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At least 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2013

Center Planning and Development Student Engineer

This fall I was the Student Trainee (Engineering) Pathways Intern (co-op) at the Kennedy Space Center (KSC) in the Center Planning Development (CPD) Directorate. CPD works with commercial companies who are interested using KSCs unique capabilities in spaceflight, spacecraft processing, ground systems and Research Development (RD) projects that fall in line with NASAs mission and goals. CPD is divided into four (4) groups: (1) AD-A, which works on the Master Planning for center, (2) AD-B (where I am), which works on project management and integration, (3) AD-C, which works on partnership development, and (4) AD-T, which works on the RD aspects of partnerships. CPDs main goal is to one day make KSC the worlds largest spaceport and maintain the center as a leader in space exploration. CPD is a very diverse group with employees having a wide knowledge of not only the Space Shuttle, but also that of the Apollo era. Our director of CPD, Scott Colloredo, is on the advisory board for Commercial Space Operations (CSO) and has a degree at ERAU. I worked on a number of different tasks for AD-B, as well as CPD, that includes, but not limited to: reviewing and reissuing engineering drawings from the Apollo and Shuttle eras, to supporting NASA rocket launches (MAVEN), and working on actual agreementsproposals that will be used in the partnership process with multiple partners. Most of the work I have done is sensitive information and cannot be disclosed.

engineering↗
NASA NTRS2015

Center Planning and Development Student Engineer at KSC

This summer I was the Student Trainee (Engineering) Pathways Intern (co-op) at the Kennedy Space Center (KSC) in the Center Planning & Development (CPD) Directorate. CPD works with commercial companies who are interested in using KSC's unique capabilities for spaceflight, spacecraft processing, ground systems and Research & Development (R&D) projects that fall in line with NASA's Mission and Vision. CPD is divided into three (3) groups: (1) AD-A, which works on the Master Planning for the center, (2) AD-B (where I am), which works on project control, management and integration, and (3) AD-C, which works on partnership development. CPD's main goal is to make KSC the world's preeminent multi-user spaceport and maintain the center as a leader in space exploration. CPD is a very diverse group of employees having a wide knowledge of not only the Space Shuttle, but also Expendable Launch Vehicles (ELV). The director of CPD, Scott Colloredo, is on the advisory board for Commercial Space Operations (CSO) and has a degree from ERAU. I worked on a number of different tasks for AD-B, as well as CPD, that includes, but not limited to: reviewing and reissuing engineering documents, weekly notes for CPD and senior management, engineering familiarizations with facilities at KSC, leading a tour for the Embry-Riddle Aeronautical University Career Services office, and working on actual agreements/proposals that will be used in the partnership process with multiple partners, along with other projects. Most of the work I have done is sensitive information and cannot be disclosed.

Engineer↗
NASA NTRS2015

Center Planning and Development: Multi-User Spaceport Initiatives

The Vehicle Assembly building at NASAs Kennedy Space Center has been used since 1966 to vertically assemble every launch vehicle, since the Apollo Program, launched from Launch Complex 39 (LC-39). After the cancellation of the Constellation Program in 2010 and the retirement of the Space Shuttle Program in 2011, the VAB faced an uncertain future. As the Space Launch System (SLS) gained a foothold as the future of American spaceflight to deep space, NASA was only using a portion of the VABs initial potential. With three high bays connected to the Crawler Way transportation system, the potential exists for up to three rockets to be simultaneously processed for launch. The Kennedy Space Center (KSC) Master plan, supported by the Center Planning and Development (CPD) Directorate, is guiding Kennedy toward a 21st century multi-user spaceport. This concept will maintain Kennedy as the United States premier gateway to space and provide multi-user operations through partnerships with the commercial aerospace industry. Commercial aerospace companies, now tasked with transporting cargo and, in the future, astronauts to the International Space Station (ISS) via the Commercial Resupply Service (CRS) and Commercial Crew Program (CCP), are a rapidly growing industry with increasing capabilities to make launch operations more economical for both private companies and the government. Commercial operations to Low Earth Orbit allow the government to focus on travel to farther destinations through the SLS Program. With LC-39B designated as a multi-use launch pad, companies seeking to use it will require an integration facility to assemble, integrate, and test their launch vehicle. An Announcement for Proposals (AFP) was released in June, beginning the process of finding a non-NASA user for High Bay 2 (HB2) and the Mobile Launcher Platforms (MLPs). An Industry Day, a business meeting and tour for interested companies and organizations, was also arranged to identify and answer any additional questions posed by potential proposers. After amending the AFP and posting additional material for potential users to consider, proposals are being accepted until July 31, at which point they will be evaluated to determine the proposer which best meets the objectives of the government. By identifying VAB HB2 as available and seeking proposals from the commercial sector for VAB HB2 and MLP use, Center Planning and Development is ensuring Kennedy Space Centers relevance in the evolving launch industry of the 21st century.

