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NASA NTRS2018

Crew Resource Management for Automated Teammates (CRM-A)

Crew Resource Management (CRM) is the application of human factors knowledge and skills to ensure that teams make effective use of all resources. This includes ensuring that pilots bring in opinions of other teammates and utilize their unique capabilities. CRM was originally developed 40 years ago in response to a number of airline accidents in which the crew was found to be at fault. The goal was to improve teamwork among airline cockpit crews. The notion of "team" was later expanded to include cabin crew and ground resources. CRM has also been adopted by other industries, most notably medicine. Automation research now finds itself faced with similar issues to those faced by aviation 40 years ago: how to create a more robust system by making full use of both the automation and its human operators. With advances in machine intelligence, processing speed and cheap and plentiful memory, automation has advanced to the point that it can and should be treated as a teammate to fully take advantage of its capabilities and contributions to the system. This area of research is known as Human-Autonomy Teaming (HAT). Research on HAT has identified reusable patterns that can be applied in a wide range of applications. These patterns include features such as bi-directional communication and working agreements. This paper will explore the synergies between CRM and HAT. We believe that HAT research has much to learn from CRM and that there are benefits to expanding CRM to cover automation.

Crew Resource Management↗
NASA NTRS2017

Flight Deck Surface Trajectory-Based Operations (STBO): A Four-Dimensional Trajectory (4DT) Simulation

Within human factors there is burgeoning interest in the Human-Autonomy Teaming (HAT) concept as away to address the challenges of interacting with complex, increasingly autonomous systems. The HAT concept comes out of an aspiration to interact with increasingly autonomous automation as a team member, rather than simply use automation as a tool. The authors, and others, have proposed core tenets for HAT that include bi-directional communication, automation and system transparency, and advanced coordination between human and automated teammates via predefined, dynamic task sequences known as plays (Shively et al., 2017). It is believed that, with proper implementation, HAT should foster appropriate teamwork, thus increasing trust and reliance on the system, which in turn will reduce workload, increase situation awareness, and improve performance. To this end, HAT has been demonstrated and/or studied in multiple applications including search and rescue operations (Nourbakhsh et al., 2005), healthcare and medicine (Tsui Yanco, 2007), autonomous vehicles (Parasuraman, Barnes, Cosenzo, Mulgund, 2007), photography (Lachter, Brandt, Sadler, Shively, in press), and aviation (Shively et al., in press). The current paper presents one such effort to apply HAT. It details the design of a R-HAT Agent developed as part of a NASA Research Agreement awarded to Human-Autonomy Teaming Solutions Inc. (HATS Inc), and developed in collaboration with the Human-Autonomy Teaming Laboratory at NASA Ames Research Center. The role of this Agent is to mediate interaction between the automation and the human operator of an advanced ground dispatch station, with this mediation based upon previously mentioned core tenets for HAT and the many lessons learned from the HAT research literature. This dispatch station was developed to support a NASA project investigating a concept called Reduced Crew Operations (RCO; Lachter, Brandt, Battiste, Matessa, Johnson, in press). Part of the RCO concept involves a ground operator providing enhanced support to a large number of aircraft with a single pilot on the flight deck. When assisted by the Agent, operators can monitor and support or manage a large number of aircraft and use plays to respond in real-time to complicated, workload-intensive events (e.g., an airport closure). A play is a plan that encapsulates goals, tasks, and a task allocation strategy appropriate for a particular situation. In the current implementation, when a play is initiated by a user, the Agent determines what tasks need to be done and has the ability to autonomously execute them (e.g., determining diversion options and uplinking new routes to aircraft) when it is safe and appropriate. The R-HAT Agent has been designed to both support end users and research in RCO and HAT. Additionally, the Agent and its underlying architecture were developed with generalizability in mind as a modular piece of software applicable outside of RCO aviation in domains such as those mentioned above. This paper will also discuss future further development and testing of the R-HAT Agent.

