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This slide presentation reviews the NASA Engineering Network (NEN). NEN is designed to search documents over multiple repositories, submit and browse NASA Lessons Learned, collaborate and share ideas with other engineers via communities of practice, access resources from one portal, and find subject matter experts via the People, Organizations, Projects, Skills (POPS) locator.
The goal of this plan is to briefly describe new technologies available to us in the arenas of information discovery and discuss the strategic value they have for the NASA enterprise with some considerations and suggestions for near term implementations using the NASA Engineering Network (NEN) as a delivery venue.
In 2004, NASA faced major knowledge sharing challenges due to geographically isolated field centers that inhibited engineers from sharing their experiences, expertise, ideas, and lessons learned. The necessity to collaborate on complex development projects and the reality of constrained project resources together drove the need for ensuring that personnel at all NASA centers had comparable skill sets and that engineers could find resources in a timely fashion. Mission failures and new directions for the Agency also demanded better collaborative tools for NASA's engineering workforce. In response to these needs, the online NASA Engineering Network (NEN) was formed by the NASA Office of the Chief Engineer to provide a multi-faceted system for overcoming geographic and cultural barriers. NEN integrates communities of practice with a cross-repository search and the Lessons Learned Information System. This paper describes the features of the GN&C engineering discipline CoP site which went live on NEN in May of 2008 as an online means of gathering input and guidance from practitioners. It allows GN&C discipline expertise captured at one field center to be shared in a collaborative way with the larger discipline CoP spread across the entire Agency. The site enables GN&C engineers to find the information they need quickly, to find solutions to questions from experienced engineers, and to connect with other practitioners regardless of geographic location, thus increasing the probability of project success.
In 2004, NASA faced major knowledge sharing challenges due to geographically isolated field centers that inhibited personnel from sharing experiences and ideas. Mission failures and new directions for the agency demanded better collaborative tools. In addition, with the push to send astronauts back to the moon and to Mars, NASA recognized that systems engineering would have to improve across the agency. Of the ten field centers, seven had not built a spacecraft in over 30 years, and had lost systems engineering expertise. The Systems Engineering Community of Practice came together to capture the knowledge of its members using the suite of collaborative tools provided by the NASA Engineering Network (NEN.) The NEN provided a secure collaboration space for over 60 practitioners across the agency to assemble and review a NASA systems engineering handbook. Once the handbook was complete, they used the open community area to disseminate it. This case study explores both the technology and the social networking that made the community possible, describes technological approaches that facilitated rapid setup and low maintenance, provides best practices that other organizations could adopt, and discusses the vision for how this community will continue to collaborate across the field centers to benefit the agency as it continues exploring the solar system.
Historically, engineers at the National Aeronautics and Space Administration (NASA) had few opportunities or incentives to share their technical expertise across the Agency. Its center- and project- focused culture often meant that knowledge never left organizational and geographic boundaries. With increasingly complex missions, the closeout of the Shuttle Program, and a new generation entering the workforce, developing a knowledge sharing culture became critical. To address this need, the Office of the Chief Engineer established communities of practice on the NASA Engineering Network. These communities were strategically aligned with NASA's core competencies in such disciplines as avionics, flight mechanics, life support, propulsion, structures, loads and dynamics, human factors, and guidance, navigation, and control. This paper describes the process used to identify and develop communities, from establishing simple websites that compiled discipline-specific resources to fostering a knowledge-sharing environment through collaborative and interactive technologies. It includes qualitative evidence of improved availability and transfer of knowledge. It focuses on pivotal capabilities that increased knowledge exchange such as a custom-made Ask An Expert system, community contact lists, publication of key resources, and submission forms that allowed any user to propose content for the sites. It discusses the peer relationships that developed through the communities and the leadership and infrastructure that made them possible.
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Following the loss of NASA's Space Shuttle Columbia in 2003, it was determined that problems in the agency's organization created an environment that led to the accident. One component of the proposed solution resulted in the formation of the NASA Engineering Network (NEN), a suite of information retrieval and knowledge sharing tools. This paper describes the implementation of this set of search, portal, content management, and semantic technologies, including a unique meta search capability for data from distributed engineering resources. NEN's communities of practice are formed along engineering disciplines where users leverage their knowledge and best practices to collaborate and take informal learning back to their personal jobs and embed it into the procedures of the agency. These results offer insight into using traditional engineering disciplines for virtual teaming and problem solving.
