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At least 145 records · Page 8

All sources NASA NTRS DOE OSTI

NASA NTRS1994

Efficient mission control for the 48-satellite Globalstar Constellation

The Globalstar system is being developed by Globalstar, Limited Partnership and will utilize 48 satellites in low earth orbit (See Figure 1) to create a world-wide mobile communications system consistent with Vice President Gore's vision of a Global Information Infrastructure. As a large long term commercial system developed by a newly formed organization, Globalstar provides an excellent opportunity to explore innovative solutions for highly efficient satellite command and control. Design and operational concepts being developed are unencumbered by existing physical and organizational infrastructures. This program really is 'starting with a clean sheet of paper'. Globalstar operations challenges can appear enormous. Clearly, assigning even a single person around the clock to monitor and control each satellite is excessive for Globalstar (it would require a staff of 200! . Even with only a single contact per orbit per satellite, data acquisitions will start or stop every 45 seconds! Although essentially identical, over time the satellites will develop their own 'personalities'and will re quire different data calibrations and levels of support. This paper discusses the Globalstar system and challenges and presents engineering concepts, system design decisions, and operations concepts which address the combined needs and concerns of satellite, ground system, and operations teams. Lessons from past missions have been applied, organizational barriers broken, partnerships formed across the mission segments, and new operations concepts developed for satellite constellation management. Control center requirements were then developed from the operations concepts.

Smith, Dan↗

NASA NTRS1994

Domain analysis for the reuse of software development experiences

We need to be able to learn from past experiences so we can improve our software processes and products. The Experience Factory is an organizational structure designed to support and encourage the effective reuse of software experiences. This structure consists of two organizations which separates project development concerns from organizational concerns of experience packaging and learning. The experience factory provides the processes and support for analyzing, packaging, and improving the organization's stored experience. The project organization is structured to reuse this stored experience in its development efforts. However, a number of questions arise: What past experiences are relevant? Can they all be used (reused) on our current project? How do we take advantage of what has been learned in other parts of the organization? How do we take advantage of experience in the world-at-large? Can someone else's best practices be used in our organization with confidence? This paper describes approaches to help answer these questions. We propose both quantitative and qualitative approaches for effectively reusing software development experiences.

Basili, V. R.↗

NASA NTRS1996

The new organization: Rethinking work in the age of virtuality

Like two enormous steam engines, throttles wide-open, bells clanging and whistles screeching, careening toward each other down the same track, two powerful forces are about to collide and the point of collision will be smack in the middle of the white-collar workplace. Moreover, once the dust has settled, it is quite likely that we will never be able to think about the white-collar workplace in quite the same way again. The forces couldn't be more different. One force, the theory of complex adaptive systems, has its roots in the radical new sciences of chaos and complexity. The other force, the notion of organizations being learning systems, more like living organisms than 'information factories,' is an outgrowth of the new management thinking of leading organizational theorists like the Claremont Graduate School's Peter Drucker, MIT's Peter Senge, and Hitotsubashi University's Ikujiro Nonaka. Nevertheless, both the new science and the new management thinking seem to point to a similar and perhaps even startling conclusion: the business organization of the 21st century will look nothing like the bureaucratic organizational model that prevails in most companies today, a model that has remained largely unchanged since the manufacturing heydays of 1950s. While the details of the new organization remain sketchy, its rough outline is already beginning to take shape. Rather than simply being flatter through the elimination of layer upon layer of 'middle management,' the new organization is likely to be made up of networks of specialists who will be, for all practical purposes, self-managing. Rather than focusing on issues like re-engineering business processes, a holdover from Taylorism, the focus will be on supporting the continuous learning of an organization's specialists, the sharing of this learning with other specialists, and the embedding of this learning in the organization's physical structure. Finally, rather than viewing themselves as going through relatively long periods of stability punctuated by shorts bursts of 'reorganization,' business enterprises will come to realize that their very survival depends upon their being in a state of continuous organization. The implications of the new organization with respect to how companies approach the planning, design, and management of the technology infrastructure that enables individual learning, self-management, and continuous orgsnization, are both numerous and far-reaching. As part of this technology infrastructure, the white-collar workplace exists in the form it does today as a direct result of management's beliefs about how time, space, and tools ought to be organized and managed in order to accomplish useful intellectual work. Obviously, if these beliefs change radically, as both the new science and the new management thinking suggest is about to happen, then it is almost inevitable that the form and function of the white-collar workplace will change radically, as well. Will there even be a white-collar workplace in the 21st century, in the sense of purpose-built facilities designed to support the co-location of large numbers of white-collar workers? Only time will tell. However, the leading indicators seem to suggest that, as the old saying goes, 'We ain't seen nothin' yet!'