Bakowski, Deborah L.↗
NASA NTRS2018

Assessment and Mitigation of the Effects of Noise on Habitability in Deep Space Environments: Report on Non-Auditory Effects of Noise

This presentation reviews non-auditory effects of noise relevant to habitable volume requirements in cislunar space. The non-auditory effects of noise in future long-term space habitats are likely to be impactful on team and individual performance, sleep, and cognitive well-being. Recommendations are provided for future standards and procedures for long-term space flight habitats, along with recommendations for NASA's Human Research Program in support of DST mission success. The following non-auditory effects of noise are addressed: performance-teamwork; sleep disturbance; and cognitive well-being, all of which impact crew performance and readiness to perform. It reviews the relevance of research performed on earth to the space environment, the quality of the measurement metrics used, and potentially significant research gaps. Auditory effects of noise are considered to the degree that measurement metrics overlap with non-auditory effects.

Readback Errors↗
NASA NTRS2018

Trusted Communication: Utilizing Speech Communication to Enhance Human-Machine Teaming Success

An area of increasing interest for the next generation of aircraft is autonomy and the integration of increasingly autonomous systems into the national airspace. Such an integration requires humans to work closely with autonomous systems, forming teams. Our hypothesis is that a team composed of both humans and autonomous systems will operate better than either entity alone. We have existing procedures for certifying pilots to operate in the national airspace and are currently working on methods for validating the function of autonomous systems, however we have no method in place for assessing the interaction of these two disparate systems. Communication is one avenue. This paper will examine the use of language as a metric for ascertaining human-machine teaming effectiveness. A proof-of-concept of the application of two communication-based analysis techniques, Linguistic Inquiry and Word Count (LIWC) and Latent Semantic Analysis (LSA), for the prediction of success in human/chatbot teaming was conducted. By running these analyses over data from the 2014 and 2015 Loebner Prize competitions of human/chatbot teaming, numerical scores were obtained that can be associated with scores provided by human judges during the competition. Correlating their LIWC and LSA data with the scores provided by the judges, and using linear regression over this correlation, formulae were obtained that predict the score of human/chatbot interaction. These formulae were tested over the 2013 Loebner Prize transcripts, determining that, though there was strong correlation between predicted and actual scores, the predictive success of this method was not strong. However, with specialized topic spaces and lexica, as well as larger data sets, the predictive power of these metrics will improve. Given the importance of providing metrics for human-machine system team success and given the promise shown by the communication-basedLIWCand LSAmethods, continuing research in this area is necessary. After examining the potential for using communication and spoken language as a metric for the success of human/autonomous system teaming, this paper then examines aspects inherent to communication systems that may contribute to unreliability and reduced trust. Modern natural language processing tools rely on deep learning algorithms to create language rules that produce accurate results, but these rules are uninterpretable. The resulting blackbox system lacks transparency necessary for full validation and complete trust. Additionally, speech-based interfaces pose other difficulties to developing coordinated teamwork between humans and autonomous systems. Human communication is infrequently limited to speech only, instead usually relying on a combination of verbal, gestural, and general body language communication. Reducing an analysis of team effectiveness to a study of spoken language alone is problematic as it leaves these other equally important forms of communication out. This paper will examine these problems and the general deficiencies in speech-based metrics for human-machine teaming.

E L Meszaros↗
NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C Dempsey↗
NASA NTRSDate not supplied

Challenges of Operations in a Dynamic Environment: A Three-Year Perspective of SAGE III

