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At least 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2011

Bootstrapping Process Improvement Metrics: CMMI Level 4 Process Improvement Metrics in a Level 3 World

The measurement techniques for organizations which have achieved the Software Engineering Institutes CMMI Maturity Levels 4 and 5 are well documented. On the other hand, how to effectively measure when an organization is Maturity Level 3 is less well understood, especially when there is no consistency in tool use and there is extensive tailoring of the organizational software processes. Most organizations fail in their attempts to generate, collect, and analyze standard process improvement metrics under these conditions. But at JPL, NASA's prime center for deep space robotic exploration, we have a long history of proving there is always a solution: It just may not be what you expected. In this paper we describe the wide variety of qualitative and quantitative techniques we have been implementing over the last few years, including the various approaches used to communicate the results to both software technical managers and senior managers.

Hihn, Jairus↗
NASA NTRS1995

Design of launch systems using continuous improvement process

The purpose of this paper is to identify a systematic process for improving ground operations for future launch systems. This approach is based on the Total Quality Management (TQM) continuous improvement process. While the continuous improvement process is normally identified with making incremental changes to an existing system, it can be used on new systems if they use past experience as a knowledge base. In the case of the Reusable Launch Vehicle (RLV), the Space Shuttle operations provide many lessons. The TQM methodology used for this paper will be borrowed from the United States Air Force 'Quality Air Force' Program. There is a general overview of the continuous improvement process, with concentration on the formulation phase. During this phase critical analyses are conducted to determine the strategy and goals for the remaining development process. These analyses include analyzing the mission from the customers point of view, developing an operations concept for the future, assessing current capabilities and determining the gap to be closed between current capabilities and future needs and requirements. A brief analyses of the RLV, relative to the Space Shuttle, will be used to illustrate the concept. Using the continuous improvement design concept has many advantages. These include a customer oriented process which will develop a more marketable product and a better integration of operations and systems during the design phase. But, the use of TQM techniques will require changes, including more discipline in the design process and more emphasis on data gathering for operational systems. The benefits will far outweigh the additional effort.

Brown, Richard W.↗
NASA NTRS1994

Upward appraisal as a means for improving supervisory performance and promoting process improvement, with long-term implications for organizational change

This study represents the implementation phase of an organizational development project which was initiated last year in the Management Support Division (MSD) at Langley Research Center to diagnose organizational functioning. As a result of MSD survey data from last year's effort, a Quality Action Team was created to address the responses compiled from the MSD Organizational Assessment Questionnaire and Follow-Up Questionnaire. The team was officially named the MSD Employee Relations Improvement Team (MERIT). MERIT's goal was to analyze major concerns generated by the questionnaires and to present feasible solutions to management which would improve supervisory performance, promote process improvement; and ultimately, lead to a better organization. The team met weekly and was very disciplined in following guidelines needed to ensure a fully functioning team. Several TQM tools were used during the team process, including brainstorming and the cause and effect diagram. One of the products produced by MERIT was a 'report card', more formally known as an upward appraisal system, to evaluate supervisory performance in the division office, its three branches, and in teams. Major areas of emphasis on the 47 item report card were those identified by employees through the previously administered questionnaires as needing to be improved; specifically, training, recognition, teamwork, supervision and leadership, and communication. MERIT created an enlarged and modified version of the report card which enabled scores for each individual supervisor to be recorded on a separate form, along with summary results and employee comments. Report card results have been compiled and fed back to the Division Chief and Assistant Division Chief. These individuals will in turn, feed the results back to the remaining supervisors and the team leaders. Although results differ among supervisors, some similarities exist. Communication generally appears to be adequate, which represents an improvement over last year. In contrast, recognition and teamwork are the two major areas where improvement in supervisory performance seems to be most needed. The initial report card results will serve as a baseline against which future performance ratings will be compared. Once supervisors have been presented with their data and given an opportunity to analyze and discus the results, they will be assisted in developing an action plan for improving their performance and work processes. They will be provided with ongoing support from management in following through with the action plan.

Siegfeldt, Denise V.↗
NASA NTRS1996

Software Engineering Program: Software Process Improvement Guidebook

The purpose of this document is to provide experience-based guidance in implementing a software process improvement program in any NASA software development or maintenance community. This guidebook details how to define, operate, and implement a working software process improvement program. It describes the concept of the software process improvement program and its basic organizational components. It then describes the structure, organization, and operation of the software process improvement program, illustrating all these concepts with specific NASA examples. The information presented in the document is derived from the experiences of several NASA software organizations, including the SEL, the SEAL, and the SORCE. Their experiences reflect many of the elements of software process improvement within NASA. This guidebook presents lessons learned in a form usable by anyone considering establishing a software process improvement program within his or her own environment. This guidebook attempts to balance general and detailed information. It provides material general enough to be usable by NASA organizations whose characteristics do not directly match those of the sources of the information and models presented herein. It also keeps the ideas sufficiently close to the sources of the practical experiences that have generated the models and information.

