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NASA NTRS2010

The Habitat Demonstration Unit Project Overview

This paper will describe an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) Project. The HDU project is a "technology-pull" project that integrates technologies and innovations from numerous NASA centers. This project will be used to investigate and validate surface architectures, operations concepts, and requirements definition of various habitation concepts. The first habitation configuration this project will build and test is the Pressurized Excursion Module (PEM). This habitat configuration - the PEM - is based on the Constellation Architecture Scenario 12.1 concept of a vertically oriented habitat module. The HDU project will be tested as part of the 2010 Desert Research and Technologies Simulations (D-RATS) test objectives. The purpose of this project is to develop, integrate, test, and evaluate a habitat configuration in the context of the mission architectures and surface operation concepts. A multi-center approach will be leveraged to build, integrate, and test the PEM through a shared collaborative effort of multiple NASA centers. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Lunar Surface Systems Project Office (LSSPO) to test surface elements in a surface analog environment. The 2010 analog field test will include two Lunar Electric Rovers (LER) and the PEM among other surface demonstration elements. This paper will describe the overall objectives, its various habitat configurations, strategic plan, and technology integration as it pertains to the 2010 and 2011 field analog tests. To accomplish the development of the PEM from conception in June 2009 to rollout for operations in July 2010, the HDU project team is using a set of design standards to define the interfaces between the various systems of PEM and to the payloads, such as the Geology Lab, that those systems will support. Scheduled activities such as early fit-checks and the utilization of a habitat avionics test bed prior to equipment installation into PEM are planned to facilitate the integration process.

Kennedy, Kriss J.↗
NASA NTRS2010

Project Interface Requirements Process Including Shuttle Lessons Learned

Most failures occur at interfaces between organizations and hardware. Processing interface requirements at the start of a project life cycle will reduce the likelihood of costly interface changes/failures later. This can be done by adding Interface Control Documents (ICDs) to the Project top level drawing tree, providing technical direction to the Projects for interface requirements, and by funding the interface requirements function directly from the Project Manager's office. The interface requirements function within the Project Systems Engineering and Integration (SE&I) Office would work in-line with the project element design engineers early in the life cycle to enhance communications and negotiate technical issues between the elements. This function would work as the technical arm of the Project Manager to help ensure that the Project cost, schedule, and risk objectives can be met during the Life Cycle. Some ICD Lessons Learned during the Space Shuttle Program (SSP) Life Cycle will include the use of hardware interface photos in the ICD, progressive life cycle design certification by analysis, test, & operations experience, assigning interface design engineers to Element Interface (EI) and Project technical panels, and linking interface design drawings with project build drawings

Bauch, Garland T.↗
NASA NTRS2010

Project M: Scale Model of Lunar Landing Site of Apollo 17

The basis of the project was creating a scale model representation of the Apollo 17 lunar landing site. Vital components included surface slope characteristics, crater sizes and locations, prominent rocks, and lighting conditions. The model was made for Project M support when evaluating approach and terminal descent as well as when planning surface operations with respect to the terrain. The project had five main mi lestones during the length of the project. The first was examining the best method to use to re-create the Apollo 17 landing site and then reviewing research fmdings with Dr. Tim Crain and EO staff which occurred on June 25, 2010 at a meeting. The second step was formulating a construction plan, budget, and schedule and then presenting the plan for authority to proceed which occurred on July 6,2010. The third part was building a prototype to test materials and building processes which were completed by July 13, 2010. Next was assembling the landing site model and presenting a mid-term construction status report on July 29, 2010. The fifth and final milestone was demonstrating the model and presenting an exit pitch which happened on August 4, 2010. The project was very technical: it needed a lot of research about moon topography, lighting conditions and angles of the sun on the moon, Apollo 17, and Autonomous Landing and Hazard Avoidance Technology (ALHAT), before starting the actual building process. This required using Spreadsheets, searching internet sources and conducting personal meetings with project representatives. This information assisted the interns in deciding the scale of the model with respect to cracks, craters and rocks and their relative sizes as the objects mentioned could interfere with any of the Lunar Landers: Apollo, Project M and future Landers. The project concluded with the completion of a three dimensional scale model of the Apollo 17 Lunar landing site. This model assists Project M members because they can now visualize approach phase, terminal descent phase, and surface phase operations on the physical model. The project had an additional requirement that was also satisfied: the granite table the model was placed on must be returnable to its original condition if needed in the future.

