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All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

Lessons Learned in Systems Engineering Availability and Recommendations for Mission Technical Leaders

In spaceflight missions at Goddard Space Flight Center (GSFC), the Mission System Engineer (MSE) is the technical leader of the overall engineering team and also is the Independent Engineering Technical Authority. The responsibility of this role includes the definition of the mission design architecture, concept of operations, and mission requirements, management of risk throughout the development, and verification and validation of the final system performance and function amongst other duties. This responsibility inherently requires time management, enabling focus on a balanced development with appropriate risk. Time is the most valuable resource of the MSE. The system engineer’s availability to interact with the development team (often product or component design leads and technicians, often in different worksites) to discover and mitigate mission risks during development is key to mission success. This paper presents examples from Lunar Reconnaissance Orbiter, Landsat 9, and Neutron star Interior Composition ExploreR (NICER) which represent in-house and out-of-house hardware builds. These examples demonstrate how interactions between the Mission Systems Engineers and other project and partner engineers result in discovery of critical risks, leading to early mitigation with significant cost and performance savings. These three missions would have suffered test failures or on-orbit failures had their MSEs not set aside time to visit engineers and technicians that were working on key pieces of space flight hardware. Availability is more than just time; it is openness to listen to concerns and questions. It begins by building a level of trust in the team that it is safe to ask questions or share concerns without the fear of blame or additional workload. It also requires enabling informal conversations (over lunch, coffee, in the clean room, or at the team members desk, etc.) where key information can be exchanged, and team members may even provide an easy-to-implement mitigation idea for another subsystem. Availability is a highly valuable commodity and completely non-obvious to protect and optimize. The natural tendency of engineers is to keep themselves busy with solving problems that they know about. This paper is encouraging MSEs to resist this tendency to try and solve all the complex problems themselves and actively devote daily time to learning and solving problems that are found with informal communications with other team members.

Lessons Learned↗
NASA NTRS2001

Search For Effects of an Electrostatic Potential on Clocks in the Frame of Reference of a Charged Particle

The Program Planning meeting was held on Jan 27-28 at the Washington University, Dept. of Physics. Experiment strategies and details were discussed and milestones mapped. Dr. Ringermacher, the program technical leader and Co-Principal Investigator, presented a Physics Department seminar on the theory and experiment in progress. Following the meeting Professor Conradi (CO-PI) and his students designed the NMR probe and electronics required for the experiment and submitted the drawings to the shop for fabrication. Dr. Cassenti, at UTRC, initiated analytic and computer analysis of the experimental conditions in order to anticipate possible classical effects. Dr. Ringermacher, at KRONOTRAN, re-evaluated the experiment interpretation from the theory and continued working to secure its underpinnings.

Ringermacher, Harry I.↗
NASA NTRS2001

Overview of Probabilistic Risk Assessment at NASA: Past, Present and Future

PRA (Probabilistic Risk Assessment) adds the "probability" dimension to the traditional "deterministic" dimension of engineering and safety analyses. Although PRA, as a discipline, has been the evolutionary product of only the last couple of decades, much of the underlying methodology has been in use for a long time. In fact, the concept of probability for describing the likelihood that rare events happen is ancient and dates from Ancient Greece. Our vision is for NASA to achieve world-class state-of-the-art capability in performing and using PRA in technical and management decisions. Since NASA is a leader in many technical fields in which it is involved, we hope, before long, to see NASA become a leader in this field also.

