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NASA NTRS2009

Mission Planning and Scheduling System for NASA's Lunar Reconnaissance Mission

In the framework of NASA's return to the Moon efforts, the Lunar Reconnaissance Orbiter (LRO) is the first step. It is an unmanned mission to create a comprehensive atlas of the Moon's features and resources necessary to design and build a lunar outpost. LRO is scheduled for launch in April, 2009. LRO carries a payload comprised of six instruments and one technology demonstration. In addition to its scientific mission LRO will use new technologies, systems and flight operations concepts to reduce risk and increase productivity of future missions. As part of the effort to achieve robust and efficient operations, the LRO Mission Operations Team (MOT) will use its Mission Planning System (MPS) to manage the operational activities of the mission during the Lunar Orbit Insertion (LOI) and operational phases of the mission. The MPS, based on GMV's flexplan tool and developed for NASA with Honeywell Technology Solutions (prime contractor), will receive activity and slew maneuver requests from multiple science operations centers (SOC), as well as from the spacecraft engineers. flexplan will apply scheduling rules to all the requests received and will generate conflict free command schedules in the form of daily stored command loads for the orbiter and a set of daily pass scripts that help automate nominal real-time operations.

Garcia, Gonzalo↗
NASA NTRS2008

System Engineering on the Use for Ares I,V - the Simpler, the Better

The Ares I and Ares V Vehicles will utilize the J-2X rocket engine developed for NASA by the Pratt & Whitney Rocketdyne Company. The J-2X is an improved higher power version of the original J-2 engine used during the Apollo program. With higher power and updated requirements for safety and performance, the J-2X becomes a new engine using state-of-the-art design methodology, materials and manufacturing processes. The implementation of Systems Engineering (SE) principles enables the rapid J-2X development program to remain aligned with the ARES I and V vehicle programs, Meeting the aggressive development schedule is a challenge. Coordinating the best expertise thai NASA and PWR have to offer requires effectively utilizing resources at multiple sites. This presents formidable communication challenges. SE allows honest and open discussions of issues and problems. This simple idea is often overlooked in large and complex SE programs. Regular and effective meetings linking SE objectives to component designs are used to voice differences of opinions with customer and contractor in attendance so that the best mutual decisions can be made on the shortest possible schedule. Regular technical interchange meetings on secure program wide computer networks and CM processes are effective,in the "Controlled Change" process that exemplifies good SE. Good communication is a key effective SE implementation. The System of Systems approach is the vision of the Orion program which facilitates the establishment of dynamic SE processes at all levels including the engine. SE enables requirements evolution by facilitating organizational and process agility. Flow down and distribution of requirements is controlled by Allocation Reports which breakdown numerical design objectives (weight, reliability, etc.) into quanta goals for each component area. Linked databases of design and verification requirements helps eliminate redundancy and potential mistakes inherent m separated systems. Another tool, the Architecture Design Description, is being used to control J-2X system architecture and effectively communicate configuration changes to those involved in the design process. But the proof is in successful program accomplishment. The SE is the methodology being used to meet the challenge of completing J-2X engine certification 2 years ahead of any engine program ever developed at PWR. The Ares I SE system of systems has delivered according to expectations thus far. All major design reviews (SRR. PDR, CDR) have been successfully conducted to satisfy overall program objectives using SE as the basis for accomplishment. The paper describes SE tools and techniques utilized to achieve this success.