AFP↗
NASA NTRS2016

Managing a Safe and Successful Multi-User Spaceport

Encouraged by the creation of the Office of Commercial Space Transportation within the U.S. Federal Aviation Administration (FAA) in 1984 and the Commercial Space Act of 1998, the National Aeronautics and Space Administration (NASA) now relies on an extensive network of support from commercial companies and organizations. At NASA's Kennedy Space Center (KSC), this collaboration opens competitive opportunities for launch providers, including repurposing underutilized Shuttle Program resources, constructing new facilities, and utilizing center services and laboratories. The resulting multi-user spaceport fosters diverse activity, though it engenders risk from hazards associated with various spaceflight processing activities. The KSC Safety & Mission Assurance (S&MA) Directorate, in coordination with the center's Spaceport Integration and Center Planning & Development organizations, has developed a novel approach to protect NASA's workforce, critical assets, and the public from hazardous, space-related activity associated with KSC's multi-user spaceport. For NASA KSC S&MA, the transformation to a multi-user spaceport required implementing methods to foster safe and successful commercial activity while resolving challenges involving: Retirement of the Space Shuttle program; Co-location of multiple NASA programs; Relationships between the NASA programs; Complex relationships between NASA programs and commercial partner operations in exclusive-use facilities; Complex relationships between NASA programs and commercial partner operations in shared-use facilities. NASA KSC S&MA challenges were met with long-term planning and solutions involving cooperation with the Spaceport Integration and Services Directorate. This directorate is responsible for managing active commercial partnerships with customer advocacy and services management, providing a dedicated and consistent level of support to a wide array of commercial operations. This paper explores these solutions, their relevance to the current commercial space industry, and the challenges that continue to drive improvement with a focus on areas of safety management and risk assessment that have been crucial in KSC's evolution into a multi-user spaceport. These solutions may be useful to government entities and private companies looking to partner with the commercial space industry.

Range↗
NASA NTRS2012

LaRC 20-Year Center Revitalization Plan

LaRC has developed a 20-Year Center Revitalization Plan. The objective of this plan is to assure that the center infrastructure is sustainable for the long-term and that the center will have the essential facilities and laboratories to execute the future NASA mission. The plan was developed by a centerwide team, VITAL, and was approved by the Center Leadership Council (CLC) in March 2012. The revitalization plan will be implemented through the Center Master Planning process.

Mangum, Cathy H.↗
NASA NTRS2018

Innovative Development of a Cross-Center Timeline Planning Tool

The Payload Operations Integration Center (POIC) at Marshall Space Flight Center (MSFC) supports planning, coordination and scheduling of science activities for the International Space Station (ISS) in coordination with other NASA centers, international partners, and payload developers. The ability to efficiently plan and re-plan in response to change is critical to the flight planning teams. With the achievement of supporting a fourth crew member aboard the ISS and an increasing amount of payload science activities, came the need for a dynamic, more efficient way of building timeline planning reports that could be readily updated as fast as payload science plans could change. This paper addresses software architecture considerations in the successful cross-center development of an automated planning tool with multiple data sources. It also discusses the practical implementation of a time-boxed, hybrid Agile Software Development (ASD) approach to deliver customer-driven value despite changing requirements with respect to low-Earth orbit operational planning activities. The goal of this paper is to open discussion with members of the international community and trade effective strategies for cross-center architectural and customer-developer driven collaborations, to support increasing utilization of planning and conducting science activities in space.