Stamatelatos, Michael G.↗
NASA NTRS2020

Workshop on Space Quantum Communications and Networks

NASA’s Space Communications and Navigation (SCaN) program and the National Institute of Science and Technology (NIST) co-sponsored a two-day workshop in January 2020 on space quantum communications and networks. The workshop was hosted by the Space Sciences Laboratory of the University of California, Berkeley. About 70 invited technical and program leaders from academia, industry, and government agencies defined science goals and technology requirements for a future NASA “quantum mission” that is fully aligned with the National Quantum Initiative (NQI) vision for a space-ground quantum network. This NQI vision is also a strategic milestone in SCaN’s plans for NASA’s space-based quantum communications and networks. The overall technical objectives of the Workshop were to (i) critically evaluate various mission design concepts, (ii) converge on a small subset of quantum communication and networking experiments suitable for space applications, and (iii) identify key technology gaps and promote new and emerging technologies to enable NASA’s “quantum mission” within a 5-year horizon.

quantum communications↗
NASA NTRS2001

Spinoff 2001: Special Millennium Feature

For the past 43 years, NASA has devoted its facilities, labor force, and expertise to sharing the abundance of technology developments used for its missions with the nation's industries. These countless technologies have not only successfully contributed to the growth of the U.S. economy, but also to the quality of life on Earth. For the past 25 years, NASA's Spinoff publication has brought attention to thousands of technologies, products, and services that were developed as a direct result of commercial partnerships between NASA and the private business sector. Many of these exciting technologies included advances in ceramics, computer technology, fiber optics, and remote sensing. New and ongoing research at the NASA field centers covers a full spectrum of technologies that will provide numerous advantages for the future, many of which have made significant strides in the commercial market. The NASA Commercial Technology Network plays a large role in transferring this progress. By applying NASA technologies such as data communication, aircraft de-icing technologies, and innovative materials to everyday functions, American consumers and the national economy benefit. Moving forward into the new millennium, these new technologies will further advance our country's position as the world leader in scientific and technical innovation. These cutting-edge innovations represent the investment of the U.S. citizen in the Space Program. Some of these technologies are highlighted in Spinoff 2001, an example of NASA's commitment to technology transfer and commercialization assistance. This year's issue spotlights the commercial technology efforts of NASA's John F. Kennedy Space Center. Kennedy's extensive network of commercial technology opportunities has enabled them to become a leader in technology transfer outreach. This kind of leadership is exemplified through Kennedy's recent partnership with the State of Florida, working toward the development of the Space Experiment Research and Processing Laboratory. The new laboratory is the first step toward the development of a proposed 400-acre Space Commerce Park, located at Kennedy Space Center. Spinoff, once again, successfully showcases the variety of commercial successes and benefits resulting from the transfer of NASA technology to private industry. It is with great pride and pleasure that we present Spinoff 2001 with a Special Millennium Feature. With help from U.S. industry and commercial technology programs, NASA will continue to assist in the presentation of innovative new products to our nation.

Source record↗
NASA NTRS1991

NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 12: The diffusion of federally funded aerospace research and development (R/D) and the information seeking behavior of US aerospace engineers and scientists

In this paper, the diffusion of federally funded aerospace R&D is explored from the perspective of the information-seeking behavior of U.S. aerospace engineers and scientists. The following three assumptions frame this exploration: (1) knowledge production, transfer, and utilization are equally important components of the aerospace R&D process; (2) the diffusion of knowledge resulting from federally funded aerospace R&D is indispensable for the U.S. to remain a world leader in aerospace; and (3) U.S. government technical reports, produced by NASA and DOD, play an important, but as yet undefined, role in the diffusion of federally funded aerospace R&D. A conceptual model for federally funded aerospace knowledge diffusion, one that emphasizes U.S. goverment technical reports, is presented. Data regarding three research questions concerning the information-seeking behavior of U.S. aerospace engineers and scientists are also presented.