Phase 1 of the Development of Autonomous Aerobraking (AA) Assessment investigated the technical capability of transferring the processes of aerobraking maneuver (ABM) decision-making (currently performed on the ground by an extensive workforce and communicated to the spacecraft via the deep space network) to an efficient flight software algorithm onboard the spacecraft. This document describes Phase 2 of this study, which was a 12-month effort to improve and rigorously test the AA Development Software developed in Phase 1. Aerobraking maneuver; Autonomous Aerobraking; Autonomous Aerobraking Development Software; Deep Space Network; NASA Engineering and Safety Center
NASA, like many other organizations, is facing major challenges when it comes to its workforce. The average age of its personnel is 46, and 68 percent of its population is between 35 and 55. According to the U.S. Government Accounting Office, if the workforce continues aging, not enough engineers will have moved up the ranks and have the requisite skills to enable NASA to meet its vision for space exploration. In order to meet its goals of developing a new generation of spacecraft to support human spaceflight to the moon and Mars, the agency must engage and retain younger generations of workers and bridge the gaps between the four generations working today. Knowledge sharing among the generations is more critical than ever. This paper describes the strategies used to develop the NASA Engineering Network with the goal of engaging different generations.
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.
An engineering prototype linear ion trap frequency standar (LITS-4) using (sup 199)Hg+ is operational and currently under test for NASA's Deep Space Network (DSN). The DSN requires high stability and reliability with continuous operation.
System engineering practices for complex systems and networks now require that requirement, architecture, and concept of operations product development teams, simultaneously harmonize their activities to provide timely, useful and cost-effective products. When dealing with complex systems of systems, traditional systems engineering methodology quickly falls short of achieving project objectives. This approach is encumbered by the use of a number of disparate hardware and software tools, spreadsheets and documents to grasp the concept of the network design and operation. In case of NASA's space communication networks, since the networks are geographically distributed, and so are its subject matter experts, the team is challenged to create a common language and tools to produce its products. Using Model Based Systems Engineering methods and tools allows for a unified representation of the system in a model that enables a highly related level of detail. To date, Program System Engineering (PSE) team has been able to model each network from their top-level operational activities and system functions down to the atomic level through relational modeling decomposition. These models allow for a better understanding of the relationships between NASA's stakeholders, internal organizations, and impacts to all related entities due to integration and sustainment of existing systems. Understanding the existing systems is essential to accurate and detailed study of integration options being considered. In this paper, we identify the challenges the PSE team faced in its quest to unify complex legacy space communications networks and their operational processes. We describe the initial approaches undertaken and the evolution toward model based system engineering applied to produce Space Communication and Navigation (SCaN) PSE products. We will demonstrate the practice of Model Based System Engineering applied to integrating space communication networks and the summary of its results and impact. We will highlight the insights gained by applying the Model Based System Engineering and provide recommendations for its applications and improvements.
The Mission Operations Laboratory (MOL) at Marshall Space Flight Center (MSFC) is responsible for Engineering Support capability for NASA s Ares rocket development and operations. In pursuit of this, MOL is building the Ares Engineering and Operations Network (AEON), a web-based portal to support and simplify two critical activities: Access and analyze Ares manufacturing, test, and flight performance data, with access to Shuttle data for comparison Establish and maintain collaborative communities within the Ares teams/subteams and with other projects, e.g., Space Shuttle, International Space Station (ISS). AEON seeks to provide a seamless interface to a) locally developed engineering applications and b) a Commercial-Off-The-Shelf (COTS) collaborative environment that includes Web 2.0 capabilities, e.g., blogging, wikis, and social networking. This paper discusses how Web 2.0 might be applied to the typically conservative engineering support arena, based on feedback from Integration, Verification, and Validation (IV&V) testing and on searching for their use in similar environments.
NASA designs and builds systems that achieve incredibly ambitious goals, as evidenced by the Curiosity rover traversing on Mars, the highly complex International Space Station orbiting our Earth, and the compelling plans for capturing, retrieving and redirecting an asteroid into a lunar orbit to create a nearby a target to be investigated by astronauts. In order to accomplish these feats, the missions must be imbued with sufficient knowledge and capability not only to realize the goals, but also to identify and respond to off-nominal conditions. Fault Management (FM) is the discipline of establishing how a system will respond to preserve its ability to function even in the presence of faults. In 2012, NASA released a draft FM Handbook in an attempt to coalesce the field by establishing a unified terminology and a common process for designing FM mechanisms. However, FM approaches are very diverse across NASA, especially between the different mission types such as Earth orbiters, launch vehicles, deep space robotic vehicles and human spaceflight missions, and the authors were challenged to capture and represent all of these views. The authors recognized that a necessary precursor step is for each sub-community to codify its FM policies, practices and approaches in individual, focused guidebooks. Then, the sub-communities can look across NASA to better understand the different ways off-nominal conditions are addressed, and to seek commonality or at least an understanding of the multitude of FM approaches. This paper describes the development of the "Deep Space Robotic Fault Management Guidebook," which is intended to be the first of NASA's FM guidebooks. Its purpose is to be a field-guide for FM practitioners working on deep space robotic missions, as well as a planning tool for project managers. Publication of this Deep Space Robotic FM Guidebook is expected in early 2015. The guidebook will be posted on NASA's Engineering Network on the FM Community of Practice website so that it will be available to all NASA projects. Future plans for subsequent guidebooks for the other NASA sub-communities are proposed.
