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All sourcesNASA NTRSDOE OSTI
NASA NTRS2000

Integrated Workforce Modeling System

There are several computer-based systems, currently in various phases of development at KSC, which encompass some component, aspect, or function of workforce modeling. These systems may offer redundant capabilities and/or incompatible interfaces. A systems approach to workforce modeling is necessary in order to identify and better address user requirements. This research has consisted of two primary tasks. Task 1 provided an assessment of existing and proposed KSC workforce modeling systems for their functionality and applicability to the workforce planning function. Task 2 resulted in the development of a proof-of-concept design for a systems approach to workforce modeling. The model incorporates critical aspects of workforce planning, including hires, attrition, and employee development.

Moynihan, Gary P.↗
NASA NTRS2001

Integrated Workforce Planning Model: A Proof of Concept

Recently, the Workforce and Diversity Management Office at KSC have launched a major initiative to develop and implement a competency/skill approach to Human Resource management. As the competency/skill dictionary is being elaborated, the need for a competency-based workforce-planning model is recognized. A proof of concept for such a model is presented using a multidimensional data model that can provide the data infrastructure necessary to drive intelligent decision support systems for workforce planing. The components of competency-driven workforce planning model are explained. The data model is presented and several schemes that would support the workforce-planning model are presented. Some directions and recommendations for future work are given.

Guruvadoo, Eranna K.↗
NASA NTRS2008

Development of a NASA Integrated Technical Workforce Career Development Model Entitled Requisite Occupation Competencies and Knowledge -- the ROCK

This paper shares the findings of NASA's Integrated Learning and Development Program (ILDP) in its effort to reinvigorate the HANDS-ON practice of space systems engineering and project/program management through focused coursework, training opportunities, on-the job learning and special assignments. Prior to March 2005, NASA responsibility for technical workforce development (the program/project manager, systems engineering, discipline engineering, discipline engineering and associated communities) was executed by two parallel organizations. In March 2005 these organizations merged. The resulting program-ILDP-was chartered to implement an integrated competency-based development model capable of enhancing NASA's technical workforce performance as they face the complex challenges of Earth science, space science, aeronautics and human spaceflight missions. Results developed in collaboration with NASA Field Centers are reported on. This work led to definition of the agency's first integrated technical workforce development model known as the Requisite Occupation Competence and Knowledge (the ROCK). Critical processes and products are presented including: 'validation' techniques to guide model development, the Design-A-CUrriculuM (DACUM) process, and creation of the agency's first systems engineering body-of-knowledge. Findings were validated via nine focus groups from industry and government, validated with over 17 space-related organizations, at an estimated cost exceeding $300,000 (US). Masters-level programs and training programs have evolved to address the needs of these practitioner communities based upon these results. The ROCK reintroduced rigor and depth to the practitioner's development in these critical disciplines enabling their ability to take mission concepts from imagination to reality.

Menrad, Robert J.↗
NASA NTRS2024

Integrated (Physical and Digital) Collaborative Experimentation: Advancing Dialog and Leveraging by Aerospace Researchers and Developers

This paper 1) documents findings and observations from the American Institute of Aeronautics and Astronautics (AIAA) Ground Test Technical Committee (GTTC) Future of Ground Test Working Group and the Applied Aeronautics Technical Committee (APATC) Collaborative Experiments & Computation Discussion Group, and 2) develops a more focused approach for sharing and advancing integrated development and use of physical experimental and computational capabilities for aerospace research and development. The GTTC and APATC are engaging with the larger AIAA technical community by creating a Focus Group on this topical area that will support working together on common interests in the public domain. This paper summarizes the knowledge capture from the last ten+ years and proposes a structure and scope going forward for the new, combined Focus Group.

ground testing↗
NASA NTRS2008

Integrated Vehicle Ground Vibration Testing of Manned Spacecraft: Historical Precedent