Source record↗
NASA NTRS1997

Case Studies in Continuous Process Improvement

This study focuses on improving the SMT assembly process in a low-volume, high-reliability environment with emphasis on fine pitch and BGA packages. Before a process improvement is carried out, it is important to evaluate where the process stands in terms of process capability.

SMT BGA process improvement↗
NASA NTRS2003

Improved Process for Fabricating Carbon Nanotube Probes

An improved process has been developed for the efficient fabrication of carbon nanotube probes for use in atomic-force microscopes (AFMs) and nanomanipulators. Relative to prior nanotube tip production processes, this process offers advantages in alignment of the nanotube on the cantilever and stability of the nanotube's attachment. A procedure has also been developed at Ames that effectively sharpens the multiwalled nanotube, which improves the resolution of the multiwalled nanotube probes and, combined with the greater stability of multiwalled nanotube probes, increases the effective resolution of these probes, making them comparable in resolution to single-walled carbon nanotube probes. The robust attachment derived from this improved fabrication method and the natural strength and resiliency of the nanotube itself produces an AFM probe with an extremely long imaging lifetime. In a longevity test, a nanotube tip imaged a silicon nitride surface for 15 hours without measurable loss of resolution. In contrast, the resolution of conventional silicon probes noticeably begins to degrade within minutes. These carbon nanotube probes have many possible applications in the semiconductor industry, particularly as devices are approaching the nanometer scale and new atomic layer deposition techniques necessitate a higher resolution characterization technique. Previously at Ames, the use of nanotube probes has been demonstrated for imaging photoresist patterns with high aspect ratio. In addition, these tips have been used to analyze Mars simulant dust grains, extremophile protein crystals, and DNA structure.

Stevens, R.↗
NASA NTRS1993

Process improvement as an investment: Measuring its worth

This paper discusses return on investment (ROI) generated from software process improvement programs. It details the steps needed to compute ROI and compares these steps from the perspective of two process improvement approaches: the widely known Software Engineering Institute's capability maturity model and the approach employed by NASA's Software Engineering Laboratory (SEL). The paper then describes the specific investments made in the SEL over the past 18 years and discusses the improvements gained from this investment by the production organization in the SEL.

Mcgarry, Frank↗
NASA NTRS2004

Organizational management practices for achieving software process improvement

The crisis in developing software has been known for over thirty years. Problems that existed in developing software in the early days of computing still exist today. These problems include the delivery of low-quality products, actual development costs that exceed expected development costs, and actual development time that exceeds expected development time. Several solutions have been offered to overcome out inability to deliver high-quality software, on-time and within budget. One of these solutions involves software process improvement. However, such efforts often fail because of organizational management issues. This paper discusses business practices that organizations should follow to improve their chances of initiating and sustaining successful software process improvement efforts.

software process improvement↗
NASA NTRS2007

Process Improvement in a Radically Changing Organization

This presentation describes how the NASA Glenn Research Center planned and implemented a process improvement effort in response to a radically changing environment. As a result of a presidential decision to redefine the Agency's mission, many ongoing projects were canceled and future workload would be awarded based on relevance to the Exploration Initiative. NASA imposed a new Procedural Requirements standard on all future software development, and the Center needed to redesign its processes from CMM Level 2 objectives to meet the new standard and position itself for CMMI. The intended audience for this presentation is systems/software developers and managers in a large, research-oriented organization that may need to respond to imposed standards while also pursuing CMMI Maturity Level goals. A set of internally developed tools will be presented, including an overall Process Improvement Action Item database, a formal inspection/peer review tool, metrics collection spreadsheet, and other related technologies. The Center also found a need to charter Technical Working Groups (TWGs) to address particular Process Areas. In addition, a Marketing TWG was needed to communicate the process changes to the development community, including an innovative web site portal.

Varga, Denise M.↗
NASA NTRS1990

Impact of a process improvement program in a production software environment: Are we any better?

For the past 15 years, Computer Sciences Corporation (CSC) has participated in a process improvement program as a member of the Software Engineering Laboratory (SEL), which is sponsored by GSFC. The benefits CSC has derived from involvement in this program are analyzed. In the environment studied, it shows that improvements were indeed achieved, as evidenced by a decrease in error rates and costs over a period in which both the size and the complexity of the developed systems increased substantially. The principles and mechanics of the process improvement program, the lessons CSC has learned, and how CSC has capitalized on these lessons are also discussed.

