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All sourcesNASA NTRSDOE OSTI
NASA NTRS2006

Biomedical Aspects of Lunar and Mars Exploration Missions

Recent long-range planning for exploration-class missions has emphasized the need for anticipating the medical and human factors aspects of such expeditions. Missions returning Americans to the moon for stays of up to 6 months at a time will provide the opportunity to demonstrate the means to function safely and efficiently on another planet. Details of mission architectures are still under study, but a typical Mars design reference mission comprises a six-month transit from Earth to Mars, eighteen months in residence on Mars, and a six-month transit back to Earth. Physiological stresses will come from environmental factors such as prolonged exposure to radiation, weightlessness en route to Mars and then back to Earth, and low gravity and a toxic atmosphere while on Mars. Psychological stressors will include remoteness from Earth, confinement, and potential interpersonal conflicts, all complicated by circadian alterations. Medical risks including trauma must be considered. The role of such risk-modifying influences as artificial gravity and improved propulsion technologies to shorten round-trip time will also be discussed. Results of planning for assuring human health and performance will be presented.

Charles, John B.↗
NASA NTRS2006

Integrated Human-Robotic Missions to the Moon and Mars: Mission Operations Design Implications

For most of the history of space exploration, human and robotic programs have been independent, and have responded to distinct requirements. The NASA Vision for Space Exploration calls for the return of humans to the Moon, and the eventual human exploration of Mars; the complexity of this range of missions will require an unprecedented use of automation and robotics in support of human crews. The challenges of human Mars missions, including roundtrip communications time delays of 6 to 40 minutes, interplanetary transit times of many months, and the need to manage lifecycle costs, will require the evolution of a new mission operations paradigm far less dependent on real-time monitoring and response by an Earthbound operations team. Robotic systems and automation will augment human capability, increase human safety by providing means to perform many tasks without requiring immediate human presence, and enable the transfer of traditional mission control tasks from the ground to crews. Developing and validating the new paradigm and its associated infrastructure may place requirements on operations design for nearer-term lunar missions. The authors, representing both the human and robotic mission operations communities, assess human lunar and Mars mission challenges, and consider how human-robot operations may be integrated to enable efficient joint operations, with the eventual emergence of a unified exploration operations culture.

Korth, David↗
NASA NTRS2007

Science on the International Space Station: Stepping Stones for Exploration

This viewgraph presentation reviews the state of science research on the International Space Station (ISS). The shuttle and other missions that have delivered science research facilities to the ISS are shown. The different research facilities provided by both NASA and partner organizations available for use and future facilities are reviewed. The science that has been already completed is discussed. The research facilitates the Vision for Space Exploration, in Human Life Sciences, Biological Sciences, Materials Science, Fluids Science, Combustion Science, and all other sciences. The ISS Focus for NASA involves: Astronaut health and countermeasure, development to protect crews from the space environment during long duration voyages, Testing research and technology developments for future exploration missions, Developing and validating operational procedures for long-duration space missions. The ISS Medical Project (ISSMP) address both space systems and human systems. ISSMP has been developed to maximize the utilization of ISS to obtain solutions to the human health and performance problems and the associated mission risks of exploration class missions. Including complete programmatic review with medical operations (space medicine/flight surgeons) to identify: (1) evidence base on risks (2) gap analysis.

Robinson, Julie A.↗
NASA NTRS2008

International Space Station USOS Crew Quarters Development

The International Space Station (ISS) United States Operational Segment (USOS) currently provides a Temporary Sleep Station (TeSS) as crew quarters for one crewmember in the Laboratory Module. The Russian Segment provides permanent crew quarters (Kayutas) for two crewmembers in the Service Module. The TeSS provides limited electrical, communication, and ventilation functionality. A new permanent rack sized USOS ISS Crew Quarters (CQ) is being developed. Up to four CQs can be installed into the Node 2 element to increase the ISS crewmember size to six. The new CQs will provide private crewmember space with enhanced acoustic noise mitigation, integrated radiation reduction material, controllable airflow, communication equipment, redundant electrical systems, and redundant caution and warning systems. The rack sized CQ is a system with multiple crewmember restraints, adjustable lighting, controllable ventilation, and interfaces that allow each crewmember to personalize their CQ workspace. Providing an acoustically quiet and visually isolated environment, while ensuring crewmember safety, is critical for obtaining crewmember rest and comfort to enable long term crewmember performance. The numerous human factor, engineering, and program considerations during the concept, design, and prototyping are outlined in the paper.