For the first time in nearly 30 years, NASA is developing a new manned space flight launch system. The Ares I will carry crew and cargo to not only the International Space Station, but onward for the future exploration of the Moon and Mars. The Ares I control system and structural designs use complex computer models for their development. An Integrated Vehicle Ground Vibration Test (IVGVT) will validate the efficacy of these computer models. The IVGVT will reduce the technical risk of unexpected conditions that could place the vehicle or crew in jeopardy. The Ares Project Office's Flight and Integrated Test Office commissioned a study to determine how historical programs, such as Saturn and Space Shuttle, validated the structural dynamics of an integrated flight vehicle. The study methodology was to examine the historical record and seek out members of the engineering community who recall the development of historic manned launch vehicles. These records and interviews provided insight into the best practices and lessons learned from these historic development programs. The information that was gathered allowed the creation of timelines of the historic development programs. The timelines trace the programs from the development of test articles through test preparation, test operations, and test data reduction efforts. These timelines also demonstrate how the historical tests fit within their overall vehicle development programs. Finally, the study was able to quantify approximate staffing levels during historic development programs. Using this study, the Flight and Integrated Test Office was able to evaluate the Ares I Integrated Vehicle Ground Vibration Test schedule and workforce budgets in light of the historical precedents to determine if the test had schedule or cost risks associated with it.

Lemke, Paul R.↗
NASA NTRS2010

Operational Lessons Learned from the Ares I-X Flight Test

The Ares I-X flight test, launched in 2009, is the first test of the Ares I crew launch vehicle. This development flight test evaluated the flight dynamics, roll control, and separation events, but also provided early insights into logistical, stacking, launch, and recovery operations for Ares I. Operational lessons will be especially important for NASA as the agency makes the transition from the Space Shuttle to the Constellation Program, which is designed to be less labor-intensive. The mission team itself comprised only 700 individuals over the life of the project compared to the thousands involved in Shuttle and Apollo missions; while missions to and beyond low-Earth orbit obviously will require additional personnel, this lean approach will serve as a model for future Constellation missions. To prepare for Ares I-X, vehicle stacking and launch infrastructure had to be modified at Kennedy Space Center's Vehicle Assembly Building (VAB) as well as Launch Complex (LC) 39B. In the VAB, several platforms and other structures designed for the Shuttle s configuration had to be removed to accommodate the in-line, much taller Ares I-X. Vehicle preparation activities resulted in delays, but also in lessons learned for ground operations personnel, including hardware deliveries, cable routing, transferred work and custodial paperwork. Ares I-X also proved to be a resource challenge, as individuals and ground service equipment (GSE) supporting the mission also were required for Shuttle or Atlas V operations at LC 40/41 at Cape Canaveral Air Force Station. At LC 39B, several Shuttle-specific access arms were removed and others were added to accommodate the in-line Ares vehicle. Ground command, control, and communication (GC3) hardware was incorporated into the Mobile Launcher Platform (MLP). The lightning protection system at LC 39B was replaced by a trio of 600-foot-tall towers connected by a catenary wire to account for the much greater height of the vehicle. Like Shuttle, Ares I-X will be stacked on a MLP and rolled out to the pad on a Saturn-era crawler-transporter. While Ares I-X was only held in place by the four hold-down posts on its aft skirt during rollout, a new vehicle stabilization system (VSS) attached to the vertical service structure kept the vehicle from undue swaying prior to launch at the pad, LC 39B. Following the launch, the flight test vehicle first stage was recovered with the aid of new parachutes resized to accommodate the five-segment-long first stage, which had a much greater length and mass than the Shuttle s reusable solid rocket boosters. After splashdown, recovery divers exercised extra care when handling the first stage to ensure that the flight data recorders in the fifth segment simulator were not damaged by exposure to sea water. The data recovered from the Ares I-X flight test will be very valuable in verifying the predicted environments and models used to design the vehicle. Lessons learned from Ares I-X will be shared with the Ares Projects through written and verbal reports and through integration of mission team members into the Project workforce.

Davis, Stephan R.↗
NASA NTRS2018

NASA Guidelines for Promoting Scientific and Research Integrity

The National Aeronautics and Space Administration (NASA) seeks to explore and expand human knowledge of the Earth, solar system, and universe and to enable the development of aeronautical and space exploration systems. NASA's ability to achieve these purposes depends on the integrity of the research and technology activities the agency conducts and supports. The NASA workforce - as well as all external entities who review proposals for or receive NASA funding - must maintain the highest standards of scientific integrity. These responsibilities include selecting the most meritorious research activities through open and fair competition, peer review and other appropriate merit review processes, and avoidance of actual and perceived conflicts of interest; avoiding fabrication, falsification, or plagiarism in proposing, performing, or reviewing research, or in reporting research results; openly sharing results and methods not subject to classification or privacy standards; disclosing assumptions and biases in sharing and applying scientific information and data; and acting honestly and transparently in using and serving on advisory committees and in engaging in professional development activities.

