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NASA NTRS2006

The Challenges of Integrating NASA's Human, Budget, and Data Capital within the Constellation Program's Exploration Launch Projects Office

The U.S. Vision for Space Exploration directs NASA to retire the Space Shuttle in 2010 and replace it with safe, reliable, and cost-effective space transportation systems for crew and cargo travel to the Moon, Mars, and beyond. Such emerging space transportation initiatives face massive organizational challenges, including building and nurturing an experienced, dedicated team with the right skills for the required tasks; allocating and tracking the fiscal capital invested in achieving technical progress against an integrated master schedule; and turning generated data into usehl knowledge that equips the team to design and develop superior products for customers and stakeholders. This paper discusses how NASA's Exploration Launch Projects Office, which is responsible for delivering these new launch vehicles, integrates these resources to create an engineering business environment that promotes mission success.

Kidd, Luanne↗
NASA NTRS2007

Constellation Program Mission Operations Project Office Status and Support Philosophy

The Constellation Program Mission Operations Project Office (CxP MOP) at Johnson Space Center in Houston Texas is preparing to support the CxP mission operations objectives for the CEV/Orion flights, the Lunar Lander, and and Lunar surface operations. Initially the CEV will provide access to the International Space Station, then progress to the Lunar missions. Initial CEV mission operations support will be conceptually similar to the Apollo missions, and we have set a challenge to support the CEV mission with 50% of the mission operations support currently required for Shuttle missions. Therefore, we are assessing more efficient way to organize the support and new technologies which will enhance our operations support. This paper will address the status of our preparation for these CxP missions, our philosophical approach to CxP operations support, and some of the technologies we are assessing to streamline our mission operations infrastructure.

Smith, Ernest↗
NASA NTRS2007

The Challenges of Integrating NASA's Human, Budget, and Data Capital within the Constellation Program's Exploration Launch Projects Office

The U.S. Vision for Space Exploration directs NASA to retire the Space Shuttle in 2010 and replace it with safe, reliable, and cost-effective space transportation systems for crew and cargo travel to the Moon, Mars, and beyond. Such emerging space transportation initiatives face massive organizational challenges, including building and nurturing an experienced, dedicated team with the right skills for the required tasks; allocating and tracking the fiscal capital invested in achieving technical progress against an integrated master schedule; and turning generated data into useful knowledge that equips the team to design and develop superior products for customers and stakeholders. It has been more than 30 years since the Space Shuttle was designed; therefore, the current aerospace workforce has limited experience with developing new designs for human-rated spaceflight hardware. To accomplish these activities, NASA is using a wide range of state-of-the-art information technology tools that connect its diverse, decentralized teams and provide timely, accurate information for decision makers. In addition, business professionals are assisting technical managers with planning, tracking, and forecasting resource use against an integrated master schedule that horizontally and vertically interlinks hardware elements and milestone events. Furthermore, NASA is employing a wide variety of strategies to ensure that it has the motivated and qualified staff it needs for the tasks ahead. This paper discusses how NASA's Exploration Launch Projects Office, which is responsible for delivering these new launch vehicles, integrates its resources to create an engineering business environment that promotes mission success, which is defined by replacing the Space Shuttle by 2014 and returning to the Moon by 2020.

Kidd, Luanne↗
NASA NTRS2007

Science and Exploration Research Office Publications and Presentations, January 1-December 31, 2006

This Technical Memorandum (TM) lists the significant publications and presentations of the Science and Exploration Research Office during the period January 1-December 31, 2006. Entries in the main part of the document are categorized according to NASA Reports (arranged by report number), Open Literature and Presentations (arranged alphabetically by title). Most of the articles listed under Open Literature have appeared in refereed professional journals, books, monographs, or conference proceedings. Although many published abstracts are eventually expanded into full papers for publication in scientific and technical journals, they are often sufficiently comprehensive to include the significant results of the research reported. Therefore, published abstracts are listed separately in a subsection under Open Literature.