Pedoto, Ramon W.↗
NASA NTRS2018

Innovative Development of a Cross-Center Timeline Planning Tool

The Payload Operations Integration Center (POIC) at Marshall Space Flight Center (MSFC) is the United States focal point to support operations controllers and payload developers conducting payload science operations for the National Aeronautics and Space Administration (NASA) aboard the International Space Station (ISS). Some of the key functions are planning, coordination and scheduling of science activities. This effort occurs in coordination with other NASA centers, international partners, and payload developers. The ability to efficiently plan and re-plan in response to change is critical to the flight planning teams. Additionally, in Fall 2017, NASA will increase its ability to perform payload science operations aboard the ISS with a fourth crew member. In order to support this, there will be an increasing need to quickly plan and schedule more activities. In the past, it was cumbersome and time-consuming to consolidate copious amounts of planning and change request data from various sources. Planners would summarize information from the Johnson Space Center (JSC) Operations Planning Timeline Integration System (OPTIMIS) and manually integrate it with other data in order to produce a Timeline Planning Summary (TPS). This lengthy process of updating static documents while planning and re-planning was cumbersome, introduced human error, and was inflexible to last minute changes. There was a need for a dynamic, more efficient, less erroneous, and more concise way of building a report that could be readily updated as fast as payload science plans change.

Pedoto, Ramon W.↗
NASA NTRS2013

Kennedy Space Center Spaceport Analysis

Until the Shuttle Atlantis' final landing on July 21, 2011, Kennedy Space Center (KSC) served as NASA's main spaceport, which is a launch and landing facility for rockets and spacecraft that are attempting to enter orbit. Many of the facilities at KSC were created to assist the Shuttle Program. One of the most important and used facilities is the Shuttle Landing Facility (SLF), This was the main landing area for the return of the shuttle after her mission in space. · However, the SLF has also been used for a number of other projects including straight-line testing by Gibbs Racing, weather data collection by NOAA, and an airfield for the KSC helicopters. This runway is three miles long with control tower at midfield and a fire department located at the end in care of an emergency. This facility, which was part of the great space race, will continue to be used for historical events as Kennedy begins to commercialize its facilities. KSC continues to be an important spaceport to the government, and it will transform into an important spaceport for the commercial industry as well. During my internship at KSC's Center Planning and Development Directorate, I had the opportunity to be a part of the negotiation team working on the agreement for Space Florida to control the Shuttle Landing Facility. This gave me the opportunity to learn about all the changes that are occurring here at Kennedy Space Center. Through various meetings, I discovered the Master Plan and its focus is to transform the existing facilities that were primarily used for the Shuttle Program, to support government operations and commercial flights in the future. This. idea is also in a new strategic business plan and completion of a space industry market analysis. All of these different documentations were brought to my attention and I. saw how they came together in the discussions of transitioning the SLF to a commercial operator, Space Florida. After attending meetings and partaking in discussions for the SLF Agreement, I formed the idea of a Spaceport Analysis as my over internship project. As previously stated, I had the opportunity to sit in on the market analysis meetings and read through the analysis itself. I suggested the creation of a Strengths Weaknesses Opportunities Threats (SWOT) analysis, which allows an individual to see an overview of the company's strengths and weaknesses alongside any industry opportunities and threats. After discussions with the lead writer of the new strategic business plan and getting approval, I took the action upon myself and created the Kennedy Space Center SWOT Analysis.