Guidelines↗
NASA NTRS2014

The Cassini Solstice Mission: Streamlining Operations by Sequencing with PIEs

The Cassini Solstice Mission (CSM) is the second extended mission phase of the highly successful Cassini/Huygens mission to Saturn. Conducted at a much-reduced funding level, operations for the CSM have been streamlined and simplified significantly. Integration of the science timeline, which involves allocating observation time in a balanced manner to each of the five different science disciplines (with representatives from the twelve different science instruments), has long been a labor-intensive endeavor. Lessons learned from the prime mission (2004-2008) and first extended mission (Equinox mission, 2008-2010) were utilized to design a new process involving PIEs (Pre-Integrated Events) to ensure the highest priority observations for each discipline could be accomplished despite reduced work force and overall simplification of processes. Discipline-level PIE lists were managed by the Science Planning team and graphically mapped to aid timeline deconfliction meetings prior to assigning discrete segments of time to the various disciplines. Periapse segments are generally discipline-focused, with the exception of a handful of PIEs. In addition to all PIEs being documented in a spreadsheet, allocated out-of-discipline PIEs were entered into the Cassini Information Management System (CIMS) well in advance of timeline integration. The disciplines were then free to work the rest of the timeline internally, without the need for frequent interaction, debate, and negotiation with representatives from other disciplines. As a result, the number of integration meetings has been cut back extensively, freeing up workforce. The sequence implementation process was streamlined as well, combining two previous processes (and teams) into one. The new Sequence Implementation Process (SIP) schedules 22 weeks to build each 10-week-long sequence, and only 3 sequence processes overlap. This differs significantly from prime mission during which 5-week-long sequences were built in 24 weeks, with 6 overlapping processes.

Vandermey, Nancy↗
NASA NTRSDate not supplied

Supporting Exploration Missions by Enabling Exploration Mission System Software

Future exploration missions will consist of a multitude of data sources, systems, and operators collaborating to complete mission objectives. Presently, NASA is instantiating the contractual mechanisms, such as the xEVAS and HLS contracts, to produce these mission assets. Architectural planning is also underway to establish the networking protocols and infrastructure to digitally create and connect mission elements, such as LunaNET. However, without new horizontally integrated data systems, these advancements will be limited in their ability to get mission data appropriately integrated into the plan, train, fly, explore workflow of the operations workforce. Here we describe several mission system software development efforts underway that are designed to support human spaceflight missions. We describe the current iterations of a suite of tools to support EVA procedure authoring and execution, for both ISS and Artemis missions, as well as a software solution to establish and interact with mission context and data products. These tools have been developed iteratively and continue to be tested in several NASA facilities such as the Neutral Buoyancy Lab (NBL), Artemis field testing, and in present-day International Space Station (ISS) operations on orbit. Our solutions demonstrate how software development can be aligned with ongoing operations development activities to discover the features that best support future human spaceflight missions.

EVA Mission System Software↗
NASA NTRS1997

The Employee Assistance Program Collaborates on the Development of an Internal Web Page for the GSFC Workforce

The Employee Assistance Program (EAP) continuously seeks more effective methods of promoting the wellness message of the Occupational Health Program. This year the opportunity presented itself to assist in the development of an internal Web page which could be accessed by GSFC employees from their desktop stations. The contributors to this effort were the Career Counselor, the EAP Counselor, and the GSFC Workforce Project Coordinator. The goal was to create a central location from which employees could obtain relevant information related to the changing needs of the Goddard mission. Another aspect of this effort was an attempt to integrate as much information as possible on the issues related to change and its impact on the workforce in a central location. The method selected was the use of hyperlinks to other Federal and private Web pages. The EAP of course, focused on materials relevant to mental health, balancing work and family, and stress management.

