Mission control team structure and operational lessons learned from the 2009 and 2010 NASA desert RATS simulated lunar exploration field tests

NASA Astrophysics Data System (ADS)

Bell, Ernest R.; Badillo, Victor; Coan, David; Johnson, Kieth; Ney, Zane; Rosenbaum, Megan; Smart, Tifanie; Stone, Jeffry; Stueber, Ronald; Welsh, Daren; Guirgis, Peggy; Looper, Chris; McDaniel, Randall

2013-10-01

The NASA Desert Research and Technology Studies (Desert RATS) is an annual field test of advanced concepts, prototype hardware, and potential modes of operation to be used on human planetary surface space exploration missions. For the 2009 and 2010 NASA Desert RATS field tests, various engineering concepts and operational exercises were incorporated into mission timelines with the focus of the majority of daily operations being on simulated lunar geological field operations and executed in a manner similar to current Space Shuttle and International Space Station missions. The field test for 2009 involved a two week lunar exploration simulation utilizing a two-man rover. The 2010 Desert RATS field test took this two week simulation further by incorporating a second two-man rover working in tandem with the 2009 rover, as well as including docked operations with a Pressurized Excursion Module (PEM). Personnel for the field test included the crew, a mission management team, engineering teams, a science team, and the mission operations team. The mission operations team served as the core of the Desert RATS mission control team and included certified NASA Mission Operations Directorate (MOD) flight controllers, former flight controllers, and astronaut personnel. The backgrounds of the flight controllers were in the areas of Extravehicular Activity (EVA), onboard mechanical systems and maintenance, robotics, timeline planning (OpsPlan), and spacecraft communicator (Capcom). With the simulated EVA operations, mechanized operations (the rover), and expectations of replanning, these flight control disciplines were especially well suited for the execution of the 2009 and 2010 Desert RATS field tests. The inclusion of an operations team has provided the added benefit of giving NASA mission operations flight control personnel the opportunity to begin examining operational mission control techniques, team compositions, and mission scenarios. This also gave the mission operations

TeamSTEPPS Improves Operating Room Efficiency and Patient Safety.

PubMed

Weld, Lancaster R; Stringer, Matthew T; Ebertowski, James S; Baumgartner, Timothy S; Kasprenski, Matthew C; Kelley, Jeremy C; Cho, Doug S; Tieva, Erwin A; Novak, Thomas E

2016-09-01

The objective was to evaluate the effect of TeamSTEPPS on operating room efficiency and patient safety. TeamSTEPPS consisted of briefings attended by all health care personnel assigned to the specific operating room to discuss issues unique to each case scheduled for that day. The operative times, on-time start rates, and turnover times of all cases performed by the urology service during the initial year with TeamSTEPPS were compared to the prior year. Patient safety issues identified during postoperative briefings were analyzed. The mean case time was 12.7 minutes less with TeamSTEPPS (P < .001). The on-time first-start rate improved by 21% with TeamSTEPPS (P < .001). The mean room turnover time did not change. Patient safety issues declined from an initial rate of 16% to 6% at midyear and remained stable (P < 0.001). TeamSTEPPS was associated with improved operating room efficiency and diminished patient safety issues in the operating room. © The Author(s) 2015.

STS-106 WFCR Planning Flight Team

NASA Image and Video Library

2000-09-14

JSC2000-06247 (September 2000)--- Flight director Bill Reeves, at right foreground, and the fifty-odd flight controllers who support his STS-106 planning team pose for their group portrait in Houston's Mission Control Center.

Final consolidated action plan to Tiger Team. Volume 1, Change 1

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1993-04-01

Two separate Tiger Team assessments were conducted at Sandia National Laboratories (SNL). The first was conducted at the California site in Livermore between April 30, 1990, and May 18, 1990. A second Tiger team assessment was conducted at the New Mexico site in Albuquerque between April 15 and May 24, 1991. One purpose of this Action Plan is to provide a formal written response to each of the findings and/or concerns cited in the SNL Tiger Team assessment reports. A second purpose is to present actions planned to be conducted to eliminate deficiencies identified by the Tiger Teams. A thirdmore » purpose is to consolidate (group) related findings and to identify priorities assigned to the planned actions for improved efficiency and enhanced management of the tasks. A fourth and final purpose is to merge the two original SNL Action Plans for the New Mexico and California sites into a single Action Plan as a major step toward managing all SNL ES&H activities more similarly. Included in this combined SNL Action Plan are descriptions of the actions to be taken by SNL to liminate all problems identified in the Tiger Teams` findings/concerns, as well as estimated costs and schedules for planned actions.« less

Final consolidated action plan to Tiger Team. Volume 2, Change 1

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1993-04-01

Two separate Tiger Team assessments were conducted at Sandia National Laboratories (SNL). The first was conducted at the California site in Livermore between April 30, 1990, and May 18, 1990. A second Tiger Team assessment was conducted at the New Mexico site in Albuquerque between April 15 and May 24, 1991. This report is volume two, change one. One purpose of this Action Plan is to provide a formal written response to each of the findings and/or concerns cited in the SNL Tiger Team assessment reports. A second purpose is to present actions planned to be conducted to eliminate deficienciesmore » identified by the Tiger Teams. A third purpose is to consolidate (group) related findings and to identify priorities assigned to the planned actions for improved efficiency and enhanced management of the tasks. A fourth and final purpose is to merge the two original SNL Action Plans for the New Mexico [Ref. a] and California [Ref. b] sites into a single Action Plan as a major step toward managing all SNL ES&H activities more similarly. Included in this combined SNL Action Plan are descriptions of the actions to be taken by SNL to liminate all problems identified in the Tiger Teams` findings/concerns, as well as estimated costs and schedules for planned actions.« less

STS-125 Flight Control Team in BFCR - HST Orbit & Planning Teams

NASA Image and Video Library

2009-05-18

JSC2009-E-120479 (18 May 2009) --- Members of the STS-125 Hubble Space Telescope Planning and Orbit flight control team pose for a group portrait in the blue flight control room in the Mission Control Center at NASA's Johnson Space Center.

STS-125 Flight Control Team in BFCR - HST Planning & Orbit Team

NASA Image and Video Library

2009-05-19

JSC2009-E-120701 (19 May 2009) --- Members of the STS-125 Hubble Space Telescope Planning and Orbit flight control team pose for a group portrait in the blue flight control room in the Mission Control Center at NASA's Johnson Space Center.

NIF Operations Management Plan, August 2011

DOE Office of Scientific and Technical Information (OSTI.GOV)

Van Wonterghem, Bruno M.

Lawrence Livermore National Laboratory’s (LLNL) National Ignition Facility (NIF) is a key component of the National Nuclear Security Administration’s (NNSA) Stockpile Stewardship Program, whose purpose is to maintain the safety, reliability, and effectiveness of our nation’s nuclear stockpile without underground nuclear testing. The NIF is crucial to the Stockpile Stewardship Program because it is the only facility that can create the conditions of extreme temperature and pressure—conditions that exist only in stars or in exploding nuclear weapons—that are relevant to understanding how our modern nuclear weapons operate. As such, the NIF’s primary mission is to attain fusion ignition in themore » laboratory. Fusion ignition not only supports Stockpile Stewardship needs, but also provides the basis for future decisions about fusion’s potential as a long-term energy source. Additionally, NIF provides scientists with access to high-energy-density regimes that can yield new insight and understanding in the areas of astrophysics, hydrodynamics, material properties, plasma physics, and radiative properties. The use of the NIF to support the Stockpile Stewardship Program and the advancement of basic high-energy-density science understanding is planned and managed through program-level execution plans and NIF directorate-level management teams. An example of a plan is the National Ignition Campaign Execution Plan. The NIF Operations Management Plan provides an overview of the NIF Operations organization and describes how the NIF is supported by the LLNL infrastructure and how it is safely and responsibly managed and operated. Detailed information on NIF management of the organization is found in a series of supporting plans, policies, and procedures. A list of related acronyms can be found in Appendix A of this document. The purpose of this document is to provide a roadmap of how the NIF Operations organization functions. It provides a guide to

Asian Tracer Experiment and Atmospheric Modeling (TEAM) Project: Draft Field Work Plan for the Asian Long-Range Tracer Experiment

DOE Office of Scientific and Technical Information (OSTI.GOV)

Allwine, K Jerry; Flaherty, Julia E.

2007-08-01

This report provides an experimental plan for a proposed Asian long-range tracer study as part of the international Tracer Experiment and Atmospheric Modeling (TEAM) Project. The TEAM partners are China, Japan, South Korea and the United States. Optimal times of year to conduct the study, meteorological measurements needed, proposed tracer release locations, proposed tracer sampling locations and the proposed durations of tracer releases and subsequent sampling are given. Also given are the activities necessary to prepare for the study and the schedule for completing the preparation activities leading to conducting the actual field operations. This report is intended to providemore » the TEAM members with the information necessary for planning and conducting the Asian long-range tracer study. The experimental plan is proposed, at this time, to describe the efforts necessary to conduct the Asian long-range tracer study, and the plan will undoubtedly be revised and refined as the planning goes forward over the next year.« less

Strategic Planning Study Team. Final Report.

ERIC Educational Resources Information Center

Tennessee Univ., Chattanooga.

This final report presents the results of a University of Tennessee at Chattanooga's (UTC) strategic planning study team, which was charged with documenting computerized services currently available and recommending to the UTC administration areas in which new services should be introduced at the university. A questionnaire was administered to…

Augmenting team cognition in human-automation teams performing in complex operational environments.

PubMed

Cuevas, Haydee M; Fiore, Stephen M; Caldwell, Barrett S; Strater, Laura

2007-05-01

There is a growing reliance on automation (e.g., intelligent agents, semi-autonomous robotic systems) to effectively execute increasingly cognitively complex tasks. Successful team performance for such tasks has become even more dependent on team cognition, addressing both human-human and human-automation teams. Team cognition can be viewed as the binding mechanism that produces coordinated behavior within experienced teams, emerging from the interplay between each team member's individual cognition and team process behaviors (e.g., coordination, communication). In order to better understand team cognition in human-automation teams, team performance models need to address issues surrounding the effect of human-agent and human-robot interaction on critical team processes such as coordination and communication. Toward this end, we present a preliminary theoretical framework illustrating how the design and implementation of automation technology may influence team cognition and team coordination in complex operational environments. Integrating constructs from organizational and cognitive science, our proposed framework outlines how information exchange and updating between humans and automation technology may affect lower-level (e.g., working memory) and higher-level (e.g., sense making) cognitive processes as well as teams' higher-order "metacognitive" processes (e.g., performance monitoring). Issues surrounding human-automation interaction are discussed and implications are presented within the context of designing automation technology to improve task performance in human-automation teams.

ISS Operations Cost Reductions Through Automation of Real-Time Planning Tasks

NASA Technical Reports Server (NTRS)

Hall, Timothy A.; Clancey, William J.; McDonald, Aaron; Toschlog, Jason; Tucker, Tyson; Khan, Ahmed; Madrid, Steven (Eric)

2011-01-01

In 2007 the Johnson Space Center s Mission Operations Directorate (MOD) management team challenged their organizations to find ways to reduce the cost of operations for supporting the International Space Station (ISS) in the Mission Control Center (MCC). Each MOD organization was asked to define and execute projects that would help them attain cost reductions by 2012. The MOD Operations Division Flight Planning Branch responded to this challenge by launching several software automation projects that would allow them to greatly improve console operations and reduce ISS console staffing and intern reduce operating costs. These tasks ranged from improving the management and integration mission plan changes, to automating the uploading and downloading of information to and from the ISS and the associated ground complex tasks that required multiple decision points. The software solutions leveraged several different technologies including customized web applications and implementation of industry standard web services architecture; as well as engaging a previously TRL 4-5 technology developed by Ames Research Center (ARC) that utilized an intelligent agent-based system to manage and automate file traffic flow, archive data, and generate console logs. These projects to date have allowed the MOD Operations organization to remove one full time (7 x 24 x 365) ISS console position in 2010; with the goal of eliminating a second full time ISS console support position by 2012. The team will also reduce one long range planning console position by 2014. When complete, these Flight Planning Branch projects will account for the elimination of 3 console positions and a reduction in staffing of 11 engineering personnel (EP) for ISS.

The importance of team functioning to natural resource planning outcomes.

PubMed

Stern, Marc J; Predmore, S Andrew

2012-09-15

In its recent history, the U.S. Forest Service is among many federal land management agencies struggling with questions concerning why its planning procedures are sometimes inefficient, perform poorly in the eyes of the public, and fail to deliver outputs that advance agency mission. By examining a representative sample of National Environmental Policy Act (NEPA) processes conducted by the agency between 2007 and 2009, we provide new insights into what drives outcomes in these planning processes. We examined team leaders' perceptions of the following outcomes: achievement of agency goals and NEPA mandates, process efficiency, public relations, and team outcomes. The most consistently important predictors of positive outcomes were team harmony and a clearly empowered team leader. Other factors, such as perceptions of the use of best science, a clear and unambiguous purpose and need, team turnover (personnel changes during the process), extra-agency engagement, and intra-agency relations, were also important, but played a less consistent role. The findings suggest the importance of empowering team leaders and team members through enhancing elements of discretion, responsibility, clear role definition, collaborative interdisciplinary deliberation, and perceived self-efficacy. The results also suggest the importance of genuine concern and respect for participating publics and effective inter-agency coordination. Copyright © 2012 Elsevier Ltd. All rights reserved.

Science operations planning and implementation for Rosetta

NASA Astrophysics Data System (ADS)

Koschny, Detlef; Sweeney, Mark; Montagon, Elsa; Hoofs, Raymond; van der Plas, Peter

2002-07-01

The Rosetta mission is a cornerstone mission of the Horizon 2000 programme of the European Space Agency. It will be launched to comet 46P/Wirtanen in January 2003. This mission is the first of a series of planetary missions, including Mars Express, Smart-I (to the Moon), and BepiColombo (to Mercury). All these missions have similar requirements for their scientific operations. The Experiments H/W and S/W are developed by Principal Investigators, working at scientific institutes. They are also responsible for the operation of their experiments and for the generation of related operational documentation. The Science Operations Centre (SOC) has the task to consolidate the inputs of the different experimenters and the Lander and ensure that the resulting science operations timeline is free of conflicts. It forwards this timeline to the Mission Operations Centre (MOC) which combines the science operations with the operations of the other spacecraft subsystems and the orbit and attitude of the spacecraft. The MOC is also responsible for uplinking the operational command sequences to the spacecraft and for returning the received telemetry to the user. In a collaboration between the team of the Rosetta Project Scientist at the Research and Science Support Department of ESA/ESTEC and the European Space Operations Centre (ESA/ESOC), a concept for the SOC/MOC and their interfaces was developed for the Rosetta mission. This concept is generic enough to allow its implementation also for the other planetary missions. The design phase is now complete, and implementation is on-going. This paper briefly presents the architecture of the complex ground segment, concentrating on the elements required for planning of scientific operations, and then details the software tools EPS (Experiment Planning System) and PTB (Project Test Bed) which are used in the planning process.

Operations planning and analysis handbook for NASA/MSFC phase B development projects

NASA Technical Reports Server (NTRS)

Batson, Robert C.

1986-01-01

Current operations planning and analysis practices on NASA/MSFC Phase B projects were investigated with the objectives of (1) formalizing these practices into a handbook and (2) suggesting improvements. The study focused on how Science and Engineering (S&E) Operational Personnel support Program Development (PD) Task Teams. The intimate relationship between systems engineering and operations analysis was examined. Methods identified for use by operations analysts during Phase B include functional analysis, interface analysis methods to calculate/allocate such criteria as reliability, Maintainability, and operations and support cost.

Cassini Information Management System in Distributed Operations Collaboration and Cassini Science Planning

NASA Technical Reports Server (NTRS)

Equils, Douglas J.

2008-01-01

Launched on October 15, 1997, the Cassini-Huygens spacecraft began its ambitious journey to the Saturnian system with a complex suite of 12 scientific instruments, and another 6 instruments aboard the European Space Agencies Huygens Probe. Over the next 6 1/2 years, Cassini would continue its relatively simplistic cruise phase operations, flying past Venus, Earth, and Jupiter. However, following Saturn Orbit Insertion (SOI), Cassini would become involved in a complex series of tasks that required detailed resource management, distributed operations collaboration, and a data base for capturing science objectives. Collectively, these needs were met through a web-based software tool designed to help with the Cassini uplink process and ultimately used to generate more robust sequences for spacecraft operations. In 2001, in conjunction with the Southwest Research Institute (SwRI) and later Venustar Software and Engineering Inc., the Cassini Information Management System (CIMS) was released which enabled the Cassini spacecraft and science planning teams to perform complex information management and team collaboration between scientists and engineers in 17 countries. Originally tailored to help manage the science planning uplink process, CIMS has been actively evolving since its inception to meet the changing and growing needs of the Cassini uplink team and effectively reduce mission risk through a series of resource management validation algorithms. These algorithms have been implemented in the web-based software tool to identify potential sequence conflicts early in the science planning process. CIMS mitigates these sequence conflicts through identification of timing incongruities, pointing inconsistencies, flight rule violations, data volume issues, and by assisting in Deep Space Network (DSN) coverage analysis. In preparation for extended mission operations, CIMS has also evolved further to assist in the planning and coordination of the dual playback redundancy of

Comprehensive Approach to Pupil Planning: Stage II - Planning and Placement (Includes Planning and Placement Team Meeting Agenda). Experimental Edition.

ERIC Educational Resources Information Center

Vlasak, Frances Stetson; Kaufman, Martin J.

Presented is Stage II of the Comprehensive Approach to Pupil Planning (CAPP) System, a three-stage model for planning educational interventions in the regular and special education classrooms and for guiding placement decisions. The guide focuses on the evaluation services performed by the Planning and Placement Team (PPT) with sections on the…

Establishment and operation of the National Accident Sampling System (NASS) team within the cities of Ft. Lauderdale/Hollywood, Florida

NASA Astrophysics Data System (ADS)

Beddow, B.; Roberts, C.; Rankin, J.; Bloch, A.; Peizer, J.

1981-01-01

The National Accident Sampling System (NASS) is described. The study area discussed is one of the original ten sites selected for NASS implementation. In addition to collecting data from the field, the original ten sites address questions of feasibility of the plan, projected results of the data collection effort, and specific operational topics, e.g., team size, sampling requirements, training approaches, quality control procedures, and field techniques. Activities and results of the first three years of the project, for both major tasks (establishment and operation) are addressed. Topics include: study area documentation; team description, function and activities; problems and solutions; and recommendations.

Virtual operating room for team training in surgery.

PubMed

Abelson, Jonathan S; Silverman, Elliott; Banfelder, Jason; Naides, Alexandra; Costa, Ricardo; Dakin, Gregory

2015-09-01

We proposed to develop a novel virtual reality (VR) team training system. The objective of this study was to determine the feasibility of creating a VR operating room to simulate a surgical crisis scenario and evaluate the simulator for construct and face validity. We modified ICE STORM (Integrated Clinical Environment; Systems, Training, Operations, Research, Methods), a VR-based system capable of modeling a variety of health care personnel and environments. ICE STORM was used to simulate a standardized surgical crisis scenario, whereby participants needed to correct 4 elements responsible for loss of laparoscopic visualization. The construct and face validity of the environment were measured. Thirty-three participants completed the VR simulation. Attendings completed the simulation in less time than trainees (271 vs 201 seconds, P = .032). Participants felt the training environment was realistic and had a favorable impression of the simulation. All participants felt the workload of the simulation was low. Creation of a VR-based operating room for team training in surgery is feasible and can afford a realistic team training environment. Copyright © 2015 Elsevier Inc. All rights reserved.

Assessing performance in complex team environments.

PubMed

Whitmore, Jeffrey N

2005-07-01

This paper provides a brief introduction to team performance assessment. It highlights some critical aspects leading to the successful measurement of team performance in realistic console operations; discusses the idea of process and outcome measures; presents two types of team data collection systems; and provides an example of team performance assessment. Team performance assessment is a complicated endeavor relative to assessing individual performance. Assessing team performance necessitates a clear understanding of each operator's task, both at the individual and team level, and requires planning for efficient data capture and analysis. Though team performance assessment requires considerable effort, the results can be very worthwhile. Most tasks performed in Command and Control environments are team tasks, and understanding this type of performance is becoming increasingly important to the evaluation of mission success and for overall system optimization.

Orbital Express Mission Operations Planning and Resource Management using ASPEN

NASA Technical Reports Server (NTRS)

Chouinard, Caroline; Knight, Russell; Jones, Grailing; Tran, Danny

2008-01-01

The Orbital Express satellite servicing demonstrator program is a DARPA program aimed at developing "a safe and cost-effective approach to autonomously service satellites in orbit". The system consists of: a) the Autonomous Space Transport Robotic Operations (ASTRO) vehicle, under development by Boeing Integrated Defense Systems, and b) a prototype modular next-generation serviceable satellite, NEXTSat, being developed by Ball Aerospace. Flexibility of ASPEN: a) Accommodate changes to procedures; b) Accommodate changes to daily losses and gains; c) Responsive re-planning; and d) Critical to success of mission planning Auto-Generation of activity models: a) Created plans quickly; b) Repetition/Re-use of models each day; and c) Guarantees the AML syntax. One SRP per day vs. Tactical team

Storytelling of co-operative team meetings in acute psychiatric care.

PubMed

Vuokila-Oikkonen, Päivi; Janhonen, Sirpa; Saarento, Outi; Harri, Marja

2002-10-01

One of the goals of co-operative psychiatric nursing and co-operative team meetings is to improve patients' and significant others' participation and thus, to enhance patients' resources outside the hospital. The objective of this paper is to describe the different expert interventions that either enabled or prevented patient and his/her significant others participation in co-operative team meetings in acute psychiatric wards. The data consisted of 11 videotaped team meetings. The participants were voluntary patients, significant others and experts in health and social care. A narrative approach focused on the storytelling of all members in the meetings. The method of modified dialogue analysis was used to identify the ideas of the stories. The same topic of discussion was shared in active participation. The experts asked open-ended questions, the patient and his/her significant others' were free to express their viewpoints and the experts' interpretation was based on their stories. The experts presented the reasons for their questions, and the contents of the questions were verbalized. In passive participation, the experts questions were based on their own point of view, and the patient and his significant others merely answered these questions. If the expert opinion appeared too dominating at the co-operative team meeting, the patient's and his/her significant others' participation was in jeopardy. The physician either dominates the storytelling or gives space for free expressions of various viewpoints during the co-operative team meetings.

Establishing and operating an incident response team

DOE Office of Scientific and Technical Information (OSTI.GOV)

Padgett, K.M.

1992-09-01

Occurrences of improprieties dealing with computer usage are on the increase. They range all the way from misuse by employees to international computer telecommunications hacking. In addition, natural disasters and other disasters such as catastrophic fires may also fall into the same category. These incidents, like any other breach of acceptable behavior, may or may not involve actual law breaking. A computer incident response team should be created as a first priority. This report discusses the establishment and operation of a response team.

Establishing and operating an incident response team

DOE Office of Scientific and Technical Information (OSTI.GOV)

Padgett, K.M.

1992-01-01

Occurrences of improprieties dealing with computer usage are on the increase. They range all the way from misuse by employees to international computer telecommunications hacking. In addition, natural disasters and other disasters such as catastrophic fires may also fall into the same category. These incidents, like any other breach of acceptable behavior, may or may not involve actual law breaking. A computer incident response team should be created as a first priority. This report discusses the establishment and operation of a response team.

Individual versus interprofessional team performance in formulating care transition plans: A randomised study of trainees from five professional groups.

PubMed

Farrell, Timothy W; Supiano, Katherine P; Wong, Bob; Luptak, Marilyn K; Luther, Brenda; Andersen, Troy C; Wilson, Rebecca; Wilby, Frances; Yang, Rumei; Pepper, Ginette A; Brunker, Cherie P

2018-05-01

Health professions trainees' performance in teams is rarely evaluated, but increasingly important as the healthcare delivery systems in which they will practice move towards team-based care. Effective management of care transitions is an important aspect of interprofessional teamwork. This mixed-methods study used a crossover design to randomise health professions trainees to work as individuals and as teams to formulate written care transition plans. Experienced external raters assessed the quality of the written care transition plans as well as both the quality of team process and overall team performance. Written care transition plan quality did not vary between individuals and teams (21.8 vs. 24.4, respectively, p = 0.42). The quality of team process did not correlate with the quality of the team-generated written care transition plans (r = -0.172, p = 0.659). However, there was a significant correlation between the quality of team process and overall team performance (r = 0.692, p = 0.039). Teams with highly engaged recorders, performing an internal team debrief, had higher-quality care transition plans. These results suggest that high-quality interprofessional care transition plans may require advance instruction as well as teamwork in finalising the plan.

Distributing Planning and Control for Teams of Cooperating Mobile Robots

DOE Office of Scientific and Technical Information (OSTI.GOV)

Parker, L.E.

2004-07-19

This CRADA project involved the cooperative research of investigators in ORNL's Center for Engineering Science Advanced Research (CESAR) with researchers at Caterpillar, Inc. The subject of the research was the development of cooperative control strategies for autonomous vehicles performing applications of interest to Caterpillar customers. The project involved three Phases of research, conducted over the time period of November 1998 through December 2001. This project led to the successful development of several technologies and demonstrations in realistic simulation that illustrated the effectiveness of our control approaches for distributed planning and cooperation in multi-robot teams. The primary objectives of this researchmore » project were to: (1) Develop autonomous control technologies to enable multiple vehicles to work together cooperatively, (2) Provide the foundational capabilities for a human operator to exercise oversight and guidance during the multi-vehicle task execution, and (3) Integrate these capabilities to the ALLIANCE-based autonomous control approach for multi-robot teams. These objectives have been successfully met with the results implemented and demonstrated in a near real-time multi-vehicle simulation of up to four vehicles performing mission-relevant tasks.« less

Surgical team turnover and operative time: An evaluation of operating room efficiency during pulmonary resection.

PubMed

Azzi, Alain Joe; Shah, Karan; Seely, Andrew; Villeneuve, James Patrick; Sundaresan, Sudhir R; Shamji, Farid M; Maziak, Donna E; Gilbert, Sebastien

2016-05-01

Health care resources are costly and should be used judiciously and efficiently. Predicting the duration of surgical procedures is key to optimizing operating room resources. Our objective was to identify factors influencing operative time, particularly surgical team turnover. We performed a single-institution, retrospective review of lobectomy operations. Univariate and multivariate analyses were performed to evaluate the impact of different factors on surgical time (skin-to-skin) and total procedure time. Staff turnover within the nursing component of the surgical team was defined as the number of instances any nurse had to leave the operating room over the total number of nurses involved in the operation. A total of 235 lobectomies were performed by 5 surgeons, most commonly for lung cancer (95%). On multivariate analysis, percent forced expiratory volume in 1 second, surgical approach, and lesion size had a significant effect on surgical time. Nursing turnover was associated with a significant increase in surgical time (53.7 minutes; 95% confidence interval, 6.4-101; P = .026) and total procedure time (83.2 minutes; 95% confidence interval, 30.1-136.2; P = .002). Active management of surgical team turnover may be an opportunity to improve operating room efficiency when the surgical team is engaged in a major pulmonary resection. Copyright © 2016 The American Association for Thoracic Surgery. Published by Elsevier Inc. All rights reserved.

Utilization and Effectiveness of Florida's Multidisciplinary Family Service Planning Teams.

ERIC Educational Resources Information Center

Lazear, Katherine; Everett, Judith; Eggers, Terri

This conference paper discusses the results of a study on the effectiveness of Florida's multidisciplinary Family Service Planning Teams (FSPT). The FSPTs were developed to create holistic service plans to enable children with emotional disabilities to live in the community and be successful in school. The FSPTs have become the focus of service…

Centralized operations and maintenance planning at the Atacama Large Millimeter/submillimeter Array (ALMA)

NASA Astrophysics Data System (ADS)

Lopez, Bernhard; Whyborn, Nicholas D.; Guniat, Serge; Hernandez, Octavio; Gairing, Stefan

2016-07-01

The Atacama Large Millimeter/submillimeter Array (ALMA) is a joint project between astronomical organizations in Europe, North America, and East Asia, in collaboration with the Republic of Chile. ALMA consists of 54 twelve-meter antennas and 12 seven-meter antennas operating as an aperture synthesis array in the (sub)millimeter wavelength range. Since the inauguration of the observatory back in March 2013 there has been a continuous effort to establish solid operations processes for effective and efficient management of technical and administrative tasks on site. Here a key aspect had been the centralized maintenance and operations planning: input is collected from science stakeholders, the computerized maintenance management system (CMMS) and from the technical teams spread around the world, then this information is analyzed and consolidated based on the established maintenance strategy, the observatory long-term plan and the short-term priorities definitions. This paper presents the high-level process that has been developed for the planning and scheduling of planned- and unplanned maintenance tasks, and for site operations like the telescope array reconfiguration campaigns. We focus on the centralized planning approach by presenting its genesis, its current implementation for the observatory operations including related planning products, and we explore the necessary next steps in order to fully achieve a comprehensive centralized planning approach for ALMA in steady-state operations.

