Ragusa, J. M.↗

NASA NTRS1978

Satellite Power System (SPS)

Potential organizational options for a solar power satellite system (SPS) were investigated. Selection and evaluation criteria were determined to include timeliness, reliability, and adequacy to contribute meaningfully to the U.S. supply; political feasibility (both national and international); and cost effectiveness (including environmental and other external costs). Based on these criteria, four organizational alternatives appeared to offer reasonable promise as potential options for SPS. A large number of key issues emerged as being factors which would influence the final selection process. Among these issues were a variety having to do with international law, international institutions, environmental controls, economics, operational flexibility, congressional policies, commercial-vs-governmental ownership, national dedication, and national and operational stategic issues.

Edler, H. G.↗

NASA NTRS1985

Government-to-government cooperation in space station development

A memoranda of understanding was recently signed between the United States (NASA) and three international Space Station partners - Canada, European Space Agency (ESA), and Japan. The international partners are performing parallel Phase B preliminary design studies, concurrent with the U.S., on their proposed elements/systems for possible integration and operation with the U.S. Space Station System complex. During the 21-month Space Station Phase B study, a large amount of technical interface data will have to be transferred between the U.S. and the international partners. Scheduled bilateral technical coordination meetings will also be held. The coordination and large number of interfaces required to integrate the international requirements into the Space Station require a clean interface management organizational structure and operation procedures to accomplish the integration task. The international coordination management organizational structure, management tools, and communications network are discussed including the proposed international elements/systems being studied by the international partners.

Nassiff, S. H.↗

NASA NTRS1984

Assessing the proficiency of software developers

The trend lines presented can be useful in a number of ways. They provide a baseline of comparision from which software developers can compare their performance against a large database of similar projects. This will often identify a organizational style. It was possible to quantify the organizational style using the Manpower Buildup Gradient. That the developer was a better than average producer on RAM based systems was shown. The Ck associated with the ROM system suggests that it is a different class of work. When this system is compared against the Firmware database it is very creditable. It is important to recognize that there are non linearities present in the software process. The non linearities are tied to system size. For comparative purposes one must always make judgements based on similar sizes. In the past the tendency has been to calculate a few ratios on several projects and then compare them without any regard to amount of functionality that was created. This practice can be very misleading and dangerous. The method described, used in a thoughtful analytic manner, can be very helpful.

Putnam, L. H.↗

NASA NTRS1987

Group-level issues in the design and training of cockpit crews

Cockpit crews always operate in an organizational context, and the transactions between the crew and representatives of that context (e.g., organizational managers, air traffic controllers) are consequential for any crew's performance. For a complete understanding of crew performance a look beyond the traditional focus on individual pilots is provided to see how team- and organization-level factors can enhance (or impede) the ability of even well-trained individuals to work together effectively. This way of thinking about cockpit crews (that is, viewing them as teams that operate in organizations) offers some potentially useful avenues for thinking about next steps in the development of CRM training programs. Those possibilities are explored, emphasizing how they can enrich (not replace) individually-focussed CRM training.

Hackman, J. Richard↗

NASA NTRS1988

AdaNET executive summary

The goal of AdaNET is to transfer existing and emerging software engineering technology from the Federal government to the private sector. The views and perspectives of the current project participants on long and short term goals for AdaNET; organizational structure; resources and returns; summary of identified AdaNET services; and the summary of the organizational model currently under discussion are presented.

Digman, R. Michael↗

NASA NTRS1991

The business case for connectivity

Information systems that provide competitive advantages to organizations can be broadly classified into those that improve the effectiveness of a business function and those that improve the reach of information in the organization. The latter, organizational connectivity systems, can be categorized as intraorganizational and interorganizational systems. Intraorganization systems provide connectivity to function areas within the business, while interorganizational systems support the exchange of business data between independent business units. These system are not confined to a single entity but span organizational boundaries which can be national or international in scope. A series of case studies was undertaken in an effort to better understand the issues and problems associated with providing an increased flow of information within and outside of an organization. Ten issues emerged from this study. In summary, it is necessary for firms to first consider how effective their internal communications systems are before launching projects that tie the organization to external systems.

Adams, Dennis↗

NASA NTRS1992

Total Quality Management in Space Shuttle Main Engine manufacturing

The Total Quality Management (TQM) philosophy developed in the Marshall Space Flight Center (MSFC) is briefly reviewed and the ongoing TQM implementation effort which is being pursued through the continuous improvement (CI) process is discussed. TQM is based on organizational excellence which integrates the new supportive culture with the technical tools necessary to identify, assess, and correct manufacturing processes. Particular attention is given to the prime contractor's change to the organizational excellence management philosophy in SSME manufacturing facilities.

Ding, J.↗

NASA NTRS1992

Commercial non-aerospace technology transfer program for the 2000s: Strategic analysis and implementation

This report presents a strategic analysis and implementation plan for NASA's Office of Commercial Programs (OCP), Technology Transfer Division's (TTD), Technology Transfer Program. The main objectives of this study are to: (1) characterize the NASA TTD's environment and past organizational structure; (2) clearly identify current and prospective programmatic efforts; (3) determine an evolutionary view of an organizational structure which could lead to the accomplishment of NASA's future technology transfer aims; and (4) formulate a strategy and plan to improve NASA's (and other federal agencies) ability to transfer technology to the non-aerospace sectors of the U.S. economy. The planning horizon for this study extends through the remainder of the 1990s to the year 2000.