Marian T Humphrey↗
NASA NTRSDate not supplied

Supporting Exploration Missions by Enabling Exploration Mission System Software

Future exploration missions will consist of a multitude of data sources, systems, and operators collaborating to complete mission objectives. Presently, NASA is instantiating the contractual mechanisms, such as the Exploration Extravehicular Activity Services (xEVAS) and Human Landing System (HLS) contracts, to produce these mission assets. Architectural planning is also underway to establish the networking protocols and infrastructure to digitally create and connect mission elements, such as LunaNET. However, without new horizontally integrated data systems, these advancements will be limited in their ability to get mission data appropriately integrated into the plan, train, fly, explore workflow of the flight operations workforce. Here we describe several mission system software development efforts underway that are designed to support human spaceflight missions. This paper describes the current iterations of a suite of tools to support EVA procedure authoring and execution, and mission context creation for both International Space Station (ISS) and Artemis missions. These tools have been developed iteratively and continue to be used in present-day ISS operations on orbit and in several NASA facilities such as the Neutral Buoyancy Lab (NBL) and Artemis field testing. These solutions demonstrate how software development can be aligned with ongoing operations development activities to discover the features that best support both current and future human spaceflight missions.

Matthew J. Miller↗
NASA NTRSDate not supplied

Supporting Exploration Missions by Enabling Exploration Mission System Software

Future exploration missions will consist of a multitude of data sources, systems, and operators collaborating to complete mission objectives. Presently, NASA is instantiating the contractual mechanisms, such as the Exploration Extravehicular Activity Services (xEVAS) and Human Landing System (HLS) contracts, to produce these mission assets. Architectural planning is also underway to establish the networking protocols and infrastructure to digitally create and connect mission elements, such as LunaNET. However, without new horizontally integrated data systems, these advancements will be limited in their ability to get mission data appropriately integrated into the plan, train, fly, explore workflow of the flight operations workforce. Here we describe several mission system software development efforts underway that are designed to support human spaceflight missions. This paper describes the current iterations of a suite of tools to support EVA procedure authoring and execution, and mission context creation for both International Space Station (ISS) and Artemis missions. These tools have been developed iteratively and continue to be used in present-day ISS operations on orbit and in several NASA facilities such as the Neutral Buoyancy Lab (NBL) and Artemis field testing. These solutions demonstrate how software development can be aligned with ongoing operations development activities to discover the features that best support both current and future human spaceflight missions.

Matthew Miller↗
NASA NTRS2010

Unleashing Lessons: Sharing Stories About the Fine Art of Systems Engineering

NASA leaders have a responsibility to share their unique oral histories with junior-level employees on whom NASA's future depends. This presentation will give a few examples of how the imaginative, flexible art of systems engineering is as necessary to mission success as is the rigorous, disciplined side of engineering. Engineering space systems involves many disciplines propulsion, loads, dynamics, and so forth that are based on the foundations of scientific principles and methodology and the application of the laws of physics. The term rocket scientist is an apt term, considering that the underlying chemical properties of propellants and the subatomic properties of materials must be understood to harness the powerful energy necessary to escape Earth's gravity in machines that can withstand the stresses and forces to which they are subjected, not to mention the harsh space environments in which they must work. This is a simplistic, yet illustrative, explanation of the scientific side of the engineer s challenge. Bringing together these individual parts into a solid system goes beyond the science of engineering to employ the art of systems engineering. Systems engineers are known for their ability to integrate various solutions to meet or exceed challenging requirements. As the old adage goes, measure twice and cut once. The act of measuring is balancing rigid, inflexible requirements with creative compromises to attain the optimum solution to the challenge of space flight. Then, we cut out those answers that are too risky, expensive, dangerous, and so forth. The process of sharing stories about the little-discussed art of engineering, also known as the art of compromise, will equip the workforce to subjectively judge the best right answer from among the many presented, while objectively integrating the various piece parts into a unified whole.