Summers, F. G.↗
NASA NTRS2008

The Ares Projects Office: Building an Exploration Culture from the Inside Up

NASA is building its first new human-rated space exploration vehicles in nearly 40 years. This marks an important operational and cultural change from the Space Shuttle. In the wake of the Columbia disaster, the agency and the nation realized that NASA's goals and culture needed to change. The Ares Projects Office (APO), which is building the launch vehicles that will power human beings to the Moon, Mars, and beyond, is taking a page from the Saturn playbook by having NASA lead both the overall integration and the development of the Ares I upper stage. APO is also creating a new culture of cooperation, openness, and informed risk taking as we set our sights on other worlds. APO has established a team environment where issues can be discussed, information is shared, fun and teamwork are encouraged, and constructive conflict and accountability are expected. Following a "One NASA" philosophy, APO is taking steps to strengthen cooperation among space centers, contractor partners, engineering and scientific communities, and headquarters personnel. As we learn lessons from things that Went wrong with the Space Shuttle, we are also borrowing best practices from what has gone right with that program and others. All of these cultural elements will be necessary as we take the next steps beyond Earth orbit.

Leahy, Bartholomew↗
NASA NTRS2008

Chemical OSSEs in Global Modeling and Assimilation Office (GMAO)

This presentation will summarize ongoing 'chemical observing system simulation experiment (OSSE)' work in the Global Modeling and Assimilation Office (GMAO). Weather OSSEs are being studied in detail, with a 'nature run' based on the European Centre for Medium-Range Weather Forecasts (ECMWF) model that can be sampled by a synthesized suite of satellites that reproduces present-day observations. Chemical OSSEs are based largely on the carbon-cycle project and aim to study (1) how well we can reproduce the observed carbon distribution with the Atmospheric Infrared Sounder (AIRS) and Orbiting Carbon Observatory (OCO) sensors and (2) with what accuracy can we deduce surface sources and sinks of carbon species in an assimilation system.

Pawson, Steven↗
NASA NTRS2008

Organizational Considerations for Implementing Systems Engineering and Integration in the Ares Projects Office

Systems Engineering and Integration (SE&I) is a critical discipline in developing new space systems. In 2005, NASA performed an internal study of 24 agency and Department of Defense (DoD) programs to evaluate methods of integrating SE&I practices and determine their effectiveness. The goal of the study was to determine the best SE&I implementation strategy for the Ares Projects Office. The study identified six SE&I organizational structures: 1. Lead systems integrator (LSI) with SE&I responsibility and government technical insight. 2a. Integration contractor with government SE&I responsibility (government insight). 2b. Integration contractor with government SE&I responsibility (government oversight). 3a. Prime contractor with SE&I responsibility (government insight). 3b. Prime contractor with SE&I responsibility (government oversight). 3c. Prime contractor with SE&I responsibility (government/industry partnership). 4a.Prime contractor with government SE&I responsibility (government insight). 4b. Prime contractor with government SE&I responsibility (government oversight). 4d.Prime contractors with total system performance responsibility (TSPR). 5. Prime contractor with government SE&I responsibility and integration products through a Federally Funded Research and Development Center (FFRDC). 6. Government/FFRDC in-house development with SE&I responsibility and function. The organizational structure used most often was number 4, using a prime contractor with government SE&I responsibility and government technical insight. However, data analyses did not establish a positive relationship between program development costs and specific SE&I organizational types, nor did it positively determine the relationship between successful programs or projects and their SE&I structure. The SE&I study reached the following conclusions: (1) Large, long-duration, technically complex programs or projects reach their technical goals, but rarely meet schedule or cost goals. NASA's recent successes have been smaller, short-duration development projects using heritage hardware/software, focused technology development, technical oversight and stable external factors. (2) Programs and projects have failed or been terminated due to lack of technical insight, relaxing of SE&I processes, and unstable external factors. (3) The study did not find a single, clear optimum SE&I organization type to fit all projects. However, while any organizational structure can be made to work, the fewer complexities in the program, the better the likelihood of success. (4) The most common successful SE&I organization structure type in the study was type 4b, where the government maintained integration responsibility, with the prime contractor providing SE&I products and the government providing technical oversight. This study was instrumental in helping the APO select organization structure 4, following the same SE&I and oversight process used during humanlund7s last voyages to the Moon.