The Stratospheric Aerosol and Gas Experiment~III on the International Space Station (SAGE III/ISS) was delivered to the International Space Station (ISS) on 23 February 2017. The SAGE III/ISS payload was robotically installed external to the ISS and began acquiring science measurements on 17 March 2017. The SAGE III/ISS instrument retrieves vertical profiles of atmospheric ozone, multi-wavelength aerosol extinctions, and other gaseous species. This paper will focus on the improvements made to the operations of the SAGE III/ISS payload. A key focus of the operations team following commissioning was to create robust tools that aide in the operations of the payload. A close collaboration with the SAGE III/ISS ground systems team allowed for the development of web-based tools to continuously monitor the health of the instrument. The mission operations team also worked with the SAGE III/ISS science team to gain a better sense of how the instrument works to maximize the quality and quantity of the science data collected. Another unique aspect of the SAGE III/ISS payload, that will be discussed, is the challenges of operating a hosted payload on the ISS; an active platform that has frequent attitude maneuvers, dockings, and EVA's. This active environment increases the need for the SAGE III/ISS operations team command the payload. Through coordination and teamwork, SAGE III/ISS mission has developed an operations team that has successfully managed the instrument around ISS activities and recovered from multiple instrument upsets. This has led the SAGE III/ISS payload to successfully surpass the acquisition metrics set forth prior to launch, allowing for the continued contribution to studying the atmospheric composition of the stratosphere and how it plays a role in earth’s climate.

SAGE III↗
NASA NTRSDate not supplied

Operations Challenges in a Dynamic Environment: A Three-Year Perspective of SAGE III

The Stratospheric Aerosol and Gas Experiment III on the International Space Station (SAGE III/ISS) was delivered to the International Space Station (ISS) on 23 February 2017. The SAGE III/ISS payload was robotically installed external to the ISS and began acquiring science measurements on 17 March 2017. The SAGE III/ISS instrument retrieves vertical profiles of atmospheric ozone, multi-wavelength aerosol extinctions, and other gaseous species. This paper will focus on the improvements made to the operations of the SAGE III/ISS payload. A key focus of the operations team following commissioning was to create robust tools that aid in the operations of the payload. A close collaboration with the SAGE III/ISS ground systems team allowed for the development of web-based tools to continuously monitor the health of the payload. The mission operations team also worked with the SAGE III/ISS science team to gain a better sense of how the instrument works to maximize the quality and quantity of the science data collected. Another unique aspect of the SAGE III/ISS payload, that will be discussed, is the challenges of operating a hosted payload on the ISS; an active platform that has frequent attitude maneuvers, dockings, and EVAs. This active environment increases the need for the SAGE III/ISS operations team command to the payload. Through coordination and teamwork, SAGE III/ISS mission has developed an operations team, tool, and procedures that have successfully managed the payload around ISS activities and recovered from multiple instrument upsets. This has led the SAGE III/ISS payload to successfully surpass the acquisition metrics set forth prior to launch, allowing for the continued contribution to studying the atmospheric composition of the stratosphere and how it plays a role in Earth’s climate.

SAGE III↗
NASA NTRSDate not supplied

Leading University Students to the Edge of Space

For over 16 years, the Louisiana Space Grant Consortium (LaSPACE), the NASA Balloon Program Office (BPO), and the NASA Columbia Scientific Balloon Facility (CSBF) have collaborated in a series of high altitude balloon-based programs involving hands-on authentic learning experiences that expose university students and other participants to technical skills, teamwork dynamics, and effective communication methods. Such programs go beyond what is possible to achieve in a normal classroom and help prepare future engineers and scientists for a successful aerospace workforce career. In our collaborative effort, LaSPACE has focused on the program content and student mentoring while NASA BPO and CSBF provide balloon flight support and operations. The entry-level Louisiana Aerospace Catalyst Experiences for Students (LaACES) builds students’ skills in basic electronics, sensor interfacing, real-time programming, mechanical development, and project management. These skills are then applied to the design, development, fabrication, and flight of a small (∼500 gram) balloon payload. Finally, the payloads are flight-tested to an altitude of ∼30 km using a 2 kg latex sounding balloon. The LaACES program includes a set of lectures, activities, and Arduino Mega based electronic kits that are used for skill building and as a core control system for the student payload. The more advanced High Altitude Student Platform (HASP) is designed to carry ∼twelve 3 to 20 kg student payloads to an altitude of about 36 kilometers with flight durations of 10 to 20 hours using a ∼311,500 cubic meter, zero pressure balloon. HASP provides all student payloads with power, downlink telemetry, uplink commanding, and real-time HD video for instrument control and assessment during the flight. While originally developed for university students, these programs have been adapted to projects focused on high school teachers as well as affecting minorities underrepresented in aerospace related science and engineering fields. We are now in the process of adapting the LaACES materials to a pre-engineering curriculum for high school students as well as for widespread access over the internet. During this presentation, we will provide details of both the LaACES and HASP programs, how these programs have engaged participants from all demographic groups, and our current plans for continuing and expanding upon our success.