Sutherland, Duncan B., Jr.↗

NASA NTRS1996

Communication Problems in Requirements Engineering: A Field Study

The requirements engineering phase of software development projects is characterized by the intensity and importance of communication activities. During this phase, the various stakeholders must be able to communicate their requirements to the analysts, and the analysts need to be able to communicate the specifications they generate back to the stakeholders for validation. This paper describes a field investigation into the problems of communication between disparate communities involved in the requirements specification activities. The results of this study are discussed in terms of their relation to three major communication barriers: (1) ineffectiveness of the current communication channels; (2) restrictions on expressiveness imposed by notations; and (3) social and organizational barriers. The results confirm that organizational and social issues have great influence on the effectiveness of communication. They also show that in general, end-users find the notations used by software practitioners to model their requirements difficult to understand and validate.

Al-Rawas, Amer↗

NASA NTRS1997

The ASSIST: Bringing Information and Software Together for Scientists

The ASSIST was developed as a step toward overcoming the problems faced by researchers when trying to utilize complex and often conflicting astronomical data analysis systems. It implements a uniform graphical interface to analysis systems, documentation, data, and organizational memory. It is layered on top of the Answer Garden Substrate (AGS), a system specially designed to facilitate the collection and dissemination of organizational memory. Under the AISRP program, we further developed the ASSIST to make it even easier for researchers to overcome the difficulties of accessing software and information in a complex computer environment.

Mandel, Eric↗

NASA NTRS1996

International GPS Service for Geodynamics

This 1995 annual report of the IGS International GPS (Global Positioning System) Service for Geodynamics - describes the second operational year of the service. It provides the many IGS contributing agencies and the rapidly growing user community with essential information on current organizational and technical matters promoting the IGS standards and products (including organizational framework, data processing strategies, and statistics showing the remarkable expansion of the GPS monitoring network, the improvement of IGS performance, and product quality). It also introduces important practical concepts for network densification by integration of regional stations and the combination of station coordinate solutions. There are groups of articles describing general aspects of the IGS, the Associate Analysis Centers (AACs), Data Centers, and IGS stations.

Zumberge, J. F.↗

NASA NTRS1995

Characterizing and Assessing a Large-Scale Software Maintenance Organization

One important component of a software process is the organizational context in which the process is enacted. This component is often missing or incomplete in current process modeling approaches. One technique for modeling this perspective is the Actor-Dependency (AD) Model. This paper reports on a case study which used this approach to analyze and assess a large software maintenance organization. Our goal was to identify the approach's strengths and weaknesses while providing practical recommendations for improvement and research directions. The AD model was found to be very useful in capturing the important properties of the organizational context of the maintenance process, and aided in the understanding of the flaws found in this process. However, a number of opportunities for extending and improving the AD model were identified. Among others, there is a need to incorporate quantitative information to complement the qualitative model.

Briand, Lionel↗

NASA NTRS2002

Strategic Plan

The purpose of this document is to present the strategic plan and associated organizational structure that the National Space Biomedical Research Institute (NSBRI) will utilize to achieve the defined mission and objectives provided by NASA. Much of the information regarding the background and establishment of the NSBRI by NASA has been provided in other documentation and will not be repeated in this Strategic Plan. This Strategic Plan is presented in two volumes. Volume I (this volume) begins with an Introduction (Section 2) that provides the Institute's NASA-defined mission and objectives, and the organizational structure adopted to implement these through three Strategic Programs: Countermeasure Research; Education, Training and Outreach; and Cooperative Research and Development. These programs are described in Sections 3 to 5. Each program is presented in a similar way, using four subsections: Goals and Objectives; Current Strategies; Gaps and Modifications; and Resource Requirements. Section 6 provides the administrative infrastructure and total budget required to implement the Strategic Programs and assures that they form a single cohesive plan. This plan will ensure continued success of the Institute for the next five years. Volume II of the Strategic Plan provides an in-depth analysis of the current and future strategic programs of the 12 current NSBRI teams, including their goals, objectives, mutual interactions and schedules.