O'Brien, Hollie↗
NASA NTRS2011

NASA's UAS NAS Access Project

The vision of the Unmanned Aircraft System (UAS) Integration in the National Airspace System (NAS) Project is "A global transportation system which allows routine access for all classes of UAS." The goal of the UAS Integration in the NAS Project is to "contribute capabilities that reduce technical barriers related to the safety and operational challenges associated with enabling routine UAS access to the NAS." This goal will be accomplished through a two-phased approach based on development of system-level integration of key concepts, technologies and/or procedures, and demonstrations of integrated capabilities in an operationally relevant environment. Phase 1 will take place the first two years of the Project and Phase 2 will take place the following three years. The Phase 1 and 2 technical objectives are: Phase 1: Developing a gap analysis between current state of the art and the Next Generation Air Transportation System (NextGen) UAS Concept of Operations . Validating the key technical areas identified by this Project . Conducting initial modeling, simulation, and flight testing activities . Completing Sub-project Phase 1 deliverables (spectrum requirements, comparative analysis of certification methodologies, etc.) and continue Phase 2 preparation (infrastructure, tools, etc.) Phase 2: Providing regulators with a methodology for developing airworthiness requirements for UAS, and data to support development of certifications standards and regulatory guidance . Providing systems-level, integrated testing of concepts and/or capabilities that address barriers to routine access to the NAS. Through simulation and flight testing, address issues including separation assurance, communications requirements, and human systems integration in operationally relevant environments. The UAS in the NAS Project will demonstrate solutions in specific technology areas, which will address operational/safety issues related to UAS access to the NAS. Since the resource allocation for this Project is limited ($150M over the five years), the focus is on reducing the technical barriers where NASA has unique capabilities. As a result, technical areas, such as Sense and Avoid (SAA) and beyond line of sight command and control will not be addressed. While these are critical barriers to UAS access, currently, there is a great deal of global effort being exercised to address these challenge areas. Instead, specific technology development in areas where there is certainty that NASA can advance the research to high technology readiness levels will be the Project's focus. Specific sub-projects include Separation Assurance, Human Systems Integration, Communications, Certification, and Integrated Test and Evaluation. Each sub-project will transfer technologies to relevant key stakeholders and decision makers through research transition teams, technology forums, or through other analogous means.

Johnson, Charles W.↗
NASA NTRS2015

Integrated Medical Model (IMM) Project Verification, Validation, and Credibility (VVandC)

The Integrated Medical Model (IMM) Project supports end user requests by employing the Integrated Medical Evidence Database (iMED) and IMM tools as well as subject matter expertise within the Project. The iMED houses data used by the IMM. The IMM is designed to forecast relative changes for a specified set of crew health and mission success risk metrics by using a probabilistic model based on historical data, cohort data, and subject matter expert opinion. A stochastic approach is taken because deterministic results would not appropriately reflect the uncertainty in the IMM inputs. Once the IMM was conceptualized, a plan was needed to rigorously assess input information, framework and code, and output results of the IMM, and ensure that end user requests and requirements were considered during all stages of model development and implementation, as well as lay the foundation for external review and application. METHODS: In 2008, the Project team developed a comprehensive verification and validation (VV) plan, which specified internal and external review criteria encompassing 1) verification of data and IMM structure to ensure proper implementation of the IMM, 2) several validation techniques to confirm that the simulation capability of the IMM appropriately represents occurrences and consequences of medical conditions during space missions, and 3) credibility processes to develop user confidence in the information derived from the IMM. When the NASA-STD-7009 (7009) [1] was published, the Project team updated their verification, validation, and credibility (VVC) project plan to meet 7009 requirements and include 7009 tools in reporting VVC status of the IMM. Construction of these tools included meeting documentation and evidence requirements sufficient to meet external review success criteria. RESULTS: IMM Project VVC updates are compiled recurrently and include updates to the 7009 Compliance and Credibility matrices. Reporting tools have evolved over the lifetime of the IMM Project to better communicate VVC status. This has included refining original 7009 methodology with augmentation from the HRP NASA-STD-7009 Guidance Document working group and the NASA-HDBK-7009 [2]. End user requests and requirements are being satisfied as evidenced by ISS Program acceptance of IMM risk forecasts, transition to an operational model and simulation tool, and completion of service requests from a broad end user consortium including operations, science and technology planning, and exploration planning. IMM v4.0 is slated for operational release in the FY015 and current VVC assessments illustrate the expected VVC status prior to the completion of customer lead external review efforts. CONCLUSIONS: The VVC approach established by the IMM Project of incorporating Project-specific recommended practices and guidelines for implementing the 7009 requirements is comprehensive and includes the involvement of end users at every stage in IMM evolution. Methods and techniques used to quantify the VVC status of the IMM Project represented a critical communication tool in providing clear and concise suitability assessments to IMM customers. These processes have not only received approval from the local NASA community but have also garnered recognition by other federal agencies seeking to develop similar guidelines in the medical modeling community.