University↗
NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗
NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗
NASA NTRSDate not supplied

A Process Model of Interpersonal Relationship Formation in Isolated and Confined Environments

Future space crews will face several challenges such as living and working in a confined environment, isolated from others. These circumstances increase the importance of interpersonal compatibility, teamwork, and team performance. The interpersonal compatibility of space crews has been and continues to be of interest to both NASA and the Institute of Biomedical Problems (IBMP), whose research informs operations for Roscosmos. In NASA-sponsored research, interpersonal compatibility has been examined in terms of how the combination of team members’ personality traits, values, and demographics shape team member relationships and team performance overtime. IBMP-sponsored research mostly has moved away from trait-based approaches toward an idiographic (in-depth, heavily descriptive) approach to researching crew interpersonal relations. This research uses software such as Personal Self-Perception and Attitudes (PSPA), network approaches to team member relations, and content analysis of interactions to assess interpersonal compatibility, and infer states and team dynamics. Our research program integrated these ideas. Our primary research aim was to develop and empirically test a process model of interpersonal relationship formation in isolated and confinement environments. We created a model, collected data from teams in an isolated and confined environment, and applied a novel analytical strategy that combines trait, state, and interaction data (i.e., relational events). We focused specifically on the formation of strained relationships in isolation and confinement—or with whom fellow crewmembers find it difficult to work.

S T Bell↗
NASA NTRSDate not supplied

Developing Soft Skill in the Geosciences: NASA DEVELOP’s Approach to Strengthening Soft Skills in the Future Geospatial Workforce

Part of NASA’s Applied Sciences, the DEVELOP Program bridges the gap between NASA Earth Science and potential users through rapid feasibility studies that apply Earth observations to environmental decision making needs. The program conducts 50-60 studies a year that engage participants – students, recent graduates, early career individuals, and transitioning career professionals – in autonomous teamwork with an emphasis on professional development and communication. The experience offers participants a robust opportunity to build their teaming skills (facilitated through programmatic personality assessments and discussions), interpersonal communication, and critical thinking skills which are central to project work in the DEVELOP model. The program also offers leadership opportunities where participants lead their peers within a supportive environment. This presentation will introduce the DEVELOP model for soft skill development, lessons learned, and highlight testimonials of past participants.

Amanda Clayton↗
NASA NTRS2021

OSIRIS-REx Proximity Operations and Navigation Performanceat (101955) Bennu

The NASA Origins, Spectral Interpretation, Resource Identification, and Security–Regolith Explorer (OSIRIS-REx) spacecraft began close proximity operations at the small (500-m diameter) B-type asteroid (101955) Bennu in December 2018 and concluded in May 2021. Hundreds of grams of pristine surface regolith were collected on October 20, 2020, when the OSIRIS-REx spacecraft successfully executed the Touch and Go (TAG) sample collection sequence. The spacecraft touched down within 1 meter of the targeted site on the surface of Bennu. TAG was the culmination of over 2 years of navigation performance refinement as a result of extraordinary interagency teamwork between the Flight Dynamics System (FDS), science and spacecraft teams while in close proximity to Bennu. This paper will discuss the navigation processes, planning and performance during the proximity operations at Bennu.