Kelly, William↗
NASA NTRS2008

Ares I and Ares V First Stage - Powering Exploration

The National Aeronautics and Space Administration (NASA) Ares Projects Office (APO) is continuing to make progress toward the final design of the first stage propulsion system for the Ares I crew launch vehicle and the Ares V cargo launch vehicle. Ares I and Ares V will provide the space launch capabilities needed to fulfill NASA' s exploration strategy of sending human beings to the Moon, Mars, and beyond. As primary propulsion for the Ares launch vehicles, the Space Shuttle-derived Reusable Solid Rocket Motor (RSRM) is one of the first and most important components to be tested. The first flight of Ares I, called Ares I-X, will occur in April 2009, with booster integration to begin at Kennedy Space Center (KSC) by autumn 2008. The Ares I-X flight will use a combination of flight and simulation hardware to obtain data on controlling the long and narrow crew launch vehicle configuration. The test will use a four-segment RSRM from the Shuttle inventory and a fifth spacer segment to simulate the size and weight of the operational five-segment motor to be used on later flights. The upper stage, Orion crew exploration vehicle, and launch abort system will all be replaced with simulator hardware. Manufacturing work has begun on the spacer segment, as well as the new forward hardware for the booster. Atlas V avionics will be adapted to control Ares I-X' s first stage. That hardware is undergoing hardware-in-the-loop testing in a contractor-provided systems integration laboratory (SIL); a critical design review (CDR) was completed in December 2007. Drogue and main parachute drop tests have also been conducted successfully at Yuma Proving Grounds, allowing the First Stage team to begin fabricating parachutes for Ares I-X. The Ares I-X flight test will be the first flight test for the parachutes. A series of preliminary design technical interchange meetings is being conducted prior to the Ares I-X CDR in January 2007 to ensure readiness for the flight. Much of the First Stage activity in 2007 has focused on a series of preliminary design (PDR) activities associated with each booster subsystem. These events will culminate in a formal preliminary design review in 2008, where subsystems and component specifications will be developed and associated analyses and drawings will be evaluated for technical adequacy. The first stage also has been undergoing a series of trade studies to determine means for upgrading booster performance and reducing operational costs. Performance improvement studies have included changing from polybutadiene acrylonitrile (PBAN) propellant to hydroxyl-terminated polybutadiene (HTPB); replacing aluminum with composite motor casings; and optimizing or upgrading the propellant grain and nozzle structures. Some or all of these changes could result in a block upgrade to the Ares I first stage, after becoming the standard configuration for the Ares V. The cost reduction studies included a change from reusable or recoverable boosters to completely expendable boosters; changing from hydrazine-powered to more environmentally friendly electrohydrostatic actuators (EHAs) on the thrust vector control (TVC) system; and changing the location of the separation plane to reduce the likelihood of recontact upon booster separation. The expendability trade study resulted in a decision to keep the recoverable boosters, as the new hardware costs significantly outweighed the potential operational cost savings due to reduced ground operations. Likewise, due to cost considerations, the team continued using existing hydrazine-powered actuators for the TVC system. The separation plane location for Ares I is still being studied, with results to be announced in 2008. In short, the Ares launch vehicles' first stage is building upon NASA's close familiarity with this Shuttle-derived system, while continuing to seek out improvements for long-term exploration.

Priskos, Alex S.↗
NASA NTRS2009

An Analysis of Rocket Propulsion Testing Costs

The primary mission at NASA Stennis Space Center (SSC) is rocket propulsion testing. Such testing is generally performed within two arenas: (1) Production testing for certification and acceptance, and (2) Developmental testing for prototype or experimental purposes. The customer base consists of NASA programs, DOD programs, and commercial programs. Resources in place to perform on-site testing include both civil servants and contractor personnel, hardware and software including data acquisition and control, and 6 test stands with a total of 14 test positions/cells. For several business reasons there is the need to augment understanding of the test costs for all the various types of test campaigns. Historical propulsion test data was evaluated and analyzed in many different ways with the intent to find any correlation or statistics that could help produce more reliable and accurate cost estimates and projections. The analytical efforts included timeline trends, statistical curve fitting, average cost per test, cost per test second, test cost timeline, and test cost envelopes. Further, the analytical effort includes examining the test cost from the perspective of thrust level and test article characteristics. Some of the analytical approaches did not produce evidence strong enough for further analysis. Some other analytical approaches yield promising results and are candidates for further development and focused study. Information was organized for into its elements: a Project Profile, Test Cost Timeline, and Cost Envelope. The Project Profile is a snap shot of the project life cycle on a timeline fashion, which includes various statistical analyses. The Test Cost Timeline shows the cumulative average test cost, for each project, at each month where there was test activity. The Test Cost Envelope shows a range of cost for a given number of test(s). The supporting information upon which this study was performed came from diverse sources and thus it was necessary to build several intermediate databases in order to understand, validate, and manipulate data. These intermediate databases (validated historical account of schedule, test activity, and cost) by themselves are of great value and utility. For example, for the Project Profile, we were able to merged schedule, cost, and test activity. This kind of historical account conveys important information about sequence of events, lead time, and opportunities for improvement in future propulsion test projects. The Product Requirement Document (PRD) file is a collection of data extracted from each project PRD (technical characteristics, test requirements, and projection of cost, schedule, and test activity). This information could help expedite the development of future PRD (or equivalent document) on similar projects, and could also, when compared to the actual results, help improve projections around cost and schedule. Also, this file can be sorted by the parameter of interest to perform a visual review of potential common themes or trends. The process of searching, collecting, and validating propulsion test data encountered a lot of difficulties which then led to a set of recommendations for improvement in order to facilitate future data gathering and analysis.