Wary, Samantha A.↗
NASA NTRS1983

Large space structures controls research and development at Marshall Space Flight Center: Status and future plans

Work performed in Large Space Structures Controls research and development program at Marshall Space Flight Center is described. Studies to develop a multilevel control approach which supports a modular or building block approach to the buildup of space platforms are discussed. A concept has been developed and tested in three-axis computer simulation utilizing a five-body model of a basic space platform module. Analytical efforts have continued to focus on extension of the basic theory and subsequent application. Consideration is also given to specifications to evaluate several algorithms for controlling the shape of Large Space Structures.

Buchanan, H. J.↗
NASA NTRS1994

Ground control system for the midcourse space experiment UTC clock

One goal of the Midcourse Space Experiment (MSX) spacecraft Operations Planning Center is to maintain the onboard satellite UTC clock (UTC(MSX)) to within 1 millisecond of UTC(APL) (the program requirement is 10 msec). The UTC(MSX) clock employs as its time base an APL built 5 MHz quartz oscillator, which is expected to have frequency instabilities (aging rate + drift rate + frequency offset) that will cause the clock to drift approximately two to ten milliseconds per day. The UTC(MSX) clock can be advanced or retarded by the APL MSX satellite ground control center by integer multiples of 1 millisecond. The MSX Operations Planning Center is developing software which records the drift of UTC(MSX) relative to UTC(APL) and which schedules the time of day and magnitude of UTC(MSX) clock updates up to 48 hours in advance. Because of the manner in which MSX spacecraft activities are scheduled, MSX clock updates are planned 24 to 48 hours in advance, and stored in the satellite's computer controller for later execution. Data will be collected on the drift of UTC(MSX) relative to UTC(APL) over a three to five day period. Approximately six times per day, the time offset between UTC(MSX) and UTC(APL) will be measured by APL with a resolution of less than 100 microseconds. From this data a second order analytical model of the clock's drift will be derived. This model will be used to extrapolate the offset of the MSX clock in time from the present to 48 hours in the future. MSX clock updates will be placed on the spacecraft's daily schedule whenever the predicted clock offset exceeds 0.5 milliseconds. The paper includes a discussion of how the empirical model of the MSX clock is derived from satellite telemetry data, as well as the algorithm used to schedule MSX clock updates based on the model.

Dragonette, Richard↗
NASA NTRS1999

Chandra Serendipitous and Cycle 1 Targeted Surveys

A team led by scientists at the Chandra X-ray Center (CXC, formally known as the AXAF Science Center) is developing plans for a Serendipitous Survey using a selected subset of Chandra observations starting with Cycle 1. This survey will include two parts: (1) for sources sufficiently bright to be identified in available sky surveys (V approximately < 21), probable optical identifications and related imaging data will be, provided with the X-ray data as part of the Chandra data products. (2) at fainter flux X-ray source identifications will be determined from publically available, archival data and new optical imaging observations. We estimate that this survey will yield approximately 2500 source identifications in Cycle 1 down to X-ray flux levels approximately 10(exp -15) erg/sq cm.s and covering an area of sky approximately 10 sq degs. Optical spectroscopy and radio imaging will also be obtained for a subset of these sources. We are exploring appropriate ways to involve interested Chandra observers as well as other scientists in this survey project. A general overview of the various surveys which comprise a portion of the Chandra Cycle 1 GTO and GO programs and are not covered elsewhere in these proceedings will also be presented.

Wilkes, Belinda↗
NASA NTRS2011

Tampa Bay International Business Summit Keynote Speech

A keynote speech outlining the importance of collaboration and diversity in the workplace. The 20-minute speech describes NASA's challenges and accomplishments over the years and what lies ahead. Topics include: diversity and inclusion principles, international cooperation, Kennedy Space Center planning and development, opportunities for cooperation, and NASA's vision for exploration.