Peter G. Antreasian↗
NASA NTRSDate not supplied

OSIRIS-REx Proximity Operations and Navigation Performance at (101955) Bennu

The NASA Origins, Spectral Interpretation, Resource Identification, and Security–Regolith Explorer (OSIRIS-REx) spacecraft began close proximity operations at the small (500-mdiameter) B-type asteroid (101955) Bennu in December 2018 and concluded in May 2021.Hundreds of grams of pristine surface regolith were collected on October 20, 2020, when the OSIRIS-REx spacecraft successfully executed the Touch and Go (TAG) sample collection sequence. The spacecraft touched down within 1 meter of the targeted site on the surface of Bennu. TAG was the culmination of over 2 years of navigation performance refinement as a result of extraordinary interagency teamwork between the Flight Dynamics System (FDS),science and spacecraft teams while in close proximity to Bennu. This paper will discuss the navigation processes, planning and performance during the proximity operations at Bennu.

Peter G Antresian↗
NASA NTRSDate not supplied

The Virginia Earth System Science Scholars (VESSS) Experience: Inspiring High School Students in Stem Through Mentorship and Collaborative Skills Development

Since 2016, the Virginia Earth System Science Scholars (VESSS) program offered by the Virginia Space Grant Consortium (VSGC) has provided an interactive science, technology, engineering, and mathematics learning experience for Virginia high school juniors and seniors. The VESSS program was created through a partnership with VSGC, NASA Langley Research Center (LaRC), and Hampton University to engage students in learning about Earth’s climate change and its global impacts. High school students from all areas of Virginia learn about Earth science and climate change in a 16 week online course focused on the Earth’s surface and interior, atmospheric composition, weather, water energy cycles, and climate variability. Students that complete the online course are invited to a no-cost seven-day residential summer academy at NASA LaRC where students are divided into teams based on four of the major spheres of study for Earth: atmosphere, biosphere, hydrosphere, and lithosphere. Each team is guided by a Master Teacher and teams of undergraduate student interns who were also previous VESSS scholars. Students interview for team positions and are given a role reflecting an actual satellite design team position such as project scientist, research scientist, budget analyst, launch and orbit analyst, contamination analyst, and education and public outreach specialist. The students spend a week mentored by NASA and industry scientists and engineers as they learn how to select science goals and objectives, select science instruments, balance a mission budget, determine the mission launch location and orbit, and communicate the importance of the mission to the public. Each team produces a mission proposal, and at the end of the week, each team presents their portion of the mission to a panel of experts, followed by a question and answer period. Through this week students learn teamwork, communication, time management, meeting management, and research skills. Project work is supplemented by team-building activities, NASA facility tours, and lectures by acclaimed guest speakers such as Dr. Christine Darden, a NASA “Hidden Figure.” Students have conveyed through course evaluations and testimonials not only the vast personal learning and growth they achieved, but also the new perspectives they gained on future STEM career fields and opportunities to explore.

Elaine Seasly↗
NASA NTRSDate not supplied

Thinking Inside the Box: A Hands-On Student Activity for Building a Contamination Containment Glovebox to Encourage Problem Solving in a Collaborative Environment