Medical Operations Support for ISS Operations - The Role of the BME Operations Team Leads

NASA Technical Reports Server (NTRS)

Janney, Rob; Sabatier, Veronica

2010-01-01

This slide presentation reviews the role of the biomedical flight controllers (BMEs), and BME Operations Team Leads (OTLs) in providing medical support for personnel on the International Space Station. This presentation will concentrate on role of the BME OTLs, who provide the integration function across the integration function across all Crew Health Care System (CHeCS) disciplines for operational products and medical procedures.

30 CFR 780.14 - Operation plan: Maps and plans.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 30 Mineral Resources 3 2010-07-01 2010-07-01 false Operation plan: Maps and plans. 780.14 Section... PLAN § 780.14 Operation plan: Maps and plans. Each application shall contain maps and plans as follows: (a) The maps and plans shall show the lands proposed to be affected throughout the operation and any...

30 CFR 784.23 - Operation plan: Maps and plans.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 30 Mineral Resources 3 2010-07-01 2010-07-01 false Operation plan: Maps and plans. 784.23 Section... PLAN § 784.23 Operation plan: Maps and plans. Each application shall contain maps and plans as follows... INTERIOR SURFACE COAL MINING AND RECLAMATION OPERATIONS PERMITS AND COAL EXPLORATION SYSTEMS UNDER...

Mishap Investigation Team (MIT) - Barksdale AFB, Louisiana

NASA Technical Reports Server (NTRS)

Stepaniak, Philip

2005-01-01

The Shuttle Program is organized to support a Shuttle mishap using the resources of the MIT. The afternoon of Feb. 1, 2003, the MIT deployed to Barksdale AFB. This location became the investigative center and interim storage location for crewmembers received from the Lufkin Disaster Field Office (DFO). Working under the leadership of the MIT Lead, the medical team executed a short-term plan that included search, recovery, and identification including coordination with the Armed Forces Institute of Pathology Temporary operations was set up at Barksdale Air Force Base for two weeks. During this time, coordination with the DFO field recovery teams, AFIP personnel, and the crew surgeons was on going. In addition, the crewmember families and NASA management were updated daily. The medical team also dealt with public reports and questions concerning biological and chemical hazards, which were coordinated with SPACEHAB, Inc., Kennedy Space Center (KSC) Medical Operations and the Johnson Space Center (JSC) Space Medicine office. After operations at Barksdale were concluded the medical team transitioned back to Houston and a long-term search, recovery and identification plan was developed.

Regional approach to building operational level capacity for disaster planning: the case of the Eastern Africa region.

PubMed

Bazeyo, W; Mayega, R W; Orach, G C; Kiguli, J; Mamuya, S; Tabu, J S; Sena, L; Rugigana, E; Mapatano, M; Lewy, D; Mock, N; Burnham, G; Keim, M; Killewo, J

2013-06-01

The Eastern Africa region is regularly affected by a variety of disasters ranging from drought, to human conflict and population displacement. The magnitude of emergencies and response capacities is similar across the region. In order to strengthen public health disaster management capacities at the operational level in six countries of the Eastern Africa region, the USAID-funded leadership project worked through the HEALTH Alliance, a network of seven schools of public health from six countries in the region to train district-level teams. To develop a sustainable regional approach to building operational level capacity for disaster planning. This project was implemented through a higher education leadership initiative. Project activities were spear-headed by a network of Deans and Directors of public health schools within local universities in the Eastern Africa region. The leadership team envisioned a district-oriented systems change strategy. Pre-service and in-service curricula were developed regionally and district teams were formed to attend short training courses. Project activities began with a situational analysis of the disaster management capacity at national and operational levels. The next steps were chronologically the formation of country training teams and training of trainers, the development of a regional disaster management training curriculum and training materials, the cascading of training activities in the region, and the incorporation of emerging issues into the training curriculum. An evaluation model included the analysis of preparedness impact of the training program. The output from the district teams was the creation of individual district-level disaster plans and their implementation. This 4-year project focused on building operational level public health emergency response capacity, which had not previously been part of any national program. Use of the all-hazard approach rather than a scenario-based contingency planning led to the

Preparing GMAT for Operational Maneuver Planning of the Advanced Composition Explorer (ACE)

NASA Technical Reports Server (NTRS)

Qureshi, Rizwan Hamid; Hughes, Steven P.

2014-01-01

The General Mission Analysis Tool (GMAT) is an open-source space mission design, analysis and trajectory optimization tool. GMAT is developed by a team of NASA, private industry, public and private contributors. GMAT is designed to model, optimize and estimate spacecraft trajectories in flight regimes ranging from low Earth orbit to lunar applications, interplanetary trajectories and other deep space missions. GMAT has also been flight qualified to support operational maneuver planning for the Advanced Composition Explorer (ACE) mission. ACE was launched in August, 1997 and is orbiting the Sun-Earth L1 libration point. The primary science objective of ACE is to study the composition of both the solar wind and the galactic cosmic rays. Operational orbit determination, maneuver operations and product generation for ACE are conducted by NASA Goddard Space Flight Center (GSFC) Flight Dynamics Facility (FDF). This paper discusses the entire engineering lifecycle and major operational certification milestones that GMAT successfully completed to obtain operational certification for the ACE mission. Operational certification milestones such as gathering of the requirements for ACE operational maneuver planning, gap analysis, test plans and procedures development, system design, pre-shadow operations, training to FDF ACE maneuver planners, shadow operations, Test Readiness Review (TRR) and finally Operational Readiness Review (ORR) are discussed. These efforts have demonstrated that GMAT is flight quality software ready to support ACE mission operations in the FDF.

Implications of Perioperative Team Setups for Operating Room Management Decisions.

PubMed

Doll, Dietrich; Kauf, Peter; Wieferich, Katharina; Schiffer, Ralf; Luedi, Markus M

2017-01-01

Team performance has been studied extensively in the perioperative setting, but the managerial impact of interprofessional team performance remains unclear. We hypothesized that the interplay between anesthesiologists and surgeons would affect operating room turnaround times, and teams that worked together over time would become more efficient. We analyzed 13,632 surgical cases at our hospital that involved 64 surgeons and 48 anesthesiologists. We detrended and adjusted the data for potential confounders including age, American Society of Anesthesiologists physical status, and surgical list (scheduled cases of specific surgical specialties). The surgical lists were categorized as ear, nose, and throat surgery; trauma surgery; general surgery; and gynecology. We assessed the relationship between turnaround times and assignment of different anesthesiologists to specific surgeons using a Monte Carlo simulation. We found significant differences in team performances among the different surgical lists but no team learning. We constructed managerial decision tables for the assignment of anesthesiologists to specific surgeons at our hospital. We defined a decision algorithm based on these tables. Our analysis indicated that had this algorithm been used in staffing the operating room for the surgical cases represented in our data, median turnaround times would have a reduction potential of 6.8% (95% confidence interval 6.3% to 7.1%). A surgeon is usually predefined for scheduled surgeries (surgical list). Allocation of the right anesthesiologist to a list and to a surgeon can affect the team performance; thus, this assignment has managerial implications regarding the operating room efficiency affecting turnaround times and thus potentially overutilized time of a list at our hospital.

Multidisciplinary team simulation for the operating theatre: a review of the literature.

PubMed

Tan, Shaw Boon; Pena, Guilherme; Altree, Meryl; Maddern, Guy J

2014-01-01

Analyses of adverse events inside the operating theatre has demonstrated that many errors are caused by failure in non-technical skills and teamwork. While simulation has been used successfully for teaching and improving technical skills, more recently, multidisciplinary simulation has been used for training team skills. We hypothesized that this type of training is feasible and improves team skills in the operating theatre. A systematic search of the literature for studies describing true multidisciplinary operating theatre team simulation was conducted in November and December 2012. We looked at the characteristics and outcomes of the team simulation programmes. 1636 articles were initially retrieved. Utilizing a stepwise evaluation process, 26 articles were included in the review. The studies reveal that multidisciplinary operating theatre simulation has been used to provide training in technical and non-technical skills, to help implement new techniques and technologies, and to identify latent weaknesses within a health system. Most of the studies included are descriptions of training programmes with a low level of evidence. No randomized control trial was identified. Participants' reactions to the training programme were positive in all studies; however, none of them could objectively demonstrate that skills acquired from simulation are transferred to the operating theatre or show a demonstrable benefit in patient outcomes. Multidisciplinary operating room team simulation is feasible and widely accepted by participants. More studies are required to assess the impact of this type of training on operative performance and patient safety. © 2013 Royal Australasian College of Surgeons.

9. BUILDING 65 ADDITION. LASER SAFETY TEAM. FLOOR PLAN, ELEVATIONS, ...

Library of Congress Historic Buildings Survey, Historic Engineering Record, Historic Landscapes Survey

9. BUILDING 65 ADDITION. LASER SAFETY TEAM. FLOOR PLAN, ELEVATIONS, ETC. March 21, 1973 - Frankford Arsenal, Building No. 65, South of Tacony Street between Bridge Street & tracks of former Pennsylvania Railroad, Philadelphia, Philadelphia County, PA

Surgeons' Leadership Styles and Team Behavior in the Operating Room.

PubMed

Hu, Yue-Yung; Parker, Sarah Henrickson; Lipsitz, Stuart R; Arriaga, Alexander F; Peyre, Sarah E; Corso, Katherine A; Roth, Emilie M; Yule, Steven J; Greenberg, Caprice C

2016-01-01

The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards and transformational (team-oriented) leaders inspire performance beyond expectations. We videorecorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (Multifactor Leadership Questionnaire) was correlated with surgeon behavior (Surgical Leadership Inventory) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. All surgeons scored similarly on transactional leadership (range 2.38 to 2.69), but varied more widely on transformational leadership (range 1.98 to 3.60). Each 1-point increase in transformational score corresponded to 3 times more information-sharing behaviors (p < 0.0001) and 5.4 times more voice behaviors (p = 0.0005) among the team. With each 1-point increase in transformational score, leaders displayed 10 times more supportive behaviors (p < 0.0001) and displayed poor behaviors 12.5 times less frequently (p < 0.0001). Excerpts of representative dialogue are included for illustration. We provide a framework for evaluating surgeons' leadership and its impact on team performance in the operating room. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development, therefore, has the potential to

The Departmental Planning Team: A Bridge to the Future.

ERIC Educational Resources Information Center

Cross, Cynthia S.; And Others

1989-01-01

One of the primary vehicles for coordinating information technology services at the University of Michigan is the Departmental Planning Team, a joint effort of the administrative and academic computing units of the University's Information Technology Division. The evolution of this group and its activities are described. (Author/MLW)

Traffic management teams : a description and action plan for Virginia.

DOT National Transportation Integrated Search

1988-01-01

A traffic management team improves the overall traffic operations in an urban area, especially along urban corridors, through the communication, coordination, and cooperation of the transportation-related operational agencies in the area. Since vario...

Planning Bepicolombo MPO Science Operations to study Mercury Interior

NASA Astrophysics Data System (ADS)

De La Fuente, Sara; Carasa, Angela; Ortiz, Iñaki; Rodriguez, Pedro; Casale, Mauro; Benkhoff, Johannes; Zender, Joe

2017-04-01

BepiColombo is an Interdisciplinary Cornerstone ESA-JAXA Mission to Mercury, with two orbiters, the ESA Mercury Planetary Orbiter (MPO) and the JAXA Mercury Magnetospheric Orbiter (MMO) dedicated to study of the planet and its magnetosphere. The MPO, is a three-axis-stabilized, nadir-pointing spacecraft which will be placed in a polar orbit, providing excellent spatial resolution over the entire planet surface. The MPO's scientific payload comprises 11 instrument packages, including laser altimeter, cameras and the radio science experiment that will be dedicated to the study of Mercury's interior: structure, composition, formation and evolution. The planning of the science operations to be carried out by the Mercury's interior scientific instruments will be done by the SGS located at the European Space Astronomy Centre (ESAC), in conjunction with the scientific instrument teams. The process will always consider the complete nominal mission duration, such that the contribution of the scheduled science operations to the science objectives, the total data volume generated, and the seasonal interdependency, can be tracked. The heart of the science operations planning process is the Observations Catalogue (OC), a web-accessed database to collect and analyse all science operations requests. From the OC, the SGS will first determine all science opportunity windows compatible with the spacecraft operational constraints. Secondly, only those compatible with the resources (power and data volume) and pointing constraints will be chosen, including slew feasibility.

Operative team communication during simulated emergencies: Too busy to respond?

PubMed

Davis, W Austin; Jones, Seth; Crowell-Kuhnberg, Adrianna M; O'Keeffe, Dara; Boyle, Kelly M; Klainer, Suzanne B; Smink, Douglas S; Yule, Steven

2017-05-01

Ineffective communication among members of a multidisciplinary team is associated with operative error and failure to rescue. We sought to measure operative team communication in a simulated emergency using an established communication framework called "closed loop communication." We hypothesized that communication directed at a specific recipient would be more likely to elicit a check back or closed loop response and that this relationship would vary with changes in patients' clinical status. We used the closed loop communication framework to code retrospectively the communication behavior of 7 operative teams (each comprising 2 surgeons, anesthesiologists, and nurses) during response to a simulated, postanesthesia care unit "code blue." We identified call outs, check backs, and closed loop episodes and applied descriptive statistics and a mixed-effects negative binomial regression to describe characteristics of communication in individuals and in different specialties. We coded a total of 662 call outs. The frequency and type of initiation and receipt of communication events varied between clinical specialties (P < .001). Surgeons and nurses initiated fewer and received more communication events than anesthesiologists. For the average participant, directed communication increased the likelihood of check back by at least 50% (P = .021) in periods preceding acute changes in the clinical setting, and exerted no significant effect in periods after acute changes in the clinical situation. Communication patterns vary by specialty during a simulated operative emergency, and the effect of directed communication in eliciting a response depends on the clinical status of the patient. Operative training programs should emphasize the importance of quality communication in the period immediately after an acute change in the clinical setting of a patient and recognize that communication patterns and needs vary between members of multidisciplinary operative teams. Copyright

Can cultural differences lead to accidents? Team cultural differences and sociotechnical system operations.

PubMed

Strauch, Barry

2010-04-01

I discuss cultural factors and how they may influence sociotechnical system operations. Investigations of several major transportation accidents suggest that cultural factors may have played a role in the causes of the accidents. However, research has not fully addressed how cultural factors can influence sociotechnical systems. I review literature on cultural differences in general and cultural factors in sociotechnical systems and discuss how these differences can affect team performance in sociotechnical systems. Cultural differences have been observed in social and interpersonal dimensions and in cognitive and perceptual styles; these differences can affect multioperator team performance. Cultural factors may account for team errors in sociotechnical systems, most likely during high-workload, high-stress operational phases. However, much of the research on cultural factors has methodological and interpretive shortcomings that limit their applicability to sociotechnical systems. Although some research has been conducted on the role of cultural differences on team performance in sociotechnical system operations, considerable work remains to be done before the effects of these differences can be fully understood. I propose a model that illustrates how culture can interact with sociotechnical system operations and suggest avenues of future research. Given methodological challenges in measuring cultural differences and team performance in sociotechnical system operations, research in these systems should use a variety of methodologies to better understand how culture can affect multioperator team performance in these systems.

42 CFR 485.916 - Condition of participation: Treatment team, person-centered active treatment plan, and...

Code of Federal Regulations, 2014 CFR

2014-10-01

... 42 Public Health 5 2014-10-01 2014-10-01 false Condition of participation: Treatment team, person... Health Centers (CMHCs) § 485.916 Condition of participation: Treatment team, person-centered active treatment plan, and coordination of services. The CMHC must designate an interdisciplinary treatment team...

WFIRST: STScI Science Operations Center (SSOC) Activities and Plans

NASA Astrophysics Data System (ADS)

Gilbert, Karoline M.; STScI WFIRST Team

2018-01-01

The science operations for the WFIRST Mission will be distributed between Goddard Space Flight Center, the Space Telescope Science Institute (STScI), and the Infrared Processing and Analysis Center (IPAC). The STScI Science Operations Center (SSOC) will schedule and archive all WFIRST observations, will calibrate and produce pipeline-reduced data products for the Wide Field Instrument, and will support the astronomical community in planning WFI observations and analyzing WFI data. During the formulation phase, WFIRST team members at STScI have developed operations concepts for scheduling, data management, and the archive; have performed technical studies investigating the impact of WFIRST design choices on data quality and analysis; and have built simulation tools to aid the community in exploring WFIRST’s capabilities. We will highlight examples of each of these efforts.

Team table: a framework and tool for continuous factory planning

NASA Astrophysics Data System (ADS)

Sihn, Wilfried; Bischoff, Juergen; von Briel, Ralf; Josten, Marcus

2000-10-01

Growing market turbulences and shorter product life cycles require a continuous adaptation of factory structures resulting in a continuous factory planning process. Therefore a new framework is developed which focuses on configuration and data management process integration. This enable an online system performance evaluation based on continuous availability of current data. The use of this framework is especially helpful and will guarantee high cost and time savings, when used in the early stages of the planning, called the concept or rough planning phase. The new framework is supported by a planning round table as a tool for team-based configuration processes integrating the knowledge of all persons involved in planning processes. A case study conducted at a German company shows the advantages which can be achieved by implementing the new framework and methods.

Mars Express Science Operations During Deep Eclipse: An Example of Adapting Science Operations On Aging Spacecraft

NASA Astrophysics Data System (ADS)

Merritt, Donald R.; Cardesin Moinelo, Alejandro; Marin Yaseli de la Parra, Julia; Breitfellner, Michel; Blake, Rick; Castillo Fraile, Manuel; Grotheer, Emmanuel; Martin, Patrick; Titov, Dmitri

2018-05-01

This paper summarizes the changes required to the science planning of the Mars Express spacecraft to deal with the second-half of 2017, a very restrictive period that combined low power, low data rate and deep eclipses, imposing very limiting constraints for science operations. With this difficult operational constraint imposed, the ESAC Mars Express science planning team worked very hard with the ESOC flight control team and all science experiment teams to maintain a minimal level of science operations during this difficult operational period. This maintained the integrity and continuity of the long term science observations, which is a hallmark and highlight of such long-lived missions.

NASA Science Institutes Plan. Report of the NASA Science Institutes Team: Final Publication (Incorporating Public Comments and Revisions)

NASA Technical Reports Server (NTRS)

1996-01-01

This NASA Science Institute Plan has been produced in response to direction from the NASA Administrator for the benefit of NASA Senior Management, science enterprise leaders, and Center Directors. It is intended to provide a conceptual framework for organizing and planning the conduct of science in support of NASA's mission through the creation of a limited number of science Institutes. This plan is the product of the NASA Science Institute Planning Integration Team (see Figure A). The team worked intensively over a three-month period to review proposed Institutes and produce findings for NASA senior management. The team's activities included visits to current NASA Institutes and associated Centers, as well as approximately a dozen non-NASA research Institutes. In addition to producing this plan, the team published a "Benchmarks" report. The Benchmarks report provides a basis for comparing NASA's proposed activities with those sponsored by other national science agencies, and identifies best practices to be considered in the establishment of NASA Science Institutes. Throughout the team's activities, a Board of Advisors comprised of senior NASA officials (augmented as necessary with other government employees) provided overall advice and counsel.

Surgeons' Leadership Styles and Team Behavior in the Operating Room

PubMed Central

Hu, Yue-Yung; Parker, Sarah Henrickson; Lipsitz, Stuart R; Arriaga, Alexander F; Peyre, Sarah E; Corso, Katherine A; Roth, Emilie M; Yule, Steven J; Greenberg, Caprice C

2016-01-01

Background The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards, whereas transformational (team-oriented) leaders inspire performance beyond expectations. Study Design We video-recorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon-researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information-sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (MLQ) was correlated with surgeon behavior (SLI) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. Results All surgeons scored similarly on transactional leadership (2.38-2.69), but varied more widely on transformational leadership (1.98-3.60). Each 1-point increase in transformational score corresponded to 3× more information-sharing behaviors (p<0.0001) and 5.4× more voice behaviors (p=0.0005) amongst the team. With each 1-point increase in transformational score, leaders displayed 10× more supportive behaviors (p<0.0001) and 12.5× less frequently displayed poor behaviors (p<0.0001). Excerpts of representative dialogue are included for illustration. Conclusions We provide a framework for evaluating surgeons' leadership and its impact on team performance in the OR. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development therefore has the potential to improve the efficiency and safety of operative care. PMID

Intraprofessional, team-based treatment planning for oral health students in the comprehensive care clinic.

PubMed

Mattheos, Nikos; Storrs, Mark; Foster, Lea; Oberholzer, Theunis

2012-12-01

In 2009, Griffith University School of Dentistry and Oral Health, in Queensland, Australia, introduced into its various curricula the concept of team-based treatment planning (TBTP), aiming to facilitate intraprofessional, interdisciplinary training and peer learning among its students. Fifty student teams were organized, each of which included students from three programs (Dental Science, Oral Health Therapy, and Dental Technology) and three years of study (third-, fourth-, and fifth-year students). This study prospectively evaluated the impact of TBTP on students' perceptions and attitudes towards teamwork and their role in a team of peers. A total of 202 students who participated in fifty TBTP teams were prospectively surveyed at baseline and at six and twelve months after introduction of TBTP. "Reliable" and "responsible" were reported to be the most important qualities of both an effective team leader and member. Fifth-year students identified "hard-working" as an important quality of the ideal leader as opposed to the fourth-year students who ranked "supportive" higher. Attitudes of the fifth-year students towards TBTP appeared to have declined significantly from the previous years, while fourth-year students remained consistently more positive. In addition, fourth-year students appeared more likely to enjoy working in a team and considered themselves more effective in a team. No gender differences were observed, other than female students' appearing less confident to lead a team. It was concluded that the function of student-directed interdisciplinary, intraprofessional treatment planning teams might pose disproportionate strain on fifth-year students, impacting their attitudes to such modes of work.

Level-2 Milestone 5588: Deliver Strategic Plan and Initial Scalability Assessment by Advanced Architecture and Portability Specialists Team

DOE Office of Scientific and Technical Information (OSTI.GOV)

Draeger, Erik W.

This report documents the fact that the work in creating a strategic plan and beginning customer engagements has been completed. The description of milestone is: The newly formed advanced architecture and portability specialists (AAPS) team will develop a strategic plan to meet the goals of 1) sharing knowledge and experience with code teams to ensure that ASC codes run well on new architectures, and 2) supplying skilled computational scientists to put the strategy into practice. The plan will be delivered to ASC management in the first quarter. By the fourth quarter, the team will identify their first customers within PEMmore » and IC, perform an initial assessment and scalability and performance bottleneck for next-generation architectures, and embed AAPS team members with customer code teams to assist with initial portability development within standalone kernels or proxy applications.« less

Space shuttle operations integration plan

NASA Technical Reports Server (NTRS)

1975-01-01

The Operations Integration Plan is presented, which is to provide functional definition of the activities necessary to develop and integrate shuttle operating plans and facilities to support flight, flight control, and operations. It identifies the major tasks, the organizations responsible, their interrelationships, the sequence of activities and interfaces, and the resultant products related to operations integration.

The federal response plan and disaster medical assistance teams in domestic disasters.

PubMed

Roth, P B; Gaffney, J K

1996-05-01

Through a variety of processes over the last 30 years, an organized federal plan has emerged for the response to domestic disasters. This plan incorporates several aspects of medical response into two areas: (1) health and medical and (2) urban search and rescue. This article discusses the development of the federal response plan with emphasis specifically on medicine. Highlighted are disaster medical assistance teams, urban search and rescue task forces, and roles and responsibilities of emergency physicians and other emergency health professionals in a federal disaster response.

30 CFR 780.13 - Operation plan: Blasting.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 30 Mineral Resources 3 2010-07-01 2010-07-01 false Operation plan: Blasting. 780.13 Section 780.13... SURFACE MINING PERMIT APPLICATIONS-MINIMUM REQUIREMENTS FOR RECLAMATION AND OPERATION PLAN § 780.13 Operation plan: Blasting. (a) Blasting plan. Each application shall contain a blasting plan for the proposed...

Biomedical programs operations plans

NASA Technical Reports Server (NTRS)

Walbrecher, H. F.

1974-01-01

Operational guidelines for the space shuttle life sciences payloads are presented. An operational assessment of the medical experimental altitude test for Skylab, and Skylab life sciences documentation are discussed along with the operations posture and collection of space shuttle operational planning data.

The Mission Operations Planning Assistant

NASA Technical Reports Server (NTRS)

Schuetzle, James G.

1987-01-01

The Mission Operations Planning Assistant (MOPA) is a knowledge-based system developed to support the planning and scheduling of instrument activities on the Upper Atmospheric Research Satellite (UARS). The MOPA system represents and maintains instrument plans at two levels of abstraction in order to keep plans comprehensible to both UARS Principal Investigators and Command Management personnel. The hierarchical representation of plans also allows MOPA to automatically create detailed instrument activity plans from which spacecraft command loads may be generated. The MOPA system was developed on a Symbolics 3640 computer using the ZetaLisp and ART languages. MOPA's features include a textual and graphical interface for plan inspection and modification, recognition of instrument operational constraint violations during the planning process, and consistency maintenance between the different planning levels. This paper describes the current MOPA system.

The mission operations planning assistant

NASA Technical Reports Server (NTRS)

Schuetzle, James G.

1987-01-01

The Mission Operations Planning Assistant (MOPA) is a knowledge-based system developed to support the planning and scheduling of instrument activities on the Upper Atmospheric Research Satellite (UARS). The MOPA system represents and maintains instrument plans at two levels of abstraction in order to keep plans comprehensible to both UARS Prinicpal Investigators and Command Management personnel. The hierarchical representation of plans also allows MOPA to automatically create detailed instrument activity plans from which spacecraft command loads may be generated. The MOPA system was developed on a Symbolics 3640 computer using the ZETALISP and ART languages. MOPA's features include a textual and graphical interface for plan inspection and modification, recognition of instrument operational constraint violations during the planning process, and consistency maintenance between the different planning levels. This paper describes the current MOPA system.

Architecture for spacecraft operations planning

NASA Technical Reports Server (NTRS)

Davis, William S.

1991-01-01

A system which generates plans for the dynamic environment of space operations is discussed. This system synthesizes plans by combining known operations under a set of physical, functional, and temperal constraints from various plan entities, which are modeled independently but combine in a flexible manner to suit dynamic planning needs. This independence allows the generation of a single plan source which can be compiled and applied to a variety of agents. The architecture blends elements of temperal logic, nonlinear planning, and object oriented constraint modeling to achieve its flexibility. This system was applied to the domain of the Intravehicular Activity (IVA) maintenance and repair aboard Space Station Freedom testbed.

The Role of Jedburgh Teams in Operations Market Garden

DTIC Science & Technology

1990-06-01

with XXX Corps, the British 1st Airborne encountered powerful opposition at Arnhem and sustained heavy losses . (6) Five Jedburgh teams deployed to...stored in a suitcase with its accessories (total weight of suitcase: 9 pounds). This device had a five watt output with a range of 500 miles. For...rather than of real operational need-the need for a formation of sufficient status to ensure that airborne operations were given their full weight . (32

Photovoltaic system criteria documents. Volume 1: Guidelines for evaluating the management and operations planning of photovoltaic applications

NASA Technical Reports Server (NTRS)

Koenig, John C.; Billitti, Joseph W.; Tallon, John M.