Singer, Christopher E.↗
NASA NTRS2010

Strategic Technology Investment Analysis: An Integrated System Approach

Complex technology investment decisions within NASA are increasingly difficult to make such that the end results are satisfying the technical objectives and all the organizational constraints. Due to a restricted science budget environment and numerous required technology developments, the investment decisions need to take into account not only the functional impact on the program goals, but also development uncertainties and cost variations along with maintaining a healthy workforce. This paper describes an approach for optimizing and qualifying technology investment portfolios from the perspective of an integrated system model. The methodology encompasses multi-attribute decision theory elements and sensitivity analysis. The evaluation of the degree of robustness of the recommended portfolio provides the decision-maker with an array of viable selection alternatives, which take into account input uncertainties and possibly satisfy nontechnical constraints. The methodology is presented in the context of assessing capability development portfolios for NASA technology programs.

decision support↗
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 NTRS2008

NASA's Ares I and Ares V Launch Vehicles -- Effective Space Operations Through Efficient Ground Operations

The United States (U.S.) plans to return to the Moon by 2020, with the development of a new human-rated space transportation system to replace the Space Shuttle, which is due for retirement in 2010 after it completes its missions of building the International Space Station and servicing the Hubble Space Telescope. Powering the future of space-based scientific exploration will be the Ares I Crew Launch Vehicle, which will transport the Orion Crew Exploration Vehicle to orbit where it will rendezvous with the Lunar Lander. which will be delivered by the Ares V Cargo Launch Vehicle. This new transportation infrastructure, developed by the National Aeronautics and Space Administration (NASA), will allow astronauts to leave low-Earth orbit for extended lunar exploration and preparation for the first footprint on Mars. All space-based operations begin and are controlled from Earth. NASA's philosophy is to deliver safe, reliable, and cost-effective solutions to sustain a multi-billion-dollar program across several decades. Leveraging 50 years of lessons learned, NASA is partnering with private industry, while building on proven hardware experience. This paper will discuss how the Engineering Directorate at NASA's Marshall Space Flight Center is working with the Ares Projects Office to streamline ground operations concepts and reduce costs. Currently, NASA's budget is around $17 billion, which is less than 1 percent of the U.S. Federal budget. Of this amount, NASA invests approximately $4.5 billion each year in Space Shuttle operations, regardless of whether the spacecraft is flying or not. The affordability requirement is for the Ares I to reduce this expense by 50 percent, in order to allow NASA to invest more in space-based scientific operations. Focusing on this metric, the Engineering Directorate provides several solutions-oriented approaches, including Lean/Six Sigma practices and streamlined hardware testing and integration, such as assembling major hardware elements before shipping to the Kennedy Space Center for launch operations. This paper provides top-level details for several cost saving initiatives, including both process and product improvements that will result in space transportation systems that are designed with operations efficiencies in mind. The Engineering Directorate provides both the intellectual capital embodied in an experienced workforce and unique facilities in which to validate the information technology tools that allow a nationwide team to collaboratively connect across miles that separate them and the engineering disciplines that integrate various piece parts into a whole system. As NASA transforms ground-based operations, it also is transitioning its workforce from an era of intense hands-on labor to a new one of mechanized conveniences and robust hardware with simpler interfaces. Ensuring that space exploration is on sound footing requires that operations efficiencies be designed into the transportation system and implemented in the development stage. Applying experience gained through decades of ground and space op'erations, while using value-added processes and modern business and engineering tools, is the philosophy upon which a new era of exploration will be built to solve some of the most pressing exploration challenges today -- namely, safety, reliability, and affordability.

Dumbacher, Daniel L.↗
NASA NTRS2008

Designing the Ares I Crew Launch Vehicle Upper Stage Element and Integrating the Stack at NASA's Marshall Space Flight Center