Ramirez-Pagan, Carmen P.↗
NASA NTRS2009

Chronology of KSC and KSC Related Events for 2008

This document is intended to serve as a record of KSC events and is a reference source for historians and other researchers. Arrangement is by day and month and individual articles are attributed to published sources. Materials were researched and compiled by the KSC Library Archivist for KSC Library Services Contractor, Abacus Technology Corporation.

Liston, Elaine E.↗
NASA NTRS2009

JSC Case Study: Fleet Experience with E-85 Fuel

JSC has used E-85 as part of an overall strategy to comply with Presidential Executive Order 13423 and the Energy Policy Act. As a Federal fleet, we are required to reduce our petroleum consumption by 2 percent per year, and increase the use of alternative fuels in our vehicles. With the opening of our onsite dispenser in October 2004, JSC became the second federal fleet in Texas and the fifth NASA center to add E-85 fueling capability. JSC has a relatively small number of GSA Flex Fuel fleet vehicles at the present time (we don't include personal vehicles, or other contractor's non-GSA fleet), and there were no reasonably available retail E-85 fuel stations within a 15-minute drive or within five miles (one way). So we decided to install a small 1000 gallon onsite tank and dispenser. It was difficult to obtain a supplier due to our low monthly fuel consumption, and our fuel supplier contract has changed three times in less than five years. We experiences a couple of fuel contamination and quality control issues. JSC obtained good information on E-85 from the National Ethanol Vehicle Coalition (NEVC). We also spoke with Defense Energy Support Center, (DESC), Lawrence Berkeley Laboratory, and US Army Fort Leonard Wood. E-85 is a liquid fuel that is dispensed into our Flexible Fuel Vehicles identically to regular gasoline, so it was easy for our vehicle drivers to make the transition.

Hummel, Kirck↗
NASA NTRS2009

Evaluation of Dowfrost(TM) HD as a Thermal Control Fluid for Constellation Vehicles

A test was conducted from November 2008 to January 2009 to help determine the compatibility of an inhibited propylene glycol/water solution with planned Constellation vehicles. Dowfrost(TradeMark) HD was selected as the baseline for Orion, as well as other Constellation systems. Therefore, the same Dowfrost(TradeMark) HD/Water solution planned for Orion was chosen for this test. The fluid was subjected to a thermal fluid loop that had flightlike properties, as compared to Orion. The fluid loop had similar wetted materials, temperatures, flow rates, and aluminum wetted surface area to fluid volume ratio. The test was designed to last for 10 years, the life expectancy of the lunar habitat. However, the test lasted less than two months. System filters became clogged with precipitate, rendering the fluid system inoperable. Upon examination of the precipitate, it was determined that the precipitate composition contained aluminum, which could have only come from materials in the test stand, as aluminum is not part of the Dowfrost(TradeMark HD composition. Also, the fluid pH was determined to have increased from 10.1, at the first test sample, to 12.2, at the completion of the test. This high of a pH is corrosive to aluminum and was certainly a contributing factor to the development of precipitate. Chemical analyses and bench-top tests are currently ongoing to determine the underlying cause for this rapid degradation of the fluid. Hamilton Sundstrand, the contractor developing the Orion thermal fluid loop, is performing a parallel effort to not only understand the cause of fluid degradation in the test, but also to investigate solutions to avoid this problem in the Orion s thermal control system. JSC also consulted with the Hamilton Sundstrand team in the development of this test and the subsequent analysis.