Broyan, James Lee, Jr.↗
NASA NTRS2008

Simulation and Analysis of Launch Teams (SALT)

A SALT effort was initiated in late 2005 with seed funding from the Office of Safety and Mission Assurance Human Factors organization. Its objectives included demonstrating human behavior and performance modeling and simulation technologies for launch team analysis, training, and evaluation. The goal of the research is to improve future NASA operations and training. The project employed an iterative approach, with the first iteration focusing on the last 70 minutes of a nominal-case Space Shuttle countdown, the second iteration focusing on aborts and launch commit criteria violations, the third iteration focusing on Ares I-X communications, and the fourth iteration focusing on Ares I-X Firing Room configurations. SALT applied new commercial off-the-shelf technologies from industry and the Department of Defense in the spaceport domain.

Source record↗
NASA NTRS2009

The Legacy of the Space Shuttle Program: Scientific and Engineering Accomplishments

The goal of this project was to assist in the creation of the appendix for the book being written about the Space Shuttle that is titled The Legacy of the Space Shuttle Program: Scientific and Engineering Accomplishments. The specific responsibility of the intern was the creation of the human health and performance (life sciences) and space biology sections of the appendix. This included examining and finalizing the list of flights with life sciences and space biology experiments flown aboard them, researching the experiments performed, synopsizing each experiment into two sentences, and placing the synopses into an appendix template. Overall, approximately 70 flights had their experiments synopsized and a good method for researching and construction of the template was established this summer.

Torrez, Jonathan↗
NASA NTRS2010

Visual Impairment/Intracranial Pressure Risk Assessment

Since 2006 there have been 6 reported cases of altered visual acuity and intracranial pressure (ICP) in long duration astronauts. In order to document this risk and develop an integrated approach to its mitigation, the NASA Space Life Sciences Directorate (SLSD) and Human Research Program (HRP) have chosen to use the Human System Risk Board (HSRB) and the risk management analysis tool (RMAT). The HSRB is the venue in which the stakeholders and customers discuss and vet the evidence and the RMAT is the tool that facilitates documentation and comparison of the evidence across mission profiles as well as identification of risk factors, and documentation of mitigation strategies. This process allows for information to be brought forward and dispositioned so that it may be properly incorporated into the RMAT and contribute to the design of the research and mitigation plans. The evidence thus far has resulted in the identification of a visual impairment/intracranial pressure (VIIP) project team, updating of both short and long duration medical requirements designed to assess visual acuity, and a research plan to characterize this issue further. In order to understand this issue more completely, a plan to develop an Accelerated Research Collaboration (ARC) has been approved by the HSRB. The ARC is a novel research model pioneered by the Myelin Repair Foundation. It is a patient centered research model that brings together researchers and clinicians, under the guidance of a scientific advisory panel, to collaborate and produce results much quickly than accomplished through traditional research models. The data and evidence from the updated medical requirements and the VIIP ARC will be reviewed at the HSRB on a regular basis. Each review package presented to the HSRB will include an assessment and recommendation with respect to continuation of research, countermeasure development, occupational surveillance modalities, selection criteria, etc. This process will determine the course of the VIIP project and ultimately how SLSD and HRP mitigate this emerging human health and performance risk.