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NASA NTRS2003

Safe Grid

The biggest users of GRID technologies came from the science and technology communities. These consist of government, industry and academia (national and international). The NASA GRID is moving into a higher technology readiness level (TRL) today; and as a joint effort among these leaders within government, academia, and industry, the NASA GRID plans to extend availability to enable scientists and engineers across these geographical boundaries collaborate to solve important problems facing the world in the 21 st century. In order to enable NASA programs and missions to use IPG resources for program and mission design, the IPG capabilities needs to be accessible from inside the NASA center networks. However, because different NASA centers maintain different security domains, the GRID penetration across different firewalls is a concern for center security people. This is the reason why some IPG resources are been separated from the NASA center network. Also, because of the center network security and ITAR concerns, the NASA IPG resource owner may not have full control over who can access remotely from outside the NASA center. In order to obtain organizational approval for secured remote access, the IPG infrastructure needs to be adapted to work with the NASA business process. Improvements need to be made before the IPG can be used for NASA program and mission development. The Secured Advanced Federated Environment (SAFE) technology is designed to provide federated security across NASA center and NASA partner's security domains. Instead of one giant center firewall which can be difficult to modify for different GRID applications, the SAFE "micro security domain" provide large number of professionally managed "micro firewalls" that can allow NASA centers to accept remote IPG access without the worry of damaging other center resources. The SAFE policy-driven capability-based federated security mechanism can enable joint organizational and resource owner approved remote access from outside of NASA centers. A SAFE enabled IPG can enable IPG capabilities to be available to NASA mission design teams across different NASA center and partner company firewalls. This paper will first discuss some of the potential security issues for IPG to work across NASA center firewalls. We will then present the SAFE federated security model. Finally we will present the concept of the architecture of a SAFE enabled IPG and how it can benefit NASA mission development.

Chow, Edward T.↗

NASA NTRS1991

Modeling Personnel Turnover in the Parametric Organization

A primary issue in organizing a new parametric cost analysis function is to determine the skill mix and number of personnel required. The skill mix can be obtained by a functional decomposition of the tasks required within the organization and a matrixed correlation with educational or experience backgrounds. The number of personnel is a function of the skills required to cover all tasks, personnel skill background and cross training, the intensity of the workload for each task, migration through various tasks by personnel along a career path, personnel hiring limitations imposed by management and the applicant marketplace, personnel training limitations imposed by management and personnel capability, and the rate at which personnel leave the organization for whatever reason. Faced with the task of relating all of these organizational facets in order to grow a parametric cost analysis (PCA) organization from scratch, it was decided that a dynamic model was required in order to account for the obvious dynamics of the forming organization. The challenge was to create such a simple model which would be credible during all phases of organizational development. The model development process was broken down into the activities of determining the tasks required for PCA, determining the skills required for each PCA task, determining the skills available in the applicant marketplace, determining the structure of the dynamic model, implementing the dynamic model, and testing the dynamic model.

Dean, Edwin B.↗

NASA NTRS2004

Low Gravity Materials Science Research for Space Exploration

On January 14, 2004, the President of the United States announced a new vision for the United States civil space program. The Administrator of the National Aeronautics and Space Administration (NASA) has the responsibility to implement this new vision. The President also created a Presidential Commission 'to obtain recommendations concerning implementation of the new vision for space exploration.' The President's Commission recognized that achieving the exploration objectives would require significant technical innovation, research, and development in focal areas defined as 'enabling technologies.' Among the 17 enabling technologies identified for initial focus were advanced structures; advanced power and propulsion; closed-loop life support and habitability; extravehicular activity system; autonomous systems and robotics; scientific data collection and analysis; biomedical risk mitigation; and planetary in situ resource utilization. The Commission also recommended realignment of NASA Headquarters organizations to support the vision for space exploration. NASA has aggressively responded in its planning to support the vision for space exploration and with the current considerations of the findings and recommendations from the Presidential Commission. This presentation will examine the transformation and realignment activities to support the vision for space exploration that are underway in the microgravity materials science program. The heritage of the microgravity materials science program, in the context of residence within the organizational structure of the Office of Biological and Physical Research, and thematic and sub-discipline based research content areas, will be briefly examined as the starting point for the ongoing transformation. Overviews of future research directions will be presented and the status of organizational restructuring at NASA Headquarters, with respect to influences on the microgravity materials science program, will be discussed. Additional information is included in the original extended abstract.