Lee, Steve↗
NASA NTRS2008

NASA'S MSFC Welding Development for Ares I

This slide presentation reviews the development of welding for the Ares I launch vehicle. Shown are views of the Ares I and Ares 5, and comparisons with the space shuttle and Saturn V launch vehicles. The elements, and the contractor charged with developing each is shown. The various types of welding capabilities are reviewed. Pictures of the various welding systems available at Marshall Space Flight Center are shown.

Ding, Jeff↗
NASA NTRS2008

The Planning and Implementation of Test Facility Improvements

As engineering programs develop, and product testing begins, ideas for process improvement soon become obvious. Engineers envision new holding and handling fixtures. Additional custom-made support equipment may be needed. Perhaps modifications to the building or modifications to facility hardware are the order of the day. This is where a flexible creative test organization is needed. We need not be content with the status quo. All of these desired test innovations can make the difficult easy and improve the work flow. At times, implementing these new ideas demands more time or specialized expertise than test team members have. Through the coordinated use of labor resources, the needed improvements can still be made and in a timely fashion that supports program schedules. This presentation provides practical advice and a method whereby test personnel can creatively develop facility improvements and manage them from start to finish. You can control just how much time you invest and what part of your concepts you will personally design. By wisely defining the requirements and presenting them to the appropriate help sources (vendors, contractors, coworkers, and support departments), you can get the help you need to bring the improvements you have conceived, into fruition. Aspects of this presentation include defining requirements for test facility improvements, choosing labor resources, writing a statement of work, determining cost and benefits, securing department approval, coordinating procurement, managing the project, and training the end users. The process of successfully implementing test facility improvements is thoroughly explained. It has been tried, proven and improved over nearly 25 years of use. Whether considering a $50 improvement or a $50 million dollar improvement, this discussion will provide helpful pointers. Examples of improvements made through this process and their illustration will be included.

Oberlander, Larry↗
NASA NTRS2009

Development and Testing of the Orion CEV Parachute Assembly System (CPAS)

The Crew Exploration Vehicle (CEV) is an element of the Constellation Program that includes launch vehicles, spacecraft, and ground systems needed to embark on a robust space exploration program. As an anchoring capability of the Constellation Program, the CEV shall be human-rated and will carry human crews and cargo from Earth into space and back again. Coupled with transfer stages, landing vehicles, and surface exploration systems, the CEV will serve as an essential component of the architecture that supports human voyages to the Moon and beyond. In addition, the CEV will be modified, as required, to support International Space Station (ISS) mission requirements for crewed and pressurized cargo configurations. Headed by Johnson Space Center (JSC), NASA selected Jacobs Engineering as the support contractor to manage the overall CEV Parachute Assembly System (CPAS) program development. Airborne Systems was chosen to develop the parachute system components. General Dynamics Ordnance and Tactical Systems (GD-OTS) was subcontracted to Airborne Systems to provide the mortar systems. Thus the CPAS development team of JSC, Jacobs, Airborne Systems and GD-OTS was formed. The CPAS team has completed the first phase, or Generation I, of the design, fabrication, and test plan. This paper presents an overview of the CPAS program including system requirements and the development of the second phase, known as the Engineering Development Unit (EDU) architecture. We also present top level results of the tests completed to date. A significant number of ground and flight tests have been completed since the last CPAS presentation at the 2007 AIAA ADS Conference.