1979-01-01

Guidelines are provided to the Field Centers for organization, scheduling, project and cost control, and performance in the areas of project management and operations planning for Photovoltaics Test and Applications. These guidelines may be used in organizing a T and A Project Team for system design/test, site construction and operation, and as the basis for evaluating T and A proposals. The attributes are described for project management and operations planning to be used by the Field Centers. Specifically, all project management and operational issues affecting costs, schedules and performance of photovoltaic systems are addressed. Photovoltaic tests and applications include residential, intermediate load center, central station, and stand-alone systems. The sub-categories of system maturity considered are: Initial System Evaluation Experiments (ISEE); System Readiness Experiments (SRE); and Commercial Readiness Demonstration Projects (CRDP).

Implementing Distributed Operations: A Comparison of Two Deep Space Missions

NASA Technical Reports Server (NTRS)

Mishkin, Andrew; Larsen, Barbara

2006-01-01

Two very different deep space exploration missions--Mars Exploration Rover and Cassini--have made use of distributed operations for their science teams. In the case of MER, the distributed operations capability was implemented only after the prime mission was completed, as the rovers continued to operate well in excess of their expected mission lifetimes; Cassini, designed for a mission of more than ten years, had planned for distributed operations from its inception. The rapid command turnaround timeline of MER, as well as many of the operations features implemented to support it, have proven to be conducive to distributed operations. These features include: a single science team leader during the tactical operations timeline, highly integrated science and engineering teams, processes and file structures designed to permit multiple team members to work in parallel to deliver sequencing products, web-based spacecraft status and planning reports for team-wide access, and near-elimination of paper products from the operations process. Additionally, MER has benefited from the initial co-location of its entire operations team, and from having a single Principal Investigator, while Cassini operations have had to reconcile multiple science teams distributed from before launch. Cassini has faced greater challenges in implementing effective distributed operations. Because extensive early planning is required to capture science opportunities on its tour and because sequence development takes significantly longer than sequence execution, multiple teams are contributing to multiple sequences concurrently. The complexity of integrating inputs from multiple teams is exacerbated by spacecraft operability issues and resource contention among the teams, each of which has their own Principal Investigator. Finally, much of the technology that MER has exploited to facilitate distributed operations was not available when the Cassini ground system was designed, although later adoption

Operator-assisted planning and execution of proximity operations subject to operational constraints

NASA Technical Reports Server (NTRS)

Grunwald, Arthur J.; Ellis, Stephen R.

1991-01-01

Future multi-vehicle operations will involve multiple scenarios that will require a planning tool for the rapid, interactive creation of fuel-efficient trajectories. The planning process must deal with higher-order, non-linear processes involving dynamics that are often counter-intuitive. The optimization of resulting trajectories can be difficult to envision. An interaction proximity operations planning system is being developed to provide the operator with easily interpreted visual feedback of trajectories and constraints. This system is hosted on an IRIS 4D graphics platform and utilizes the Clohessy-Wiltshire equations. An inverse dynamics algorithm is used to remove non-linearities while the trajectory maneuvers are decoupled and separated in a geometric spreadsheet. The operator has direct control of the position and time of trajectory waypoints to achieve the desired end conditions. Graphics provide the operator with visualization of satisfying operational constraints such as structural clearance, plume impingement, approach velocity limits, and arrival or departure corridors. Primer vector theory is combined with graphical presentation to improve operator understanding of suggested automated system solutions and to allow the operator to review, edit, or provide corrective action to the trajectory plan.

Notional Airspace Operations Demonstration Plan

NASA Technical Reports Server (NTRS)

Trongale, Nicholas A.

2006-01-01

The airspace operations demonstration (AOD) is intended to show that the Access 5 Step 1 functional requirements can be met. The demonstration will occur in two phases. The initial on-range phase will be carried out in restricted airspace to demonstrate the cooperative collision avoidance (CCA) functional requirements and to provide risk-reduction for the AOD by allowing the test team to rehearse some elements of the demonstration mission. The CCA system to be used in these flights is based on Automatic Dependent Surveillance-Broadcast (ADS-B) which is a commercially-available system by which airplanes constantly broadcast their current position and altitude to other aircraft and ground resources over a dedicated radio datalink. The final phase will occur in the national airspace (NAS) and will be the formal demonstration of the remainder of the proposed functional requirements. The general objectives of the AOD are as follows: (1) Demonstrate that the UAS can aviate in the NAS (2) Demonstrate that the UAS can navigate in the NAS (3) Demonstrate that the UAS can communicate with the NAS (4) Demonstrate that the UAS can perform selected collision avoidance functions in the NAS (5) Demonstrate that the UAS can evaluate and avoid weather conflicts in the NAS (6) Demonstrate that the UAS can provide adequate command and control in the NAS In addition to the stated objectives, there are a number of goals for the flight demonstration. The demo can be accomplished successfully without achieving these goals, but these goals are to be used as a guideline for preparing for the mission. The goals are: (1) Mission duration of at least 24 hours (2) Loiter over heavy traffic to evaluate the data block issue identified during the Access 5 Airspace Operations Simulations (3) Document the contingency management process and lessons learned (4) Document the coordination process for Ground Control Stations (GCS) handoff (5) Document lessons learned regarding the process of flying in

Space Station Freedom operations planning

NASA Technical Reports Server (NTRS)

Accola, Anne L.; Keith, Bryant

1989-01-01

The Space Station Freedom program is developing an operations planning structure which assigns responsibility for planning activities to three tiers of management. The strategic level develops the policy, goals and requirements for the program over a five-year horizon. Planning at the tactical level emphasizes program integration and planning for a two-year horizon. The tactical planning process, architecture, and products have been documented and discussed with the international partners. Tactical planning includes the assignment of user and system hardware as well as significant operational events to a time increment (the period of time from the arrival of one Shuttle to the manned base to the arrival of the next). Execution-level planning emphasizes implementation, and each organization produces detailed plans, by increment, that are specific to its function.

Automating Space Station operations planning

NASA Technical Reports Server (NTRS)

Ziemer, Kathleen A.

1989-01-01

The development and implementation of the operations planning processes for the Space Station are discussed. A three level planning process, consisting of strategic, tactical, and execution level planning, is being developed. The integration of the planning procedures into a tactical planning system is examined and the planning phases are illustrated.

Overview and Results of ISS Space Medicine Operations Team (SMOT) Activities

NASA Technical Reports Server (NTRS)

Johnson, H. Magee; Sargsyan, Ashot E.; Armstrong, Cheryl; McDonald, P. Vernon; Duncan, James M.; Bogomolov, V. V.

2007-01-01

The Space Medicine Operations Team (SMOT) was created to integrate International Space Station (ISS) Medical Operations, promote awareness of all Partners, provide emergency response capability and management, provide operational input from all Partners for medically relevant concerns, and provide a source of medical input to ISS Mission Management. The viewgraph presentation provides an overview of educational objectives, purpose, operations, products, statistics, and its use in off-nominal situations.

Mental Health Advisory Team (MHAT) 6 -- Operation Enduring Freedom 2009 Afghanistan

DTIC Science & Technology

2009-11-06

Mental Health Advisory Team (MHAT) 6 Operation Enduring Freedom 2009 Afghanistan 6 November 2009 Office o f the Command Surgeon US Forces...Afghanistan (USFOR-A) and Office o f The Surgeon General United States Army Medical Command The results and opinions presented in this report are...United States Army, or the Office of The Surgeon General. The MHAT 6 team would like to acknowledge the active involvement and in-theater support

Patient Activities Planning and Progress Noting a Humanistic Integrated-Team Approach.

ERIC Educational Resources Information Center

Muilenburg, Ted

This document outlines a system for planning recreation therapy, documenting progress, and relating the entire process to a team approach which includes patient assessment and involvement. The recreation program is seen as therapeutic, closely related to the total medical treatment program. The model is designed so that it can be adapted to almost…

Foundations for teaching surgeons to address the contributions of systems to operating room team conflict.

PubMed

Rogers, David A; Lingard, Lorelei; Boehler, Margaret L; Espin, Sherry; Schindler, Nancy; Klingensmith, Mary; Mellinger, John D

2013-09-01

Prior research has shown that surgeons who effectively manage operating room conflict engage in a problem-solving stage devoted to modifying systems that contribute to team conflict. The purpose of this study was to clarify how systems contributed to operating room team conflict and clarify what surgeons do to modify them. Focus groups of circulating nurses and surgeons were conducted at 5 academic medical centers. Narratives describing the contributions of systems to operating room conflict and behaviors used by surgeons to address those systems were analyzed using the constant comparative approach associated with a constructivist grounded theory approach. Operating room team conflict was affected by 4 systems-related factors: team features, procedural-specific staff training, equipment management systems, and the administrative leadership itself. Effective systems problem solving included advocating for change based on patient safety concerns. The results of this study provide clarity about how systems contribute to operating room conflict and what surgeons can do to effectively modify these systems. This information is foundational material for a conflict management educational program for surgeons. Copyright © 2013 Elsevier Inc. All rights reserved.

13. Operational planning for a specific intervention.

PubMed

2014-05-01

Every intervention must follow an operational plan. Operational plans delineate actions required to meet an objective that is part of the strategic plan (overarching goal). Operational plans dictate the critical pathways for the interventions that will be followed during and following the implementation of the intervention. Operational plans include: (1) an introduction and brief situation report; (2) an overview of the task(s), objectives, and the overarching goal to be addressed; (3) the methods that will be employed; (4) planning factors; (5) the resources that will be required including personnel, equipment, and supplies; (6) timelines, benchmarks, and milestones including their respective indicators, startup time, end point, and estimates of the time required for completion; (7) the administrative structure to be employed; (8) an operating budget; (9) the strategy for acquiring the funding required; (10) roles and responsibilities of the personnel including position descriptions and the competencies required of the personnel (skill sets); (11) mechanisms for monitoring the progress including the indicators that will be employed, (12) safety, including health of the personnel, required immunisations, accommodations, and reporting structure; (13) self-sufficiency; and (14) reporting and accounting. There are many generic items in an operational plan that can be used in successive plans. Without a detailed operational plan, interventions are doomed to probable failure and can profoundly negatively impact other projects operational in the area.

Simulation-based multidisciplinary team training decreases time to critical operations for trauma patients.

PubMed

Murphy, Margaret; Curtis, Kate; Lam, Mary K; Palmer, Cameron S; Hsu, Jeremy; McCloughen, Andrea

2018-05-01

Simulation has been promoted as a platform for training trauma teams. However, it is not clear if this training has an impact on health service delivery and patient outcomes. This study evaluates the association between implementation of a simulation based multidisciplinary trauma team training program at a metropolitan trauma centre and subsequent patient outcomes. This was a retrospective review of trauma registry data collected at an 850-bed Level 1 Adult Trauma Centre in Sydney, Australia. Two concurrent four-year periods, before and after implementation of a simulation based multidisciplinary trauma team training program were compared for differences in time to critical operations, Emergency Department (ED) length of stay (LOS) and patient mortality. There were 2389 major trauma patients admitted to the hospital during the study, 1116 in the four years preceding trauma team training (the PREgroup) and 1273 in the subsequent 4 years (the POST group). There were no differences between the groups with respect to gender, body region injured, incidence of polytrauma, and pattern of arrival to ED. The POST group was older (median age 54 versus 43 years, p < 0.001) and had a higher incidence of falls and assaults (p < 0.001). There was a reduction in time to critical operation, from 2.63 h (IQR 1.23-5.12) in the PRE-group to 0.55 h (IQR 0.22-1.27) in the POST-group, p < 0.001. The overall ED LOS increased, and there was no reduction in mortality. Post-hoc analysis found LOS in ED was reduced in the cohort requiring critical operations, p < 0.001. The implementation of trauma team training was associated with a reduction in time to critical operation while overall ED length of stay increased. Simulation is promoted as a platform for training teams; but the complexity of trauma care challenges efforts to demonstrate direct links between multidisciplinary team training and improved outcomes. There remain considerable gaps in knowledge as to how team

Developing team leadership to facilitate guideline utilization: planning and evaluating a 3-month intervention strategy.

PubMed

Gifford, Wendy; Davies, Barbara; Tourangeau, Ann; Lefebre, Nancy

2011-01-01

Research describes leadership as important to guideline use. Yet interventions to develop current and future leaders for this purpose are not well understood. To describe the planning and evaluation of a leadership intervention to facilitate nurses' use of guideline recommendations for diabetic foot ulcers in home health care. Planning the intervention involved a synthesis of theory and research (qualitative interviews and chart audits). One workshop and three follow-up teleconferences were delivered at two sites to nurse managers and clinical leaders (n=15) responsible for 180 staff nurses. Evaluation involved workshop surveys and interviews. Highest rated intervention components (four-point scale) were: identification of target indicators (mean 3.7), and development of a team leadership action plan (mean 3.5). Pre-workshop barriers assessment rated lowest (mean 2.9). Three months later participants indicated their leadership performance had changed as a result of the intervention, being more engaged with staff and clear about implementation goals. Creating a team leadership action plan to operationalize leadership behaviours can help in delivery of evidence-informed care. Access to clinical data and understanding team leadership knowledge and skills prior to formal training will assist nursing management in tailoring intervention strategies to identify needs and gaps. © 2010 The Authors. Journal compilation © 2010 Blackwell Publishing Ltd.

Parkland College 2001-2003 Operational Plan.

ERIC Educational Resources Information Center

Parkland Coll., Champaign, IL.

This Parkland College (Illinois) Operational Plan supports the document titled Parkland College 1999-2004: A Strategic Plan for Excellence. Strategic goals and strategies are followed by specific operational action plans that support the completion of the given corresponding strategy. The four goals include: (1) to develop the highest educational…

Medical capability team: the clinical microsystem for combat healthcare delivery in counterinsurgency operations.

PubMed

Clark, Susz; Van Steenvort, Jon K

2008-01-01

Today's operational environment in the support of counterinsurgency operations requires greater tactical and operational flexibility and diverse medical capabilities. The skills and organizations required for full spectrum medical operations are different from those of the past. Combat healthcare demands agility and the capacity for rapid change in clinical systems and processes to better support the counterinsurgency environment. This article proposes the Army Medical Department (AMEDD) develop and implement the medical capability team (MCT) for combat healthcare delivery. It discusses using the concept of the brigade combat team to develop medical capability teams as the unit of effectiveness to transform frontline care; provides a theoretical overview of the MCT as a "clinical microsystem"; discusses MCT leadership, training, and organizational support, and the deployment and employment of the MCT in a counterinsurgency environment. Additionally, this article proposes that the AMEDD initiate the development of an AMEDD Combat Training Center of Excellence to train and validate the MCTs. The complexity of combat healthcare demands an agile and campaign quality AMEDD with joint expeditionary capability in order to promote the best patient outcomes in a counterinsurgency environment.

Wilkinson Microwave Anisotropy Probe (WMAP) Battery Operations Problem Resolution Team (PRT)

NASA Technical Reports Server (NTRS)

Keys, Denney J.

2010-01-01

The NASA Technical Discipline Fellow for Electrical Power, was requested to form a Problem Resolution Team (PRT) to help assess the health of the flight battery that is currently operating aboard NASA's Wilkinson Microwave Anisotropy Probe (WMAP) and provide recommendations for battery operations to mitigate the risk of impacting science operations for the rest of the mission. This report contains the outcome of the PRT's assessment.

The Team Process: Realizing Effective Group Work and Enhancing School Improvement Plans (S.I.P.).

ERIC Educational Resources Information Center

Beiter, David J.; And Others

The use of the team process in school improvement plans may play a role in how effective the group is in achieving its goals and objectives. Representative efforts and perceptions of the use of teams in local educational agencies were surveyed in multiple measurements, such as interviews, self-assessments, self-perceptions, and observations. The…

78 FR 21245 - Continuity of Operations Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2013-04-10

...; Order No. 778] Continuity of Operations Plan AGENCY: Federal Energy Regulatory Commission, DOE. ACTION: Final rule. SUMMARY: In this Final Rule the Commission revises its Continuity of Operations Plan... Commission's Continuity of Operations Plan (COOP) regulations to incorporate its regional offices into the...

Application of Human-Autonomy Teaming to an Advanced Ground Station for Reduced Crew Operations

NASA Technical Reports Server (NTRS)

Ho, Nhut; Johnson, Walter; Panesar, Karanvir; Wakeland, Kenny; Sadler, Garrett; Wilson, Nathan; Nguyen, Bao; Lachter, Joel; Stallmann, Summer

2017-01-01

Within human factors there is burgeoning interest in the "human-autonomy teaming" (HAT) concept as a way to address the challenges of interacting with complex, increasingly autonomous systems. The HAT concept comes out of an aspiration to interact with increasingly autonomous systems as a team member, rather than simply use automation as a tool. The authors, and others, have proposed core tenets for HAT that include bi-directional communication, automation and system transparency, and advanced coordination between human and automated teammates via predefined, dynamic task sequences known as "plays." It is believed that, with proper implementation, HAT should foster appropriate teamwork, thus increasing trust and reliance on the system, which in turn will reduce workload, increase situation awareness, and improve performance. To this end, HAT has been demonstrated and/or studied in multiple applications including search and rescue operations, healthcare and medicine, autonomous vehicles, photography, and aviation. The current paper presents one such effort to apply HAT. It details the design of a HAT agent, developed by Human Automation Teaming Solutions, Inc., to facilitate teamwork between the automation and the human operator of an advanced ground dispatch station. This dispatch station was developed to support a NASA project investigating a concept called Reduced Crew Operations (RCO); consequently, we have named the agent R-HATS. Part of the RCO concept involves a ground operator providing enhanced support to a large number of aircraft with a single pilot on the flight deck. When assisted by R-HATS, operators can monitor and support or manage a large number of aircraft and use plays to respond in real-time to complicated, workload-intensive events (e.g., an airport closure). A play is a plan that encapsulates goals, tasks, and a task allocation strategy appropriate for a particular situation. In the current implementation, when a play is initiated by a user, R

Developing High-Functioning Teams: Factors Associated With Operating as a "Real Team" and Implications for Patient-Centered Medical Home Development.

PubMed

Stout, Somava; Zallman, Leah; Arsenault, Lisa; Sayah, Assaad; Hacker, Karen

2017-01-01

Team-based care is a foundation of health care redesign models like the patient-centered medical home (PCMH). Yet few practices rigorously examine how the implementation of PCMH relates to teamwork. We identified factors associated with the perception of a practice operating as a real team. An online workforce survey was conducted with all staff of 12 primary care sites of Cambridge Health Alliance at different stages of PCMH transformation. Bivariate and multivariate analyses of factors associated with teamwork perceptions were conducted. In multivariate models, having effective leadership was the main factor associated with practice teamwork perceptions (odds ratio [OR], 10.49; 95% confidence interval [CI], 5.39-20.43); in addition, practicing at a site in an intermediate stage of PCMH transformation was also associated with enhanced team perceptions (OR, 2.44; 95% CI, 1.28-4.64). In a model excluding effective leadership, respondents at sites in an intermediate stage of PCMH transformation (OR, 1.95; 95% CI, 1.1-3.4) and who had higher care team behaviors (such as huddles and weekly meetings; OR, 3.41; 95% CI, 1.30-8.92), higher care team perceptions (OR, 2.65; 95% CI, 1.15-6.11), and higher job satisfaction (OR, 2.00; 95% CI, 1.02-3.92) had higher practice teamwork perceptions. This study highlights the strong association between effective leadership, care team behaviors and perceptions, and job satisfaction with perceptions that practices operate as real teams. Although we cannot infer causality with these cross-sectional data, this study raises the possibility that providing attention to these factors may be important in augmenting practice teamwork perceptions.

Site scientific mission plan for the Southern Great Plains CART site, January-June 1995

DOE Office of Scientific and Technical Information (OSTI.GOV)

Schneider, J.M.; Lamb, P.J.; Sisterson, D.L.

1994-12-01

The Southern Great Plains (SGP) Cloud and Radiation Testbed (CART) site is designed to help satisfy the data needs of the Atmospheric Measurement (ARM) Program Science Team. This document defines the scientific priorities for site activities during the six months beginning on January 1, 1995, and also looks forward in lesser detail to subsequent six-month periods. The primary purpose of this Site Scientific Mission Plan is to provide guidance for the development of plans for site operations. It also provides information on current plans to the ARM functional teams (Management Team, Experiment Support Team [EST], Operations Team, Data Management Teammore » [DMT], Instrument Team [IT], and Campaign Team) and serves to disseminate the plans more generally within the ARM Program and among the members of the Science Team. This document includes a description of the operational status of the site and the primary envisaged site activities, together with information concerning approved and proposed Intensive Observation Periods (IOPs). Amendments will be prepared and distributed whenever the content changes by more than 30% within a six-month period. The primary users of this document are the site operator, the site scientist, the Science Team through the ARM Program Science Director, The ARM Program Experiment Center, and the aforementioned ARM Program functional teams. This plan is a living document that will be updated and reissued every six months as the observational facilities are developed, tested, and augmented and as priorities are adjusted in response to developments in scientific planning and understanding.« less

Asteroid team

NASA Technical Reports Server (NTRS)

Matson, D. L.

1988-01-01

The purpose of this task is to support asteroid research and the operation of an Asteroid Team within the Earth and Space Sciences Division at the Jet Propulsion Laboratory (JPL). The Asteroid Team carries out original research on asteroids in order to discover, better characterize and define asteroid properties. This information is needed for the planning and design of NASA asteroid flyby and rendezvous missions. The asteroid Team also provides scientific and technical advice to NASA and JPL on asteroid related programs. Work on asteroid classification continued and the discovery of two Earth-approaching M asteroids was published. In the asteroid photometry program researchers obtained N or Q photometry for more than 50 asteroids, including the two M-earth-crossers. Compositional analysis of infrared spectra (0.8 to 2.6 micrometer) of asteroids is continuing. Over the next year the work on asteroid classification and composition will continue with the analysis of the 60 reduced infrared spectra which we now have at hand. The radiometry program will continue with the reduction of the N and Q bandpass data for the 57 asteroids in order to obtain albedos and diameters. This year the emphasis will shift to IRAS follow-up observations; which includes objects not observed by IRAS and objects with poor or peculiar IRAS data. As in previous year, we plan to give top priority to any opportunities for observing near-Earth asteroids and the support (through radiometric lightcurve observations from the IRTF) of any stellar occultations by asteroids for which occultation observation expeditions are fielded. Support of preparing of IRAS data for publication and of D. Matson for his participation in the NASA Planetary Astronomy Management and Operations Working Group will continue.

Performance of district disaster management teams after undergoing an operational level planners' training in Uganda.

PubMed

Orach, Christopher Garimol; Mayega, Roy William; Woboya, Vincent; William, Bazeyo

2013-06-01

Uganda is vulnerable to several natural, man-made and a hybrid of disasters including drought, famine, floods, warfare, and disease outbreaks. We assessed the district disaster team's performance, roles and experiences following the training. The disasters most commonly experienced by the district teams were epidemics of diseases in humans (7 of 12), animals (epizoonotics) (3 of 12) and crops (3 of 12); hailstorms and floods (3 of 12). The capabilities viewed most useful for management of disasters were provision of health care services (9/12) and response management (8 of 12). The capability domains most often consulted during the disasters were general response management (31%), health services (29%) and water and sanitation (17%). The skills areas perceived to be vital following the training were response to epidemics 10/12, disaster management planning 8/12, hazards and vulnerability analysis 7/12 and principles of disaster planning 7/12 respectively. Main challenges mentioned by district teams were inadequacy of finance and logistics, lack of commitment by key partners towards disaster preparedness and response. The most common disaster experienced disasters related to outbreaks of diseases in man, animals and crops. The most frequently applied capabilities were response management and provision of emergency health services. The activities most frequently implemented following disaster management teams training were conducting planning meetings, refinement of plans and dissemination of skills gained. The main challenges were related to limited budget allocations and legal frameworks for disaster management that should be addressed by both central and local governments.

Improving Care Teams' Functioning: Recommendations from Team Science.

PubMed

Fiscella, Kevin; Mauksch, Larry; Bodenheimer, Thomas; Salas, Eduardo

2017-07-01

Team science has been applied to many sectors including health care. Yet there has been relatively little attention paid to the application of team science to developing and sustaining primary care teams. Application of team science to primary care requires adaptation of core team elements to different types of primary care teams. Six elements of teams are particularly relevant to primary care: practice conditions that support or hinder effective teamwork; team cognition, including shared understanding of team goals, roles, and how members will work together as a team; leadership and coaching, including mutual feedback among members that promotes teamwork and moves the team closer to achieving its goals; cooperation supported by an emotionally safe climate that supports expression and resolution of conflict and builds team trust and cohesion; coordination, including adoption of processes that optimize efficient performance of interdependent activities among team members; and communication, particularly regular, recursive team cycles involving planning, action, and debriefing. These six core elements are adapted to three prototypical primary care teams: teamlets, health coaching, and complex care coordination. Implementation of effective team-based models in primary care requires adaptation of core team science elements coupled with relevant, practical training and organizational support, including adequate time to train, plan, and debrief. Training should be based on assessment of needs and tasks and the use of simulations and feedback, and it should extend to live action. Teamlets represent a potential launch point for team development and diffusion of teamwork principles within primary care practices. Copyright © 2017 The Joint Commission. Published by Elsevier Inc. All rights reserved.

Planning Systems for Distributed Operations

NASA Technical Reports Server (NTRS)

Maxwell, Theresa G.

2002-01-01

This viewgraph representation presents an overview of the mission planning process involving distributed operations (such as the International Space Station (ISS)) and the computer hardware and software systems needed to support such an effort. Topics considered include: evolution of distributed planning systems, ISS distributed planning, the Payload Planning System (PPS), future developments in distributed planning systems, Request Oriented Scheduling Engine (ROSE) and Next Generation distributed planning systems.

Better team management--better team care?

PubMed

Shelley, P; Powney, B

1994-01-01

Team building should not be a 'bolt-on' extra, it should be a well planned, integrated part of developing teams and assisting their leaders. When asked to facilitate team building by a group of NHS managers we developed a framework which enabled individual members of staff to become more effective in the way they communicated with each other, their teams and in turn within the organization. Facing the challenge posed by complex organizational changes, staff were able to use 3 training days to increase and develop their awareness of the principles of teamwork, better team management, and how a process of leadership and team building could help yield better patient care.

Operation Plan 14-44 ICEBERG

DTIC Science & Technology

1944-12-31

report of de struction is required. C. H. McMOHKCS Chief of Staff 258 DISTRIBUTION : Same as Op- Plan 14-44 1. E. KEETOW Asst. Flag Secretary...w by author*/ oficLIss OPERATION PLAN 14—44 ICEBERG \\. CiNcPOA BRIG GEN W.A.DUMAS FORC6S UNCLAES1FO Report Documentation Page Form ApprovedOMB No...4. TITLE AND SUBTITLE Operation Plan 14-44 Iceberg 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT

43 CFR 3592.1 - Operating plans.

Code of Federal Regulations, 2014 CFR

2014-10-01

... OPERATIONS Plans and Maps § 3592.1 Operating plans. (a) Before conducting any operations under any lease(s... description of geologic conditions and mineral resources, with appropriate maps, within the area where mining is to be conducted; (3) A copy of a suitable map or aerial photograph showing the topography, the...

43 CFR 3592.1 - Operating plans.

Code of Federal Regulations, 2013 CFR

2013-10-01

... OPERATIONS Plans and Maps § 3592.1 Operating plans. (a) Before conducting any operations under any lease(s... description of geologic conditions and mineral resources, with appropriate maps, within the area where mining is to be conducted; (3) A copy of a suitable map or aerial photograph showing the topography, the...

43 CFR 3592.1 - Operating plans.

Code of Federal Regulations, 2012 CFR

2012-10-01

... OPERATIONS Plans and Maps § 3592.1 Operating plans. (a) Before conducting any operations under any lease(s... description of geologic conditions and mineral resources, with appropriate maps, within the area where mining is to be conducted; (3) A copy of a suitable map or aerial photograph showing the topography, the...

President Richard Nixon visits MSC to award Apollo 13 Mission Operations team

NASA Technical Reports Server (NTRS)

1970-01-01

President Richard M. Nixon introduces Sigurd A. Sjoberg (far right), Director of Flight Operations at Manned Spacecraft Center (MSC), and the four Apollo 13 Flight Directors during the Presidnet's post-mission visit to MSC. The Flight Directors are (l.-r.) Glynn S. Lunney, Eugene A. Kranz, Gerald D. Griffin and Milton L. Windler. Dr. Thomas O. Paine, NASA Administrator, is seated at left. President Nixon was on the site to present the Presidential Medal of Freedom -- the nation's highest civilian honor -- to the Apollo 13 Mission Operations Team (35600); A wide-angle, overall view of the large crowd that was on hand to see President Richard M. Nixon present the Presidnetial Medal of Freedom to the Apollo 13 Mission Operations Team. A temporary speaker's platform was erected beside bldg 1 for the occasion (35601).