Thomas, LeAnn↗
NASA NTRS2009

Transitioning NPOESS Data to Weather Offices: The SPoRT Paradigm with EOS Data

Real-time satellite information provides one of many data sources used by NWS weather forecast offices (WFOs) to diagnose current weather conditions and to assist in short-term forecast preparation. While GOES satellite data provides relatively coarse spatial resolution coverage of the continental U.S. on a 10-15 minute repeat cycle, polar orbiting imagery has the potential to provide snapshots of weather conditions at high-resolution in many spectral channels. Additionally, polar orbiting sounding data can provide additional information on the thermodynamic structure of the atmosphere in data sparse regions of at asynoptic observation times. The NASA Short-term Prediction Research and Transition (SPoRT) project has demonstrated the utility of polar orbiting MODIS and AIRS data on the Terra and Aqua satellites to improve weather diagnostics and short-term forecasting on the regional and local scales. SPoRT scientists work directly forecasters at selected WFOS in the Southern Region (SR) to help them ingest these unique data streams into their AWIPS system, understand how to use the data (through on-site and distance learn techniques), and demonstrate the utility of these products to address significant forecast problems. This process also prepares forecasters for the use of similar observational capabilities from NPOESS operational sensors. NPOESS environmental data records (EDRs) from the Visible 1 Infrared Imager I Radiometer Suite (VIIRS), the Cross-track Infrared Sounder (CrlS) and Advanced Technology Microwave Sounder (ATMS) instruments and additional value-added products produced by NESDIS will be available in near real-time and made available to WFOs to extend their use of NASA EOS data into the NPOESS era. These new data streams will be integrated into the NWs's new AWIPS II decision support tools. The AWIPS I1 system to be unveiled in WFOs in 2009 will be a JAVA-based decision support system which preserves the functionality of the existing systems and offers unique development opportunities for new data sources and applications in the Service Orientated Architecture ISOA) environment. This paper will highlight some of the SPoRT activities leading to the integration of VllRS and CrIS/ATMS data into the display capabilities of these new systems to support short-term forecasting problems at WFOs.

Jedlovec, Gary↗
NASA NTRS1954

Permeability and Strength Measurements on Sintered, Porous, Hollow Turbine Blades Made by the American Electro Metal Corporation under Office of Naval Research Contract N-ONR-295 (01)

An experimental investigation was made to determine the permeability and strength characteristics of a number of sintered, porous, hollow turbine rotor blades and to determine the effectiveness of the blade fabrication method on permeability control. The test blades were fabricated by the American Electro Metal Corporation under a contract with the Office of Naval Research, Department of the Navy, and were submitted to the NACA for testing. Of the 22 test blades submitted, ten were sintered but not coined, five were sintered and coined, and seven were sintered and not coined but contained perforated reinforcements integral with the blade shells. Representative samples of each group of blades were tested. Large variations in permeability in both chordwise and spanwise directions were found. Local deviations as large as 155 to -85 percent from prescribed values were found in chordwise permeability. Only one blade, an uncoined one, had a chordwise permeability variations which reasonably approached that specified. Even for this blade, local deviations exceeded 10 percent. Spanwise permeability, specified to be held constant, varied as much as 50 percent from root to tip for both an uncoined and a coined blade. Previous NACA analyses have shown that in order to maintain proper control of blade wall temperatures, permeability variations must not exceed plus or minus 10 percent. Satisfactory control of permeability in either the chordwise or the spanwise direction was not achieved in the blades tested. Spin tests made at room temperature for six blades revealed the highest material rupture strength to be 8926 pounds per square inch. This value is about one third the strength required for rotor blades in present-day turbojet engines. The lowest value of blade strength was 1436 pounds per square inch.

Richards, Hadley T.↗
NASA NTRS2010

The Role of the Exploration Science Officer in Lunar Surface Operations

A review has been performed of exploration science and payload operations during the Apollo and Space Shuttle programs to extract information of potential usefulness to the Constellation program. That work has resulted in creation of the concept for a unique type of flight controller: the exploration science officer. The controller s primary responsibility is to integrate the tasks and goals of the spacecraft flight control team and the science team in order to maximize science return while maximizing crew safety. Far from being just a mouthpiece for either team, this individual must be fluent in the knowledge and language of two communities: spacecraft operations and planetary science. Responsibilities begin during the requirements phase of vehicle and lunar surface systems development and continue through development, training, planning, mission execution, and post-flight mission phases.