Lichodziejewski, David↗
NASA NTRS2006

Joint Non-kinetic Effects Model (JNEM)

This slide presentation reviews the development of the Joint Non-kinetic Effects Model (JNEM), which is tool to support Battle Command Training that links simulation-generated non-kinetic events and outcomes to Training Audience Command and Staff decisions. JNEM helps create the operating environment for the following population groups (P-groups): (1) Local Civilians on the Battlefield, (2) Inter-Governmental Organizations (3) Non-Governmental Organizations (4) Contractors on the battlefield.

wargaming↗
NASA NTRS2008

Launch and Landing Effects Ground Operations (LLEGO) Model

LLEGO is a model for understanding recurring launch and landing operations costs at Kennedy Space Center for human space flight. Launch and landing operations are often referred to as ground processing, or ground operations. Currently, this function is specific to the ground operations for the Space Shuttle Space Transportation System within the Space Shuttle Program. The Constellation system to follow the Space Shuttle consists of the crewed Orion spacecraft atop an Ares I launch vehicle and the uncrewed Ares V cargo launch vehicle. The Constellation flight and ground systems build upon many elements of the existing Shuttle flight and ground hardware, as well as upon existing organizations and processes. In turn, the LLEGO model builds upon past ground operations research, modeling, data, and experience in estimating for future programs. Rather than to simply provide estimates, the LLEGO model s main purpose is to improve expenses by relating complex relationships among functions (ground operations contractor, subcontractors, civil service technical, center management, operations, etc.) to tangible drivers. Drivers include flight system complexity and reliability, as well as operations and supply chain management processes and technology. Together these factors define the operability and potential improvements for any future system, from the most direct to the least direct expenses.

Source record↗
NASA NTRS2009

Infusing Training into the Documentation and Culture of Ares I Upper Stage Design and Manufacturing

In roughly two years time, Marshall Space Flight Center's (MSFC) Mission Operations Laboratory (MOL) has incubated a personnel training and certification program for about 1000 learners and multiple phases of the Ares I Upper Stage (US) project. Previous MOL-developed training programs focused on about 100 learners with a focus on operations, and had enough full-time training staff to develop courseware and provide training administration. This paper discusses 1) how creation of a broad, structured training program unfolded as feedback from more narrowly defined tasks, 2) how training philosophy, development methods, and administration are being simplified and tailored so that many Upper Stage organizations can grow their own training yet maintain consistency, accountability, and traceability across the project, and 3) possibilities for interfacing with the production contractor's training system and staff.

Scott, David W.↗
NASA NTRS2009

Growing a Training System and Culture for the Ares I Upper Stage Project

In roughly two years time, Marshall Space Flight Center s (MSFC) Mission Operations Laboratory (MOL) has incubated a personnel training and certification program for about 1000 learners and multiple phases of the Ares I Upper Stage (US) project. Previous MOL-developed training programs focused on about 100 learners with a focus on operations, and had enough full-time training staff to develop courseware and provide training administration. This paper discusses 1) the basics of MOL's training philosophy, 2) how creation of a broad, structured training program unfolded as feedback from more narrowly defined tasks, 3) how training philosophy, development methods, and administration are being simplified and tailored so that many Upper Stage organizations can "grow their own" training yet maintain consistency, accountability, and traceability across the project, 4) interfacing with the production contractor's training system and staff, and 5) reaping training value from existing materials and events.

Scott, David W.↗
NASA NTRS2009

TurboTech Technical Evaluation Automated System

TurboTech software is a Web-based process that simplifies and semiautomates technical evaluation of NASA proposals for Contracting Officer's Technical Representatives (COTRs). At the time of this reporting, there have been no set standards or systems for training new COTRs in technical evaluations. This new process provides boilerplate text in response to interview style questions. This text is collected into a Microsoft Word document that can then be further edited to conform to specific cases. By providing technical language and a structured format, TurboTech allows the COTRs to concentrate more on the actual evaluation, and less on deciding what language would be most appropriate. Since the actual word choice is one of the more time-consuming parts of a COTRs job, this process should allow for an increase in quantity of proposals evaluated. TurboTech is applicable to composing technical evaluations of contractor proposals, task and delivery orders, change order modifications, requests for proposals, new work modifications, task assignments, as well as any changes to existing contracts.