Fogarty, Jennifer A.↗
NASA NTRS2010

Scientific Merit Review of Directed Research Tasks Within the NASA Human Research Program

The Human Research Program is instrumental in developing and delivering research findings, health countermeasures, and human systems technologies for spacecraft. :HRP is subdivided into 6 research entities, or Elements. Each Element is charged with providing the Program with knowledge and capabilities to conduct research to address the human health and performance risks as well as advance the readiness levels of technology and countermeasures. Project: An Element may be further subdivided into Projects, which are defined as an integrated set of tasks undertaken to deliver a product or set of products

Charles, John B.↗
NASA NTRS2011

Kennedy Space Center's Command and Control System - "Toasters to Rocket Ships"

This slide presentation reviews the history of the development of the command and control system at Kennedy Space Center. From a system that could be brought to Florida in the trunk of a car in the 1950's. Including the development of larger and more complex launch vehicles with the Apollo program where human launch controllers managed the launch process with a hardware only system that required a dedicated human interface to perform every function until the Apollo vehicle lifted off from the pad. Through the development of the digital computer that interfaced with ground launch processing systems with the Space Shuttle program. Finally, showing the future control room being developed to control the missions to return to the moon and Mars, which will maximize the use of Commercial-Off-The Shelf (COTS) hardware and software which was standards based and not tied to a single vendor. The system is designed to be flexible and adaptable to support the requirements of future spacecraft and launch vehicles.

Lougheed, Kirk↗
NASA NTRS2011

Crowdsourcing for Challenging Technical Problems - It Works!

The NASA Johnson Space Center Space Life Sciences Directorate (SLSD) and Wyle Integrated Science and Engineering (Wyle) will conduct a one-day business cluster at the 62nd IAC so that IAC attendees will understand the benefits of open innovation (crowdsourcing), review successful results of conducting technical challenges in various open innovation projects, and learn how an organization can effectively deploy these new problem solving tools to innovate more efficiently and effectively. Results from both the SLSD open innovation pilot program and the open innovation workshop conducted by the NASA Human Health and Performance Center will be discussed. NHHPC members will be recruited to participate in the business cluster (see membership http://nhhpc.nasa.gov) and as IAF members. Crowdsourcing may be defined as the act of outsourcing tasks that are traditionally performed by an employee or contractor to an undefined, generally large group of people or community (a crowd) in the form of an open call. The open call may be issued by the organization wishing to find a solution to a particular problem or complete a task, or by an open innovation service provider on behalf of that organization. In 2008, the SLSD, with the support of Wyle, established and implemented pilot projects in open innovation (crowdsourcing) to determine if these new internet-based platforms could indeed find solutions to difficult technical challenges. These unsolved technical problems were converted to problem statements, called Challenges by some open innovation service providers, and were then posted externally to seek solutions to these problems. In addition, an open call was issued internally to NASA employees Agency wide (11 Field Centers and NASA HQ) using an open innovation service provider crowdsourcing platform to post NASA challenges from each Center for the others to propose solutions). From 2008 to 2010, the SLSD issued 34 challenges, 14 externally and 20 internally. The 14 external problems or challenges were posted through three different vendors: InnoCentive, yet2.com and TopCoder. The 20 internal challenges were conducted using the InnoCentive crowdsourcing platform designed for use internal to an organization and customized for NASA use, and promoted as NASA@Work. The results were significant. Of the seven InnoCentive external challenges, two full and five partial awards were made in complex technical areas such as predicting solar flares and long-duration food packaging.

Davis, Jeffrey R.↗
NASA NTRS2011

A New Business Model for Problem Solving-Infusing Open Collaboration and Innovation Health and Human Services

This slide presentation reviews the Space Life Sciences Directorate (SLSD) new business model for problem solving, with emphasis on open collaboration and innovation. The topics that are discussed are: an overview of the work of the Space Life Sciences Directorate and the strategic initiatives that arrived at the new business model. A new business model was required to infuse open collaboration/innovation tools into existing models for research, development and operations (research announcements, procurements, SBIR/STTR etc). This new model involves use of several open innovation partnerships: InnoCentive, Yet2.com, TopCoder and NASA@work. There is also a new organizational structure developed to facilitate the joint collaboration with other NASA centers, international partners, other U.S. Governmental organizations, Academia, Corporate, and Non-Profit organizations: the NASA Human Health and Performance Center (NHHPC).