Contamination containment gloveboxes are sealed containers where operators outside the glovebox can safely manipulate hazardous or contamination-sensitive materials inside the glovebox through glove ports on the container. Containment gloveboxes are used in the space industry to study sample materials returned from space such as lunar, asteroid, and comet materials, to manufacture sensitive instruments and space ight hardware, and to perform contamination-sensitive experiments. A hands-on activity has been developed by contamination control engineer and STEM education experts as part of the Virginia Earth System Science Scholars (VESSS) summer academy program to teach high school students about gloveboxes and about problem solving in a collaborative environment. In this activity, student teams are given a list of common household materials (e.g. plastic bags, plastic straws, aluminum foil, tape, disposable gloves, etc.) for building their own glovebox. Students work together to sketch and design their glovebox before being provided a kit of materials, which they must purchase along with any extra materials with a mock team budget. They are given 30 minutes to build their glovebox, however, they do not know what will be placed inside the glovebox or what operations they will need to perform within the glovebox. At the end of the build time, teams are given a small, sealed paper envelope which they place in the glovebox. Each team selects a team member to be designated as the operator, and the operator places their hands in the gloves of the glovebox. The operator uses their gloves to open the envelope in the glovebox, and they discover they have 20 minutes to assemble a jigsaw puzzle. However, the puzzle is \contaminated" with talcum powder. After the 20 minute time period, teams are judged on how well they completed and cleaned the contaminated puzzle. In a post-activity debrief, teams discuss lessons learned such as how the actual built box di ered from the sketched design, the challenge of managing a budget for materials, how the team dealt with surprises, and if their glovebox allowed enough room for the operator to perform the task. This activity has been part of the VESSS summer academy since 2016, and teaches students teamwork, creativity, hands-on experimentation, communication, and reasoning skills. In a demonstration at IAC, a volunteer from the audience will be chosen to assemble a glovebox during the presentation using the same kit of materials and will demonstrate handling puzzle pieces in the completed glovebox.

Elaine Seasly↗
NASA NTRS2022

NASA Space Flight Program and Project Management Handbook

This handbook is the companion document to NPR 7120.5F, NASA Space Flight Program and Project Management Requirements. It represents the accumulation of knowledge on managing program and projects derived from NASA’s human, robotic, and scientific missions. It incorporates the “corporate knowledge” for existing and future NASA space flight programs and projects, including NASA’s Artemis missions to establish a sustainable human presence on the Moon through collaboration with commercial and international partners, NASA’s James Webb Space Telescope (JWST) mission, and NASA’s robotic missions on Mars. The practices discussed have evolved as a function of NASA’s core values of safety, integrity, teamwork, excellence, and inclusion, and may also prove a resource for other agencies, the private sector, and academia. The knowledge gained from the Agency’s victories and defeats, including the checks and balances and initiatives to better control cost and risk, provides a foundation for continuing an exciting and healthy space program. This handbook provides implementation guidance for NPR 7120.5F and includes the changes and updates to key procedural requirements in NPR 7120.5F since NPR 7120.5E. The goal of the NPR requirements is to ensure programs and projects are developed and successfully executed in the most cost-effective and efficient manner possible. This handbook provides context, rationale, and explanation to facilitate the application of requirements and to pass on some of the hard-won best practices and lessons learned.

Tracy L Osborne↗
NASA NTRSDate not supplied

GeneLab for High Schools – Bioinformatic Training For Students And Educators

Modern biological sciences are increasingly based on high-throughput molecular techniques, including genomics, transcriptomics, and proteomics. NASA’s GeneLab program has collected extensive data from ‘omics’ studies, curated them into an accessible platform and provided data analysis/visualization tools to facilitate the generation of new hypotheses and research directions. GeneLab for High Schools (GL4HS), launched in 2017, has endeavored to utilize this database and provide tools for students to understand and analyze omics datasets whilst also learning about spaceflight research. The GL4HS program ran in person at Ames from 2017-2019 and has run virtually since 2020. Each year fifteen high school students are trained to analyze and interpret GeneLab transcriptomic data. Additionally, in the last several years we have expanded our “teacher training program” to include 10 teachers total in an effort to enable this program to be utilized in classrooms across the USA. Teachers also join the NASA GeneLab Education Working Group (EWG) enabling support as they implement custom GL4HS modules into their classrooms. The GL4HS program consists of three main components – (1) core learning modules, (2) networking and teamwork, and (3) an independent learning project. Students are also taught critical networking and science communication skills facilitating their ability to ‘sell their science’ in innovative and creative ways. This program has enabled students to learn about biology in space and to have a glimpse into the world of research for the first time. Many of the students in this program shared that the course was transformative to their perception about biological sciences and how it linked to other areas of STEM. The ultimate and long-term goal of GL4HS is to expand the program to multiple locations thereby facilitating the reach of NASA Space Biology beyond NASA-centric regions.

GeneLab↗