Walton, M.↗
NASA NTRS2021

Reference Guide for Project-Control Account Managers

The purpose of this guide is intended to be a quick reference for a Project-Control Account Manager (P-CAM) or technical manager empowered with a project’s cost, schedule, and technical responsibilities of a control account(s) when Earned Value Management (EVM) is required. The overall objective is to support the P-CAM in performing their responsibilities as they relate to EVM. In addition, the reference guide describes at a summary level how the scope, schedule, and budget of a project integrate for optimal planning and control of prime contracts and in-house projects. Because NASA implements a diverse and unique portfolio of projects, those projects have traditionally created project-specific systems to manage planning and performance analysis. However, establishment and implementation of a project management system that is common across all centers and mission directorates will facilitate the adoption of best business practices. In addition, the application of timely and predictive analysis, as well as, providing all stakeholders with greater insight into project performance will enhance opportunities for project success. For more detailed information, refer to the NASA EVM System Description; Integrated Baseline Review (IBR) Handbook; EVM Implementation Handbook; Schedule Management Handbook; Work Breakdown Structure (WBS) Handbook; and other agency/industry documentation. In addition, you may contact your local center’s EVM Focal Points. All this information and more can be found at and/or the NASA Engineering Network located at https://nen.nasa.gov/web/pm.

Christopher Lewis Sadler↗
NASA NTRS1989

Development of a funding, cost, and spending model for satellite projects

The need for a predictive budget/funging model is obvious. The current models used by the Resource Analysis Office (RAO) are used to predict the total costs of satellite projects. An effort to extend the modeling capabilities from total budget analysis to total budget and budget outlays over time analysis was conducted. A statistical based and data driven methodology was used to derive and develop the model. Th budget data for the last 18 GSFC-sponsored satellite projects were analyzed and used to build a funding model which would describe the historical spending patterns. This raw data consisted of dollars spent in that specific year and their 1989 dollar equivalent. This data was converted to the standard format used by the RAO group and placed in a database. A simple statistical analysis was performed to calculate the gross statistics associated with project length and project cost ant the conditional statistics on project length and project cost. The modeling approach used is derived form the theory of embedded statistics which states that properly analyzed data will produce the underlying generating function. The process of funding large scale projects over extended periods of time is described by Life Cycle Cost Models (LCCM). The data was analyzed to find a model in the generic form of a LCCM. The model developed is based on a Weibull function whose parameters are found by both nonlinear optimization and nonlinear regression. In order to use this model it is necessary to transform the problem from a dollar/time space to a percentage of total budget/time space. This transformation is equivalent to moving to a probability space. By using the basic rules of probability, the validity of both the optimization and the regression steps are insured. This statistically significant model is then integrated and inverted. The resulting output represents a project schedule which relates the amount of money spent to the percentage of project completion.

Johnson, Jesse P.↗
NASA NTRS2001

Accomplishments of the Advanced Reusable Technologies (ART) RBCC Project at NASA/Marshall Space Flight Center