Pinelli, Thomas E.↗
NASA NTRS2010

Leading the Public Face of Space

The National Aeronautics and Space Administration (NASA) is fully committed to sharing the excitement of America's international space missions with its stakeholders, particularly the general public. In 2009, the Space Shuttle delivered astronauts to the Hubble Space Telescope to service that great observatory and to the International Space Station to install the observation platform on the Japanese Kibo laboratory. The Lunar Reconnaissance Orbiter is showing an unprecedented view of the Moon, confirming the presence of hardware left behind during the Apollo missions decades ago and helping scientists better understand Earth's natural satellite. These and numerous other exciting missions are fertile subjects for public education and outreach. NASA's core mission includes engaging the public face of space in many forms and forums. Agency goals include communicating with people across the United States and through international opportunities. NASA has created a culture where communication opportunities are valued avenues to deliver information about scientific findings and exploration possibilities. As this presentation will show, NASA's leaders act as ambassadors in the public arena and set expectations for involvement across their organizations. This presentation will focus on the qualities that NASA leaders cultivate to achieve challenging missions, to expand horizons and question "why". Leaders act with integrity and recognize the power of the team multiplier effect on delivering technical performance within budget and schedule, as well as through participation in education and outreach opportunities. Leaders are responsible for budgeting the resources needed to reach target audiences with compelling, relevant information and serve as role models, delivering key messages to various audiences. Examples that will be featured in this presentation include the Student Launch Projects and Great Moonbuggy race, which reach hundreds of students who are a promising pipeline for new scientists and engineers for a new generation of discovery. The popular Exploration Experience trailer is an interactive-exhibit environment that travels across the United States, conveying the innovation necessary for space travel and the wonder of discovery that comes from viewing our planet as part of the larger space-scape.

Dumbacher, Daniel L.↗
NASA NTRS2009

Leading the Public Face of Space

The National Aeronautics and Space Administration (NASA) is fully committed to sharing the excitement of America's international space missions with its stakeholders, particularly the general public. In 2009, the Space Shuttle delivered astronauts to the Hubble Space Telescope to service that great observatory and to the International Space Station to install the observation platform on the Japanese Kibo laboratory. The Lunar Reconnaissance Orbiter is showing an unprecedented view of the Moon, confirming the presence of hardware left behind during the Apollo missions decades ago and helping scientists better understand Earth's natural satellite. These and numerous other exciting missions are fertile subjects for public education and outreach. NASA's core mission includes engaging the public face of space in many forms and forums. Agency goals include communicating with people across the United States and through international opportunities. NASA has created a culture where communication opportunities are valued avenues to deliver information about scientific findings and exploration possibilities. As this presentation will show, NASA's leaders act as ambassadors in the public arena and set expectations for involvement across their organizations. This presentation will focus on the qualities that NASA leaders cultivate to achieve challenging missions, to expand horizons and question "why". Leaders act with integrity and recognize the power of the team multiplier effect on delivering technical performance within budget and schedule, as well as through participation in education and outreach opportunities. Leaders are responsible for budgeting the resources needed to reach target audiences with compelling, relevant information and serve as role models, delivering key messages to various audiences. Examples that will be featured in this presentation include the Student Launch Projects and Great Moonbuggy race, which reach hundreds of students who are a promising pipeline for new scientists and engineers for a new generation of discovery. The popular Exploration Experience trailer is an interactive-exhibit environment that travels across the United States, conveying the innovation necessary for space travel and the wonder of discovery that comes from viewing our planet as part of the larger space-scape.

Dumbacher, Daniel L.↗
NASA NTRS1962

SPACE VEHICLE RESEARCH

In this paper an outline is presented of some of our research and advanced technological activities directed at problems which must be solved if our nation is to continue as a leader in the mastery of space. In discussing technical programs it is helpful to relate them to various phases of space flight.

Spacecraft propulsion↗
NASA NTRS1997

Business Plan: The Virginia Space Flight Center

The Virginia Commercial Space Flight Authority (VCSFA) was established on July 1, 1995 and codified at Sections 9-266.1 et seq., Code of Virginia. It is governed by an eleven person Board of Directors representing industry, state and local government and academia. VCSFA has designated the Center for Commercial Space Infrastructure as its Executive Directorate and Operating Agent. This Business Plan has been developed to provide information to prospective customers, prospective investors, state and federal government agencies, the VCSFA Board and other interested parties regarding development and operation of the Virginia Space Flight Center (VSFC) at Wallops Island. The VSFC is an initiative sponsored by VCSFA to achieve its stated objectives in the areas of economic development and education. Further, development of the VSFC is in keeping with the state's economic goals set forth in Opportunity Virginia, the strategic plan for jobs and prosperity, which are to: (1) Strengthen the rapidly growing aerospace industry in space based services including launch services, remote sensing, satellite manufacturing and telecommunications; and (2) Capitalize on intellectual and technical resources throughout the state and become a leader in the development of advanced technology businesses.