Strategic conservation planning for the Eastern North Carolina/Southeastern Virginia Strategic Habitat Conservation Team

USGS Publications Warehouse

Alexander-Vaughn, Louise B.; Collazo, Jaime A.; Drew, C. Ashton

2014-01-01

The Eastern North Carolina/Southeastern Virginia Strategic Habitat Conservation Team (ENCSEVA) is a partnership among local federal agencies and programs with a mission to apply Strategic Habitat Conservation to accomplish priority landscape-level conservation within its geographic region. ENCSEVA seeks to further landscape-scale conservation through collaboration with local partners. To accomplish this mission, ENCSEVA is developing a comprehensive Strategic Habitat Conservation Plan (Plan) to provide guidance for its members, partners, and collaborators by establishing mutual conservation goals, objectives, strategies, and metrics to gauge the success of conservation efforts. Identifying common goals allows the ENCSEVA team to develop strategies that leverage joint resources and are more likely to achieve desired impacts across the landscape. The Plan will also provide an approach for ENCSEVA to meet applied research needs (identify knowledge gaps), foster adaptive management principles, identify conservation priorities, prioritize threats (including potential impacts of climate change), and identify the required capacity to implement strategies to create more resilient landscapes. ENCSEVA seeks to support the overarching goals of the South Atlantic Landscape Conservation Cooperative (SALCC) and to provide scientific and technical support for conservation at landscape scales as well as inform the management of natural resources in response to shifts in climate, habitat fragmentation and loss, and other landscape-level challenges (South Atlantic LCC 2012). The ENCSEVA ecoregion encompasses the northern third of the SALCC geography and offers a unique opportunity to apply landscape conservation at multiple scales through the guidance of local conservation and natural resource management efforts and by reporting metrics that reflect the effectiveness of those efforts (Figure 1). The Environmental Decision Analysis Team, housed within the North Carolina Cooperative

Operational Plan Ontology Model for Interconnection and Interoperability

NASA Astrophysics Data System (ADS)

Long, F.; Sun, Y. K.; Shi, H. Q.

2017-03-01

Aiming at the assistant decision-making system’s bottleneck of processing the operational plan data and information, this paper starts from the analysis of the problem of traditional expression and the technical advantage of ontology, and then it defines the elements of the operational plan ontology model and determines the basis of construction. Later, it builds up a semi-knowledge-level operational plan ontology model. Finally, it probes into the operational plan expression based on the operational plan ontology model and the usage of the application software. Thus, this paper has the theoretical significance and application value in the improvement of interconnection and interoperability of the operational plan among assistant decision-making systems.

Enhancing Brigade Combat Team Adaptability

DTIC Science & Technology

2010-06-11

S3 DUTIES AND RESPONSIBILITIES S3 SGM S3 Operations Fires and EffectsS3 Training S3 Plans CYCLIC TNG GUIDANCE UNIT ASSESSMENT APPROVE DTU TOC/TAC SET...UP TEAM LEADER COURSE BOC MTT Requests/Tracking MTT OVERSIGHT TMPs RECLAMAS LOE OVERSIGHT MONITOR DIV O&I DTU /Task Management TOP 5 CALENDAR...referenced in Chapter 5 to this thesis. SLIDE: 1FOR OFFICIAL USE ONLY OPERATIONAL TASKS/SYSTEMS BOC Shift Change MONITOR DIV O&I DTU SDO BRIEFING

Web Design for Space Operations: An Overview of the Challenges and New Technologies Used in Developing and Operating Web-Based Applications in Real-Time Operational Support Onboard the International Space Station, in Astronaut Mission Planning and Mission Control Operations

NASA Technical Reports Server (NTRS)

Khan, Ahmed

2010-01-01

The International Space Station (ISS) Operations Planning Team, Mission Control Centre and Mission Automation Support Network (MAS) have all evolved over the years to use commercial web-based technologies to create a configurable electronic infrastructure to manage the complex network of real-time planning, crew scheduling, resource and activity management as well as onboard document and procedure management required to co-ordinate ISS assembly, daily operations and mission support. While these Web technologies are classified as non-critical in nature, their use is part of an essential backbone of daily operations on the ISS and allows the crew to operate the ISS as a functioning science laboratory. The rapid evolution of the internet from 1998 (when ISS assembly began) to today, along with the nature of continuous manned operations in space, have presented a unique challenge in terms of software engineering and system development. In addition, the use of a wide array of competing internet technologies (including commercial technologies such as .NET and JAVA ) and the special requirements of having to support this network, both nationally among various control centres for International Partners (IPs), as well as onboard the station itself, have created special challenges for the MCC Web Tools Development Team, software engineers and flight controllers, who implement and maintain this system. This paper presents an overview of some of these operational challenges, and the evolving nature of the solutions and the future use of COTS based rich internet technologies in manned space flight operations. In particular this paper will focus on the use of Microsoft.s .NET API to develop Web-Based Operational tools, the use of XML based service oriented architectures (SOA) that needed to be customized to support Mission operations, the maintenance of a Microsoft IIS web server onboard the ISS, The OpsLan, functional-oriented Web Design with AJAX

STS-131 Flight Control Team in WFCR - Planning - Flight Director: Ginger Kerrick

NASA Image and Video Library

2010-04-12

JSC2010-E-050902 (12 April 2010) --- The members of the STS-131 Planning flight control team pose for a group portrait in the space shuttle flight control room in the Mission Control Center at NASA's Johnson Space Center. Flight director Ginger Kerrick (center) is visible on the second row.

Research and development portfolio of the sustainability science team national sustainable operations USDA Forest Service

Treesearch

Trista Patterson; David Nicholls; Jonathan Long

2015-01-01

The Sustainability Science Team (SST) of the U.S. Department of Agriculture (USDA) Forest Service Sustainable Operations Initiative is a 18-member virtual research and development team, located across five regions and four research stations of the USDA Forest Service. The team provides research, publication, systems analysis, and decision support to the Sustainable...

Real-Time Operation of the International Space Station

NASA Astrophysics Data System (ADS)

Suffredini, M. T.

2002-01-01

The International Space Station is on orbit and real-time operations are well underway. Along with the assembly challenges of building and operating the International Space Station , scientific activities are also underway. Flight control teams in three countries are working together as a team to plan, coordinate and command the systems on the International Space Station.Preparations are being made to add the additional International Partner elements including their operations teams and facilities. By October 2002, six Expedition crews will have lived on the International Space Station. Management of real-time operations has been key to these achievements. This includes the activities of ground teams in control centers around the world as well as the crew on orbit. Real-time planning is constantly challenged with balancing the requirements and setting the priorities for the assembly, maintenance, science and crew health functions on the International Space Station. It requires integrating the Shuttle, Soyuz and Progress requirements with the Station. It is also necessary to be able to respond in case of on-orbit anomalies and to set plans and commands in place to ensure the continues safe operation of the Station. Bringing together the International Partner operations teams has been challenging and intensely rewarding. Utilization of the assets of each partner has resulted in efficient solutions to problems. This paper will describe the management of the major real-time operations processes, significant achievements, and future challenges.

Creating and Supporting a Mixed Methods Health Services Research Team

PubMed Central

Bowers, Barbara; Cohen, Lauren W; Elliot, Amy E; Grabowski, David C; Fishman, Nancy W; Sharkey, Siobhan S; Zimmerman, Sheryl; Horn, Susan D; Kemper, Peter

2013-01-01

Objective. To use the experience from a health services research evaluation to provide guidance in team development for mixed methods research. Methods. The Research Initiative Valuing Eldercare (THRIVE) team was organized by the Robert Wood Johnson Foundation to evaluate The Green House nursing home culture change program. This article describes the development of the research team and provides insights into how funders might engage with mixed methods research teams to maximize the value of the team. Results. Like many mixed methods collaborations, the THRIVE team consisted of researchers from diverse disciplines, embracing diverse methodologies, and operating under a framework of nonhierarchical, shared leadership that required new collaborations, engagement, and commitment in the context of finite resources. Strategies to overcome these potential obstacles and achieve success included implementation of a Coordinating Center, dedicated time for planning and collaborating across researchers and methodologies, funded support for in-person meetings, and creative optimization of resources. Conclusions. Challenges are inevitably present in the formation and operation of effective mixed methods research teams. However, funders and research teams can implement strategies to promote success. PMID:24138774

Creating and supporting a mixed methods health services research team.

PubMed

Bowers, Barbara; Cohen, Lauren W; Elliot, Amy E; Grabowski, David C; Fishman, Nancy W; Sharkey, Siobhan S; Zimmerman, Sheryl; Horn, Susan D; Kemper, Peter

2013-12-01

To use the experience from a health services research evaluation to provide guidance in team development for mixed methods research. The Research Initiative Valuing Eldercare (THRIVE) team was organized by the Robert Wood Johnson Foundation to evaluate The Green House nursing home culture change program. This article describes the development of the research team and provides insights into how funders might engage with mixed methods research teams to maximize the value of the team. Like many mixed methods collaborations, the THRIVE team consisted of researchers from diverse disciplines, embracing diverse methodologies, and operating under a framework of nonhierarchical, shared leadership that required new collaborations, engagement, and commitment in the context of finite resources. Strategies to overcome these potential obstacles and achieve success included implementation of a Coordinating Center, dedicated time for planning and collaborating across researchers and methodologies, funded support for in-person meetings, and creative optimization of resources. Challenges are inevitably present in the formation and operation of effective mixed methods research teams. However, funders and research teams can implement strategies to promote success. © Health Research and Educational Trust.

Collaborative Planning and Decision Making in the Elementary School: A Qualitative Study of Contemporary Team Teaching.

ERIC Educational Resources Information Center

Riley, John F.

This longitudinal study examined elementary teachers' perceptions of the collaborative planning and decision-making process and their role in it. Nine teachers participated in grade- level teaming. Teachers ranged in experience from 1-9 years, with 3 teachers new to the team and 5 in their first or second year of teaching. Participants completed…

76 FR 77431 - Decommissioning Planning During Operations

Federal Register 2010, 2011, 2012, 2013, 2014

2011-12-13

... (DG) DG-4014, ``Decommissioning Planning During Operations.'' This guide describes a method that the.... The draft regulatory guide entitled, ``Decommissioning Planning During Operations,'' is temporarily..., 40, 50, 70, and 72 RIN 3150-AI55 [NRC-2011-0286; NRC-2008-0030] Decommissioning Planning During...

78 FR 663 - Decommissioning Planning During Operations

Federal Register 2010, 2011, 2012, 2013, 2014

2013-01-04

...] Decommissioning Planning During Operations AGENCY: Nuclear Regulatory Commission. ACTION: Regulatory guide..., ``Decommissioning Planning During Operations.'' The guide describes a method that the NRC staff considers acceptable for use by holders of licenses in complying with the NRC's Decommissioning Planning Rule (DPR) (76 FR...

77 FR 41107 - Decommissioning Planning During Operations

Federal Register 2010, 2011, 2012, 2013, 2014

2012-07-12

..., 40, 50, 70, and 72 [NRC-2011-0162] Decommissioning Planning During Operations AGENCY: Nuclear... (DG) 4014, ``Decommissioning Planning During Operations.'' This guide describes a method that the NRC staff considers acceptable for use in complying with the NRC's Decommissioning Planning Rule. The NRC...

Improving supervision: a team approach.

PubMed

1993-01-01

This issue of "The Family Planning Manager" outlines an interactive team supervision strategy as a means of improving family planning service quality and enabling staff to perform to their maximum potential. Such an approach to supervision requires a shift from a monitoring to a facilitative role. Because supervisory visits to the field are infrequent, the regional supervisor, clinic manager, and staff should form a team to share ongoing supervisory responsibilities. The team approach removes individual blame and builds consensus. An effective team is characterized by shared leadership roles, concrete work problems, mutual accountability, an emphasis on achieving team objectives, and problem resolution within the group. The team supervision process includes the following steps: prepare a visit plan and schedule; meet with the clinic manager and staff to explain how the visit will be conducted; supervise key activity areas (clinical, management, and personnel); conduct a problem-solving team meeting; conduct a debriefing meeting with the clinic manager; and prepare a report on the visit, including recommendations and follow-up plans. In Guatemala's Family Planning Unit, teams identify problem areas on the basis of agreement that a problem exists, belief that the problem can be solved with available resources, and individual willingness to accept responsibility for the specific actions identified to correct the problem.

Model for Team Training Using the Advanced Trauma Operative Management Course: Pilot Study Analysis.

PubMed

Perkins, R Serene; Lehner, Kathryn A; Armstrong, Randy; Gardiner, Stuart K; Karmy-Jones, Riyad C; Izenberg, Seth D; Long, William B; Wackym, P Ashley

2015-01-01

Education and training of surgeons has traditionally focused on the development of individual knowledge, technical skills, and decision making. Team training with the surgeon's operating room staff has not been prioritized in existing educational paradigms, particularly in trauma surgery. We aimed to determine whether a pilot curriculum for surgical technicians and nurses, based on the American College of Surgeons' Advanced Trauma Operative Management (ATOM) course, would improve staff knowledge if conducted in a team-training environment. Between December 2012 and December 2014, 22 surgical technicians and nurses participated in a curriculum complementary to the ATOM course, consisting of 8 individual 8-hour training sessions designed by and conducted at our institution. Didactic and practical sessions included educational content, hands-on instruction, and alternating role play during 5 system-specific injury scenarios in a simulated operating room environment. A pre- and postcourse examination was administered to participants to assess for improvements in team members' didactic knowledge. Course participants displayed a significant improvement in didactic knowledge after working in a team setting with trauma surgeons during the ATOM course, with a 9-point improvement on the postcourse examination (83%-92%, p = 0.0008). Most participants (90.5%) completing postcourse surveys reported being "highly satisfied" with course content and quality after working in our simulated team-training setting. Team training is critical to improving the knowledge base of surgical technicians and nurses in the trauma operative setting. Improved communication, efficiency, appropriate equipment use, and staff awareness are the desired outcomes when shifting the paradigm from individual to surgical team training so that improved patient outcomes, decreased risk, and cost savings can be achieved. Determine whether a pilot curriculum for surgical technicians and nurses, based on the

Who does workforce planning well? Workforce review team rapid review summary.

PubMed

Curson, J A; Dell, M E; Wilson, R A; Bosworth, D L; Baldauf, B

2010-01-01

This paper sets out to disseminate new knowledge about workforce planning, a crucial health sector issue. The Health Select Committee criticised NHS England's failure to develop and apply effective workforce planning. The Workforce Review Team (WRT) commissioned the Institute for Employment Research, Warwick University, to undertake a "rapid review" of global literature to identify good practice. A workforce planning overview, its theoretical principles, good practice exemplars are provided before discussing their application to healthcare. The literature review, undertaken September-November 2007, determined the current workforce planning evidence within and outside health service provision and any consensus on successful workforce planning. Much of the literature was descriptive and there was a lack of comparative or evaluative research-based evidence to inform U.K. healthcare workforce planning. Workforce planning practices were similar in other countries. There was no evidence to challenge current WRT approaches to NHS England workforce planning. There are a number of indications about how this might be extended and improved, given additional resources. The evidence-base for workforce planning would be strengthened by robust and authoritative studies. Systematic workforce planning is a key healthcare quality management element. This review highlights useful information that can be turned into knowledge by informed application to the NHS. Best practice in other sectors and other countries appears to warrant exploration.

Geometric Reasoning for Automated Planning

NASA Technical Reports Server (NTRS)

Clement, Bradley J.; Knight, Russell L.; Broderick, Daniel

2012-01-01

An important aspect of mission planning for NASA s operation of the International Space Station is the allocation and management of space for supplies and equipment. The Stowage, Configuration Analysis, and Operations Planning teams collaborate to perform the bulk of that planning. A Geometric Reasoning Engine is developed in a way that can be shared by the teams to optimize item placement in the context of crew planning. The ISS crew spends (at the time of this writing) a third or more of their time moving supplies and equipment around. Better logistical support and optimized packing could make a significant impact on operational efficiency of the ISS. Currently, computational geometry and motion planning do not focus specifically on the optimized orientation and placement of 3D objects based on multiple distance and containment preferences and constraints. The software performs reasoning about the manipulation of 3D solid models in order to maximize an objective function based on distance. It optimizes for 3D orientation and placement. Spatial placement optimization is a general problem and can be applied to object packing or asset relocation.

Cyber as a Team Sport: Operationalizing a Whole-Of-Government Approach to Cyberspace Operations

DTIC Science & Technology

2011-06-07

July 2010-7 June 2011 4. TITLE AND SUBTITLE • -~ ·- ~ I 5a. CONTRACT NUMBER CYBER AS A "TEAM SPORT ": OPERATIONALIZING A WHOLE-OF-GOVERNMENT APPROACH...JOINT FORCES STAFF COLLEGE JOINT ADVANCED WARFIGHTING SCHOOL CYBER AS A “TEAM SPORT ”: OPERATIONALIZING A WHOLE-OF- GOVERNMENT APPROACH...TO CYBERSPACE OPERATIONS by Elizabeth A. Myers Department of Defense CYBER AS A "TEAM SPORT ": OPERATIONALIZING A WHOLE-OF· GOVERNMENT

Team Teaching in the Elementary School: A Long-Term Qualitative Study of Teacher Planning and Decision-Making.

ERIC Educational Resources Information Center

Riley, John F.

This study examined collaborative planning and decision making in a grade level team of elementary teachers during team meetings. Fourteen teachers in a suburban district participated over 3 years. Participants were predominantly white and female and ranged from first-year to experienced teachers. Teachers were observed during regular weekly team…

30 CFR 780.11 - Operation plan: General requirements.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 30 Mineral Resources 3 2010-07-01 2010-07-01 false Operation plan: General requirements. 780.11... PLAN § 780.11 Operation plan: General requirements. Each application shall contain a description of the... INTERIOR SURFACE COAL MINING AND RECLAMATION OPERATIONS PERMITS AND COAL EXPLORATION SYSTEMS UNDER...

30 CFR 784.11 - Operation plan: General requirements.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 30 Mineral Resources 3 2010-07-01 2010-07-01 false Operation plan: General requirements. 784.11... PLAN § 784.11 Operation plan: General requirements. Each application shall contain a description of the... INTERIOR SURFACE COAL MINING AND RECLAMATION OPERATIONS PERMITS AND COAL EXPLORATION SYSTEMS UNDER...

A distributed planning concept for Space Station payload operations

NASA Technical Reports Server (NTRS)

Hagopian, Jeff; Maxwell, Theresa; Reed, Tracey

1994-01-01

The complex and diverse nature of the payload operations to be performed on the Space Station requires a robust and flexible planning approach. The planning approach for Space Station payload operations must support the phased development of the Space Station, as well as the geographically distributed users of the Space Station. To date, the planning approach for manned operations in space has been one of centralized planning to the n-th degree of detail. This approach, while valid for short duration flights, incurs high operations costs and is not conducive to long duration Space Station operations. The Space Station payload operations planning concept must reduce operations costs, accommodate phased station development, support distributed users, and provide flexibility. One way to meet these objectives is to distribute the planning functions across a hierarchy of payload planning organizations based on their particular needs and expertise. This paper presents a planning concept which satisfies all phases of the development of the Space Station (manned Shuttle flights, unmanned Station operations, and permanent manned operations), and the migration from centralized to distributed planning functions. Identified in this paper are the payload planning functions which can be distributed and the process by which these functions are performed.

Teaching communication and supporting autonomy with a team-based operative simulator.

PubMed

Cook, Mackenzie R; Deal, Shanley B; Scott, Jessica M; Moren, Alexis M; Kiraly, Laszlo N

2016-09-01

Changing residency structure emphasizes the need for formal instruction on team leadership and intraoperative teaching skills. A high fidelity, multi-learner surgical simulation may offer opportunities for senior learners (SLs) to learn these skills while teaching technical skills to junior learners (JLs). We designed and optimized a low-cost inguinal hernia model that paired JLs and SLs as an operative team. This was tested in 3 pilot simulations. Participants' feedback was analyzed using qualitative methods. JL feedback to SLs included the themes "guiding and instructing" and "allowing autonomy." Senior Learner feedback to JLs focused on "mechanics," "knowledge," and "perspective/flow." Both groups focused on "communication" and "professionalism." A multi-learner simulation can successfully meet the technical learning needs of JLs and the teaching and communication learning needs of SLs. This model of resident-driven simulation may illustrate future opportunities for operative simulation. Copyright © 2016 Elsevier Inc. All rights reserved.

Manufacturing Process Applications Team (MATeam)

NASA Technical Reports Server (NTRS)

1978-01-01

The activities of the Manufacturing Process Applications Team concerning the promotion of joint Industry/Federal Agency/NASA funded research and technology operating plan (RTOP) programs are reported. Direct transfers occurred in cutting tools, laser wire stripping, soldering, and portable X-ray unit technology. TROP program funding approval was obtained for the further development of the cutting tool Sialon and development of an automated nondestructive fracture toughness testing system.

Interactive orbital proximity operations planning system

NASA Technical Reports Server (NTRS)

Grunwald, Arthur J.; Ellis, Stephen R.

1990-01-01

An interactive graphical planning system for on-site planning of proximity operations in the congested multispacecraft environment about the space station is presented. The system shows the astronaut a bird's eye perspective of the space station, the orbital plane, and the co-orbiting spacecraft. The system operates in two operational modes: (1) a viewpoint mode, in which the astronaut is able to move the viewpoint around in the orbital plane to range in on areas of interest; and (2) a trajectory design mode, in which the trajectory is planned. Trajectory design involves the composition of a set of waypoints which result in a fuel-optimal trajectory which satisfies all operational constraints, such as departure and arrival constraints, plume impingement constraints, and structural constraints. The main purpose of the system is to present the trajectory and the constraints in an easily interpretable graphical format. Through a graphical interactive process, the trajectory waypoints are edited until all operational constraints are satisfied. A series of experiments was conducted to evaluate the system. Eight airline pilots with no prior background in orbital mechanics participated in the experiments. Subject training included a stand-alone training session of about 6 hours duration, in which the subjects became familiar with orbital mechanics concepts and performed a series of exercises to familiarize themselves with the control and display features of the system. They then carried out a series of production runs in which 90 different trajectory design situations were randomly addressed. The purpose of these experiments was to investigate how the planning time, planning efforts, and fuel expenditures were affected by the planning difficulty. Some results of these experiments are presented.

Science Planning and Orbit Classification for Solar Probe Plus

NASA Astrophysics Data System (ADS)

Kusterer, M. B.; Fox, N. J.; Rodgers, D. J.; Turner, F. S.

2016-12-01

There are a number of challenges for the Science Planning Team (SPT) of the Solar Probe Plus (SPP) Mission. Since SPP is using a decoupled payload operations approach, tight coordination between the mission operations and payload teams will be required. The payload teams must manage the volume of data that they write to the spacecraft solid-state recorders (SSR) for their individual instruments for downlink to the ground. Making this process more difficult, the geometry of the celestial bodies and the spacecraft during some of the SPP mission orbits cause limited uplink and downlink opportunities. The payload teams will also be required to coordinate power on opportunities, command uplink opportunities, and data transfers from instrument memory to the spacecraft SSR with the operation team. The SPT also intend to coordinate observations with other spacecraft and ground based systems. To solve these challenges, detailed orbit activity planning is required in advance for each orbit. An orbit planning process is being created to facilitate the coordination of spacecraft and payload activities for each orbit. An interactive Science Planning Tool is being designed to integrate the payload data volume and priority allocations, spacecraft ephemeris, attitude, downlink and uplink schedules, spacecraft and payload activities, and other spacecraft ephemeris. It will be used during science planning to select the instrument data priorities and data volumes that satisfy the orbit data volume constraints and power on, command uplink and data transfer time periods. To aid in the initial stages of science planning we have created an orbit classification scheme based on downlink availability and significant science events. Different types of challenges arise in the management of science data driven by orbital geometry and operational constraints, and this scheme attempts to identify the patterns that emerge.

Distributed Planning and Control for Teams of Cooperating Mobile Robots

DOE Office of Scientific and Technical Information (OSTI.GOV)

Parker, L.E.

2004-06-15

This CRADA project involved the cooperative research of investigators in ORNL's Center for Engineering Science Advanced Research (CESAR) with researchers at Caterpillar, Inc. The subject of the research was the development of cooperative control strategies for autonomous vehicles performing applications of interest to Caterpillar customers. The project involved three Phases of research, conducted over the time period of November 1998 through December 2001. This project led to the successful development of several technologies and demonstrations in realistic simulation that illustrated the effectiveness of the control approaches for distributed planning and cooperation in multi-robot teams.

Education and Training of Emergency Medical Teams: Recommendations for a Global Operational Learning Framework.

PubMed

Amat Camacho, Nieves; Hughes, Amy; Burkle, Frederick M; Ingrassia, Pier Luigi; Ragazzoni, Luca; Redmond, Anthony; Norton, Ian; von Schreeb, Johan

2016-10-21

An increasing number of international emergency medical teams are deployed to assist disaster-affected populations worldwide. Since Haiti earthquake those teams have been criticised for ill adapted care, lack of preparedness in addition to not coordinating with the affected country healthcare system. The Emergency Medical Teams (EMTs) initiative, as part of the Word Health Organization's Global Health Emergency Workforce program, aims to address these shortcomings by improved EMT coordination, and mechanisms to ensure quality and accountability of national and international EMTs. An essential component to reach this goal is appropriate education and training. Multiple disaster education and training programs are available. However, most are centred on individuals' professional development rather than on the EMTs operational performance. Moreover, no common overarching or standardised training frameworks exist. In this report, an expert panel review and discuss the current approaches to disaster education and training and propose a three-step operational learning framework that could be used for EMTs globally. The proposed framework includes the following steps: 1) ensure professional competence and license to practice, 2) support adaptation of technical and non-technical professional capacities into the low-resource and emergency context and 3) prepare for an effective team performance in the field. A combination of training methodologies is also recommended, including individual theory based education, immersive simulations and team training. Agreed curriculum and open access training materials for EMTs need to be further developed, ideally through collaborative efforts between WHO, operational EMT organizations, universities, professional bodies and training agencies.  Keywords: disasters; education; emergencies; global health; learning.

Education and Training of Emergency Medical Teams: Recommendations for a Global Operational Learning Framework

PubMed Central

Amat Camacho, Nieves; Hughes, Amy; Burkle, Frederick M.; Ingrassia, Pier Luigi; Ragazzoni, Luca; Redmond, Anthony; Norton, Ian; von Schreeb, Johan

2016-01-01

An increasing number of international emergency medical teams are deployed to assist disaster-affected populations worldwide. Since Haiti earthquake those teams have been criticised for ill adapted care, lack of preparedness in addition to not coordinating with the affected country healthcare system. The Emergency Medical Teams (EMTs) initiative, as part of the Word Health Organization’s Global Health Emergency Workforce program, aims to address these shortcomings by improved EMT coordination, and mechanisms to ensure quality and accountability of national and international EMTs. An essential component to reach this goal is appropriate education and training. Multiple disaster education and training programs are available. However, most are centred on individuals’ professional development rather than on the EMTs operational performance. Moreover, no common overarching or standardised training frameworks exist. In this report, an expert panel review and discuss the current approaches to disaster education and training and propose a three-step operational learning framework that could be used for EMTs globally. The proposed framework includes the following steps: 1) ensure professional competence and license to practice, 2) support adaptation of technical and non-technical professional capacities into the low-resource and emergency context and 3) prepare for an effective team performance in the field. A combination of training methodologies is also recommended, including individual theory based education, immersive simulations and team training. Agreed curriculum and open access training materials for EMTs need to be further developed, ideally through collaborative efforts between WHO, operational EMT organizations, universities, professional bodies and training agencies.  Keywords: disasters; education; emergencies; global health; learning PMID:27917306

36 CFR 9.9 - Plan of operations.

Code of Federal Regulations, 2011 CFR

2011-07-01

... 36 Parks, Forests, and Public Property 1 2011-07-01 2011-07-01 false Plan of operations. 9.9 Section 9.9 Parks, Forests, and Public Property NATIONAL PARK SERVICE, DEPARTMENT OF THE INTERIOR MINERALS MANAGEMENT Mining and Mining Claims § 9.9 Plan of operations. (a) No operations shall be conducted within any...