The focus of the NASA / Marshall Space Flight Center (MSFC) Advanced Reusable Technologies (ART) project is to advance and develop Rocket-Based Combined-Cycle (RBCC) technologies. The ART project began in 1996 as part of the Advanced Space Transportation Program (ASTP). The project is composed of several activities including RBCC engine ground testing, tool development, vehicle / mission studies, and component testing / development. The major contractors involved in the ART project are Aerojet and Rocketdyne. A large database of RBCC ground test data was generated for the air-augmented rocket (AAR), ramjet, scramjet, and ascent rocket modes of operation for both the Aerojet and Rocketdyne concepts. Transition between consecutive modes was also demonstrated as well as trajectory simulation. The Rocketdyne freejet tests were conducted at GASL in the Flight Acceleration Simulation Test (FAST) facility. During a single test, the FAST facility is capable of simulating both the enthalpy and aerodynamic conditions over a range of Mach numbers in a flight trajectory. Aerojet performed freejet testing in the Pebble Bed facility at GASL as well as direct-connect testing at GASL. Aerojet also performed sea-level static (SLS) testing at the Aerojet A-Zone facility in Sacramento, CA. Several flight-type flowpath components were developed under the ART project. Aerojet designed and fabricated ceramic scramjet injectors. The structural design of the injectors will be tested in a simulated scramjet environment where thermal effects and performance will be assessed. Rocketdyne will be replacing the cooled combustor in the A5 rig with a flight-weight combustor that is near completion. Aerojet's formed duct panel is currently being fabricated and will be tested in the SLS rig in Aerojet's A-Zone facility. Aerojet has already successfully tested a cooled cowl panel in the same facility. In addition to MSFC, other NASA centers have contributed to the ART project as well. Inlet testing and parametrics were performed at NASA / Glenn Research Center (GRC) and NASA / Langley Research Center (LaRC) for both the Aerojet and Rocketdyne concepts. LaRC conducted an Air-Breathing Launch Vehicle (ABLV) study for several vehicle concepts with RBCC propulsion systems. LaRC is also performing a CFD analysis of the ramjet mode for both flowpaths based on GASL test conditions. A study was performed in 1999 to investigate the feasibility of performing an RBCC flight test on the NASA / Dryden Flight Research Center (DFRC) SR-71 aircraft. Academia involvement in the ART project includes parametric RBCC flowpath testing by Pennsylvania State University (PSU). In addition to thrust and wall static pressure measurements, PSU is also using laser diagnostics to analyze the flowfield in the test rig. MSFC is performing CFD analysis of the PSU rig at select test conditions for model baseline and validation. Also, Georgia Institute of Technology (GT) conducted a vision vehicle study using the Aerojet RBCC concept. Overall, the ART project has been very successful in advancing RBCC technology. Along the way, several major milestones were achieved and "firsts" accomplished. For example, under the ART project, the first dynamic trajectory simulation testing was performed and the Rocketdyne engine A5 logged over one hour of accumulated test time. The next logical step is to develop and demonstrate a flight-weight RBCC engine system.

Nelson, Karl W.↗
NASA NTRS2002

Portsmouth Atmospheric Science School (PASS) Project

The Portsmouth Atmospheric Science School Project (PASS) Project was granted a one-year no cost extension for 2001-2002. In year three of the project, objectives and strategies were modified based on the previous year-end evaluation. The recommendations were incorporated and the program was replicated within most of the remaining elementary schools in Portsmouth, Virginia and continued in the four middle schools. The Portsmouth Atmospheric Science School Project is a partnership, which includes Norfolk State University, Cooperating Hampton Roads Organizations for Minorities in Engineering (CHROME), NASA Langley Research Center, and the City of Portsmouth, Virginia Public Schools. The project seeks to strengthen the knowledge of Portsmouth Public Schools students in the field of atmospheric sciences and enhance teacher awareness of hands on activities in the atmospheric sciences. The project specifically seeks to: 1) increase the interest and participation of elementary and middle school students in science and mathematics; 2) strengthen existing science programs; and 3) facilitate greater achievement in core subjects, which are necessary for math, science, and technical careers. Emphasis was placed on providing training activities, materials and resources for elementary students (grades 3 - 5) and middle school students (grades 6 - 8), and teachers through a CHROME club structure. The first year of the project focused on introducing elementary students to concepts and activities in atmospheric science. Year two of the project built on the first year's activities and utilizes advanced topics and activities appropriate for middle school students. During the third year of the project, in addition to the approaches used in years one and two, emphasis was placed on activities that enhanced the Virginia Standards of Learning (SOL).

Coleman, Clarence D.↗
NASA NTRS2002

Program and Project Management Framework

The primary objective of this project was to develop a framework and system architecture for integrating program and project management tools that may be applied consistently throughout Kennedy Space Center (KSC) to optimize planning, cost estimating, risk management, and project control. Project management methodology used in building interactive systems to accommodate the needs of the project managers is applied as a key component in assessing the usefulness and applicability of the framework and tools developed. Research for the project included investigation and analysis of industrial practices, KSC standards, policies, and techniques, Systems Management Office (SMO) personnel, and other documented experiences of project management experts. In addition, this project documents best practices derived from the literature as well as new or developing project management models, practices, and techniques.