Reed, Billie M.↗
NASA NTRS1984

Computer integration of engineering design and production: A national opportunity

The National Aeronautics and Space Administration (NASA), as a purchaser of a variety of manufactured products, including complex space vehicles and systems, clearly has a stake in the advantages of computer-integrated manufacturing (CIM). Two major NASA objectives are to launch a Manned Space Station by 1992 with a budget of $8 billion, and to be a leader in the development and application of productivity-enhancing technology. At the request of NASA, a National Research Council committee visited five companies that have been leaders in using CIM. Based on these case studies, technical, organizational, and financial issues that influence computer integration are described, guidelines for its implementation in industry are offered, and the use of CIM to manage the space station program is recommended.

Source record↗
NASA NTRS2003

Computational Aspects of Data Assimilation and the ESMF

The scientific challenge of developing advanced data assimilation applications is a daunting task. Independently developed components may have incompatible interfaces or may be written in different computer languages. The high-performance computer (HPC) platforms required by numerically intensive Earth system applications are complex, varied, rapidly evolving and multi-part systems themselves. Since the market for high-end platforms is relatively small, there is little robust middleware available to buffer the modeler from the difficulties of HPC programming. To complicate matters further, the collaborations required to develop large Earth system applications often span initiatives, institutions and agencies, involve geoscience, software engineering, and computer science communities, and cross national borders.The Earth System Modeling Framework (ESMF) project is a concerted response to these challenges. Its goal is to increase software reuse, interoperability, ease of use and performance in Earth system models through the use of a common software framework, developed in an open manner by leaders in the modeling community. The ESMF addresses the technical and to some extent the cultural - aspects of Earth system modeling, laying the groundwork for addressing the more difficult scientific aspects, such as the physical compatibility of components, in the future. In this talk we will discuss the general philosophy and architecture of the ESMF, focussing on those capabilities useful for developing advanced data assimilation applications.

daSilva, A.↗
NASA NTRS2004

Going Up

The accelerated Leadership Option (ALO) combines business management and systems engineering studies at the Massachusetts Institute of Technology (MIT) culminating in a Master of Science degree, with a one year developmental assignment. The program accelerates the development process of exceptionally promising project leaders to positions of increased responsibility. Participants are selected because of technical expertise and proven leadership abilities.

Douglas, Freddie, III↗
NASA NTRS1992

A waning of technocratic faith - NASA and the politics of the Space Shuttle decision, 1967-1972

This paper analyzes the decision to build the Space Shuttle as part of a broader public policy trend away from a deference to technical experts and toward greater politicization of traditionally apolitical issues. At the beginning of the 1960s U.S. leaders had a strong faith in the ability of technology to solve most problems. By 1970 this commitment to technological answers had waned and a resurgence of the right of elected officials to control technical matters was gaining currency. The lengthy and bitter Shuttle decision-making process was part of a much broader shift in the formation of public policy, played out in other arenas as well, aimed at the reemergence of direct political management of technological and scientific affairs by politicians.