Fielding an integrated launch vehicle system entails many challenges, not the least of which is the fact that it has been over 30 years since the United States has developed a human-rated vehicle - the venerable Space Shuttle. Over time, whole generations of rocket scientists have passed through the aerospace community without the opportunity to perform such exacting, demanding, and rewarding work. However, with almost 50 years of experience leading the design, development, and end-to-end systems engineering and integration of complex launch vehicles, the National Aeronautics and Space Administration's (NASA's) Marshall Space Flight Center offers the in-house talent - both junior- and senior-level personnel - to shape a new national asset to meet the requirements for safe, reliable, and affordable space exploration solutions. The technical personnel are housed primarily in Marshall's Engineering Directorate and are matrixed into the programs and projects that reside at the rocket center. Fortunately, many Apollo-era and Shuttle engineers, as well as those who gained valuable hands-on experience in the 1990s by conducting technology demonstrator projects such as the Delta-Clipper Experimental Advanced, X-33, X-34, and X-37, as well as the short-lived Orbital Space Plane, work closely with industry partners to advance the nation's strategic capability for human access to space. The Ares Projects Office, resident at Marshall, is managing the design and development of America's new space fleet, including the Ares I, which will loft the Orion crew capsule for its first test flight in the 2013 timeframe, as well as the heavy-lift Ares V, which will round out the capability to leave low-Earth orbit once again, when it delivers the Altair lunar lander to orbit late next decade. This paper provides information about the approach to integrating the Ares I stack and designing the upper stage in house, using unique facilities and an expert workforce to revitalize the nation's space exploration resources.

Otte, Neil E.↗
NASA NTRSDate not supplied

Gateway Program Safety and Mission Assurance Integration - the Future of Safe Deep Space Human Exploration

As a foundational element of the National Aeronautics and Space Administration (NASA) Artemis Campaign, the Gateway is an incrementally built cislunar spacecraft that will serve as a platform for deep space human exploration, science, and technology demonstration. The Gateway will be a unifying catalyst for international partners around the world to establish sustained deep space scientific investigations, lunar surface access, and missions to Mars. As human exploration moves farther away from Earth, spacecraft designs must prioritize and optimize mass and volume allocations, while minimizing human and spacecraft risk. To accomplish this objective, the Gateway Program Safety and Mission Assurance functions develop, implement, and ensure compliance with requirements, in concert with the accurate characterization and transparent communication of residual hazard risks, for integrated safety, reliability and maintainability and quality assurance. Safety and Mission Assurance was a key contributor during Gateway program pre-formulation and formulation activities where safety and reliability analysis was embedded in the Gateway Systems Engineering and Integration team. During these early program stages, a preliminary Gateway Integrated Hazard Analysis and Preliminary Gateway Probabilistic Risk Assessment assisted in Gateway architectural and operational definition as part of a risk-informed design process. As the deep space architecture has matured, the integrated Safety and Mission Assurance analyses have matured, new safety review processes have been developed, and requirements have been refined to ensure compliance with integrated safety and mission assurance objectives. The Gateway Program is currently concluding the preliminary design review informed milestone, where the primary objectives included: - Ensured completeness and consistency of the preliminary design, including the meeting of all requirements within appropriate margins and acceptable risk posture. - Identification of any major issues moving forward to the Critical Design phase. At this milestone, Safety and Mission Assurance provided numerous products, including Gateway Top Risks and Risk Mitigation Plans, updated integrated hazard analyses, updated probabilistic risk assessment, Crew Survival Analysis Report, and updated Safety and Mission Assurance Requirements and Plans. These products provide a many-faceted perspective on the inherent risk and available mitigations involved in flying the current proposed vehicle design and anticipated stack configurations. In addition, Safety and Mission Assurance identified top technical, process and workforce concerns to be addressed as the program progresses toward the critical design phase. This paper will detail the evolution of the Gateway Program Safety and Mission Assurance integration functions, provide its current status and lessons learned for future human spaceflight programs. Throughout this paper the key tenets of the Gateway Program Safety and Mission Assurance will be discussed: - Application of a risk-informed approach to identify and mitigate areas of highest risk. - Leverage of valuable processes and lessons learned from earlier spaceflight programs. - Development of Safety and Mission Assurance products to inform design risk trades. - Utilization of common Safety and Mission Assurance practices to identify safety risks for multiple perspectives: top-down, bottom-up, and across lines of integration. - Approval of safety hazards at the appropriate level of authority, keeping most deliberation closest to design expertise and elevating risks of greatest concern for program-level consideration. - Championing of Safety and Mission Assurance processes and forums to foster a pervasive safety culture that is transparent, inclusive, and collaborative between all partners. These tenets have allowed the Gateway Safety and Mission Assurance function to play a key role in optimized vehicle design evolution, and early identification and mitigation of Gateway program and Artemis mission risk.

Helen Vaccaro↗