Butler, Cassandra D.↗
NASA NTRS2004

Low Emissions Alternative Power (LEAP) Project Office Business Team of the Aeropropulsion Research Program Office (ARPO) Org. 0140

The program for which I am working at this summer is Propulsion and Power/Low Emissions Alternative Power (P&P/LEAP). It invests in a fundamental TRL 1-6 research and technology portfolio that will enable the future of: Alternative fuels and/or alternative propulsion systems, non-combustion (electric) propulsion systems. P&P/LEAP will identify and capitalize on the highest potential concepts generated both internal and external to the Agency. During my 2004 summer at NASA Glenn Research Center, I worked with my mentor Barbara Mader, in the Project Office with the Business Team completing various tasks for the project and personnel. The LEAP project is a highly matrixed organization. The Project Office is responsible for the goals advocacy and dollar (budget) of the LEAP project. The objectives of the LEAP Project are to discover new energy sources and develop unconventional engines and power systems directed towards greatly reduced emissions, enable new vehicle concepts for public mobility, new science missions and national security. The Propulsion and PowerLow Emissions Alternative Power directly supports the environmental, mobility, national security objectives of the Vehicle Systems Program and the Aeronautics Technology Theme. Technology deliverables include the demonstration through integrated ground tests, a constant volume combustor in an engine system, and UAV/small transport aircraft all electric power system. My mentor serves as a key member of the management team for the Aeropropulsion Research Program Office (ARPO). She has represented the office on numerous occasions, and is a member of a number of center-wide panels/teams, such as the Space management Committee and is chair to the Business Process Consolidation Team. She is responsible for the overall coordination of resources for the Propulsion and Power Project - from advocacy to implementation. The goal for my summer at NASA was to document processes and archive program documents from the past years. I used the computer and office machines, and also worked with personnel in setting up a Cost Estimation Plan. I gained office experience in Word, Excel, and Power Point, with the completion of a variety of tasks. I made spreadsheets that pertained to the budget plan for Journey to Tomorrow, to name a few I have supported the office by tracking resource information: including programmatic travel, project budget at the center level to budgets for individual research sub-projects and grants. I also assisted the Program Support Office in their duties including, representing the office on numerous occasions on center-wide team/panels, such as the Space management committee, IFMP Budget Formulation, Journey to Tomorrow Committee, and the Vehicle Systems Program Business Process Team.

Buttler, Jennifer A.↗
NASA NTRS2005

Advanced Development Projects for Constellation From The Next Generation Launch Technology Program Elements

When United States President George W. Bush announced the Vision for Space Exploration in January 2004, twelve propulsion and launch system projects were being pursued in the Next Generation Launch Technology (NGLT) Program. These projects underwent a review for near-term relevance to the Vision. Subsequently, five projects were chosen as advanced development projects by NASA s Exploration Systems Mission Directorate (ESMD). These five projects were Auxiliary Propulsion, Integrated Powerhead Demonstrator, Propulsion Technology and Integration, Vehicle Subsystems, and Constellation University Institutes. Recently, an NGLT effort in Vehicle Structures was identified as a gap technology that was executed via the Advanced Development Projects Office within ESMD. For all of these advanced development projects, there is an emphasis on producing specific, near-term technical deliverables related to space transportation that constitute a subset of the promised NGLT capabilities. The purpose of this paper is to provide a brief description of the relevancy review process and provide a status of the aforementioned projects. For each project, the background, objectives, significant technical accomplishments, and future plans will be discussed. In contrast to many of the current ESMD activities, these areas are providing hardware and testing to further develop relevant technologies in support of the Vision for Space Exploration.