36 CFR 9.9 - Plan of operations.

Code of Federal Regulations, 2014 CFR

2014-07-01

... 36 Parks, Forests, and Public Property 1 2014-07-01 2014-07-01 false Plan of operations. 9.9 Section 9.9 Parks, Forests, and Public Property NATIONAL PARK SERVICE, DEPARTMENT OF THE INTERIOR MINERALS MANAGEMENT Mining and Mining Claims § 9.9 Plan of operations. (a) No operations shall be conducted within any...

36 CFR 9.9 - Plan of operations.

Code of Federal Regulations, 2013 CFR

2013-07-01

... 36 Parks, Forests, and Public Property 1 2013-07-01 2013-07-01 false Plan of operations. 9.9 Section 9.9 Parks, Forests, and Public Property NATIONAL PARK SERVICE, DEPARTMENT OF THE INTERIOR MINERALS MANAGEMENT Mining and Mining Claims § 9.9 Plan of operations. (a) No operations shall be conducted within any...

36 CFR 9.9 - Plan of operations.

Code of Federal Regulations, 2012 CFR

2012-07-01

... 36 Parks, Forests, and Public Property 1 2012-07-01 2012-07-01 false Plan of operations. 9.9 Section 9.9 Parks, Forests, and Public Property NATIONAL PARK SERVICE, DEPARTMENT OF THE INTERIOR MINERALS MANAGEMENT Mining and Mining Claims § 9.9 Plan of operations. (a) No operations shall be conducted within any...

NASA Operational Environment Team (NOET): NASA's key to environmental technology

NASA Technical Reports Server (NTRS)

Cook, Beth

1993-01-01

NASA has stepped forward to face the environmental challenge to eliminate the use of Ozone-Layer Depleting Substances (OLDS) and to reduce our Hazardous Air Pollutants (HAP) by 50 percent in 1995. These requirements have been issued by the Clean Air Act, the Montreal Protocol, and various other legislative acts. A proactive group, the NASA Operational Environment Team or NOET, received its charter in April 1992 and was tasked with providing a network through which replacement activities and development experiences can be shared. This is a NASA-wide team which supports the research and development community by sharing information both in person and via a computerized network, assisting in specification and standard revisions, developing cleaner propulsion systems, and exploring environmentally-compliant alternatives to current processes.

Astrophysics science operations - Near-term plans and vision

NASA Technical Reports Server (NTRS)

Riegler, Guenter R.

1991-01-01

Astrophysics science operations planned by the Science Operations branch of NASA Astrophysics Division for the 1990s for the purpose of gathering spaceborne astronomical data are described. The paper describes the near-future plans of the Science Operations in the areas of the preparation of the proposal; the planning and execution of spaceborne observations; the collection, processing, and analysis data; and the dissemination of results. Also presented are concepts planned for introduction at the beginning of the 20th century, including the concepts of open communications, transparent instrument and observatory operations, a spiral requirements development method, and an automated research assistant.

Situation awareness-based agent transparency for human-autonomy teaming effectiveness

NASA Astrophysics Data System (ADS)

Chen, Jessie Y. C.; Barnes, Michael J.; Wright, Julia L.; Stowers, Kimberly; Lakhmani, Shan G.

2017-05-01

We developed the Situation awareness-based Agent Transparency (SAT) model to support human operators' situation awareness of the mission environment through teaming with intelligent agents. The model includes the agent's current actions and plans (Level 1), its reasoning process (Level 2), and its projection of future outcomes (Level 3). Human-inthe-loop simulation experiments have been conducted (Autonomous Squad Member and IMPACT) to illustrate the utility of the model for human-autonomy team interface designs. Across studies, the results consistently showed that human operators' task performance improved as the agents became more transparent. They also perceived transparent agents as more trustworthy.

Hurricane risk mitigation - Emergency Operations Center

NASA Image and Video Library

2008-07-29

Construction work on a new Emergency Operations Center at Stennis Space Center is nearing completion. Construction is expected to be complete by February 2009, with actual occupancy of the building planned for later that year. The new building will house fire, medical and security teams and will provide a top-grade facility to support storm emergency responder teams and emergency management operations for the south Mississippi facility.

Interactive orbital proximity operations planning system

NASA Technical Reports Server (NTRS)

Grunwald, Arthur J.; Ellis, Stephen R.

1988-01-01

An interactive graphical proximity operations planning system was developed, which allows on-site design of efficient, complex, multiburn maneuvers in a dynamic multispacecraft environment. Maneuvering takes place in and out of the orbital plane. The difficulty in planning such missions results from the unusual and counterintuitive character of orbital dynamics and complex time-varying operational constraints. This difficulty is greatly overcome by visualizing the relative trajectories and the relevant constraints in an easily interpretable graphical format, which provides the operator with immediate feedback on design actions. The display shows a perspective bird's-eye view of a Space Station and co-orbiting spacecraft on the background of the Station's orbital plane. The operator has control over the two modes of operation: a viewing system mode, which enables the exporation of the spatial situation about the Space Station and thus the ability to choose and zoom in on areas of interest; and a trajectory design mode, which allows the interactive editing of a series of way points and maneuvering burns to obtain a trajectory that complies with all operational constraints. A first version of this display was completed. An experimental program is planned in which operators will carry out a series of design missions which vary in complexity and constraints.

Corrective Action Plan in response to the March 1992 Tiger Team Assessment of the Ames Laboratory

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1992-11-20

On March 5, 1992, a Department of Energy (DOE) Tiger Team completed an assessment of the Ames Laboratory, located in Ames, Iowa. The purpose of the assessment was to provide the Secretary of Energy with a report on the status and performance of Environment, Safety and Health (ES H) programs at Ames Laboratory. Detailed findings of the assessment are presented in the report, DOE/EH-0237, Tiger Team Assessment of the Ames Laboratory. This document, the Ames Laboratory Corrective Action Plan (ALCAP), presents corrective actions to overcome deficiencies cited in the Tiger Team Assessment. The Tiger Team identified 53 Environmental findings, frommore » which the Team derived four key findings. In the Safety and Health (S H) area, 126 concerns were identified, eight of which were designated Category 11 (there were no Category I concerns). Seven key concerns were derived from the 126 concerns. The Management Subteam developed 19 findings which have been summarized in four key findings. The eight S H Category 11 concerns identified in the Tiger Team Assessment were given prompt management attention. Actions to address these deficiencies have been described in individual corrective action plans, which were submitted to DOE Headquarters on March 20, 1992. The ALCAP includes actions described in this early response, as well as a long term strategy and framework for correcting all remaining deficiencies. Accordingly, the ALCAP presents the organizational structure, management systems, and specific responses that are being developed to implement corrective actions and to resolve root causes identified in the Tiger Team Assessment. The Chicago Field Office (CH), IowaState University (ISU), the Institute for Physical Research and Technology (IPRT), and Ames Laboratory prepared the ALCAP with input from the DOE Headquarters, Office of Energy Research (ER).« less

Corrective Action Plan in response to the March 1992 Tiger Team Assessment of the Ames Laboratory

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1992-11-20

On March 5, 1992, a Department of Energy (DOE) Tiger Team completed an assessment of the Ames Laboratory, located in Ames, Iowa. The purpose of the assessment was to provide the Secretary of Energy with a report on the status and performance of Environment, Safety and Health (ES&H) programs at Ames Laboratory. Detailed findings of the assessment are presented in the report, DOE/EH-0237, Tiger Team Assessment of the Ames Laboratory. This document, the Ames Laboratory Corrective Action Plan (ALCAP), presents corrective actions to overcome deficiencies cited in the Tiger Team Assessment. The Tiger Team identified 53 Environmental findings, from whichmore » the Team derived four key findings. In the Safety and Health (S&H) area, 126 concerns were identified, eight of which were designated Category 11 (there were no Category I concerns). Seven key concerns were derived from the 126 concerns. The Management Subteam developed 19 findings which have been summarized in four key findings. The eight S&H Category 11 concerns identified in the Tiger Team Assessment were given prompt management attention. Actions to address these deficiencies have been described in individual corrective action plans, which were submitted to DOE Headquarters on March 20, 1992. The ALCAP includes actions described in this early response, as well as a long term strategy and framework for correcting all remaining deficiencies. Accordingly, the ALCAP presents the organizational structure, management systems, and specific responses that are being developed to implement corrective actions and to resolve root causes identified in the Tiger Team Assessment. The Chicago Field Office (CH), IowaState University (ISU), the Institute for Physical Research and Technology (IPRT), and Ames Laboratory prepared the ALCAP with input from the DOE Headquarters, Office of Energy Research (ER).« less

14 CFR 136.13 - Helicopter performance plan and operations.

Code of Federal Regulations, 2012 CFR

2012-01-01

... 14 Aeronautics and Space 3 2012-01-01 2012-01-01 false Helicopter performance plan and operations... Helicopter performance plan and operations. (a) Each operator must complete a performance plan before each helicopter commercial air tour, or flight operated under 14 CFR 91.146 or 91.147. The pilot in command must...

14 CFR 136.13 - Helicopter performance plan and operations.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 14 Aeronautics and Space 3 2014-01-01 2014-01-01 false Helicopter performance plan and operations... Helicopter performance plan and operations. (a) Each operator must complete a performance plan before each helicopter commercial air tour, or flight operated under 14 CFR 91.146 or 91.147. The pilot in command must...

14 CFR 136.13 - Helicopter performance plan and operations.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 14 Aeronautics and Space 3 2013-01-01 2013-01-01 false Helicopter performance plan and operations... Helicopter performance plan and operations. (a) Each operator must complete a performance plan before each helicopter commercial air tour, or flight operated under 14 CFR 91.146 or 91.147. The pilot in command must...

7 CFR 1466.9 - EQIP plan of operations.

Code of Federal Regulations, 2013 CFR

2013-01-01

... General Provisions § 1466.9 EQIP plan of operations. (a) All conservation practices in the EQIP plan of... EQIP plan of operations must include: (1) A description of the participant's specific conservation and... for achieving the participant's conservation, natural resource, and environmental objectives; (3) A...

7 CFR 1466.9 - EQIP plan of operations.

Code of Federal Regulations, 2011 CFR

2011-01-01

... General Provisions § 1466.9 EQIP plan of operations. (a) All conservation practices in the EQIP plan of... EQIP plan of operations must include: (1) A description of the participant's specific conservation and... for achieving the participant's conservation, natural resource, and environmental objectives; (3) A...

7 CFR 1466.9 - EQIP plan of operations.

Code of Federal Regulations, 2010 CFR

2010-01-01

... General Provisions § 1466.9 EQIP plan of operations. (a) All conservation practices in the EQIP plan of... EQIP plan of operations must include: (1) A description of the participant's specific conservation and... for achieving the participant's conservation, natural resource, and environmental objectives; (3) A...

7 CFR 1466.9 - EQIP plan of operations.

Code of Federal Regulations, 2012 CFR

2012-01-01

... General Provisions § 1466.9 EQIP plan of operations. (a) All conservation practices in the EQIP plan of... EQIP plan of operations must include: (1) A description of the participant's specific conservation and... for achieving the participant's conservation, natural resource, and environmental objectives; (3) A...

7 CFR 1466.9 - EQIP plan of operations.

Code of Federal Regulations, 2014 CFR

2014-01-01

... General Provisions § 1466.9 EQIP plan of operations. (a) All conservation practices in the EQIP plan of... EQIP plan of operations must include: (1) A description of the participant's specific conservation and... for achieving the participant's conservation, natural resource, and environmental objectives; (3) A...

Test, Control and Monitor System (TCMS) operations plan

NASA Technical Reports Server (NTRS)

Macfarlane, C. K.; Conroy, M. P.

1993-01-01

The purpose is to provide a clear understanding of the Test, Control and Monitor System (TCMS) operating environment and to describe the method of operations for TCMS. TCMS is a complex and sophisticated checkout system focused on support of the Space Station Freedom Program (SSFP) and related activities. An understanding of the TCMS operating environment is provided and operational responsibilities are defined. NASA and the Payload Ground Operations Contractor (PGOC) will use it as a guide to manage the operation of the TCMS computer systems and associated networks and workstations. All TCMS operational functions are examined. Other plans and detailed operating procedures relating to an individual operational function are referenced within this plan. This plan augments existing Technical Support Management Directives (TSMD's), Standard Practices, and other management documentation which will be followed where applicable.

Enhancing Cassini Operations & Science Planning Tools

NASA Technical Reports Server (NTRS)

Castello, Jonathan

2012-01-01

The Cassini team uses a variety of software utilities as they manage and coordinate their mission to Saturn. Most of these tools have been unchanged for many years, and although stability is a virtue for long-lived space missions, there are some less-fragile tools that could greatly benefit from modern improvements. This report shall describe three such upgrades, including their architectural differences and their overall impact. Emphasis is placed on the motivation and rationale behind architectural choices rather than the final product, so as to illuminate the lessons learned and discoveries made.These three enhancements included developing a strategy for migrating Science Planning utilities to a new execution model, rewriting the team's internal portal for ease of use and maintenance, and developing a web-based agenda application for tracking the sequence of files being transmitted to the Cassini spacecraft. Of this set, the first two have been fully completed, while the agenda application is currently in the early prototype stage.

Spitzer observatory operations: increasing efficiency in mission operations

NASA Astrophysics Data System (ADS)

Scott, Charles P.; Kahr, Bolinda E.; Sarrel, Marc A.

2006-06-01

This paper explores the how's and why's of the Spitzer Mission Operations System's (MOS) success, efficiency, and affordability in comparison to other observatory-class missions. MOS exploits today's flight, ground, and operations capabilities, embraces automation, and balances both risk and cost. With operational efficiency as the primary goal, MOS maintains a strong control process by translating lessons learned into efficiency improvements, thereby enabling the MOS processes, teams, and procedures to rapidly evolve from concept (through thorough validation) into in-flight implementation. Operational teaming, planning, and execution are designed to enable re-use. Mission changes, unforeseen events, and continuous improvement have often times forced us to learn to fly anew. Collaborative spacecraft operations and remote science and instrument teams have become well integrated, and worked together to improve and optimize each human, machine, and software-system element. Adaptation to tighter spacecraft margins has facilitated continuous operational improvements via automated and autonomous software coupled with improved human analysis. Based upon what we now know and what we need to improve, adapt, or fix, the projected mission lifetime continues to grow - as does the opportunity for numerous scientific discoveries.

Runway Operations Planning: A Two-Stage Solution Methodology

NASA Technical Reports Server (NTRS)

Anagnostakis, Ioannis; Clarke, John-Paul

2003-01-01

The airport runway is a scarce resource that must be shared by different runway operations (arrivals, departures and runway crossings). Given the possible sequences of runway events, careful Runway Operations Planning (ROP) is required if runway utilization is to be maximized. Thus, Runway Operations Planning (ROP) is a critical component of airport operations planning in general and surface operations planning in particular. From the perspective of departures, ROP solutions are aircraft departure schedules developed by optimally allocating runway time for departures given the time required for arrivals and crossings. In addition to the obvious objective of maximizing throughput, other objectives, such as guaranteeing fairness and minimizing environmental impact, may be incorporated into the ROP solution subject to constraints introduced by Air Traffic Control (ATC) procedures. Generating optimal runway operations plans was approached in with a 'one-stage' optimization routine that considered all the desired objectives and constraints, and the characteristics of each aircraft (weight class, destination, Air Traffic Control (ATC) constraints) at the same time. Since, however, at any given point in time, there is less uncertainty in the predicted demand for departure resources in terms of weight class than in terms of specific aircraft, the ROP problem can be parsed into two stages. In the context of the Departure Planner (OP) research project, this paper introduces Runway Operations Planning (ROP) as part of the wider Surface Operations Optimization (SOO) and describes a proposed 'two stage' heuristic algorithm for solving the Runway Operations Planning (ROP) problem. Focus is specifically given on including runway crossings in the planning process of runway operations. In the first stage, sequences of departure class slots and runwy crossings slots are generated and ranked based on departure runway throughput under stochastic conditions. In the second stage, the

36 CFR 9.37 - Plan of operations approval.

Code of Federal Regulations, 2010 CFR

2010-07-01

... Regional Director shall not approve a plan of operations: (1) Until the operator shows that the operations... Regional Director shall make an environmental analysis of such plan, and: (1) Notify the operator that the... specified by the Regional Director, he shall comply with § 9.37(b) (1) through (5). (c) The Regional...

36 CFR 9.37 - Plan of operations approval.

Code of Federal Regulations, 2013 CFR

2013-07-01

... Regional Director shall not approve a plan of operations: (1) Until the operator shows that the operations... Regional Director shall make an environmental analysis of such plan, and: (1) Notify the operator that the... specified by the Regional Director, he shall comply with § 9.37(b) (1) through (5). (c) The Regional...

36 CFR 9.37 - Plan of operations approval.

Code of Federal Regulations, 2014 CFR

2014-07-01

... Regional Director shall not approve a plan of operations: (1) Until the operator shows that the operations... Regional Director shall make an environmental analysis of such plan, and: (1) Notify the operator that the... specified by the Regional Director, he shall comply with § 9.37(b) (1) through (5). (c) The Regional...

36 CFR 9.37 - Plan of operations approval.

Code of Federal Regulations, 2012 CFR

2012-07-01

... Regional Director shall not approve a plan of operations: (1) Until the operator shows that the operations... Regional Director shall make an environmental analysis of such plan, and: (1) Notify the operator that the... specified by the Regional Director, he shall comply with § 9.37(b) (1) through (5). (c) The Regional...

High-fidelity, simulation-based, interdisciplinary operating room team training at the point of care.

PubMed

Paige, John T; Kozmenko, Valeriy; Yang, Tong; Paragi Gururaja, Ramnarayan; Hilton, Charles W; Cohn, Isidore; Chauvin, Sheila W

2009-02-01

The operating room (OR) is a dynamic, high risk setting requiring effective teamwork for the safe delivery of care. Teamwork in the modern OR, however, is less than ideal. High fidelity simulation is an attractive approach to training key teamwork competencies. We have developed a portable simulation platform, the mobile mock OR (MMOR) that permits bringing team training over long distances to the point of care. We examined the effectiveness of this innovative, simulation-based interdisciplinary operating room (OR) team training model on its participants. All general surgical OR team members at an academic affiliated medical center underwent scenario-based training using a mobile mock OR. Pre- and post-session mean scores were calculated and analyzed for 15 Likert-type items measuring self-efficacy in teamwork competencies using t test. The mean gain in pre-post item scores for 38 participants averaged 0.4 units on a 6-point Likert scale. The significance was demonstrated in 4 of the items: role clarity (Delta = 0.6 units, P = .02), anticipatory response (Delta = 0.6 units, P = .01), cross monitoring (Delta = 0.6 units, P < .01), and team cohesion and interaction (Delta = 0.7 units, P < .01). High-fidelity, simulation-based OR team training at the point of care positively impacts self-efficacy for effective teamwork performance in everyday practice.

77 FR 8751 - Guidance for Decommissioning Planning During Operations

Federal Register 2010, 2011, 2012, 2013, 2014

2012-02-15

..., 40, 50, 70, and 72 [NRC-2011-0286] Guidance for Decommissioning Planning During Operations AGENCY... Guide, DG-4014, ``Decommissioning Planning During Operations'' in the Federal Register with a public... Guide DG-4014, ``Decommissioning Planning During Operations.'' This DG refers to NUREG-1757 Volume 3...

Flight Planning Branch NASA Co-op Tour

NASA Technical Reports Server (NTRS)

Marr, Aja M.

2013-01-01

This semester I worked with the Flight Planning Branch at the NASA Johnson Space Center. I learned about the different aspects of flight planning for the International Space Station as well as the software that is used internally and ISSLive! which is used to help educate the public on the space program. I had the opportunity to do on the job training in the Mission Control Center with the planning team. I transferred old timeline records from the planning team's old software to the new software in order to preserve the data for the future when the software is retired. I learned about the operations of the International Space Station, the importance of good communication between the different parts of the planning team, and enrolled in professional development classes as well as technical classes to learn about the space station.

The Role of the Pulmonary Embolism Response Team: How to Build One, Who to Include, Scenarios, Organization, and Algorithms.

PubMed

Galmer, Andrew; Weinberg, Ido; Giri, Jay; Jaff, Michael; Weinberg, Mitchell

2017-09-01

Pulmonary embolism response teams (PERTs) are multidisciplinary response teams aimed at delivering a range of diagnostic and therapeutic modalities to patients with pulmonary embolism. These teams have gained traction on a national scale. However, despite sharing a common goal, individual PERT programs are quite individualized-varying in their methods of operation, team structures, and practice patterns. The tendency of such response teams is to become intensely structured, algorithmic, and inflexible. However, in their current form, PERT programs are quite the opposite. They are being creatively customized to meet the needs of the individual institution based on available resources, skills, personnel, and institutional goals. After a review of the essential core elements needed to create and operate a PERT team in any form, this article will discuss the more flexible feature development of the nascent PERT team. These include team planning, member composition, operational structure, benchmarking, market analysis, and rudimentary financial operations. Copyright © 2017 Elsevier Inc. All rights reserved.

10 CFR 436.102 - General operations plan format and content.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 10 Energy 3 2010-01-01 2010-01-01 false General operations plan format and content. 436.102... PROGRAMS Guidelines for General Operations Plans § 436.102 General operations plan format and content. (a... effective date of these guidelines, a general operations 10-year plan which shall consist of two parts, an...

Zero Gravity Flights as the Most Effective Embryonic Operation for Planned Commercial Spaceport

NASA Astrophysics Data System (ADS)

Abu Samah, Shamsul Kamar; Ridzuan Zakaria, Norul; Nasrun, Nasri; Abu, Jalaluddin; Muszaphar Shukor, Dato'Sheikh

2013-09-01

From the experience gained by the management team of Spaceport Malaysia, a popular service that can be provided by a planned commercial spaceport in a country without existing space travel infrastructure are zero gravity flights. Zero gravity flights range from parabolic flights using aerobatic airplane to suborbital flights using rockets, and in the near future using suborbital rocketplanes. Therefore, zero gravity flights can be operated from a certified runway or planned for operation at a future commercial spaceport. With such range of operation, zero gravity flights provide a natural link between a low cost operation of small airplane to exclusive high profile operation of suborbital rocketplane, and this attracts the attention of individuals and organizations that are planning for the establishment of a commercial spaceport. This is the approach chosen by the planners and developers of Spaceport Malaysia. A significant factor in zero gravity flight is the zero gravity time, the period where the payload onboard the airplane or rocketplane will experience zero gravity. Based on the momentum of the airplane or rocketplane, the zero gravity time may vary from few seconds to few minutes and that determines the quality of the zero gravity flight. To achieve zero gravity, the airplane or rocketplane will fly with a steady velocity for a significant time as a gravity control flight, accelerate upwards with an angle producing hypergravity and perform parabolic flight with natural momentum producing zero gravity and followed by dive that will result in another hypergravity flight. 2 zero gravity platforms being considered for operation at and by Spaceport Malaysia are F-5E Tiger II and Airbus A300, since both platforms have been successfully used by a partner of Spaceport Malaysia in performing zero gravity flights. An F-5E fighter jet owned by Royal Malaysian Air Force is being planned to be converted into a zero gravity platform to be operated at and by Spaceport

7 CFR 1465.6 - AMA plan of operations.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 7 Agriculture 10 2010-01-01 2010-01-01 false AMA plan of operations. 1465.6 Section 1465.6... OF AGRICULTURE LOANS, PURCHASES, AND OTHER OPERATIONS AGRICULTURAL MANAGEMENT ASSISTANCE General Provisions § 1465.6 AMA plan of operations. (a) All conservation practices in the APO must be approved by...

Test, Control and Monitor System maintenance plan

NASA Technical Reports Server (NTRS)

Buehler, David P.; Lougheed, M. J.

1993-01-01

The maintenance requirements for Test, Control, and Monitor System (TCMS) and the method for satisfying these requirements prior to First Need Date (FND) of the last TCMS set are described. The method for satisfying maintenance requirements following FND of the last TCMS set will be addressed by a revision to this plan. This maintenance plan serves as the basic planning document for maintenance of this equipment by the NASA Payloads Directorate (CM) and the Payload Ground Operations Contractor (PGOC) at KSC. The terms TCMS Operations and Maintenance (O&M), Payloads Logistics, TCMS Sustaining Engineering, Payload Communications, and Integrated Network Services refer to the appropriate NASA and PGOC organization. For the duration of their contract, the Core Electronic Contractor (CEC) will provide a Set Support Team (SST). One of the primary purposes of this team is to help NASA and PGOC operate and maintain TCMS. It is assumed that SST is an integral part of TCMS O&M. The purpose of this plan is to describe the maintenance concept for TCMS hardware and system software in order to facilitate activation, transition planning, and continuing operation. When software maintenance is mentioned in this plan, it refers to maintenance of TCMS system software.

Operations planning for Space Station Freedom - And beyond

NASA Technical Reports Server (NTRS)

Gibson, Stephen S.; Martin, Thomas E.; Durham, H. J.

1992-01-01

The potential of automated planning and electronic execution systems for enhancing operations on board Space Station Freedom (SSF) are discussed. To exploit this potential the Operations Planning and Scheduling Subsystem is being developed at the NASA Johnson Space Center. Such systems may also make valuable contributions to the operation of resource-constrained, long-duration space habitats of the future. Points that should be considered during the design of future long-duration manned space missions are discussed. Early development of a detailed operations concept as an end-to-end mission description offers a basis for iterative design evaluation, refinement, and option comparison, particularly when used with an advanced operations planning system capable of modeling the operations and resource constraints of the proposed designs.

SDDOT transportation systems management & operations program plan.

DOT National Transportation Integrated Search

2016-06-01

The objective of this project is the development of a comprehensive Transportation Systems Management and : Operations (TSM&O) Program Plan for the South Dakota Department of Transportation. This plan guides : business planning and strategic decision...

STS-49 Endeavour, Orbiter Vehicle (OV) 105, Planning Team in MCC Bldg 30 FCR

NASA Technical Reports Server (NTRS)

1992-01-01

STS-49 Endeavour, Orbiter Vehicle (OV) 105, Planning Team with Flight Director (FD) James M. Heflin, Jr (front right next to ship model) poses in JSC's Mission Control Center (MCC) Bldg 30 Flight Control Room (FCR). The group stands in front of visual displays projecting STS-49 data and ground track map.

Using task analysis to understand the Data System Operations Team

NASA Technical Reports Server (NTRS)

Holder, Barbara E.

1994-01-01

The Data Systems Operations Team (DSOT) currently monitors the Multimission Ground Data System (MGDS) at JPL. The MGDS currently supports five spacecraft and within the next five years, it will support ten spacecraft simultaneously. The ground processing element of the MGDS consists of a distributed UNIX-based system of over 40 nodes and 100 processes. The MGDS system provides operators with little or no information about the system's end-to-end processing status or end-to-end configuration. The lack of system visibility has become a critical issue in the daily operation of the MGDS. A task analysis was conducted to determine what kinds of tools were needed to provide DSOT with useful status information and to prioritize the tool development. The analysis provided the formality and structure needed to get the right information exchange between development and operations. How even a small task analysis can improve developer-operator communications is described, and the challenges associated with conducting a task analysis in a real-time mission operations environment are examined.

Planning in the Continuous Operations Environment of the International Space Station

NASA Technical Reports Server (NTRS)

Maxwell, Theresa; Hagopian, Jeff

1996-01-01

The continuous operation planning approach developed for the operations planning of the International Space Station (ISS) is reported on. The approach was designed to be a robust and cost-effective method. It separates ISS planning into two planning functions: long-range planning for a fixed length planning horizon which continually moves forward as ISS operations progress, and short-range planning which takes a small segment of the long-range plan and develops a detailed operations schedule. The continuous approach is compared with the incremental approach, the short and long-range planning functions are described, and the benefits and challenges of implementing a continuous operations planning approach for the ISS are summarized.

Shuttle remote manipulator system mission preparation and operations

NASA Technical Reports Server (NTRS)

Smith, Ernest E., Jr.