Davis, Jeffrey R.↗
NASA NTRS2011

Open Collaboration: A Problem Solving Strategy That Is Redefining NASA's Innovative Spirit

In 2010, NASA?s Space Life Sciences Directorate announced the successful results from pilot experiments with open innovation methodologies. Specifically, utilization of internet based external crowd sourcing platforms to solve challenging problems in human health and performance related to the future of spaceflight. The follow-up to this success was an internal crowd sourcing pilot program entitled NASA@work, which was supported by the InnoCentive@work software platform. The objective of the NASA@work pilot was to connect the collective knowledge of individuals from all areas within the NASA organization via a private web based environment. The platform provided a venue for NASA Challenge Owners, those looking for solutions or new ideas, to pose challenges to internal solvers, those within NASA with the skill and desire to create solutions. The pilot was launched in 57 days, a record for InnoCentive and NASA, and ran for three months with a total of 20 challenges posted Agency wide. The NASA@work pilot attracted over 6000 participants throughout NASA with a total of 183 contributing solvers for the 20 challenges posted. At the time of the pilot?s closure, solvers provided viable solutions and ideas for 17 of the 20 posted challenges. The solver community provided feedback on the pilot describing it as a barrier breaking activity, conveying that there was a satisfaction associated with helping co-workers, that it was "fun" to think about problems outside normal work boundaries, and it was nice to learn what challenges others were facing across the agency. The results and the feedback from the solver community have demonstrated the power and utility of an internal collaboration tool, such as NASA@work.

Rando, Cynthia M.↗
NASA NTRS2006

User Interactive Software for Analysis of Human Physiological Data

Ambulatory physiological monitoring has been used to study human health and performance in space and in a variety of Earth-based environments (e.g., military aircraft, armored vehicles, small groups in isolation, and patients). Large, multi-channel data files are typically recorded in these environments, and these files often require the removal of contaminated data prior to processing and analyses. Physiological data processing can now be performed with user-friendly, interactive software developed by the Ames Psychophysiology Research Laboratory. This software, which runs on a Windows platform, contains various signal-processing routines for both time- and frequency- domain data analyses (e.g., peak detection, differentiation and integration, digital filtering, adaptive thresholds, Fast Fourier Transform power spectrum, auto-correlation, etc.). Data acquired with any ambulatory monitoring system that provides text or binary file format are easily imported to the processing software. The application provides a graphical user interface where one can manually select and correct data artifacts utilizing linear and zero interpolation and adding trigger points for missed peaks. Block and moving average routines are also provided for data reduction. Processed data in numeric and graphic format can be exported to Excel. This software, PostProc (for post-processing) requires the Dadisp engineering spreadsheet (DSP Development Corp), or equivalent, for implementation. Specific processing routines were written for electrocardiography, electroencephalography, electromyography, blood pressure, skin conductance level, impedance cardiography (cardiac output, stroke volume, thoracic fluid volume), temperature, and respiration