Huebner, Lawrence D.↗
NASA NTRS2005

Artificial Gravity Research Project

Protecting the health, safety, and performance of exploration-class mission crews against the physiological deconditioning resulting from long-term weightlessness during transit and long-term hypogravity during surface operations will require effective, multi-system countermeasures. Artificial gravity (AG), which would replace terrestrial gravity with inertial forces generated by rotating the transit vehicle or by a human centrifuge device within the transit vehicle or surface habitat, has long been considered a potential solution. However, despite its attractiveness as an efficient, multi-system countermeasure and its potential for improving the environment and simplifying operational activities (e.g., WCS, galley, etc.), much still needs to be learned regarding the human response to rotating environments before AG can be successfully implemented. This paper will describe our approach for developing and implementing a rigorous AG Research Project to address the key biomedical research questions that must be answered before developing effective AG countermeasure implementation strategies for exploration-class missions. The AG Research Project will be performed at JSC, ARC, extramural academic and government research venues, and international partner facilities maintained by DLR and IMBP. The Project includes three major ground-based human research subprojects that will lead to flight testing of intermittent short-radius AG in ISS crewmembers after 201 0, continuous long-radius AG in CEV crews transiting to and from the Moon, and intermittent short-radius AG plus exercise in lunar habitats. These human ground-based subprojects include: 1) a directed, managed international short-radius project to investigate the multi-system effectiveness of intermittent AG in human subjects deconditioned by bed rest, 2) a directed, managed long-radius project to investigate the capacity of humans to live and work for extended periods in rotating environments, and 3) a focused, investigator-initiated project to investigate system-specific adaptation to and from rotating environments. The AG Research Project also includes two major animal research subprojects: 1) a directed, managed ground-based subproject using rodents and, possibly, sub-human primates, to address mechanistic issues that cannot be studied in humans, to rapidly develop higher sample numbers than can be achieved in the human subprojects, and to establish feasible parameter operating bands to reduce the breadth of the human subprojects, and 2) a flight subproject using rodents to estimate the physiological effects of long term exposure to hypogravity and to investigate the effects of contamination by terrestrial gravity in estimating AG effectiveness. The animal flight subproject would be performed aboard ISS using the CAM module in approximately the 2008-201 1 timeframe. The paper will first present an overview of the key biomedical research questions to be answered. It will then describe the overall approaches to be utilized in developing and implementing the AG Research Project, including definition of the intended scientific research, management and development approaches, identification of roles and responsibilities, risk management, and definition of project deliverables. The primary focus of the paper will be on the first of the three ground-based human research subprojects, since it is the only one currently in development and is scheduled to start active subject investigations in April of 2005.

Kamman, Michelle R.↗
NASA NTRS2008

Guidance and Control Software Project Data - Volume 3: Verification Documents

The Guidance and Control Software (GCS) project was the last in a series of software reliability studies conducted at Langley Research Center between 1977 and 1994. The technical results of the GCS project were recorded after the experiment was completed. Some of the support documentation produced as part of the experiment, however, is serving an unexpected role far beyond its original project context. Some of the software used as part of the GCS project was developed to conform to the RTCA/DO-178B software standard, "Software Considerations in Airborne Systems and Equipment Certification," used in the civil aviation industry. That standard requires extensive documentation throughout the software development life cycle, including plans, software requirements, design and source code, verification cases and results, and configuration management and quality control data. The project documentation that includes this information is open for public scrutiny without the legal or safety implications associated with comparable data from an avionics manufacturer. This public availability has afforded an opportunity to use the GCS project documents for DO-178B training. This report provides a brief overview of the GCS project, describes the 4-volume set of documents and the role they are playing in training, and includes the verification documents from the GCS project. Volume 3 contains four appendices: A. Software Verification Cases and Procedures for the Guidance and Control Software Project; B. Software Verification Results for the Pluto Implementation of the Guidance and Control Software; C. Review Records for the Pluto Implementation of the Guidance and Control Software; and D. Test Results Logs for the Pluto Implementation of the Guidance and Control Software.

Hayhurst, Kelly J.↗
NASA NTRS2009

The Habitat Demonstration Unit Project

This paper will describe an overview of the NASA-led multi-center Habitat Demonstration Unit (HDU) Project. The HDU project is a technology-pull project that integrates technologies and innovations from numerous NASA centers. This project will be used to investigate and validate surface architectures, operations concepts, and requirements definition. The HDU project will be part of the 2010 Desert Research and Technologies Simulations (DRATS). The purpose of this project is to develop, integrate, test, and evaluate a HDU in the context of the mission architectures and surface operation concepts. This HDU is based on the Constellation Architecture Scenario 12.1 concept of a vertically oriented habitat module. A multi-center approach with be utilized to build, integrate, and test the HDU project through a shared collaborative effort of multiple NASA centers. This project is part of the strategic plan from the ESMD Directorate Integration Office (DIO) and the Lunar Surface Systems Project Office (LSSPO) to test surface elements in a surface analog environment which includes two Lunar Electric Rovers and the HDU during the 2010 analog field test. This paper will describe the overall objectives, its various configurations, strategic plan, and technology integration as it pertains to the 2010 and 2011 field analog tests.