Clary, Christina↗
NASA NTRS2013

Coordinating the Atlantis Grand Opening Event

While working as the marketing intern for Kennedy Space Center's (KSC) Center Planning and Development Directorate (CPD), I was given the opportunity not only to learn new skills and expand my work experience under the powerful influence of NASA, but I also was given the opportunity to prove that I am an individual capable of contributing to the KSC team. My main responsibility while working in CPD was to organize and run a booth that represented the entire directorate at the Grand Opening of the Shuttle Atlantis exhibit during the weekend of June 28-30. This event was important for CPD because as a Directorate that markets KSC's facilities, technical capabilities and technologies to potential partners, it is important to attend all events and use them to gain an understanding of our audience. Although we catered mostly to the general public during this event, it was still important to reach out to the larger space enthusiast community and let them know about KSC's future plans to become a multi-user spaceport and that teclmology is still being developed.

Smith, Abigail Allaine↗
NASA NTRS2014

Summer 2014 Marketing Intern Final Report

As a summer 2014 Marketing Intern for NASA Kennedy Space Centers (KSCs) Center Planning and Development directorate, I have gained much experience and knowledge of what is expected of me in any work environment. Throughout my time at KSC, I have had a number of responsibilities and duties, many of which involved collaborating with other directorates in order to acquire guidance and information from other NASA experts, attending and participating in meetings, and also editing and providing input to a collective project. My goal in this paper is to summarize my experience at KSC by explaining my responsibilities in detail and the skills I am able to take away as a result that will further aid me in my career path for the future.

OSSI↗
NASA NTRS2014

More Than A SketchUp

This 2014 summer internship assignment at John F. Kennedy Space Center (K.S.C) was conducted with the National Aeronautics and Space Administration (NASA) Engineering and Technology (NE) group in support of the Control and Data Systems Division (NE-C) within the Test, Operations & Support Software Engineering Branch (NE-C2). The primary focus of this project was to assist Branch Chief Laurie B. Griffin, to support NASA's Small Payload Launch Integrated Testing Services (SPLITS) mission, by mastering the capabilities of 3-D modeling software called SketchUp. I used SketchUp to create a virtual environment for different laboratories of the NE-00 Division. My mission was to have these models uploaded into a K.S.C Partnerships Website and be used as a visual aid to viewers who browsed the site. The leads of this project were Kay L. Craig, Business and Industry Specialist (AD-A) and Steven E. Cain, (FA-C). I teamed with fellow intern Tait Sorenson of the Flight Structures and Thermal Protection Systems Branch (NE-M5) and met with many K.S.C lab managers willing to display their lab's structure and capabilities. The information collected during these lab tours was vital to the building of the K.S.C Partnerships Website. To accomplish this goal Sorenson and I later teamed with fellow Marketing intern Marlee Pereda-Ramos, of the Spaceport Planning Office In Center Planning And Development (AD-A) Along with Ramos, Tait and I toured an array of laboratories and got first hand exposure to their functions and capabilities.

Trimble Corporation↗
NASA NTRS2014

Fall 2014 Marketing Internship Final Report

The function of Kennedy Space Center's Center Planning and Development (CPD) directorate is to develop partnerships with the commercial space industry, academia, and other non-NASA government agencies to use KSC's facilities, technical capabilities, technologies and expertise, while building on existing partnerships. As an intern for the Spaceport Planning Office within the CPD, I played an essential part in promoting these opportunities by assisting the Marketing Specialist with organizing CPD's multi-booth exhibit for KSC's 2014 Innovation Expo. I was also responsible for gathering/reviewing video clips of interviews from existing partners to be used as potential footage for video testimonials that would be used to educate the public on KSC. My last project was to develop a standard presentation highlighting the benefits and potential of partnering with KSC, which would be used by KSC partnership development managers (PDMs) when presenting externally to potential partners. With these various projects and limited timeframe to complete each, learning to effectively manage my time and actively multitask was imperative.

Marketing↗