Horsham, Gary A. P.↗

NASA NTRS1990

Organization and management of space grant programs

The 21 Space Grant Programs represent a broad range of organizational structures which operate programs ranging in size from single university organizations to organizations including up to 41 members involving a composite of industrial organizations such as state agencies, and universities. Some of the space grant awards were made to organizations already in existence with on-going programs while other awards were made to consortia newly formed for the purpose of applying to the Space Grant Program. The workshop on organization and management of Space Grant Programs provided an opportunity for directors and program representatives to discuss and compare the relative advantages and disadvantages of the various models being used. This paper offers examples of the diversity of organizations, summarizes the common concerns to be met by each organizational model, and provides a case study of the Texas Space Grant Consortium organization.

Sheppard, Sallie↗

NASA NTRS1993

Systems engineering and integration and management for manned space flight programs

This paper discusses the history of SE&I management of the overall program architecture, organizational structure and the relationship of SE&I to other program organizational elements. A brief discussion of the method of executing the SE&I process, a summary of some of the major lessons learned, and identification of things that have proven successful are included.

Morris, Owen↗

NASA NTRS1988

Requirements for significant problem reporting and trend analysis

This handbook supplements policies, requirements, and procedures of NMI 8070.3 to ensure that NASA management at each organizational level is: fully aware of trends affecting both the level of safety and the potential for mission success established for both NASA manned space programs and its supporting institutions; fully and independently informed of problems that represent significant risk to the safety of all personnel (including the general populace) and to the success of a mission or operation through a program mechanism herein defined as Significant Problem Reporting; and in full agreement with the level of elimination of these problems through the closed-loop accounting of corrective actions. The requirements of this handbook are supportive of the agency's safety, reliability, maintainability, and quality assurance (SRM&QA) program objectives and are applicable to all organizational elements of NASA connected with or supporting developmental or operational manned space program/projects (including associated payloads) and the related institutional facilities.

George A Rodney↗

NASA NTRS1991

Facilities maintenance handbook

This handbook is a guide for facilities maintenance managers. Its objective is to set minimum facilities maintenance standards. It also provides recommendations on how to meet the standards to ensure that NASA maintains its facilities in a manner that protects and preserves its investment in the facilities in a cost-effective manner while safely and efficiently performing its mission. This handbook implements NMI 8831.1, which states NASA facilities maintenance policy and assigns organizational responsibilities for the management of facilities maintenance activities on all properties under NASA jurisdiction. It is a reference for facilities maintenance managers, not a step-by-step procedural manual. Because of the differences in NASA Field Installation organizations, this handbook does not assume or recommend a typical facilities maintenance organization. Instead, it uses a systems approach to describe the functions that should be included in any facilities maintenance management system, regardless of its organizational structure. For documents referenced in the handbook, the most recent version of the documents is applicable. This handbook is divided into three parts: Part 1 specifies common definitions and facilities maintenance requirements and amplifies the policy requirements contained in NMI 8831. 1; Part 2 provides guidance on how to meet the requirements of Part 1, containing recommendations only; Part 3 contains general facilities maintenance information. One objective of this handbook is to fix commonality of facilities maintenance definitions among the Centers. This will permit the application of uniform measures of facilities conditions, of the relationship between current replacement value and maintenance resources required, and of the backlog of deferred facilities maintenance. The utilization of facilities maintenance system functions will allow the Centers to quantitatively define maintenance objectives in common terms, prepare work plans, and develop management information in order to statistically identify and analyze variances from those plans. It will also add credibility to the NASA facilities maintenance budgeting process. The key to a successful maintenance program is the understanding and support of the senior Center managers.

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NASA NTRS1993

Interoperability through standardization: Electronic mail, and X Window systems

Since the introduction of computing machines, there has been continual advances in computer and communication technologies and approaching limits. The user interface has evolved from a row of switches, character based interface using teletype terminals and then video terminals, to present day graphical user interface. It is expected that next significant advances will come in the availability of services, such as electronic mail and directory services, as the standards for applications are developed and in the 'easy to use' interfaces, such as Graphical User Interface for example Window and X Window, which are being standardized. Various proprietary electronic mail (email) systems are in use within organizations at each center of NASA. Each system provides email services to users within an organization, however the support for email services across organizations and across centers exists at centers to a varying degree and is often easy to use. A recent NASA email initiative is intended 'to provide a simple way to send email across organizational boundaries without disruption of installed base.' The initiative calls for integration of existing organizational email systems through gateways connected by a message switch, supporting X.400 and SMTP protocols, to create a NASA wide email system and for implementation of NASA wide email directory services based on OSI standard X.500. A brief overview of MSFC efforts as a part of this initiative are described. Window based graphical user interfaces make computers easy to use. X window protocol has been developed at Massachusetts Institute of Technology in 1984/1985 to provide uniform window based interface in a distributed computing environment with heterogenous computers. It has since become a standard supported by a number of major manufacturers. Z Windows systems, terminals and workstations, and X Window applications are becoming available. However impact of its use in the Local Area Network environment on the network traffic are not well understood. It is expected that the use of X Windows systems will increase at MSFC especially for Unix based systems. An overview of X Window protocol is presented and its impact on the network traffic is examined. It is proposed that an analytical model of X Window systems in the network environment be developed and validated through the use of measurements to generate application and user profiles.

Amin, Ashok T.↗

NASA NTRS1990

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

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