Kennedy, Kriss J.↗
NASA NTRS2010

Project Management Using Modern Guidance, Navigation and Control Theory

The idea of control theory and its application to project management is not new, however literature on the topic and real-world applications is not as readily available and comprehensive in how all the principals of Guidance, Navigation and Control (GN&C) apply. This paper will address how the fundamental principals of modern GN&C Theory have been applied to NASA's Constellation Space Suit project and the results in the ability to manage the project within cost, schedule and budget. A s with physical systems, projects can be modeled and managed with the same guiding principles of GN&C as if it were a complex vehicle, system or software with time-varying processes, at times non-linear responses, multiple data inputs of varying accuracy and a range of operating points. With such systems the classic approach could be applied to small and well-defined projects; however with larger, multi-year projects involving multiple organizational structures, external influences and a multitude of diverse resources, then modern control theory is required to model and control the project. The fundamental principals of G N&C stated that a system is comprised of these basic core concepts: State, Behavior, Control system, Navigation system, Guidance and Planning Logic, Feedback systems. The state of a system is a definition of the aspects of the dynamics of the system that can change, such as position, velocity, acceleration, coordinate-based attitude, temperature, etc. The behavior of the system is more of what changes are possible rather than what can change, which is captured in the state of the system. The behavior of a system is captured in the system modeling and if properly done, will aid in accurate system performance prediction in the future. The Control system understands the state and behavior of the system and feedback systems to adjust the control inputs into the system. The Navigation system takes the multiple data inputs and based upon a priori knowledge of the input, will develop a statistical-based weighting of the input to determine where the system currently is located. Guidance and Planning logic of the system with the understanding of where it is (provided by the navigation system) will in turn determine where it needs to be and how to get there. Lastly, the system Feedback system is the right arm of the control system to allow it to affect change in the overall system and therefore it is critical to not only correctly identify the system feedback inputs but also the system response to the feedback inputs. And with any systems project it is critical that the objective of the system be clearly defined for not only planning but to be used to measure performance and to aid in the guidance of the system or project.

Hill, Terry↗
NASA NTRS2010

Project M: Scale Model of Lunar Landing Site of Apollo 17: Focus on Lighting Conditions and Analysis

This document captures the research and development of a scale model representation of the Apollo 17 landing site on the moon as part of the NASA INSPIRE program. Several key elements in this model were surface slope characteristics, crater sizes and locations, prominent rocks, and lighting conditions. This model supports development of Autonomous Landing and Hazard Avoidance Technology (ALHAT) and Project M for the GN&C Autonomous Flight Systems Branch. It will help project engineers visualize the landing site, and is housed in the building 16 Navigation Systems Technology Lab. The lead mentor was Dr. Timothy P. Crain. The purpose of this project was to develop an accurate scale representation of the Apollo 17 landing site on the moon. This was done on an 8'2.5"X10'1.375" reduced friction granite table, which can be restored to its previous condition if needed. The first step in this project was to research the best way to model and recreate the Apollo 17 landing site for the mockup. The project required a thorough plan, budget, and schedule, which was presented to the EG6 Branch for build approval. The final phase was to build the model. The project also required thorough research on the Apollo 17 landing site and the topography of the moon. This research was done on the internet and in person with Dean Eppler, a space scientist, from JSC KX. This data was used to analyze and calculate the scale of the mockup and the ratio of the sizes of the craters, ridges, etc. The final goal was to effectively communicate project status and demonstrate the multiple advantages of using our model. The conclusion of this project was that the mockup was completed as accurately as possible, and it successfully enables the Project M specialists to visualize and plan their goal on an accurate three dimensional surface representation.

Vanik, Christopher S.↗
NASA NTRS2011

Habitat Demonstration Unit Project Leadership and Management Strategies

This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and disciplines to enable a successful tiger team approach. Advocacy was established with key stakeholders and NASA Headquarters (HQ) by defining a strategic vision, mission, goals and objectives for the project and team. As a technology-pull testbed capability the HDU project was able to collaborate and leverage the Exploration Technology Development Program (ETDP) and individual NASA center investments which capitalized on their respective center core competencies and skills. This approach enable the leveraging of over $7.5m of value to create an operational habitat demonstration unit 2010 PEM configuration.

Kennedy, Kriss J.↗