Clinton, R. G., Jr.↗

NASA NTRS2004

Facilitating the Specification Capture and Transformation Process in the Development of Multi-Agent Systems

To support the development of flexible and reusable MAS, we have built a framework designated MAS-CF. MAS-CF is a component framework that implements a layered architecture based on contextual composition. Interaction rules, controlled by architecture mechanisms, ensure very low coupling, making possible the sharing of distributed services in a transparent, dynamic and independent way. These properties propitiate large-scale reuse, since organizational abstractions can be reused and propagated to all instances created from a framework. The objective is to reduce complexity and development time of multi-agent systems through the reuse of generic organizational abstractions.

Filho, Aluzio Haendehen↗

NASA NTRS2006

An Executable Choreography Framework for Dynamic Service-Oriented Architectures

Interoperability and loose coupling requirements are pushing the next generation of distributed applications towards more decentralized and more dynamic interaction schemes, which the classic requestJresponse communication paradigm can hardly accommodate. Hence, sound foundations and mechanisms for the establishment of unmticiptitteb peer-to-peer interactions across organizational boundaries are of significant importance to upcoming middleware platforms. The Executable Choreography Framework (ECF) is a middleware-level framework that targets dynamic and decentralized service compositions. The ECF combines transparent context propagation with aspect-oriented software composition techniques to dynamically refine the default control and data flow of service invocations. The framework provides a ground for experimentation with dynamic and distributed workflows, and a base to assess their safety and applicability when depioyed across organizational boundaries.

Akkawi, Faisal↗

NASA NTRS1994

Experience with a Technology Transfer Lifecycle and Implementation of Formal Inspections

In an organization with diverse project support and focus, a technology transfer program will be most successful with support from an advocate who can work to implement new technologies on multiple projects across organizational boundaries. In addition, a strong, ongoing technology transfer program needs to be in place to support training, implementation, metrics analysis, and project and organizational feedback of the new technology.

software technology transfer adoption support orga↗

NASA NTRS2006

Advancing the practice of systems engineering at JPL

In FY 2004, JPL launched an initiative to improve the way it practices systems engineering. The Lab's senior management formed the Systems Engineering Advancement (SEA) Project in order to "significantly advance the practice and organizational capabilities of systems engineering at JPL on flight projects and ground support tasks." The scope of the SEA Project includes the systems engineering work performed in all three dimensions of a program, project, or task: 1. the full life-cycle, i.e., concept through end of operations 2. the full depth, i.e., Program, Project, System, Subsystem, Element (SE Levels 1 to 5) 3. the full technical scope, e.g., the flight, ground and launch systems, avionics, power, propulsion, telecommunications, thermal, etc. The initial focus of their efforts defined the following basic systems engineering functions at JPL: systems architecture, requirements management, interface definition, technical resource management, system design and analysis, system verification and validation, risk management, technical peer reviews, design process management and systems engineering task management, They also developed a list of highly valued personal behaviors of systems engineers, and are working to inculcate those behaviors into members of their systems engineering community. The SEA Project is developing products, services, and training to support managers and practitioners throughout the entire system lifecycle. As these are developed, each one needs to be systematically deployed. Hence, the SEA Project developed a deployment process that includes four aspects: infrastructure and operations, communication and outreach, education and training, and consulting support. In addition, the SEA Project has taken a proactive approach to organizational change management and customer relationship management - both concepts and approaches not usually invoked in an engineering environment. This paper'3 describes JPL's approach to advancing the practice of systems engineering at the Lab. It describes the general approach used and how they addressed the three key aspects of change: people, process and technology. It highlights a list of highly valued personal behaviors of systems engineers, discusses the various products, services and training that were developed, describes the deployment approach used, and concludes with several lessons learned.