1989-01-01

The preflight planning, analysis, procedures development, and operations support for the Space Transportation System payload deployment and retrieval missions utilizing the Shuttle Remote Manipulator System are summarized. Analysis of the normal operational loads and failure induced loads and motion are factored into all procedures. Both the astronaut flight crews and the Mission Control Center flight control teams receive considerable training for standard and mission specific operations. The real time flight control team activities are described.

Mission Operations of the Mars Exploration Rovers

NASA Technical Reports Server (NTRS)

Bass, Deborah; Lauback, Sharon; Mishkin, Andrew; Limonadi, Daniel

2007-01-01

A document describes a system of processes involved in planning, commanding, and monitoring operations of the rovers Spirit and Opportunity of the Mars Exploration Rover mission. The system is designed to minimize command turnaround time, given that inherent uncertainties in terrain conditions and in successful completion of planned landed spacecraft motions preclude planning of some spacecraft activities until the results of prior activities are known by the ground-based operations team. The processes are partitioned into those (designated as tactical) that must be tied to the Martian clock and those (designated strategic) that can, without loss, be completed in a more leisurely fashion. The tactical processes include assessment of downlinked data, refinement and validation of activity plans, sequencing of commands, and integration and validation of sequences. Strategic processes include communications planning and generation of long-term activity plans. The primary benefit of this partition is to enable the tactical portion of the team to focus solely on tasks that contribute directly to meeting the deadlines for commanding the rover s each sol (1 sol = 1 Martian day) - achieving a turnaround time of 18 hours or less, while facilitating strategic team interactions with other organizations that do not work on a Mars time schedule.

Interactive Webmap-Based Science Planning for BepiColombo

NASA Astrophysics Data System (ADS)

McAuliffe, J.; Martinez, S.; Ortiz de Landaluce, I.; de la Fuente, S.

2015-10-01

For BepiColombo, ESA's Mission to Mercury, we will build a web-based, map-based interface to the Science Planning System. This interface will allow the mission's science teams to visually define targets for observations and interactively specify what operations will make up the given observation. This will be a radical departure from previous ESA mission planning methods. Such an interface will rely heavily on GIS technologies. This interface will provide footprint coverage of all existing archived data for Mercury, including a set of built-in basemaps. This will allow the science teams to analyse their planned observations and operational constraints with relevant contextual information from their own instrument, other BepiColombo instruments or from previous missions. The interface will allow users to import and export data in commonly used GIS formats, such that it can be visualised together with the latest planning information (e.g. import custom basemaps) or analysed in other GIS software. The interface will work with an object-oriented concept of an observation that will be a key characteristic of the overall BepiColombo scienceplanning concept. Observation templates or classes will be tracked right through the planning-executionprocessing- archiving cycle to the final archived science products. By using an interface that synthesises all relevant available information, the science teams will have a better understanding of the operational environment; it will enhance their ability to plan efficiently minimising or removing manual planning. Interactive 3D visualisation of the planned, scheduled and executed observations, simulation of the viewing conditions and interactive modification of the observation parameters are also being considered.

Work-team implementation.

PubMed

Reiste, K K; Hubrich, A

1996-02-01

The authors describe the implementation of the Work-Team Concept at the Frigidaire plans in Jefferson, Iowa. By forming teams, plant staff have made significant improvements in worker safety, product quality, customer service, cost-effectiveness, and overall employee well-being.

Planning actions in robot automated operations

NASA Technical Reports Server (NTRS)

Das, A.

1988-01-01

Action planning in robot automated operations requires intelligent task level programming. Invoking intelligence necessiates a typical blackboard based architecture, where, a plan is a vector between the start frame and the goal frame. This vector is composed of partially ordered bases. A partial ordering of bases presents good and bad sides in action planning. Partial ordering demands the use of a temporal data base management system.

Supporting Real-Time Operations and Execution through Timeline and Scheduling Aids

NASA Technical Reports Server (NTRS)

Marquez, Jessica J.; Pyrzak, Guy; Hashemi, Sam; Ahmed, Samia; McMillin, Kevin Edward; Medwid, Joseph Daniel; Chen, Diana; Hurtle, Esten

2013-01-01

Since 2003, the NASA Ames Research Center has been actively involved in researching and advancing the state-of-the-art of planning and scheduling tools for NASA mission operations. Our planning toolkit SPIFe (Scheduling and Planning Interface for Exploration) has supported a variety of missions and field tests, scheduling activities for Mars rovers as well as crew on-board International Space Station and NASA earth analogs. The scheduled plan is the integration of all the activities for the day/s. In turn, the agents (rovers, landers, spaceships, crew) execute from this schedule while the mission support team members (e.g., flight controllers) follow the schedule during execution. Over the last couple of years, our team has begun to research and validate methods that will better support users during realtime operations and execution of scheduled activities. Our team utilizes human-computer interaction principles to research user needs, identify workflow processes, prototype software aids, and user test these. This paper discusses three specific prototypes developed and user tested to support real-time operations: Score Mobile, Playbook, and Mobile Assistant for Task Execution (MATE).

Advancing metropolitan planning for operations : the building blocks of a model transportation plan incorporating operations : a desk reference

DOT National Transportation Integrated Search

2010-04-01

This publication is a resource designed to enable transportation planners and their planning partners to build a transportation plan that includes operations objectives, performance measures, and strategies that are relevant to their region, that ref...

40 CFR 300.110 - National Response Team.

Code of Federal Regulations, 2012 CFR

2012-07-01

... 40 Protection of Environment 29 2012-07-01 2012-07-01 false National Response Team. 300.110... PLAN Responsibility and Organization for Response § 300.110 National Response Team. National planning... agencies named in § 300.175(b). Each agency shall designate a member to the team and sufficient alternates...

40 CFR 300.110 - National Response Team.

Code of Federal Regulations, 2011 CFR

2011-07-01

... 40 Protection of Environment 28 2011-07-01 2011-07-01 false National Response Team. 300.110... PLAN Responsibility and Organization for Response § 300.110 National Response Team. National planning... agencies named in § 300.175(b). Each agency shall designate a member to the team and sufficient alternates...

40 CFR 300.110 - National Response Team.

Code of Federal Regulations, 2014 CFR

2014-07-01

... 40 Protection of Environment 28 2014-07-01 2014-07-01 false National Response Team. 300.110... PLAN Responsibility and Organization for Response § 300.110 National Response Team. National planning... agencies named in § 300.175(b). Each agency shall designate a member to the team and sufficient alternates...

40 CFR 300.110 - National Response Team.

Code of Federal Regulations, 2013 CFR

2013-07-01

... 40 Protection of Environment 29 2013-07-01 2013-07-01 false National Response Team. 300.110... PLAN Responsibility and Organization for Response § 300.110 National Response Team. National planning... agencies named in § 300.175(b). Each agency shall designate a member to the team and sufficient alternates...

40 CFR 300.110 - National Response Team.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 40 Protection of Environment 27 2010-07-01 2010-07-01 false National Response Team. 300.110... PLAN Responsibility and Organization for Response § 300.110 National Response Team. National planning... agencies named in § 300.175(b). Each agency shall designate a member to the team and sufficient alternates...

Characterizing team performance in network-centric operations: philosophical and methodological issues.

PubMed

Bolia, Robert S; Nelson, W Todd

2007-05-01

The recently promulgated doctrine of network-centric warfare suggests that increases in shared situation awareness and self-synchronization will be emergent properties of densely connected military networks. What it fails to say is how these enhancements are to be measured. The present article frames the discussion as a question of how to characterize team performance, and considers such performance in the context of its hypothetical components: situation awareness, workload, and error. This examination concludes that reliable measures of these constructs are lacking for teams, even when they exist for individual operators, and that this is due to philosophical and/or methodological flaws in their conceptual development. Additional research is recommended to overcome these deficiencies, as well as consideration of novel multidisciplinary approaches that draw on methodologies employed in the social, physical, and biological sciences.

Apollo Soyuz mission planning and operations

NASA Technical Reports Server (NTRS)

Frank, M. P., III

1976-01-01

The paper describes the Apollo Soyuz project from the points of view of working group organization, mission plan definition, joint operations concept, and mission preparation. The concept for joint operations considered contingency situations as well as nominal operations. Preparations for the joint flight included cooperative tracking tests and combined training of the flight crews and mission control personnel.

Planning intensive care unit design using computer simulation modeling: optimizing integration of clinical, operational, and architectural requirements.

PubMed

OʼHara, Susan

2014-01-01

Nurses have increasingly been regarded as critical members of the planning team as architects recognize their knowledge and value. But the nurses' role as knowledge experts can be expanded to leading efforts to integrate the clinical, operational, and architectural expertise through simulation modeling. Simulation modeling allows for the optimal merge of multifactorial data to understand the current state of the intensive care unit and predict future states. Nurses can champion the simulation modeling process and reap the benefits of a cost-effective way to test new designs, processes, staffing models, and future programming trends prior to implementation. Simulation modeling is an evidence-based planning approach, a standard, for integrating the sciences with real client data, to offer solutions for improving patient care.

Computer-aided dispatch--traffic management center field operational test final evaluation plan : WSDOT deployment

DOT National Transportation Integrated Search

2003-09-22

This document presents the Evaluation Teams plan for conducting the evaluation of the FOT in Washington State. A companion document exists for the evaluation of the Utah deployment. This plan includes the experimental design for testing hypotheses...

STS-49 Endeavour, Orbiter Vehicle (OV) 105, Planning Team in MCC Bldg 30 FCR

NASA Image and Video Library

1992-05-15

S92-36606 (20 May 1992) --- STS-49 Endeavour, Orbiter Vehicle (OV) 105, Planning Team with Flight Director (FD) James M. Heflin, Jr. (front right next to ship model) poses in Johnson Space Center?s (JSC) Mission Control Center (MCC) Bldg 30 Flight Control Room (FCR). The group stands in front of visual displays projecting STS-49 data and ground track map.

Important Non-Technical Skills in Video-Assisted Thoracoscopic Surgery Lobectomy: Team Perspectives.

PubMed

Gjeraa, Kirsten; Mundt, Anna S; Spanager, Lene; Hansen, Henrik J; Konge, Lars; Petersen, René H; Østergaard, Doris

2017-07-01

Safety in the operating room is dependent on the team's non-technical skills. The importance of non-technical skills appears to be different for minimally invasive surgery as compared with open surgery. The aim of this study was to identify which non-technical skills are perceived by team members to be most important for patient safety, in the setting of video-assisted thoracoscopic surgery (VATS) lobectomy. This was an explorative, semistructured interview-based study with 21 participants from all four thoracic surgery centers in Denmark that perform VATS lobectomy. Data analysis was deductive, and directed content analysis was used to code the text into the Oxford Non-Technical Skills system for evaluating operating teams' non-technical skills. The most important non-technical skills described by the VATS teams were planning and preparation, situation awareness, problem solving, leadership, risk assessment, and teamwork. These non-technical skills enabled the team to achieve shared mental models, which in turn facilitated their efforts to anticipate next steps. This was viewed as important by the participants as they saw VATS lobectomy as a high-risk procedure with complementary and overlapping scopes of practice between surgical and anesthesia subteams. This study identified six non-technical skills that serve as the foundation for shared mental models of the patient, the current situation, and team resources. These findings contribute three important additions to the shared mental model construct: planning and preparation, risk assessment, and leadership. Shared mental models are crucial for patient safety because they enable VATS teams to anticipate problems through adaptive patterns of both implicit and explicit coordination. Copyright © 2017 The Society of Thoracic Surgeons. Published by Elsevier Inc. All rights reserved.

ISS Payload Operations: The Need for and Benefit of Responsive Planning

NASA Technical Reports Server (NTRS)

Nahay, Ed; Boster, Mandee

2000-01-01

International Space Station (ISS) payload operations are controlled through implementation of a payload operations plan. This plan, which represents the defined approach to payload operations in general, can vary in terms of level of definition. The detailed plan provides the specific sequence and timing of each component of a payload's operations. Such an approach to planning was implemented in the Spacelab program. The responsive plan provides a flexible approach to payload operations through generalization. A responsive approach to planning was implemented in the NASA/Mir Phase 1 program, and was identified as a need during the Skylab program. The current approach to ISS payload operations planning and control tends toward detailed planning, rather than responsive planning. The use of detailed plans provides for the efficient use of limited resources onboard the ISS. It restricts flexibility in payload operations, which is inconsistent with the dynamic nature of the ISS science program, and it restricts crew desires for flexibility and autonomy. Also, detailed planning is manpower intensive. The development and implementation of a responsive plan provides for a more dynamic, more accommodating, and less manpower intensive approach to planning. The science program becomes more dynamic and responsive as the plan provides flexibility to accommodate real-time science accomplishments. Communications limitations and the crew desire for flexibility and autonomy in plan implementation are readily accommodated with responsive planning. Manpower efficiencies are accomplished through a reduction in requirements collection and coordination, plan development, and maintenance. Through examples and assessments, this paper identifies the need to transition from detailed to responsive plans for ISS payload operations. Examples depict specific characteristics of the plans. Assessments identify the following: the means by which responsive plans accommodate the dynamic nature of

Rendezvous, proximity operations and capture quality function deployment report

NASA Technical Reports Server (NTRS)

Lamkin, Stephen L. (Editor)

1991-01-01

Rendezvous, Proximity Operations, and Capture (RPOC) is a missions operations area which is extremely important to present and future space initiatives and must be well planned and coordinated. To support this, a study team was formed to identify a specific plan of action using the Quality Function Deployment (QFD) process. This team was composed of members from a wide spectrum of engineering and operations organizations which are involved in the RPOC technology area. The key to this study's success is an understanding of the needs of potential programmatic customers and the technology base available for system implementation. To this end, the study team conducted interviews with a variety of near term and future programmatic customers and technology development sponsors. The QFD activity led to a thorough understanding of the needs of these customers in the RPOC area, as well as the relative importance of these needs.

The Preparation for and Execution of Engineering Operations for the Mars Curiosity Rover Mission

NASA Technical Reports Server (NTRS)

Samuels, Jessica A.

2013-01-01

The Mars Science Laboratory Curiosity Rover mission is the most complex and scientifically packed rover that has ever been operated on the surface of Mars. The preparation leading up to the surface mission involved various tests, contingency planning and integration of plans between various teams and scientists for determining how operation of the spacecraft (s/c) would be facilitated. In addition, a focused set of initial set of health checks needed to be defined and created in order to ensure successful operation of rover subsystems before embarking on a two year science journey. This paper will define the role and responsibilities of the Engineering Operations team, the process involved in preparing the team for rover surface operations, the predefined engineering activities performed during the early portion of the mission, and the evaluation process used for initial and day to day spacecraft operational assessment.

Plant operation planning and scheduling

DOE Office of Scientific and Technical Information (OSTI.GOV)

Jammar, R.J.

When properly designed, planning and scheduling can actually add millions of dollars per year to the bottom line. Planning and scheduling is a continuum of decisions starting with crude selection and ending with establishing short-term targets for crude processing and blending. It also includes maintaining optimization and operation simulation models. It is thought that conservatively, a refinery may save from $5 million to $10 million a year if it pays more attention to the processes behind proper planning and scheduling. Of course, the amount of savings can reach staggering proportions for companies now at the bottom of the Solomon Associatesmore » Inc. refinery performance ranking.« less

THE ROLE OF THE CONSEQUENCE MANAGEMENT HOME TEAM IN THE FUKUSHIMA DAIICHI RESPONSE

DOE Office of Scientific and Technical Information (OSTI.GOV)

Pemberton, Wendy; Mena, RaJah; Beal, William

The Consequence Management Home Team is a U.S. Department of Energy/National Nuclear Security Administration asset. It assists a variety of response organizations with modeling; radiological operations planning; field monitoring techniques; and the analysis, interpretation, and distribution of radiological data. These reach-back capabilities are activated quickly to support public safety and minimize the social and economic impact of a nuclear or radiological incident. In the Fukushima Daiichi response, the Consequence Management Home Team grew to include a more broad range of support than was historically planned. From the early days of the response to the continuing involvement in supporting late phasemore » efforts, each stage of the Consequence Management Home Team support had distinct characteristics in terms of management of incoming data streams as well as creation of products. Regardless of stage, the Consequence Management Home Team played a critical role in the Fukushima Daiichi response effort.« less

The HAL 9000 Space Operating System Real-Time Planning Engine Design and Operations Requirements

NASA Technical Reports Server (NTRS)

Stetson, Howard; Watson, Michael D.; Shaughnessy, Ray

2012-01-01

In support of future deep space manned missions, an autonomous/automated vehicle, providing crew autonomy and an autonomous response planning system, will be required due to the light time delays in communication. Vehicle capabilities as a whole must provide for tactical response to vehicle system failures and space environmental effects induced failures, for risk mitigation of permanent loss of communication with Earth, and for assured crew return capabilities. The complexity of human rated space systems and the limited crew sizes and crew skills mix drive the need for a robust autonomous capability on-board the vehicle. The HAL 9000 Space Operating System[2] designed for such missions and space craft includes the first distributed real-time planning / re-planning system. This paper will detail the software architecture of the multiple planning engine system, and the interface design for plan changes, approval and implementation that is performed autonomously. Operations scenarios will be defined for analysis of the planning engines operations and its requirements for nominal / off nominal activities. An assessment of the distributed realtime re-planning system, in the defined operations environment, will be provided as well as findings as it pertains to the vehicle, crew, and mission control requirements needed for implementation.

36 CFR 223.32 - Timber sale operating plan.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 36 Parks, Forests, and Public Property 2 2010-07-01 2010-07-01 false Timber sale operating plan... SALE AND DISPOSAL OF NATIONAL FOREST SYSTEM TIMBER Timber Sale Contracts Contract Conditions and Provisions § 223.32 Timber sale operating plan. Sale contracts with a term of 2 years or more shall provide...

Rosetta science operations in support of the Philae mission

NASA Astrophysics Data System (ADS)

Ashman, Mike; Barthélémy, Maud; O`Rourke, Laurence; Almeida, Miguel; Altobelli, Nicolas; Costa Sitjà, Marc; García Beteta, Juan José; Geiger, Bernhard; Grieger, Björn; Heather, David; Hoofs, Raymond; Küppers, Michael; Martin, Patrick; Moissl, Richard; Múñoz Crego, Claudio; Pérez-Ayúcar, Miguel; Sanchez Suarez, Eduardo; Taylor, Matt; Vallat, Claire

2016-08-01

The international Rosetta mission was launched on 2nd March 2004 and after its ten year journey, arrived at its target destination of comet 67P/Churyumov-Gerasimenko, during 2014. Following the January 2014 exit from a two and half year hibernation period, Rosetta approached and arrived at the comet in August 2014. In November 2014, the Philae lander was deployed from Rosetta onto the comet's surface after which the orbiter continued its approximately one and a half year comet escort phase. The Rosetta Science Ground Segment's primary roles within the project are to support the Project Scientist and the Science Working Team, in order to ensure the coordination, development, validation and delivery of the desired science operations plans and their associated operational products throughout the mission., whilst also providing support to the Principle Investigator teams (including the Philae lander team) in order to ensure the provision of adequate data to the Planetary Science Archive. The lead up to, and execution of, the November 2014 Philae landing, and the subsequent Philae activities through 2015, have presented numerous unique challenges to the project teams. This paper discusses these challenges, and more specifically, their impact on the overall mission science planning activities. It details how the Rosetta Science Ground Segment has addressed these issues in collaboration with the other project teams in order to accommodate Philae operations within the continually evolving Rosetta science planning process.

Improving Palliative Care Team Meetings: Structure, Inclusion, and "Team Care".

PubMed

Brennan, Caitlin W; Kelly, Brittany; Skarf, Lara Michal; Tellem, Rotem; Dunn, Kathleen M; Poswolsky, Sheila

2016-07-01

Increasing demands on palliative care teams point to the need for continuous improvement to ensure teams are working collaboratively and efficiently. This quality improvement initiative focused on improving interprofessional team meeting efficiency and subsequently patient care. Meeting start and end times improved from a mean of approximately 9 and 6 minutes late in the baseline period, respectively, to a mean of 4.4 minutes late (start time) and ending early in our sustainability phase. Mean team satisfaction improved from 2.4 to 4.5 on a 5-point Likert-type scale. The improvement initiative clarified communication about patients' plans of care, thus positively impacting team members' ability to articulate goals to other professionals, patients, and families. We propose several recommendations in the form of a team meeting "toolkit." © The Author(s) 2015.

Flight Planning Branch Space Shuttle Lessons Learned

NASA Technical Reports Server (NTRS)

Price, Jennifer B.; Scott, Tracy A.; Hyde, Crystal M.

2011-01-01

Planning products and procedures that allow the mission flight control teams and the astronaut crews to plan, train and fly every Space Shuttle mission have been developed by the Flight Planning Branch at the NASA Johnson Space Center. As the Space Shuttle Program ends, lessons learned have been collected from each phase of the successful execution of these Shuttle missions. Specific examples of how roles and responsibilities of console positions that develop the crew and vehicle attitude timelines will be discussed, as well as techniques and methods used to solve complex spacecraft and instrument orientation problems. Additionally, the relationships and procedural hurdles experienced through international collaboration have molded operations. These facets will be explored and related to current and future operations with the International Space Station and future vehicles. Along with these important aspects, the evolution of technology and continual improvement of data transfer tools between the shuttle and ground team has also defined specific lessons used in the improving the control teams effectiveness. Methodologies to communicate and transmit messages, images, and files from Mission Control to the Orbiter evolved over several years. These lessons have been vital in shaping the effectiveness of safe and successful mission planning that have been applied to current mission planning work in addition to being incorporated into future space flight planning. The critical lessons from all aspects of previous plan, train, and fly phases of shuttle flight missions are not only documented in this paper, but are also discussed as how they pertain to changes in process and consideration for future space flight planning.

Mental Workload and Performance Experiment (MWPE) Team in the Spacelab Payload Operations Control

NASA Technical Reports Server (NTRS)

1992-01-01

The primary payload for Space Shuttle Mission STS-42, launched January 22, 1992, was the International Microgravity Laboratory-1 (IML-1), a pressurized manned Spacelab module. The goal of IML-1 was to explore in depth the complex effects of weightlessness of living organisms and materials processing. Around-the-clock research was performed on the human nervous system's adaptation to low gravity and effects of microgravity on other life forms such as shrimp eggs, lentil seedlings, fruit fly eggs, and bacteria. Materials processing experiments were also conducted, including crystal growth from a variety of substances such as enzymes, mercury iodide, and a virus. The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Featured is the Mental Workload and Performance Experiment (MWPE) team in the SL POCC) during STS-42, IML-1 mission.

Mental Workload and Performance Experiment (MWPE) Team in the Spacelab Payload Operations Control

NASA Technical Reports Server (NTRS)

1992-01-01

The primary payload for Space Shuttle Mission STS-42, launched January 22, 1992, was the International Microgravity Laboratory-1 (IML-1), a pressurized manned Spacelab module. The goal of IML-1 was to explore in depth the complex effects of weightlessness of living organisms and materials processing. Around-the-clock research was performed on the human nervous system's adaptation to low gravity and effects of microgravity on other life forms such as shrimp eggs, lentil seedlings, fruit fly eggs, and bacteria. Materials processing experiments were also conducted, including crystal growth from a variety of substances such as enzymes, mercury iodide, and a virus. The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Featured activities are of the Mental Workload and Performance Experiment (MWPE) team in the SL POCC during the IML-1 mission.

Activity Planning for the Mars Exploration Rovers

NASA Technical Reports Server (NTRS)

Bresina, John L.; Jonsson, Ari K.; Morris, Paul H.; Rajan, Kanna

2004-01-01

Operating the Mars Exploration Rovers is a challenging, time-pressured task. Each day, the operations team must generate a new plan describing the rover activities for the next day. These plans must abide by resource limitations, safety rules, and temporal constraints. The objective is to achieve as much science as possible, choosing from a set of observation requests that oversubscribe rover resources. In order to accomplish this objective, given the short amount of planning time available, the MAPGEN (Mixed-initiative Activity Plan GENerator) system was made a mission-critical part of the ground operations system. MAPGEN is a mixed-initiative system that employs automated constraint-based planning, scheduling, and temporal reasoning to assist operations staff in generating the daily activity plans. This paper describes the adaptation of constraint-based planning and temporal reasoning to a mixed-initiative setting and the key technical solutions developed for the mission deployment of MAPGEN.

National Response Team

EPA Pesticide Factsheets

Response planning and coordination (not direct response itself) is accomplished at the federal level through the U.S. National Response Team (NRT), an interagency group co-chaired by EPA and U.S. Coast Guard. NRT distributes information, plans, and trains.

New York State Middle Schools and Instructional Scheduling, Teaming and Common Planning: A Descriptive Study

ERIC Educational Resources Information Center

Corey, Chad; Babo, Gerard

2016-01-01

Data regarding the type of instructional scheduling utilized along with the use of teaming and common planning at the middle school level has not been collected nor reported on the New York State School Report Card, and therefore it is not known whether and how middle schools are implementing these three school supports. Consequently, the purpose…

Operation CASTLE. Operation Plan Number 3-53. March - May 1954,

DTIC Science & Technology

Nuclear radiation, *Nuclear explosions, *Radiation dosage, *Test methods, *Military operations, *Military planning, Radiobiology, Missions, Marshall Islands , Eniwetok Atoll, Bikini Atoll, Atmospheric physics, Low level, Radiation

Teams and teamwork at NASA Langley Research Center

NASA Technical Reports Server (NTRS)

Dickinson, Terry L.

1994-01-01

The recent reorganization and shift to managing total quality at the NASA Langley Research Center (LaRC) has placed an increasing emphasis on teams and teamwork in accomplishing day-to-day work activities and long-term projects. The purpose of this research was to review the nature of teams and teamwork at LaRC. Models of team performance and teamwork guided the gathering of information. Current and former team members served as participants; their collective experience reflected membership in over 200 teams at LaRC. The participants responded to a survey of open-ended questions which assessed various aspects of teams and teamwork. The participants also met in a workshop to clarify and elaborate on their responses. The work accomplished by the teams ranged from high-level managerial decision making (e.g., developing plans for LaRC reorganization) to creating scientific proposals (e.g., describing spaceflight projects to be designed, sold, and built). Teams typically had nine members who remained together for six months. Member turnover was around 20 percent; this turnover was attributed to heavy loads of other work assignments and little formal recognition and reward for team membership. Team members usually shared a common and valued goal, but there was not a clear standard (except delivery of a document) for knowing when the goal was achieved. However, members viewed their teams as successful. A major factor in team success was the setting of explicit a priori rules for communication. Task interdependencies between members were not complex (e.g., sharing of meeting notes and ideas about issues), except between members of scientific teams (i.e., reliance on the expertise of others). Thus, coordination of activities usually involved scheduling and attendance of team meetings. The team leader was designated by the team's sponsor. This leader usually shared power and responsibilities with other members, such that team members established their own operating

Delaware's Dream Team

ERIC Educational Resources Information Center

Berry, John N., III

2007-01-01

To librarians at the Delaware Division of Libraries, Governor Ruth Ann Minner, Secretary of State Harriet Smith Windsor, and Assistant Secretary of State Rick Geisenberger are "the Delaware Dream Team." The governor and her team supported funding for the 2004 statewide effort that resulted in the Delaware Master Plan for Library Services…

77 FR 14047 - Guidance for Decommissioning Planning During Operations

Federal Register 2010, 2011, 2012, 2013, 2014

2012-03-08

...)-4014, ``Decommissioning Planning During Operations.'' This action is necessary to correct the NRC's... NUCLEAR REGULATORY COMMISSION [NRC-2011-0286] Guidance for Decommissioning Planning During Operations AGENCY: Nuclear Regulatory Commission. ACTION: Draft regulatory guide; correction. SUMMARY: The U...