John H Osborn↗
NASA NTRS2009

Identification of Trends into Dose Calculations for Astronauts through Performing Sensitivity Analysis on Calculational Models Used by the Radiation Health Office

The Radiation Health Office (RHO) determines each astronaut s cancer risk by using models to associate the amount of radiation dose that astronauts receive from spaceflight missions. The baryon transport codes (BRYNTRN), high charge (Z) and energy transport codes (HZETRN), and computer risk models are used to determine the effective dose received by astronauts in Low Earth orbit (LEO). This code uses an approximation of the Boltzman transport formula. The purpose of the project is to run this code for various International Space Station (ISS) flight parameters in order to gain a better understanding of how this code responds to different scenarios. The project will determine how variations in one set of parameters such as, the point of the solar cycle and altitude can affect the radiation exposure of astronauts during ISS missions. This project will benefit NASA by improving mission dosimetry.

Adams, Thomas↗
NASA NTRS2009

Implementing Earned Value Management in the CxP EVA Systems Project Office

Earned Value Management (EVM), like project management, is as much art as it is science to develop an implementation plan for a project. This presentation will cover issues that were overcome and the implementation strategy to deploy Earned Value Management (EVM) within the Constellation Program (CxP), EVA Systems Project Office (ESPO), as well as discuss additional hurdles that currently prevent the organization from optimizing EVM. Each organization and each project within an organization needs to mold an EVM implementation plan around existing processes and tools, while at the same time revising those existing processes and tools as necessary to make them compatible with EVM. The ESPO EVM implementation covers work breakdown structure, organizational breakdown structure, control account, work/planning package development; integrated master schedule development using an integrated master plan; incorporating reporting requirements for existing funding process such as Planning, Programming, Budgeting, and Execution (PPBE) and JSC Internal Task Agreements (ITA); and interfacing with other software tools such as the Systems Applications and Products (SAP) accounting system and the CxP wInsight EVM analysis tool. However, there are always areas for improvement and EVM is no exception. As EVM continues to mature within the NASA CxP, these areas will continue to be worked to resolution to provide the Program Managers, Project Managers, and Control Account Managers the best EVM data possible to make informed decisions.

Sorge, Les L.↗
NASA NTRS2010

Decadal Prediction Efforts in GMAO (Global Modeling and Assimilation Office)

The Global Modeling and Assimilation Office (GMAO) plans to use our GEOS-5 atmosphere-ocean general circulation model (AOGCM) to explore issues associated with predictability on decadal time scales and to contribute to the decadal prediction project that is part ofCMIP5. The GEOS-5 AOGCM is comprised of the GEOS-5 AGCM with the Catchment Land Surface Model, coupled to GFDL's MOM, version 4. We have assimilation systems for both the atmosphere and ocean. For our climate prediction efforts, the atmosphere will be initialized from the GEOS-5 Modem Era Retrospective-analysis for Research and Applications (MERRA), available from 1979 to present at 112 resolution, and from 1948 to present at 2 resolution. The ocean assimilation is conducted within the coupled model framework, using the MERRA as a constraint for both the atmosphere and the ocean. The decadal prediction experiments will be conducted with a 1 atmosphere and a 112 ocean. Some initial results will be presented, focusing on initialization aspects of the GEOS-5 system.

Rienecker, Michele M.↗
NASA NTRS2010

Life Cycle Cost Growth Study for the Discovery and New Frontiers Program Office

The D&NF Program Office LCC Management Study provides a detailed look at the drivers underlying cost overruns and schedule delays for five D&NF missions. While none of the findings are new, the study underlines the importance of continued emphasis on sound project management techniques: a clean project management structure with a clear definition of roles and responsibilities across the various partners in a project, an understanding of institutional standards and procedures and any differences among the partners, and the critical need for a comprehensive IMS that can be used easily and routinely to identify potential threats to the critical path. The study also highlights the continuing need for realistic estimates of the total LCC. Sufficient time and resources must be allocated early in a project to ensure that the appropriate trade studies and analyses are performed across all aspects of a mission: spacecraft, ground system, operations concept, and fault management, to ensure that proposed and confirmed costs truly reflect the resource requirements over the entire mission life cycle. These studies need to include a realistic review of the assumptions underlying the use of new technologies, the integration of heritage and new hardware and software into the total mission environment, and any development and test savings based on heritage technology and lessons learned. Finally, the LCC Management Study stresses the need to listen to, carefully consider, and take positive action regarding the issues raised during reviews by the expert review teams.