process improvement↗

NASA NTRS2007

2004 Space Report: Environment and Strategy for Space Research at NATO's Research and Technology Organisation (RTO)

This report describes the motivation for and a strategy to enhance the NATO Research and Technology Organisation's (RTO) current space research effort to reflect NATO's growing military dependence on space systems. Such systems and services provided by these systems are critical elements of military operations. NATO uses space systems for operational planning and support, communication, radio navigation, multi-sensor and multi-domain demonstrations. Such systems are also used to promote regional stability. A quantitative analysis of work related to space in the NATO RTO showed that during the period of 1998 - 2004, 5% of the research pursued in the NATO RTO has been clearly focused on space applications. Challenging environmental and organizational barriers for increasing RTO space research were identified. In part, these include lack of sufficient space expertise representation on panels, the military sensitivity of space, current panel work loads and the need for specific technical recommendations from peers. A strategy for enhancing space research in the RTO is to create a limited-life Space Advisory Group (SAG) composed of Space Expert Consultants who are panel members with appropriate expertise and additional expertise from the nations. The SAG will recommend and find support in the nations for specific technical activities related to space in the areas of Space Science, Remote Sensing Data Analysis, Spacecraft Systems, Surveillance and Early Warning, Training and Simulation and Policy. An RTO Space Advisory Group will provide an organizational mechanism to gain recognition of RTO as a forum for trans-Atlantic defence space research and to enhance space research activities.

Woods-Vedeler, Jessica A.↗

NASA NTRS2009

Columbia Crew Survival Investigation Report

NASA commissioned the Columbia Accident Investigation Board (CAIB) to conduct a thorough review of both the technical and the organizational causes of the loss of the Space Shuttle Columbia and her crew on February 1, 2003. The accident investigation that followed determined that a large piece of insulating foam from Columbia s external tank (ET) had come off during ascent and struck the leading edge of the left wing, causing critical damage. The damage was undetected during the mission. The CAIB's findings and recommendations were published in 2003 and are available on the web at http://caib.nasa.gov/. NASA responded to the CAIB findings and recommendations with the Space Shuttle Return to Flight Implementation Plan. Significant enhancements were made to NASA's organizational structure, technical rigor, and understanding of the flight environment. The ET was redesigned to reduce foam shedding and eliminate critical debris. In 2005, NASA succeeded in returning the space shuttle to flight. In 2010, the space shuttle will complete its mission of assembling the International Space Station and will be retired to make way for the next generation of human space flight vehicles: the Constellation Program. The Space Shuttle Program recognized the importance of capturing the lessons learned from the loss of Columbia and her crew to benefit future human exploration, particularly future vehicle design. The program commissioned the Spacecraft Crew Survival Integrated Investigation Team (SCSIIT). The SCSIIT was asked to perform a comprehensive analysis of the accident, focusing on factors and events affecting crew survival, and to develop recommendations for improving crew survival for all future human space flight vehicles. To do this, the SCSIIT investigated all elements of crew survival, including the design features, equipment, training, and procedures intended to protect the crew. This report documents the SCSIIT findings, conclusions, and recommendations.

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NASA NTRS2008

Managing Large Scale Project Analysis Teams through a Web Accessible Database

Large scale space programs analyze thousands of requirements while mitigating safety, performance, schedule, and cost risks. These efforts involve a variety of roles with interdependent use cases and goals. For example, study managers and facilitators identify ground-rules and assumptions for a collection of studies required for a program or project milestone. Task leaders derive product requirements from the ground rules and assumptions and describe activities to produce needed analytical products. Disciplined specialists produce the specified products and load results into a file management system. Organizational and project managers provide the personnel and funds to conduct the tasks. Each role has responsibilities to establish information linkages and provide status reports to management. Projects conduct design and analysis cycles to refine designs to meet the requirements and implement risk mitigation plans. At the program level, integrated design and analysis cycles studies are conducted to eliminate every 'to-be-determined' and develop plans to mitigate every risk. At the agency level, strategic studies analyze different approaches to exploration architectures and campaigns. This paper describes a web-accessible database developed by NASA to coordinate and manage tasks at three organizational levels. Other topics in this paper cover integration technologies and techniques for process modeling and enterprise architectures.

O'Neil, Daniel A.↗