The NASA Engine Performance Program (NEPP) can configure and analyze almost any type of gas turbine engine that can be generated through the interconnection of a set of standard physical components. In addition, the code can optimize engine performance by changing adjustable variables under a set of constraints. However, for engine cycle problems at certain operating points, the NEPP code can encounter difficulties: nonconvergence in the currently implemented Powell's optimization algorithm and deficiencies in the Newton-Raphson solver during engine balancing. A project was undertaken to correct these deficiencies. Nonconvergence was avoided through a cascade optimization strategy, and deficiencies associated with engine balancing were eliminated through neural network and linear regression methods. An approximation-interspersed cascade strategy was used to optimize the engine's operation over its flight envelope. Replacement of Powell's algorithm by the cascade strategy improved the optimization segment of the NEPP code. The performance of the linear regression and neural network methods as alternative engine analyzers was found to be satisfactory. This report considers two examples-a supersonic mixed-flow turbofan engine and a subsonic waverotor-topped engine-to illustrate the results, and it discusses insights gained from the improved version of the NEPP code.
The NASA SLR Operational Center is responsible for: 1) NASA SLR network control, sustaining engineering, and logistics; 2) ILRS mission operations; and 3) ILRS and NASA SLR data operations. NASA SLR network control and sustaining engineering tasks include technical support, daily system performance monitoring, system scheduling, operator training, station status reporting, system relocation, logistics and support of the ILRS Networks and Engineering Working Group. These activities ensure the NASA SLR systems are meeting ILRS and NASA mission support requirements. ILRS mission operations tasks include mission planning, mission analysis, mission coordination, development of mission support plans, and support of the ILRS Missions Working Group. These activities ensure than new mission and campaign requirements are coordinated with the ILRS. Global Normal Points (NP) data, NASA SLR FullRate (FR) data, and satellite predictions are managed as part of data operations. Part of this operation includes supporting the ILRS Data Formats and Procedures Working Group. Global NP data operations consist of receipt, format and data integrity verification, archiving and merging. This activity culminates in the daily electronic transmission of NP files to the CDDIS. Currently of all these functions are automated. However, to ensure the timely and accurate flow of data, regular monitoring and maintenance of the operational software systems, computer systems and computer networking are performed. Tracking statistics between the stations and the data centers are compared periodically to eliminate lost data. Future activities in this area include sub-daily (i.e., hourly) NP data management, more stringent data integrity tests, and automatic station notification of format and data integrity issues.
At the NASA Glenn Research Center, the NASA engine performance program (NEPP, ref. 1) and the design optimization testbed COMETBOARDS (ref. 2) with regression and neural network analysis-approximators have been coupled to obtain a preliminary engine design methodology. The solution to a high-bypass-ratio subsonic waverotor-topped turbofan engine, which is shown in the preceding figure, was obtained by the simulation depicted in the following figure. This engine is made of 16 components mounted on two shafts with 21 flow stations. The engine is designed for a flight envelope with 47 operating points. The design optimization utilized both neural network and regression approximations, along with the cascade strategy (ref. 3). The cascade used three algorithms in sequence: the method of feasible directions, the sequence of unconstrained minimizations technique, and sequential quadratic programming. The normalized optimum thrusts obtained by the three methods are shown in the following figure: the cascade algorithm with regression approximation is represented by a triangle, a circle is shown for the neural network solution, and a solid line indicates original NEPP results. The solutions obtained from both approximate methods lie within one standard deviation of the benchmark solution for each operating point. The simulation improved the maximum thrust by 5 percent. The performance of the linear regression and neural network methods as alternate engine analyzers was found to be satisfactory for the analysis and operation optimization of air-breathing propulsion engines (ref. 4).
The NASA Deep Space Network is unique among space communication systems.