Heller, Gerard H.↗
DOE OSTI2026

Setting Priorities: A Process Improvement Study to Achieve Greater Team Efficiency.

This report details a comprehensive process improvement study designed to optimize team efficiency and strategic focus within an Identity and Access Management (IAM) technical unit at Los Alamos National Laboratory (LANL). Faced with a high volume of operational support and a fragmented project landscape, the team experienced "capacity fatigue" and delivery times extending into years.

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS2016

Access to Archived Astronaut Data for Human Research Program Researchers: Update on Progress and Process Improvements

Since the 2010 NASA directive to make the Life Sciences Data Archive (LSDA) and Lifetime Surveillance of Astronaut Health (LSAH) data archives more accessible by the research and operational communities, demand for astronaut medical data has increased greatly. LSAH and LSDA personnel are working with Human Research Program on many fronts to improve data access and decrease lead time for release of data. Some examples include the following: Feasibility reviews for NASA Research Announcement (NRA) data mining proposals; Improved communication, support for researchers, and process improvements for retrospective Institutional Review Board (IRB) protocols; Supplemental data sharing for flight investigators versus purely retrospective studies; Work with the Multilateral Human Research Panel for Exploration (MHRPE) to develop acceptable data sharing and crew consent processes and to organize inter-agency data coordinators to facilitate requests for international crewmember data. Current metrics on data requests crew consenting will be presented, along with limitations on contacting crew to obtain consent. Categories of medical monitoring data available for request will be presented as well as flow diagrams detailing data request processing and approval steps.

Lee, L. R.↗
NASA NTRS2012

Automation and Process Improvement Enables a Small Team to Operate a Low Thrust Mission in Orbit Around the Asteroid Vesta

NASA's Dawn mission to the asteroid Vesta and dwarf planet Ceres launched September 27, 2007 and arrived at Vesta in July of 2011. This mission uses ion propulsion to achieve the necessary delta-V to reach and maneuver at Vesta and Ceres. This paper will show how the evolution of ground system automation and process improvement allowed a relatively small engineering team to transition from cruise operations to asteroid operations while maintaining robust processes. The cruise to Vesta phase lasted almost 4 years and consisted of activities that were built with software tools, but each tool was open loop and required engineers to review the output to ensure consistency. Additionally, this same time period was characterized by the evolution from manually retrieved and reviewed data products to automatically generated data products and data value checking. Furthermore, the team originally took about three to four weeks to design and build about four weeks of spacecraft activities, with spacecraft contacts only once a week. Operations around the asteroid Vesta increased the tempo dramatically by transitioning from one contact a week to three or four contacts a week, to fourteen contacts a week (every 12 hours). This was accompanied by a similar increase in activity complexity as well as very fast turn around activity design and build cycles. The design process became more automated and the tools became closed loop, allowing the team to build more activities without sacrificing rigor. Additionally, these activities were dependent on the results of flight system performance, so more automation was added to analyze the flight data and provide results in a timely fashion to feed the design cycle. All of this automation and process improvement enabled up the engineers to focus on other aspects of spacecraft operations, including spacecraft health monitoring and anomaly resolution.

ground system automation↗
NASA NTRS1985

Siloxane containing polyimides with improved processability

Siloxane containing polyimides were prepared in an effort to improve processability of linear aromatic polyimides and toughness of addition curing imide oligomers. Linear aromatic polyimides were endcapped with varying proportions of a silane; a diaminosiloxane was copolymerized with an aromatic diamine; polyimide oligomers were endcapped with reactive groups; and acetylene terminated siloxane-containing oligomers were blended with linear siloxane-containing polyimides. The resins were used to prepare moldings, titanium to titanium adhesive bonds, and graphite reinforced composites. In each case, physical properties and other characteristics were compared to those of chemically similar polyimides with no siloxane incorporation. The resins, in most cases, performed better at room temperature than the corresponding polyimide. At elevated temperatures, for high siloxane content, the performance deteriorated.

Maudgal, Shubha↗
NASA NTRS2001

Recent National Transonic Facility Test Process Improvements (Invited)

This paper describes the results of two recent process improvements; drag feed-forward Mach number control and simultaneous force/moment and pressure testing, at the National Transonic Facility. These improvements have reduced the duration and cost of testing. The drag feedforward Mach number control reduces the Mach number settling time by using measured model drag in the Mach number control algorithm. Simultaneous force/moment and pressure testing allows simultaneous collection of force/moment and pressure data without sacrificing data quality thereby reducing the overall testing time. Both improvements can be implemented at any wind tunnel. Additionally the NTF is working to develop and implement continuous pitch as a testing option as an additional method to reduce costs and maintain data quality.

Kilgore, W. A.↗