Launius, R. D.↗
NASA NTRS2006

Material Issues in Space Shuttle Composite Overwrapped Pressure Vessels

Composite Overwrapped Pressure Vessels (COPV) store gases used in four subsystems for NASA's Space Shuttle Fleet. While there are 24 COPV on each Orbiter ranging in size from 19-40", stress rupture failure of a pressurized Orbiter COPV on the ground or in flight is a catastrophic hazard and would likely lead to significant damage/loss of vehicle and/or life and is categorized as a Crit 1 failure. These vessels were manufactured during the late 1970's and into the early 1980's using Titanium liners, Kevlar 49 fiber, epoxy matrix resin, and polyurethane coating. The COPVs are pressurized periodically to 3-5ksi and therefore experience significant strain in the composite overwrap. Similar composite vessels were developed in a variety of DOE Programs (primarily at Lawrence Livermore National Laboratories or LLNL), as well as for NASA Space Shuttle Fleet Leader COPV program. The NASA Engineering Safety Center (NESC) formed an Independent Technical Assessment (ITA) team whose primary focus was to investigate whether or not enough composite life remained in the Shuttle COPV in order to provide a strategic rationale for continued COPV use aboard the Space Shuttle Fleet with the existing 25-year-old vessels. Several material science issues were examined and will be discussed in this presentation including morphological changes to Kevlar 49 fiber under stress, manufacturing changes in Kevlar 49 and their effect on morphology and tensile strength, epoxy resin strain, composite creep, degradation of polyurethane coatings, and Titanium yield characteristics.

Sutter, James K.↗
NASA NTRSDate not supplied

Extended Duration: The SIRIUS 21 Crew Perspective

The SIRIUS (Scientific International Research In a Unique terrestrial Station) missions represent a collaborative effort between NASA and Russia’s Institute for Biomedical Problems (IBMP) to conduct a series of long duration isolation and confinement spaceflight analog missions. Three missions of 17-day, 4-month, and 8-month duration (SIRIUS 17, 19, and 21) have been completed at IBMP’s Ground-Based Experimental Complex / Nazemnyy eksperimental'nyy kompleks (NEK) in Moscow, Russia. The international SIRIUS 21 crew comprising representatives from the United States, United Arab Emirates and Russia recently completed the 8-month analog lunar mission. The extended duration mission included simulated lunar transit, orbital, and surface operations with corresponding deep space communication delay, during which the crew participated in nearly 70 studies, eight of which were sponsored by NASA’s Human Research Program. The studies examined the effect of isolation and confinement on the behavioral health of research subjects, and investigated medical countermeasures, team performance, crew dynamics, crew autonomy, food system risks, consequences of confinement and associated physiological stressors. SIRIUS 21 crewmembers also participated in operational tasks such as Rover and CubeSat assembly, simulated lunar sample assessment, VR activities, robotic arm training, environmental systems monitoring, exercise, greenhouse maintenance and 3D printing. Communication with Mission Control was limited to 30-minute periods every two hours. Since access to the internet and email was restricted, simulated ground support provided the Crew’s primary source of daily news and mission information. This panel discussion will include presentations from the US SIRIUS 21 crewmembers – William Brown and Ashley Kowalski – about their experience participating in the mission and science. A facilitated question and answer session will follow with attendees encouraged to ask questions and join in discussion with the SIRIUS 21 crewmembers about their experiences. William Brown came to SIRIUS 21 with experience spread across multiple industries, including the military, defense contracting, healthcare consulting, software engineering, and logistics. He has lived in the Middle East, Central Asia, and Russia. A former Boren Scholar, Brown is fluent in Russian. He holds a Master of International Business degree from the University of South Carolina’s Darla Moore School of Business. Prior to that, he earned a bachelor’s degree in Russian language, literature, and culture from the University of South Carolina. There, he also completed additional undergraduate coursework in computer science. Ashley Kowalski is a Project Leader in The Aerospace Corporation’s International Partnerships Department, where she works with, represents, and provides technical support to the the U.S. Space Force Space Systems Command International Affairs (SSC/IA) office. Through her numerous national and international assignments (Russia, China, and Germany), she has worked on topics related to international space systems, national security space systems, civil systems (including human spaceflight and civil launch projects), space policy, satellite industry analysis, and satellite manufacturing start-ups. She is proficient in Russian and German, and fluent in Polish. Kowalski received her Bachelor of Science and Master of Science degrees in mechanical and aerospace engineering from George Washington University in 2011 and 2012, respectively.

S. E. Whiting↗