Cowings, Patricia S.↗
NASA NTRS2006

Using Apex To Construct CPM-GOMS Models

process for automatically generating computational models of human/computer interactions as well as graphical and textual representations of the models has been built on the conceptual foundation of a method known in the art as CPM-GOMS. This method is so named because it combines (1) the task decomposition of analysis according to an underlying method known in the art as the goals, operators, methods, and selection (GOMS) method with (2) a model of human resource usage at the level of cognitive, perceptual, and motor (CPM) operations. CPM-GOMS models have made accurate predictions about behaviors of skilled computer users in routine tasks, but heretofore, such models have been generated in a tedious, error-prone manual process. In the present process, CPM-GOMS models are generated automatically from a hierarchical task decomposition expressed by use of a computer program, known as Apex, designed previously to be used to model human behavior in complex, dynamic tasks. An inherent capability of Apex for scheduling of resources automates the difficult task of interleaving the cognitive, perceptual, and motor resources that underlie common task operators (e.g., move and click mouse). The user interface of Apex automatically generates Program Evaluation Review Technique (PERT) charts, which enable modelers to visualize the complex parallel behavior represented by a model. Because interleaving and the generation of displays to aid visualization are automated, it is now feasible to construct arbitrarily long sequences of behaviors. The process was tested by using Apex to create a CPM-GOMS model of a relatively simple human/computer-interaction task and comparing the time predictions of the model and measurements of the times taken by human users in performing the various steps of the task. The task was to withdraw $80 in cash from an automated teller machine (ATM). For the test, a Visual Basic mockup of an ATM was created, with a provision for input from (and measurement of the performance of) the user via a mouse. The times predicted by the automatically generated model turned out to approximate the measured times fairly well (see figure). While these results are promising, there is need for further development of the process. Moreover, it will also be necessary to test other, more complex models: The actions required of the user in the ATM task are too sequential to involve substantial parallelism and interleaving and, hence, do not serve as an adequate test of the unique strength of CPM-GOMS models to accommodate parallelism and interleaving.

John, Bonnie↗
NASA NTRS2010

Advancing Innovation Through Collaboration: Implementation of the NASA Space Life Sciences Strategy

On October 18, 2010, the NASA Human Health and Performance center (NHHPC) was opened to enable collaboration among government, academic and industry members. Membership rapidly grew to 90 members (http://nhhpc.nasa.gov ) and members began identifying collaborative projects as detailed in this article. In addition, a first workshop in open collaboration and innovation was conducted on January 19, 2011 by the NHHPC resulting in additional challenges and projects for further development. This first workshop was a result of the SLSD successes in running open innovation challenges over the past two years. In 2008, the NASA Johnson Space Center, Space Life Sciences Directorate (SLSD) began pilot projects in open innovation (crowd sourcing) to determine if these new internet-based platforms could indeed find solutions to difficult technical problems. From 2008 to 2010, the SLSD issued 34 challenges, 14 externally and 20 internally. The 14 external challenges were conducted through three different vendors: InnoCentive, Yet2.com and TopCoder. The 20 internal challenges were conducted using the InnoCentive platform, customized to NASA use, and promoted as NASA@Work. The results from the 34 challenges involved not only technical solutions that were reported previously at the 61st IAC, but also the formation of new collaborative relationships. For example, the TopCoder pilot was expanded by the NASA Space Operations Mission Directorate to the NASA Tournament Lab in collaboration with Harvard Business School and TopCoder. Building on these initial successes, the NHHPC workshop in January of 2011, and ongoing NHHPC member discussions, several important collaborations have been developed: (1) Space Act Agreement between NASA and GE for collaborative projects (2) NASA and academia for a Visual Impairment / Intracranial Hypertension summit (February 2011) (3) NASA and the DoD through the Defense Venture Catalyst Initiative (DeVenCI) for a technical needs workshop (June 2011) (4) NASA and the San Diego Zoo for a joint challenge in biomimicry (5) NASA and the FAA Center of Excellence for Commercial Space Flight for five collaborative projects (6) NASA and ESA for a Space Medicine Workshop (July 2011) (7) NASA and Tufts University for an education pilot (8) Establishment of long-term contracts (August 2011) to enable future challenges (9) Establishment of a new Center of Excellence for Collaborative Innovation (July 2011) for all federal agencies in the US

Davis, Jeffrey R.↗
NASA NTRS2011

Open Collaboration: A Problem Solving Strategy That is Redefining NASA's Innovative Spirit