Jedburgh Team Operations in Support of the 12th Army Group, August 1944

DTIC Science & Technology

1991-10-01

alike and <iut :umn-riuirv tt a tipic still Airiuded in my:stery and nisundenstndniv i rectoir Cinit Studies I nsti -it -1~ ~~ t ii’’i f1tt d m 111...hso\\tp i- c pc ,fII t t1 ( III t n (c.a 1 tII ,4- (If 1 kJ 󈧏 i Jedburgh Team Operations / . Acca -ion For NT!S CRA&I DTIC 1A, j By p , ’. , ’.,, e Of...Leavenworth, Kansas 66027-6900 -"COMBAT I II I1111 - STUDIES I i. INSTITUTE Library ot Congress Cr-taioging-in-Public.ation Data Jedbv.rgh team

Transition to Operations Plans for GPM Datasets

NASA Technical Reports Server (NTRS)

Zavodsky, Bradley; Jedlovec, Gary; Case, Jonathan; Leroy, Anita; Molthan, Andrew; Bell, Jordan; Fuell, Kevin; Stano, Geoffrey

2013-01-01

Founded in 2002 at the National Space Science Technology Center at Marshall Space Flight Center in Huntsville, AL. Focused on transitioning unique NASA and NOAA observations and research capabilities to the operational weather community to improve short-term weather forecasts on a regional and local scale. NASA directed funding; NOAA funding from Proving Grounds (PG). Demonstrate capabilities experimental products to weather applications and societal benefit to prepare forecasters for the use of data from next generation of operational satellites. Objective of this poster is to highlight SPoRT's research to operations (R2O) paradigm and provide examples of work done by the team with legacy instruments relevant to GPM in order to promote collaborations with groups developing GPM products.

President Richard Nixon visits MSC to award Apollo 13 Mission Operations team

NASA Image and Video Library

1970-04-18

S70-35601 (18 April 1970) --- A wide-angle, overall view of the large crowd of people who were on hand to see President Richard M. Nixon present the Presidential Medal of Freedom to the Apollo 13 Mission Operations Team. The honor is the nation's highest civilian award. A temporary speaker's platform was erected beside Building 1 for the occasion.

LANL continuity of operations plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

Senutovitch, Diane M

2010-12-22

The Los Alamos National Laboratory (LANL) is a premier national security research institution, delivering scientific and engineering solutions for the nation's most crucial and complex problems. Our primary responsibility is to ensure the safety, security, and reliability of the nation's nuclear stockpile. LANL emphasizes worker safety, effective operational safeguards and security, and environmental stewardship, outstanding science remains the foundation of work at the Laboratory. In addition to supporting the Laboratory's core national security mission, our work advances bioscience, chemistry, computer science, earth and environmental sciences, materials science, and physics disciplines. To accomplish LANL's mission, we must ensure that the Laboratorymore » EFs continue to be performed during a continuity event, including localized acts of nature, accidents, technological or attack-related emergencies, and pandemic or epidemic events. The LANL Continuity of Operations (COOP) Plan documents the overall LANL COOP Program and provides the operational framework to implement continuity policies, requirements, and responsibilities at LANL, as required by DOE 0 150.1, Continuity Programs, May 2008. LANL must maintain its ability to perform the nation's PMEFs, which are: (1) maintain the safety and security of nuclear materials in the DOE Complex at fixed sites and in transit; (2) respond to a nuclear incident, both domestically and internationally, caused by terrorist activity, natural disaster, or accident, including mobilizing the resources to support these efforts; and (3) support the nation's energy infrastructure. This plan supports Continuity of Operations for Los Alamos National Laboratory (LANL). This plan issues LANL policy as directed by the DOE 0 150.1, Continuity Programs, and provides direction for the orderly continuation of LANL EFs for 30 days of closure or 60 days for a pandemic/epidemic event. Initiation of COOP operations may be required to support

Applying analysis tools in planning for operations

DOT National Transportation Integrated Search

2009-09-01

More and more, transportation system operators are seeing the benefits of strengthening links between planning and operations. A critical element in improving transportation decision-making and the effectiveness of transportation systems related to o...

Spacelab operations planning. [ground handling, launch, flight and experiments

NASA Technical Reports Server (NTRS)

Lee, T. J.

1976-01-01

The paper reviews NASA planning in the fields of ground, launch and flight operations and experiment integration to effectively operate Spacelab. Payload mission planning is discussed taking consideration of orbital analysis and the mission of a multiuser payload which may be either single or multidiscipline. Payload analytical integration - as active process of analyses to ensure that the experiment payload is compatible to the mission objectives and profile ground and flight operations and that the resource demands upon Spacelab can be satisfied - is considered. Software integration is touched upon and the major integration levels in ground operational processing of Spacelab and its experimental payloads are examined. Flight operations, encompassing the operation of the Space Transportation System and the payload, are discussed as are the initial Spacelab missions. Charts and diagrams are presented illustrating the various planning areas.

Space Shuttle operational logistics plan

NASA Technical Reports Server (NTRS)

Botts, J. W.

1983-01-01

The Kennedy Space Center plan for logistics to support Space Shuttle Operations and to establish the related policies, requirements, and responsibilities are described. The Directorate of Shuttle Management and Operations logistics responsibilities required by the Kennedy Organizational Manual, and the self-sufficiency contracting concept are implemented. The Space Shuttle Program Level 1 and Level 2 logistics policies and requirements applicable to KSC that are presented in HQ NASA and Johnson Space Center directives are also implemented.

Using multi-disciplinary strategic master facilities planning for organizations experiencing programmatic re-direction

DOE Office of Scientific and Technical Information (OSTI.GOV)

Heubach, J.G.; Weimer, W.C.; Bruce, W.A.

Facility master planning is critical to the future productivity of a laboratory and the quality of worklife for the laboratory staff. For organizations undergoing programmatic re-direction, a master facility planning approach linked to the organization`s strategic planning process is even more important. Major changes in an organization such as programmatic re-direction can significantly impact a broad range of variables which exceed the expertise of traditional planning teams, e.g., capacity variability, work team organization, organizational culture, and work process simplification. By expanding the diversity of the participants of the planning team, there is a greater likelihood that a research organization`s scientific,more » organizational, economic, and employees` needs can be meshed in the strategic plan and facility plan. Recent recommendations from facility planners suggest drawing from diverse fields in building multi-disciplinary planning teams: Architecture, engineering, natural science, social psychology, and strategic planning (Gibson,1993). For organizations undergoing significant operational or culture change, the master facility planning team should also include members with expertise in organizational effectiveness, industrial engineering, human resources, and environmental psychology. A recent planning and design project provides an example which illustrates the use of an expanded multi-disciplinary team engaged in planning laboratory renovations for a research organization undergoing programmatic re-direction. The purpose of the proposed poster session is to present a multi-disciplinary master facility planning process linked to an organization`s strategic planning process or organizational strategies.« less

Orbit Determination Strategy and Simulation Performance for OSIRIS-REx Proximity Operations

NASA Technical Reports Server (NTRS)

Leonard, Jason M.; Antreasian, Peter G.; Jackman, Coralie D.; Page, Brian; Wibben, Daniel R.; Moreau, Michael C.

2017-01-01

The Origins Spectral Interpretation Resource Identification Security Regolith Explorer (OSIRISREx)is a NASA New Frontiers mission to the near-earth asteroid Bennu that will rendez vousin 2018, create a comprehensive and detailed set of observations over several years, collect a regolith sample, and return the sample to Earth in 2023. The Orbit Determination (OD) team isa sub-section of the Flight Dynamics System responsible for generating precise reconstructions and predictions of the spacecraft trajectory. The OD team processes radiometric data, LIDAR, as well as center-finding and landmark-based Optical Navigation images throughout the proximity operations phase to estimate and predict the spacecraft location within several meters. Stringent knowledge requirements stress the OD teams concept of operations and procedures to produce verified and consistent high quality solutions for observation planning, maneuver planning, and onboard sequencing. This paper will provide insight into the OD concept of operations and summarize the OD performance expected during the approach and early proximity operation phases,based on our pre-encounter knowledge of Bennu. Strategies and methods used to compare and evaluate predicted and reconstructed solutions are detailed. The use of high fidelity operational tests during early 2017 will stress the teams concept of operations and ability to produce precise OD solutions with minimal turn-around delay.

34 CFR 200.27 - Development of a schoolwide program plan.

Code of Federal Regulations, 2011 CFR

2011-07-01

... Development of a schoolwide program plan. (a)(1) A school operating a schoolwide program must develop a comprehensive plan to improve teaching and learning throughout the school. (2) The school must develop the comprehensive plan in consultation with the LEA and its school support team or other technical assistance...

34 CFR 200.27 - Development of a schoolwide program plan.

Code of Federal Regulations, 2012 CFR

2012-07-01

... Development of a schoolwide program plan. (a)(1) A school operating a schoolwide program must develop a comprehensive plan to improve teaching and learning throughout the school. (2) The school must develop the comprehensive plan in consultation with the LEA and its school support team or other technical assistance...

34 CFR 200.27 - Development of a schoolwide program plan.

Code of Federal Regulations, 2014 CFR

2014-07-01

... Development of a schoolwide program plan. (a)(1) A school operating a schoolwide program must develop a comprehensive plan to improve teaching and learning throughout the school. (2) The school must develop the comprehensive plan in consultation with the LEA and its school support team or other technical assistance...

34 CFR 200.27 - Development of a schoolwide program plan.

Code of Federal Regulations, 2013 CFR

2013-07-01

... Development of a schoolwide program plan. (a)(1) A school operating a schoolwide program must develop a comprehensive plan to improve teaching and learning throughout the school. (2) The school must develop the comprehensive plan in consultation with the LEA and its school support team or other technical assistance...

Applying analysis tools in planning for operations : case study #3 -- using archived data as a tool for operations planning

DOT National Transportation Integrated Search

2009-09-01

More and more, transportation system operators are seeing the benefits of strengthening links between planning and operations. A critical element in improving transportation decision-making and the effectiveness of transportation systems related to o...

A Genuine TEAM Player

NASA Technical Reports Server (NTRS)

2001-01-01

Qualtech Systems, Inc. developed a complete software system with capabilities of multisignal modeling, diagnostic analysis, run-time diagnostic operations, and intelligent interactive reasoners. Commercially available as the TEAMS (Testability Engineering and Maintenance System) tool set, the software can be used to reveal unanticipated system failures. The TEAMS software package is broken down into four companion tools: TEAMS-RT, TEAMATE, TEAMS-KB, and TEAMS-RDS. TEAMS-RT identifies good, bad, and suspect components in the system in real-time. It reports system health results from onboard tests, and detects and isolates failures within the system, allowing for rapid fault isolation. TEAMATE takes over from where TEAMS-RT left off by intelligently guiding the maintenance technician through the troubleshooting procedure, repair actions, and operational checkout. TEAMS-KB serves as a model management and collection tool. TEAMS-RDS (TEAMS-Remote Diagnostic Server) has the ability to continuously assess a system and isolate any failure in that system or its components, in real time. RDS incorporates TEAMS-RT, TEAMATE, and TEAMS-KB in a large-scale server architecture capable of providing advanced diagnostic and maintenance functions over a network, such as the Internet, with a web browser user interface.

Interactive orbital proximity operations planning system

NASA Technical Reports Server (NTRS)

Grunwald, Arthur J.; Ellis, Stephen R.

1989-01-01

An interactive, graphical proximity operations planning system was developed which allows on-site design of efficient, complex, multiburn maneuvers in the dynamic multispacecraft environment about the space station. Maneuvering takes place in, as well as out of, the orbital plane. The difficulty in planning such missions results from the unusual and counterintuitive character of relative orbital motion trajectories and complex operational constraints, which are both time varying and highly dependent on the mission scenario. This difficulty is greatly overcome by visualizing the relative trajectories and the relative constraints in an easily interpretable, graphical format, which provides the operator with immediate feedback on design actions. The display shows a perspective bird's-eye view of the space station and co-orbiting spacecraft on the background of the station's orbital plane. The operator has control over two modes of operation: (1) a viewing system mode, which enables him or her to explore the spatial situation about the space station and thus choose and frame in on areas of interest; and (2) a trajectory design mode, which allows the interactive editing of a series of way-points and maneuvering burns to obtain a trajectory which complies with all operational constraints. Through a graphical interactive process, the operator will continue to modify the trajectory design until all operational constraints are met. The effectiveness of this display format in complex trajectory design is presently being evaluated in an ongoing experimental program.

ICD Complex Operations and Maintenance Plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

Gibson, P. L.

2007-06-25

This Operations and Maintenance (O&M) Plan describes how the Idaho National Laboratory (INL) conducts operations, winterization, and startup of the Idaho CERCLA Disposal Facility (ICDF) Complex. The ICDF Complex is the centralized INL facility responsible for the receipt, storage, treatment (as necessary), and disposal of INL Comprehensive Environmental Response, Compensation and Liability Act (CERCLA) remediation waste.

Mechanisms of microregulation of private hospitals by health plan operators.

PubMed

Ugá, Maria Alicia Domínguez; Vasconcellos, Miguel Murat; Lima, Sheyla Maria Lemos; Portela, Margareth Crisóstomo; Gerschman, Silvia

2009-10-01

To analyze the mechanisms employed by health plan operators for microregulation of clinical management and health care qualification within care-providing hospitals. A nation-wide cross-sectional study was carried out. The universe consisted of hospitals which provided care to health plan operators in 2006. A sample of 83 units was selected, stratified by Brazilian macroregion and type of hospital. Data were obtained by means of a questionnaire administered to hospital managers. Microregulation of hospitals by health plan operators was minimal or almost absent in terms of health care qualification. Operator activity focused predominantly on intense control of the amount of services used by patients. Hospitals providing services to health plan operators did not constitute health micro-systems parallel or supplementary to the Sistema Unico de Saúde (SUS - Brazilian National Health System). The private care-providing hospitals were predominantly associated with SUS. However, these did not belong to a private care-provider network, even though their service usage was subject to strong regulation by health plan operators. Operator intervention in the form of system management was incipient or virtually absent. Roughly one-half of investigated hospitals reported adopting clinical directives, whereas only 25.4% reported managing pathology and 30.5% reported managing cases. Contractual relationships between hospitals and health plan operators are merely commercial contracts with little if any incorporation of aspects related to the quality of care, being generally limited to aspects such as establishment of prices, timeframes, and payment procedures.

Three images of interdisciplinary team meetings.

PubMed

Crepeau, E B

1994-08-01

Teams are an essential aspect of health care today, especially in rehabilitation or chronic illness where the course of care is frequently long, complex, and unpredictable. The coordinative function of teams and their interdisciplinary aspects are thought to improve patient care because team members bring their unique professional skills together to address patient problems. This coordination is enacted through the team meeting, which typically results in an integrated care plan. This professional image of team meetings is explicit and addresses the description and provision of care as objective and rational activities. In contrast, the constructed and ritualistic images of health care team meetings are implicit and concern the less objective and rational aspects of planning care. The constructed image pertains to the definitional activity of team members as they try to understand patient troubles and achieve consensus. This process involves the individual clinical reasoning of team members and the collective reasoning of the group. The ritualistic image is that aspect of team meetings in which the team affirms and reaffirms its collective identity. Drawing from field research of geropsychiatric team meetings, this article defines and explicates these images, focusing on the constructed and ritualistic aspects of team meetings and the influence of these images on group function.

NASA Flight Planning Branch Space Shuttle Lessons Learned

NASA Technical Reports Server (NTRS)

Clevenger, Jennifer D.; Bristol, Douglas J.; Whitney, Gregory R.; Blanton, Mark R.; Reynolds, F. Fisher, III

2011-01-01

Planning products and procedures that allowed the mission Flight Control Teams and the Astronaut crews to plan, train and fly every Space Shuttle mission were developed by the Flight Planning Branch at the NASA Johnson Space Center in Houston, Texas. As the Space Shuttle Program came to a close, lessons learned were collected from each phase of the successful execution of these Space Shuttle missions. Specific examples of how roles and responsibilities of console positions that develop the crew and vehicle attitude timelines have been analyzed and will be discussed. Additionally, the relationships and procedural hurdles experienced through international collaboration have molded operations. These facets will be explored and related to current and future operations with the International Space Station and future vehicles. Along with these important aspects, the evolution of technology and continual improvement of data transfer tools between the Space Shuttle and ground team has also defined specific lessons used in improving the control team s effectiveness. Methodologies to communicate and transmit messages, images, and files from the Mission Control Center to the Orbiter evolved over several years. These lessons were vital in shaping the effectiveness of safe and successful mission planning and have been applied to current mission planning work in addition to being incorporated into future space flight planning. The critical lessons from all aspects of previous plan, train, and fly phases of Space Shuttle flight missions are not only documented in this paper, but are also discussed regarding how they pertain to changes in process and consideration for future space flight planning.

Team communications in the operating room: talk patterns, sites of tension, and implications for novices.

PubMed

Lingard, Lorelei; Reznick, Richard; Espin, Sherry; Regehr, Glenn; DeVito, Isabella

2002-03-01

Although the communication that occurs within health care teams is important to both team function and the socialization of novices, the nature of team communication and its educational influence are not well documented. This study explored the nature of communications among operating room (OR) team members from surgery, nursing, and anesthesia to identify common communicative patterns, sites of tension, and their impact on novices. Paired researchers observed 128 hours of OR interactions during 35 procedures from four surgical divisions at one teaching hospital. Brief, unstructured interviews were conducted following each observation. Field notes were independently read by each researcher and coded for emergent themes in the grounded theory tradition. Coding consensus was achieved via regular discussion. Findings were returned to insider "experts" for their assessment of authenticity and adequacy. Patterns of communication were complex and socially motivated. Dominant themes were time, safety and sterility, resources, roles, and situation. Communicative tension arose regularly in relation to these themes. Each procedure had one to four "higher-tension" events, which often had a ripple effect, spreading tension to other participants and contexts. Surgical trainees responded to tension by withdrawing from the communication or mimicking the senior staff surgeon. Both responses had negative implications for their own team relations. Team communications in the OR follow observable patterns and are influenced by recurrent themes that suggest sites of team tension. Tension in team communication affects novices, who respond with behaviors that may intensify rather than resolve interprofessional conflict.

Strategic plan : our guide to the future

DOT National Transportation Integrated Search

1997-01-01

The Federal Aviation Administration Logistics Center's strategic plan provides a direction for the future based on analysis of factors affecting current Logistics Center business operations. The FAA Logistics Center management team analyzed the curre...

A Constrained and Versioned Data Model for TEAM Data

NASA Astrophysics Data System (ADS)

Andelman, S.; Baru, C.; Chandra, S.; Fegraus, E.; Lin, K.

2009-04-01

The objective of the Tropical Ecology Assessment and Monitoring Network (www.teamnetwork.org) is "To generate real time data for monitoring long-term trends in tropical biodiversity through a global network of TEAM sites (i.e. field stations in tropical forests), providing an early warning system on the status of biodiversity to effectively guide conservation action". To achieve this, the TEAM Network operates by collecting data via standardized protocols at TEAM Sites. The standardized TEAM protocols include the Climate, Vegetation and Terrestrial Vertebrate Protocols. Some sites also implement additional protocols. There are currently 7 TEAM Sites with plans to grow the network to 15 by June 30, 2009 and 50 TEAM Sites by the end of 2010. At each TEAM Site, data is gathered as defined by the protocols and according to a predefined sampling schedule. The TEAM data is organized and stored in a database based on the TEAM spatio-temporal data model. This data model is at the core of the TEAM Information System - it consumes and executes spatio-temporal queries, and analytical functions that are performed on TEAM data, and defines the object data types, relationships and operations that maintain database integrity. The TEAM data model contains object types including types for observation objects (e.g. bird, butterfly and trees), sampling unit, person, role, protocol, site and the relationship of these object types. Each observation data record is a set of attribute values of an observation object and is always associated with a sampling unit, an observation timestamp or time interval, a versioned protocol and data collectors. The operations on the TEAM data model can be classified as read operations, insert operations and update operations. Following are some typical operations: The operation get(site, protocol, [sampling unit block, sampling unit,] start time, end time) returns all data records using the specified protocol and collected at the specified site, block

Mission Status at Aura Science Team MOWG Meeting: EOS Aura

NASA Technical Reports Server (NTRS)

Fisher, Dominic

2016-01-01

Presentation at the 24797-16 Earth Observing System (EOS) Aura Science Team Meeting (Mission Operations Work Group (MOWG)) at Rotterdam, Netherlands August 29, 2016. Presentation topics include mission summary, spacecraft subsystems summary, recent and planned activities, spacecraft anomalies, data capture, propellant usage and lifetime estimates, spacecraft maneuvers and ground track history, mission highlights and past spacecraft anomalies and reliability estimates.

An innovative approach to capability-based emergency operations planning

PubMed Central

Keim, Mark E

2013-01-01

This paper describes the innovative use information technology for assisting disaster planners with an easily-accessible method for writing and improving evidence-based emergency operations plans. This process is used to identify all key objectives of the emergency response according to capabilities of the institution, community or society. The approach then uses a standardized, objective-based format, along with a consensus-based method for drafting capability-based operational-level plans. This information is then integrated within a relational database to allow for ease of access and enhanced functionality to search, sort and filter and emergency operations plan according to user need and technological capacity. This integrated approach is offered as an effective option for integrating best practices of planning with the efficiency, scalability and flexibility of modern information and communication technology. PMID:28228987

An innovative approach to capability-based emergency operations planning.

PubMed

Keim, Mark E

2013-01-01

This paper describes the innovative use information technology for assisting disaster planners with an easily-accessible method for writing and improving evidence-based emergency operations plans. This process is used to identify all key objectives of the emergency response according to capabilities of the institution, community or society. The approach then uses a standardized, objective-based format, along with a consensus-based method for drafting capability-based operational-level plans. This information is then integrated within a relational database to allow for ease of access and enhanced functionality to search, sort and filter and emergency operations plan according to user need and technological capacity. This integrated approach is offered as an effective option for integrating best practices of planning with the efficiency, scalability and flexibility of modern information and communication technology.

Operational Readiness Review Final Report for K Basin Fuel Transfer System

DOE Office of Scientific and Technical Information (OSTI.GOV)

DAVIES, T.H.

2002-10-01

An Operational Readiness Review (ORR) was conducted by the U.S. Department of Energy (DOE), Richland Operations Office (RL) to verify that an adequate state of readiness had been achieved for startup of the K Basin Fuel Transfer System (FTS). The DOE ORR was conducted during the period November 6-18, 2002. The DOE ORR team concluded that the K Basin Fuel Transfer System is ready to start operations, subject to completion and verification of identified pre-start findings. The ORR was conducted in accordance with the Spent Nuclear Fuel (SNF) K Basin Fuel Transfer System (FTS) Operational Readiness Review (ORR) Plan ofmore » Action and the Operational Readiness Review Implementation Plan for K Basin Fuel Transfer System. Review activities consisted of staff interviews, procedure and document reviews, and observations of normal facility operations, operational upset conditions, and an emergency drill. The DOE ORR Team also reviewed and assessed the adequacy of the contractor ORR3 and the RL line management review. The team concurred with the findings and observations identified in these two reports. The DOE ORR for the FTS evaluated the contractor under single-shift operations. Of concern to the ORR Team was that SNF Project management intended to change from a single-shift FTS operation to a two-shift operation shortly after the completion of the DOE ORR. The ORR team did not assess two-shift FTS operations and the ability of the contractor to conduct a smooth transition from shift to shift. However, the DOE ORR team did observe an operational upset drill that was conducted during day shift and carried over into swing shift; during this drill, swing shift was staffed with fewer personnel as would be expected for two-shift operations. The facility was able to adequately respond to the event with the reduced level of staff. The ORR Team was also able to observe a Shift Manager turnover meeting when one shift manager had to be relieved during the middle of the day. The

34 CFR 303.343 - IFSP Team meeting and periodic review.

Code of Federal Regulations, 2012 CFR

2012-07-01

... 34 Education 2 2012-07-01 2012-07-01 false IFSP Team meeting and periodic review. 303.343 Section... Service Plans Individualized Family Service Plan (ifsp) § 303.343 IFSP Team meeting and periodic review. (a) Initial and annual IFSP Team meeting. (1) Each initial meeting and each annual IFSP Team meeting...

34 CFR 303.343 - IFSP Team meeting and periodic review.

Code of Federal Regulations, 2013 CFR

2013-07-01

... 34 Education 2 2013-07-01 2013-07-01 false IFSP Team meeting and periodic review. 303.343 Section... Service Plans Individualized Family Service Plan (ifsp) § 303.343 IFSP Team meeting and periodic review. (a) Initial and annual IFSP Team meeting. (1) Each initial meeting and each annual IFSP Team meeting...

34 CFR 303.343 - IFSP Team meeting and periodic review.

Code of Federal Regulations, 2014 CFR

2014-07-01

... 34 Education 2 2014-07-01 2013-07-01 true IFSP Team meeting and periodic review. 303.343 Section... Service Plans Individualized Family Service Plan (ifsp) § 303.343 IFSP Team meeting and periodic review. (a) Initial and annual IFSP Team meeting. (1) Each initial meeting and each annual IFSP Team meeting...

Essentials for Team Based Rehearsals and the Differences Between Earth Orbiting and Deep Space Missions

NASA Technical Reports Server (NTRS)

Gomez-Rosa, Carlos; Cifuentes, Juan; Wasiak, Francis; Alfonzo, Agustin

2015-01-01

The mission readiness environment is where spacecraft and ground systems converge to form the entire as built flight system for the final phase of operationally-themed testing. For most space missions, this phase starts between nine to twelve months prior to the planned launch. In the mission readiness environment, the goal is to perform sufficient testing to exercise the flight teams and systems through all mission phases in order to demonstrate that all elements are ready to support. As part of the maturation process, a mission rehearsal program is introduced to focus on team processes within the final flight system, in a more realistic operational environment. The overall goal for a mission rehearsal program is to: 1) ensure all flight system elements are able to meet mission objectives as a cohesive team; 2) reduce the risk in space based operations due to deficiencies in people, processes, procedures, or systems; and 3) instill confidence in the teams that will execute these first time flight activities. A good rehearsal program ensures critical events are exercised, discovers team or flight system nuances whose impact were previously unknown, and provides a real-time environment in which to interact with the various teams and systems. For flight team members, the rehearsal program provides experience and training in the event of planned (or unplanned) flight contingencies. To preserve the essence for team based rehearsals, this paper will explore the important elements necessary for a successful rehearsal program, document differences driven by Earth Orbiting (Aqua, Aura, Suomi-National Polar-orbiting Partnership (NPP)) and Deep Space missions (New Horizons, Mars Atmosphere and Volatile EvolutioN (MAVEN)) and discuss common challenges to both mission types. In addition, large scale program considerations and enhancements or additional steps for developing a rehearsal program will also be considered. For NASA missions, the mission rehearsal phase is a key

Multi Sector Planning Tools for Trajectory-Based Operations

NASA Technical Reports Server (NTRS)

Prevot, Thomas; Mainini, Matthew; Brasil, Connie

2010-01-01

This paper discusses a suite of multi sector planning tools for trajectory-based operations that were developed and evaluated in the Airspace Operations Laboratory (AOL) at the NASA Ames Research Center. The toolset included tools for traffic load and complexity assessment as well as trajectory planning and coordination. The situation assessment tools included an integrated suite of interactive traffic displays, load tables, load graphs, and dynamic aircraft filters. The planning toolset allowed for single and multi aircraft trajectory planning and data communication-based coordination of trajectories between operators. Also newly introduced was a real-time computation of sector complexity into the toolset that operators could use in lieu of aircraft count to better estimate and manage sector workload, especially in situations with convective weather. The tools were used during a joint NASA/FAA multi sector planner simulation in the AOL in 2009 that had multiple objectives with the assessment of the effectiveness of the tools being one of them. Current air traffic control operators who were experienced as area supervisors and traffic management coordinators used the tools throughout the simulation and provided their usefulness and usability ratings in post simulation questionnaires. This paper presents these subjective assessments as well as the actual usage data that was collected during the simulation. The toolset was rated very useful and usable overall. Many elements received high scores by the operators and were used frequently and successfully. Other functions were not used at all, but various requests for new functions and capabilities were received that could be added to the toolset.

Team factors that predict to sustainability indicators for community-based prevention teams.