Barley, Bryan↗
NASA NTRS2010

Astronaut Office Scheduling System Software

AOSS is a highly efficient scheduling application that uses various tools to schedule astronauts weekly appointment information. This program represents an integration of many technologies into a single application to facilitate schedule sharing and management. It is a Windows-based application developed in Visual Basic. Because the NASA standard office automation load environment is Microsoft-based, Visual Basic provides AO SS developers with the ability to interact with Windows collaboration components by accessing objects models from applications like Outlook and Excel. This also gives developers the ability to create newly customizable components that perform specialized tasks pertaining to scheduling reporting inside the application. With this capability, AOSS can perform various asynchronous tasks, such as gathering/ sending/ managing astronauts schedule information directly to their Outlook calendars at any time.

Brown, Estevancio↗
NASA NTRS2010

Integrated Budget Office Toolbox

The Integrated Budget Office Toolbox (IBOT) combines budgeting, resource allocation, organizational funding, and reporting features in an automated, integrated tool that provides data from a single source for Johnson Space Center (JSC) personnel. Using a common interface, concurrent users can utilize the data without compromising its integrity. IBOT tracks planning changes and updates throughout the year using both phasing and POP-related (program-operating-plan-related) budget information for the current year, and up to six years out. Separating lump-sum funds received from HQ (Headquarters) into separate labor, travel, procurement, Center G&A (general & administrative), and servicepool categories, IBOT creates a script that significantly reduces manual input time. IBOT also manages the movement of travel and procurement funds down to the organizational level and, using its integrated funds management feature, helps better track funding at lower levels. Third-party software is used to create integrated reports in IBOT that can be generated for plans, actuals, funds received, and other combinations of data that are currently maintained in the centralized format. Based on Microsoft SQL, IBOT incorporates generic budget processes, is transportable, and is economical to deploy and support.

Rushing, Douglas A.↗
NASA NTRS2010

Prediction Activities at NASA's Global Modeling and Assimilation Office

The Global Modeling and Assimilation Office (GMAO) is a core NASA resource for the development and use of satellite observations through the integrating tools of models and assimilation systems. Global ocean, atmosphere and land surface models are developed as components of assimilation and forecast systems that are used for addressing the weather and climate research questions identified in NASA's science mission. In fact, the GMAO is actively engaged in addressing one of NASA's science mission s key questions concerning how well transient climate variations can be understood and predicted. At weather time scales the GMAO is developing ultra-high resolution global climate models capable of resolving high impact weather systems such as hurricanes. The ability to resolve the detailed characteristics of weather systems within a global framework greatly facilitates addressing fundamental questions concerning the link between weather and climate variability. At sub-seasonal time scales, the GMAO is engaged in research and development to improve the use of land information (especially soil moisture), and in the improved representation and initialization of various sub-seasonal atmospheric variability (such as the MJO) that evolves on time scales longer than weather and involves exchanges with both the land and ocean The GMAO has a long history of development for advancing the seasonal-to-interannual (S-I) prediction problem using an older version of the coupled atmosphere-ocean general circulation model (AOGCM). This includes the development of an Ensemble Kalman Filter (EnKF) to facilitate the multivariate assimilation of ocean surface altimetry, and an EnKF developed for the highly inhomogeneous nature of the errors in land surface models, as well as the multivariate assimilation needed to take advantage of surface soil moisture and snow observations. The importance of decadal variability, especially that associated with long-term droughts is well recognized by the climate community. An improved understanding of the nature of decadal variability and its predictability has important implications for efforts to assess the impacts of global change in the coming decades. In fact, the GMAO has taken on the challenge of carrying out experimental decadal predictions in support of the IPCC AR5 effort.

Schubert, Siegfried↗