In 2010, NASA's Space Life Sciences Directorate announced the successful results from pilot experiments with open innovation methodologies. Specifically, utilization of internet based external crowdsourcing platforms to solve challenging problems in human health and performance related to the future of spaceflight. The follow-up to this success was an internal crowdsourcing pilot program entitled NASA@work, which was supported by the InnoCentive@work software platform. The objective of the NASA@work pilot was to connect the collective knowledge of individuals from all areas within the NASA organization via a private web based environment. The platform provided a venue for NASA Challenge Owners, those looking for solutions or new ideas, to pose challenges to internal solvers, those within NASA with the skill and desire to create solutions. The pilot was launched in 57 days, a record for InnoCentive and NASA, and ran for three months with a total of 20 challenges posted Agency wide. The NASA@work pilot attracted over 6,000 participants throughout NASA with a total of 183 contributing solvers for the 20 challenges posted. At the time of the pilot's closure, solvers provided viable solutions and ideas for 17 of the 20 posted challenges. The solver community provided feedback on the pilot describing it as a barrier breaking activity, conveying that there was a satisfaction associated with helping co-workers, that it was fun to think about problems outside normal work boundaries, and it was nice to learn what challenges others were facing across the agency. The results and the feedback from the solver community have demonstrated the power and utility of an internal collaboration tool, such as NASA@work.

Rando, Cynthia M.↗
NASA NTRS2007

Integrated Human-Robotic Missions to the Moon and Mars: Mission Operations Design Implications

For most of the history of space exploration, human and robotic programs have been independent, and have responded to distinct requirements. The NASA Vision for Space Exploration calls for the return of humans to the Moon, and the eventual human exploration of Mars; the complexity of this range of missions will require an unprecedented use of automation and robotics in support of human crews. The challenges of human Mars missions, including roundtrip communications time delays of 6 to 40 minutes, interplanetary transit times of many months, and the need to manage lifecycle costs, will require the evolution of a new mission operations paradigm far less dependent on real-time monitoring and response by an Earthbound operations team. Robotic systems and automation will augment human capability, increase human safety by providing means to perform many tasks without requiring immediate human presence, and enable the transfer of traditional mission control tasks from the ground to crews. Developing and validating the new paradigm and its associated infrastructure may place requirements on operations design for nearer-term lunar missions. The authors, representing both the human and robotic mission operations communities, assess human lunar and Mars mission challenges, and consider how human-robot operations may be integrated to enable efficient joint operations, with the eventual emergence of a unified exploration operations culture.

human robotic missions↗
NASA NTRS2011

DCS: A Case Study of Identification of Knowledge and Disposition Gaps Using Principles of Continuous Risk Management

The Human Research Program (HRP) is formulated around the program architecture of Evidence-Risk-Gap-Task-Deliverable. Review of accumulated evidence forms the basis for identification of high priority risks to human health and performance in space exploration. Gaps in knowledge or disposition are identified for each risk, and a portfolio of research tasks is developed to fill them. Deliverables from the tasks inform the evidence base with the ultimate goal of defining the level of risk and reducing it to an acceptable level. A comprehensive framework for gap identification, focus, and metrics has been developed based on principles of continuous risk management and clinical care. Research towards knowledge gaps improves understanding of the likelihood, consequence or timeframe of the risk. Disposition gaps include development of standards or requirements for risk acceptance, development of countermeasures or technology to mitigate the risk, and yearly technology assessment related to watching developments related to the risk. Standard concepts from clinical care: prevention, diagnosis, treatment, monitoring, rehabilitation, and surveillance, can be used to focus gaps dealing with risk mitigation. The research plan for the new HRP Risk of Decompression Sickness (DCS) used the framework to identify one disposition gap related to establishment of a DCS standard for acceptable risk, two knowledge gaps related to DCS phenomenon and mission attributes, and three mitigation gaps focused on prediction, prevention, and new technology watch. These gaps were organized in this manner primarily based on target for closure and ease of organizing interim metrics so that gap status could be quantified. Additional considerations for the knowledge gaps were that one was highly design reference mission specific and the other gap was focused on DCS phenomenon.

Norcross, Jason↗