Tiffany, Dorothy J.↗
NASA NTRS2009

Engine Gimbal Requirements for Ground Testing of J-2X

Based on the Apollo-era J-2 that powered the second and third stages of the Saturn V, the current J-2X is the liquid hydrogen and oxygen high-altitude rocket engine in development for both the Ares I Upper Stage and Ares V Earth Departure Stage. During my summer 2009 internship, J-2X was at a stage in its design maturity where verification testing needed to be considered for the benefit of adequate test facility preparation. My task was to focus on gimbal requirements and gimbal related hot-fire test plans. Facility capabilities were also of interest, specifically for hot-fire testing slated to occur at test stands A-1, A-2, and A-3 at Stennis Space Center(SSC) in Bay St. Louis, Mississippi. Gimbal requirements and stage interface conditions were investigated by applying a top-to-bottom systems engineering approach, which involved system level requirements, engine level requirements from both government and engine contractor perspectives, component level requirements, and the J-2X to Upper Stage and Earth Departure Stage interface control documents. Previous hydrogen and oxygen liquid rocket engine gimbal verification methods were researched for a glimpse at lessons learned. Discussion among the J-2X community affected by gimballing was organized to obtain input relative to proper verification of their respective component. Implementing suggestions such as gimbal pattern, angulated dwell time, altitude testing options, power level, and feed line orientation, I was able to match tests to test stands in the A Complex at SSC. Potential test capability gaps and risks were identified and pursued. The culmination of all these efforts was to coordinate with SSC to define additional facility requirements for both the A-3 altitude test stand that is currently under construction and the A-1 sea level test stand which is being renovated

Kovalcik, Julia↗
NASA NTRS2009

Tensile Fabrics Enhance Architecture Around the World

Using a remarkable fabric originally developed to protect Apollo astronauts, Birdair Inc. of Amherst, New York, has crafted highly durable, safe, environmentally friendly, and architecturally stunning tensile membrane roofs for over 900 landmark structures around the world. Travelers in airports, sports fans at stadiums, and shoppers in malls have all experienced the benefits of the Teflon-coated fiberglass fabric that has enabled Birdair to grow from a small company established in its founder?s kitchen in 1955 to a multimillion-dollar specialty contractor today.

Source record↗
NASA NTRS2008

Increasing the Cost-efficiency of the DSN

JPL has operated the Deep Space Network (DSN) on behalf of NASA since the 1960's. Over the last two decades, the DSN budget has generally declined in real-year dollars while the aging assets required more attention, and the missions became more complex. As a result, the budget has been increasingly consumed by Operations and Maintenance (O and M), significantly reducing the funding wedge available for technology investment and for enhancing the DSN capability and capacity. Responding to this budget squeeze, the DSN launched an effort to improve the cost-efficiency of the O and M. In this paper we: Analyze the components of O&M. We note for example that, for the DSN, less than 20% of the staff engage in the traditional human-in-front-a-console role, so any effort to increase the cost efficiency must go beyond reducing the number of "Real-time operators." Explain the underlying organizational and cultural structures. Any cost-efficiency activities changes either accept, or carefully modify these structures. For example, the DSN O&M is based on the concept that there are three nearly identical antenna complexes separated by approximately 1200 in latitude and that each antenna complex is operated by a different contractor (driven by international agreements). Explore planned changes in the customer interface, e.g. web-based automated scheduling, and the processes required for a transition. Changes have to be evaluated in the larger end-to-end context, e.g. do the changes provide a net cost-efficiency for the DSN and the missions, or do they merely shift cost from the DSN to the missions. Consider possible significant changes in real-time pass management, e.g. full-remoting of operations, and lights-dim operations, while maintaining (or improving) the performance metrics of the DSN. Investigate how procedural and administrative changes could increase cost-efficiency, in conjunction with changes in the customer interfaces and real-time pass management. Examples would be handling of inter-governmental agreements, improved sharing of resources with other agencies, and better use of commercial (rather than government) resources

Deep Space Network (DSN)↗