PubMed

Perkins, Daniel F; Feinberg, Mark E; Greenberg, Mark T; Johnson, Lesley E; Chilenski, Sarah Meyer; Mincemoyer, Claudia C; Spoth, Richard L

2011-08-01

Because they often set out with a guarantee of only short-term funding, many community partnerships will face a threat to their sustainability almost as soon as the first money runs out. Research into the factors that enable some coalitions and partnerships to meet the challenge when others fail is limited. This study begins to fill this gap in our understanding by examining influences on the process of sustainability planning in the context of a collaborative partnership focused on youth development. We report on a longitudinal examination of the quality of planning and attitudes underpinning the sustainability of PROSPER community prevention teams whose members implement evidence-based programs designed to support positive youth development and reduce early substance use and other problem behaviors. The current research concentrates on a particular dimension of partnership effectiveness to establish whether perceptions about team functioning in play at 6 and 18 months predict the quality of sustainability planning at 36 and 48 months. How well teams functioned in the early stages was found to be strongly related to the quality of their later preparations for sustainability. Recruitment and integration of new team members, and the encouragement they subsequently received were also found to be key factors. The results strengthen the argument for providing technical assistance to meet the needs of those who promote prevention partnerships, and they provide longitudinal empirical data to support the hypotheses of other researchers who have similarly found a correlation between effective sustainability and early planning and support. Copyright © 2010 Elsevier Ltd. All rights reserved.

30 CFR 285.620 - What is a Construction and Operations Plan (COP)?

Code of Federal Regulations, 2010 CFR

2010-07-01

... 30 Mineral Resources 2 2010-07-01 2010-07-01 false What is a Construction and Operations Plan (COP... Information Requirements Construction and Operations Plan for Commercial Leases § 285.620 What is a Construction and Operations Plan (COP)? The COP describes your construction, operations, and conceptual...

NASA Microgravity Science Competition for High-school-aged Student Teams

NASA Technical Reports Server (NTRS)

DeLombard, Richard; Stocker, Dennis; Hodanbosi, Carol; Baumann, Eric

2002-01-01

NASA participates in a wide variety of educational activities including competitive events. There are competitive events sponsored by NASA and student teams which are mentored by NASA centers. This participation by NASA in public forums serves to bring the excitement of aerospace science to students and educators. A new competition for highschool-aged student teams involving projects in microgravity has completed two pilot years and will have national eligibility for teams during the 2002-2003 school year. A team participating in the Dropping In a Microgravity Environment will research the field of microgravity, develop a hypothesis, and prepare a proposal for an experiment to be conducted in a microgravity drop tower facility. A team of NASA scientists and engineers will select the top proposals and those teams will then design and build their experiment apparatus. When the experiment apparatus are completed, team representatives will visit NASA Glenn in Cleveland, Ohio for operation of their facility and participate in workshops and center tours. Presented in this paper will be a description of DIME, an overview of the planning and execution of such a program, results from the first two pilot years, and a status of the first national competition.

President Richard Nixon visits MSC to award Apollo 13 Mission Operations team

NASA Image and Video Library

1970-04-18

S70-35600 (18 April 1970) --- President Richard M. Nixon introduces Sigurd A. Sjoberg (far right), director of Flight Operations at Manned Spacecraft Center, and the four Apollo 13 flight directors during the President?s post-mission visit to the Manned Spacecraft Center. The flight directors are, from left to right, Glynn S. Lunney, Eugene A. Kranz, Gerald D. Griffin and Milton L. Windler. Dr. Thomas O. Paine, Administrator, National Aeronautics and Space Administration, is seated at left. President Nixon was on the site to present the Presidential Medal of Freedom - the nation?s highest civilian honor -to the Apollo 13 Mission Operations Team.

Advance Care Planning: Understanding Clinical Routines and Experiences of Interprofessional Team Members in Diverse Health Care Settings.

PubMed

Arnett, Kelly; Sudore, Rebecca L; Nowels, David; Feng, Cindy X; Levy, Cari R; Lum, Hillary D

2017-12-01

Interprofessional health care team members consider advance care planning (ACP) to be important, yet gaps remain in systematic clinical routines to support ACP. A clearer understanding of the interprofessional team members' perspectives on ACP clinical routines in diverse settings is needed. One hundred eighteen health care team members from community-based clinics, long-term care facilities, academic clinics, federally qualified health centers, and hospitals participated in a 35-question, cross-sectional online survey to assess clinical routines, workflow processes, and policies relating to ACP. Respondents were 53% physicians, 18% advanced practice nurses, 11% nurses, and 18% other interprofessional team members including administrators, chaplains, social workers, and others. Regarding clinical routines, respondents reported that several interprofessional team members play a role in facilitating ACP (ie, physician, social worker, nurse, others). Most (62%) settings did not have, or did not know of, policies related to ACP documentation. Only 14% of settings had a patient education program. Two-thirds of the respondents said that addressing ACP is a high priority and 85% felt that nonphysicians could have ACP conversations with appropriate training. The clinical resources needed to improve clinical routines included training for providers and staff, dedicated staff to facilitate ACP, and availability of patient/family educational materials. Although interprofessional health care team members consider ACP a priority and several team members may be involved, clinical settings lack systematic clinical routines to support ACP. Patient educational materials, interprofessional team training, and policies to support ACP clinical workflows that do not rely solely on physicians could improve ACP across diverse clinical settings.

Gravity Plant Physiology Facility (GPPF) Team in the Spacelab Payload Operations Control Center (SL

NASA Technical Reports Server (NTRS)

1992-01-01

The primary payload for Space Shuttle Mission STS-42, launched January 22, 1992, was the International Microgravity Laboratory-1 (IML-1), a pressurized manned Spacelab module. The goal of IML-1 was to explore in depth the complex effects of weightlessness of living organisms and materials processing. Around-the-clock research was performed on the human nervous system's adaptation to low gravity and effects of microgravity on other life forms such as shrimp eggs, lentil seedlings, fruit fly eggs, and bacteria. Materials processing experiments were also conducted, including crystal growth from a variety of substances such as enzymes, mercury iodide, and a virus. The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Featured is the Gravity Plant Physiology Facility (GPPF) team in the SL POCC during the IML-1 mission.

Getting a head start: high-fidelity, simulation-based operating room team training of interprofessional students.

PubMed

Paige, John T; Garbee, Deborah D; Kozmenko, Valeriy; Yu, Qingzhao; Kozmenko, Lyubov; Yang, Tong; Bonanno, Laura; Swartz, William

2014-01-01

Effective teamwork in the operating room (OR) is often undermined by the "silo mentality" of the differing professions. Such thinking is formed early in one's professional experience and is fostered by undergraduate medical and nursing curricula lacking interprofessional education. We investigated the immediate impact of conducting interprofessional student OR team training using high-fidelity simulation (HFS) on students' team-related attitudes and behaviors. Ten HFS OR interprofessional student team training sessions were conducted involving 2 standardized HFS scenarios, each of which was followed by a structured debriefing that targeted team-based competencies. Pre- and post-session mean scores were calculated and analyzed for 15 Likert-type items measuring self-efficacy in teamwork competencies using the t-test. Additionally, mean scores of observer ratings of team performance after each scenario and participant ratings after the second scenario for an 11-item Likert-type teamwork scale were calculated and analyzed using one-way ANOVA and t-test. Eighteen nursing students, 20 nurse anesthetist students, and 28 medical students participated in the training. Statistically significant gains from mean pre- to post-training scores occurred on 11 of the 15 self-efficacy items. Statistically significant gains in mean observer performance scores were present on all 3 subscales of the teamwork scale from the first scenario to the second. A statistically significant difference was found in comparisons of mean observer scores with mean participant scores for the team-based behaviors subscale. High-fidelity simulation OR interprofessional student team training improves students' team-based attitudes and behaviors. Students tend to overestimate their team-based behaviors. Copyright © 2014 American College of Surgeons. Published by Elsevier Inc. All rights reserved.

43 CFR 3931.10 - Exploration plans and plans of development for mining and in situ operations.

Code of Federal Regulations, 2014 CFR

2014-10-01

... for mining and in situ operations. 3931.10 Section 3931.10 Public Lands: Interior Regulations Relating....10 Exploration plans and plans of development for mining and in situ operations. (a) The POD must... development of the oil shale resources in the lease. (b) The operator must submit to the proper BLM office an...

43 CFR 3931.10 - Exploration plans and plans of development for mining and in situ operations.

Code of Federal Regulations, 2012 CFR

2012-10-01

... for mining and in situ operations. 3931.10 Section 3931.10 Public Lands: Interior Regulations Relating....10 Exploration plans and plans of development for mining and in situ operations. (a) The POD must... development of the oil shale resources in the lease. (b) The operator must submit to the proper BLM office an...

43 CFR 3931.10 - Exploration plans and plans of development for mining and in situ operations.

Code of Federal Regulations, 2011 CFR

2011-10-01

... for mining and in situ operations. 3931.10 Section 3931.10 Public Lands: Interior Regulations Relating....10 Exploration plans and plans of development for mining and in situ operations. (a) The POD must... development of the oil shale resources in the lease. (b) The operator must submit to the proper BLM office an...

43 CFR 3931.10 - Exploration plans and plans of development for mining and in situ operations.

Code of Federal Regulations, 2013 CFR

2013-10-01

... for mining and in situ operations. 3931.10 Section 3931.10 Public Lands: Interior Regulations Relating....10 Exploration plans and plans of development for mining and in situ operations. (a) The POD must... development of the oil shale resources in the lease. (b) The operator must submit to the proper BLM office an...

Team Knowledge Sharing Intervention Effects on Team Shared Mental Models and Student Performance in an Undergraduate Science Course

ERIC Educational Resources Information Center

Sikorski, Eric G.; Johnson, Tristan E.; Ruscher, Paul H.

2012-01-01

The purpose of this study was to examine the effects of a shared mental model (SMM) based intervention on student team mental model similarity and ultimately team performance in an undergraduate meteorology course. The team knowledge sharing (TKS) intervention was designed to promote team reflection, communication, and improvement planning.…

ExoMars Trace Gas Orbiter Instrument Modelling Approach to Streamline Science Operations

NASA Astrophysics Data System (ADS)

Munoz Fernandez, Michela; Frew, David; Ashman, Michael; Cardesin Moinelo, Alejandro; Garcia Beteta, Juan Jose; Geiger, Bernhard; Metcalfe, Leo; Nespoli, Federico; Muniz Solaz, Carlos

2018-05-01

ExoMars Trace Gas Orbiter (TGO) science operations activities are centralised at ESAC's Science Operations Centre (SOC). The SOC receives the inputs from the principal investigators (PIs) in order to implement and deliver the spacecraft pointing requests and instrument timelines to the Mission Operations Centre (MOC). The high number of orbits per planning cycle has made it necessary to abstract the planning interactions between the SOC and the PI teams at the observation level. This paper describes the modelling approach we have conducted for TGOís instruments to streamline science operations. We have created dynamic observation types that scale to adapt to the conditions specified by the PI teams including observation timing, and pointing block parameters calculated from observation geometry. This approach is considered and improvement with respect to previous missions where the generation of the observation pointing and commanding requests was performed manually by the instrument teams. Automation software assists us to effectively handle the high density of planned orbits with increasing volume of scientific data and to successfully meet opportunistic scientific goals and objectives. Our planning tool combines the instrument observation definition files provided by the PIs together with the flight dynamics products to generate the Pointing Requests and the instrument timeline (ITL). The ITL contains all the validated commands at the TC sequence level and computes the resource envelopes (data rate, power, data volume) within the constraints. At the SOC, our main goal is to maximise the science output while minimising the number of iterations among the teams, ensuring that the timeline does not violate the state transitions allowed in the Mission Operations Rules and Constraints Document.

Ulysses operations at Jupiter - Planning for the unknown

NASA Technical Reports Server (NTRS)

Angold, N.; Beech, P.; Garcia-Perez, R.; Mcgarry, A.; Standley, S.

1992-01-01

The operational preparations for the Ulysses encounter with Jupiter are described with particular attention given to requirements for survival in the Jovian environment, ground-segment planning, a deep-space network, and encounter activities. It is concluded that the successful operation of the Ulysses spacecraft at Jupiter was the culmination of many years of activity, from spacecraft design and mission planning to the coordination of the encounter activities and production of the detailed timeline.

Multidisciplinary team functioning.

PubMed

Kovitz, K E; Dougan, P; Riese, R; Brummitt, J R

1984-01-01

This paper advocates the need to move beyond interdisciplinary team composition as a minimum criterion for multidisciplinary functioning in child abuse treatment. Recent developments within the field reflect the practice of shared professional responsibility for detection, case management and treatment. Adherence to this particular model for intervention requires cooperative service planning and implementation as task related functions. Implicitly, this model also carries the potential to incorporate the supportive functioning essential to effective group process. However, explicit attention to the dynamics and process of small groups has been neglected in prescriptive accounts of multidisciplinary child abuse team organization. The present paper therefore focuses upon the maintenance and enhancement aspects of multidisciplinary group functioning. First, the development and philosophy of service for the Alberta Children's Hospital Child Abuse Program are reviewed. Second, composition of the team, it's mandate for service, and the population it serves are briefly described. Third, the conceptual framework within which the program functions is outlined. Strategies for effective group functioning are presented and the difficulties encountered with this model are highlighted. Finally, recommendations are offered for planning and implementing a multidisciplinary child abuse team and for maintaining its effective group functioning.

Future In-Space Operations (FISO): A Working Group and Community Engagement

NASA Technical Reports Server (NTRS)

Thronson, Harley; Lester, Dan

2013-01-01

Long-duration human capabilities beyond low Earth orbit (LEO), either in support of or as an alternative to lunar surface operations, have been assessed at least since the late 1960s. Over the next few months, we will present short histories of concepts for long-duration, free-space human habitation beyond LEO from the end of the Apollo program to the Decadal Planning Team (DPT)/NASA Exploration Team (NExT), which was active in 1999 2000 (see Forging a vision: NASA s Decadal Planning Team and the origins of the Vision for Space Exploration , The Space Review, December 19, 2005). Here we summarize the brief existence of the Future In-Space Operations (FISO) working group in 2005 2006 and its successor, a telecon-based colloquium series, which we co-moderate.

7 CFR 272.2 - Plan of operation.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 60 days prior to implementation. Minor changes to approved sampling plans shall be submitted at least... Plan of Operation. The State and FNS (USDA) further agree to fully comply with any changes in Federal... effect that, no person in the United States shall, on the grounds of sex, race, color, age, political...

7 CFR 272.2 - Plan of operation.

Code of Federal Regulations, 2012 CFR

2012-01-01

... 60 days prior to implementation. Minor changes to approved sampling plans shall be submitted at least... Plan of Operation. The State and FNS (USDA) further agree to fully comply with any changes in Federal... effect that, no person in the United States shall, on the grounds of sex, race, color, age, political...

7 CFR 272.2 - Plan of operation.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 60 days prior to implementation. Minor changes to approved sampling plans shall be submitted at least... Plan of Operation. The State and FNS (USDA) further agree to fully comply with any changes in Federal... effect that, no person in the United States shall, on the grounds of sex, race, color, age, political...

Mixed-Initiative Activity Planning for Mars Rovers

NASA Technical Reports Server (NTRS)

Bresina, John; Jonsson, Ari; Morris, Paul; Rajan, Kanna

2005-01-01

One of the ground tools used to operate the Mars Exploration Rovers is a mixed-initiative planning system called MAPGEN. The role of the system is to assist operators building daily plans for each of the rovers, maximizing science return, while maintaining rover safety and abiding by science and engineering constraints. In this paper, we describe the MAPGEN system, focusing on the mixed-initiative planning aspect. We note important challenges, both in terms of human interaction and in terms of automated reasoning requirements. We then describe the approaches taken in MAPGEN, focusing on the novel methods developed by our team.

30 CFR 250.290 - What operations require approval of the Conceptual Plan?

Code of Federal Regulations, 2010 CFR

2010-07-01

... INTERIOR OFFSHORE OIL AND GAS AND SULPHUR OPERATIONS IN THE OUTER CONTINENTAL SHELF Plans and Information Deepwater Operations Plans (dwop) § 250.290 What operations require approval of the Conceptual Plan? You may... 30 Mineral Resources 2 2010-07-01 2010-07-01 false What operations require approval of the...

Petroleum refinery operational planning using robust optimization

NASA Astrophysics Data System (ADS)

Leiras, A.; Hamacher, S.; Elkamel, A.

2010-12-01

In this article, the robust optimization methodology is applied to deal with uncertainties in the prices of saleable products, operating costs, product demand, and product yield in the context of refinery operational planning. A numerical study demonstrates the effectiveness of the proposed robust approach. The benefits of incorporating uncertainty in the different model parameters were evaluated in terms of the cost of ignoring uncertainty in the problem. The calculations suggest that this benefit is equivalent to 7.47% of the deterministic solution value, which indicates that the robust model may offer advantages to those involved with refinery operational planning. In addition, the probability bounds of constraint violation are calculated to help the decision-maker adopt a more appropriate parameter to control robustness and judge the tradeoff between conservatism and total profit.

Career Education: The Seed Team Concept.

ERIC Educational Resources Information Center

Rotter, Joseph C.; Mahrer, David

1978-01-01

Through the seed team concept, teams of educators--teachers, counselors, administrators--develop feasible career education plans for their community, and serve to inspire others to do the same. (Author)

Team Learning: Through the Relational Dynamics of Co-operation and Rivalry in Team Communities

ERIC Educational Resources Information Center

Lotz, Maja

2010-01-01

This paper explores the constructive links between cooperation, rivalry, and learning within the structure of team communities. Drawing upon social learning theory and qualitative data from case studies conducted in Danish team-based firms, the main purpose is to argue that both cooperation and rivalry are important triggers for mobilizing…

Operations and maintenance plan : Dallas Integrated Corridor Management (ICM) demonstration project.

DOT National Transportation Integrated Search

2014-01-01

This Operations and Maintenance (O&M) Plan describes how the Integrated Corridor Management System (ICMS) will be used in daily transportation operations and maintenance activities. The Plan addresses the activities needed to effectively operate the ...

Organizational structure, team process, and future directions of interprofessional health care teams.

PubMed

Cole, Kenneth D; Waite, Martha S; Nichols, Linda O

2003-01-01

For a nationwide Geriatric Interdisciplinary Team Training (GITT) program evaluation of 8 sites and 26 teams, team evaluators developed a quantitative and qualitative team observation scale (TOS), examining structure, process, and outcome, with specific focus on the training function. Qualitative data provided an important expansion of quantitative data, highlighting positive effects that were not statistically significant, such as role modeling and training occurring within the clinical team. Qualitative data could also identify "too much" of a coded variable, such as time spent in individual team members' assessments and treatment plans. As healthcare organizations have increasing demands for productivity and changing reimbursement, traditional models of teamwork, with large teams and structured meetings, may no longer be as functional as they once were. To meet these constraints and to train students in teamwork, teams of the future will have to make choices, from developing and setting specific models to increasing the use of information technology to create virtual teams. Both quantitative and qualitative data will be needed to evaluate these new types of teams and the important outcomes they produce.

Team Training for Dynamic Cross-Functional Teams in Aviation: Behavioral, Cognitive, and Performance Outcomes.

PubMed

Littlepage, Glenn E; Hein, Michael B; Moffett, Richard G; Craig, Paul A; Georgiou, Andrea M

2016-12-01

This study evaluates the effectiveness of a training program designed to improve cross-functional coordination in airline operations. Teamwork across professional specializations is essential for safe and efficient airline operations, but aviation education primarily emphasizes positional knowledge and skill. Although crew resource management training is commonly used to provide some degree of teamwork training, it is generally focused on specific specializations, and little training is provided in coordination across specializations. The current study describes and evaluates a multifaceted training program designed to enhance teamwork and team performance of cross-functional teams within a simulated airline flight operations center. The training included a variety of components: orientation training, position-specific declarative knowledge training, position-specific procedural knowledge training, a series of high-fidelity team simulations, and a series of after-action reviews. Following training, participants demonstrated more effective teamwork, development of transactive memory, and more effective team performance. Multifaceted team training that incorporates positional training and team interaction in complex realistic situations and followed by after-action reviews can facilitate teamwork and team performance. Team training programs, such as the one described here, have potential to improve the training of aviation professionals. These techniques can be applied to other contexts where multidisciplinary teams and multiteam systems work to perform highly interdependent activities. © 2016, Human Factors and Ergonomics Society.

GTC Science Operations and Instrumentation Plan

NASA Astrophysics Data System (ADS)

Cabrera-Lavers, A.

2017-03-01

The 10.4 m Gran Telescopio CANARIAS came into operation in 2009, and now we can clearly state without any doubt that we have in our hands an extraordinary tool to produce science with all its capabilities and functionalities operating under specs. This contribution summarizes the current status of the night operation of the telescope and describe GTC short- and medium- term instrumentation plan, that will make possible to provide access up to five different instruments to the users community from middle 2017, largely enhancing the scientific return from the telescope.

Interview: Mr. Stephen Chee, team leader, UNFPA country support team (CST) for the South Pacific.

PubMed

1993-09-01

The UNFPA country support team (CST) for the South Pacific is the action-arm at the regional level of the new Technical Support Services arrangement introduced by the agency. Operational since April 1993, the CST currently covers the following Pacific island countries or territories: the Cook Islands, the Federated States of Micronesia, Fiji, Kiribati, Marshall Islands, Nauru, Niue, Palau, Papua New Guinea, Samoa, Solomon Islands, Tokelau, Tonga, Tuvalu, and Vanuatu. The CST office is located in Suva, Fiji, with the main goal of strengthening national capacity and building self-reliance in the countries of the region. The office in Suva is currently staffed by six highly qualified advisors with extensive experience in the population and related fields; two more advisors are expected to join the Team in early 1994. The Team is well equipped to provide countries and territories of the region with a wide range of technical support services ranging from ad hoc technical advisory services to the conceptualization and development of comprehensive population policies and programs. Services are offered in the areas of basic data collection, processing, and research in population dynamics; population policy formulation, evaluation, and implementation; family planning and maternal-child health; information, education, and communication; women in population and development; and population program management. The team also plays an advocacy role in mainstreaming population concerns into the programs and activities of international, regional, and national organizations. The team leader responds to questions about population problems experienced by the countries served, the scope of UNFPA assistance to country governments in the subregion, the importance of population information in the subregion, and how Asia-Pacific POPIN may help the team and countries served.

Spacelab Operations Support Room Space Engineering Support Team in the SL POCC During the IML-1

NASA Technical Reports Server (NTRS)

1992-01-01

The primary payload for Space Shuttle Mission STS-42, launched January 22, 1992, was the International Microgravity Laboratory-1 (IML-1), a pressurized manned Spacelab module. The goal of IML-1 was to explore in depth the complex effects of weightlessness of living organisms and materials processing. Around-the-clock research was performed on the human nervous system's adaptation to low gravity and effects of microgravity on other life forms such as shrimp eggs, lentil seedlings, fruit fly eggs, and bacteria. Materials processing experiments were also conducted, including crystal growth from a variety of substances such as enzymes, mercury iodide, and a virus. The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Featured is the Spacelab Operations Support Room Space Engineering Support team in the SL POCC during STS-42, IML-1 mission.

Determinants of treatment plan implementation in multidisciplinary team meetings for patients with chronic diseases: a mixed-methods study

PubMed Central

Raine, Rosalind; Xanthopoulou, Penny; Wallace, Isla; Nic a’ Bháird, Caoimhe; Lanceley, Anne; Clarke, Alex; Livingston, Gill; Prentice, Archie; Ardron, Dave; Harris, Miriam; King, Michael; Michie, Susan; Blazeby, Jane M; Austin-Parsons, Natalie; Gibbs, Simon; Barber, Julie

2014-01-01

Objective Multidisciplinary team (MDT) meetings are assumed to produce better decisions and are extensively used to manage chronic disease in the National Health Service (NHS). However, evidence for their effectiveness is mixed. Our objective was to investigate determinants of MDT effectiveness by examining factors influencing the implementation of MDT treatment plans. This is a proxy measure of effectiveness, because it lies on the pathway to improvements in health, and reflects team decision making which has taken account of clinical and non-clinical information. Additionally, this measure can be compared across MDTs for different conditions. Methods We undertook a prospective mixed-methods study of 12 MDTs in London and North Thames. Data were collected by observation of 370 MDT meetings, interviews with 53 MDT members, and from 2654 patient medical records. We examined the influence of patient-related factors (disease, age, sex, deprivation, whether their preferences and other clinical/health behaviours were mentioned) and MDT features (as measured using the ‘Team Climate Inventory’ and skill mix) on the implementation of MDT treatment plans. Results The adjusted odds (or likelihood) of implementation was reduced by 25% for each additional professional group represented at the MDT meeting. Implementation was more likely in MDTs with clear goals and processes and a good ‘Team Climate’ (adjusted OR 1.96; 95% CI 1.15 to 3.31 for a unit increase in Team Climate Inventory (TCI) score). Implementation varied by disease category, with the lowest adjusted odds of implementation in mental health teams. Implementation was also lower for patients living in more deprived areas (adjusted odds of implementation for patients in the most compared with least deprived areas was 0.60, 95% CI 0.39 to 0.91). Conclusions Greater multidisciplinarity is not necessarily associated with more effective decision making. Explicit goals and procedures are also crucial. Decision

NAS operational evolution plan : a foundation for capacity enhancement 2001-2010

DOT National Transportation Integrated Search

2001-06-01

This series of World Wide Web slides focuses on the Operational Evolution Plan, which is a 10-year plan for aviation operational improvements to increase capacity and safety in the United States. This plan is unique in that it integrates all actions:...

Team Training through Communications Control

DTIC Science & Technology

1982-02-01

training * operational environment * team training research issues * training approach * team communications * models of operator beharior e...on the market soon, it certainly would be investigated carefully for its applicability to the team training problem. ce A text-to-speech voice...generation system. Votrax has recently marketed such a device, and others may soon follow suit. ’ d. A speech replay system designed to produce speech from

TROTER's (Tiny Robotic Operation Team Experiment): A new concept of space robots

NASA Technical Reports Server (NTRS)

Su, Renjeng

1990-01-01

In view of the future need of automation and robotics in space and the existing approaches to the problem, we proposed a new concept of robots for space construction. The new concept is based on the basic idea of decentralization. Decentralization occurs, on the one hand, in using teams of many cooperative robots for construction tasks. Redundancy and modular design are explored to achieve high reliability for team robotic operations. Reliability requirement on individual robots is greatly reduced. Another area of decentralization is manifested by the proposed control hierarchy which eventually includes humans in the loop. The control strategy is constrained by various time delays and calls for different levels of abstraction of the task dynamics. Such technology is needed for remote control of robots in an uncertain environment. Thus, concerns of human safety around robots are relaxed. This presentation also introduces the required technologies behind the new robotic concept.

Turbine Technology Team - An overview of current and planned activities relevant to the National Launch System (NLS)

NASA Technical Reports Server (NTRS)

Griffin, Lisa W.; Huber, Frank W.

1992-01-01

The current status of the activities and future plans of the Turbine Technology Team of the Consortium for Computational Fluid Dynamics is reviewed. The activities of the Turbine Team focus on developing and enhancing codes and models, obtaining data for code validation and general understanding of flows through turbines, and developing and analyzing the aerodynamic designs of turbines suitable for use in the Space Transportation Main Engine fuel and oxidizer turbopumps. Future work will include the experimental evaluation of the oxidizer turbine configuration, the development, analysis, and experimental verification of concepts to control secondary and tip losses, and the aerodynamic design, analysis, and experimental evaluation of turbine volutes.

Graduate Student Project: Operations Management Product Plan

ERIC Educational Resources Information Center

Fish, Lynn

2007-01-01

An operations management product project is an effective instructional technique that fills a void in current operations management literature in product planning. More than 94.1% of 286 graduates favored the project as a learning tool, and results demonstrate the significant impact the project had in predicting student performance. The author…

NASA/MOD Operations Impacts from Shuttle Program

NASA Technical Reports Server (NTRS)

Fitzpatrick, Michael; Mattes, Gregory; Grabois, Michael; Griffith, Holly

2011-01-01

Operations plays a pivotal role in the success of any human spaceflight program. This paper will highlight some of the core tenets of spaceflight operations from a systems perspective and use several examples from the Space Shuttle Program to highlight where the success and safety of a mission can hinge upon the preparedness and competency of the operations team. Further, awareness of the types of operations scenarios and impacts that can arise during human crewed space missions can help inform design and mission planning decisions long before a vehicle gets into orbit. A strong operations team is crucial to the development of future programs; capturing the lessons learned from the successes and failures of a past program will allow for safer, more efficient, and better designed programs in the future. No matter how well a vehicle is designed and constructed, there are always unexpected events or failures that occur during space flight missions. Preparation, training, real-time execution, and troubleshooting are skills and values of the Mission Operations Directorate (MOD) flight controller; these operational standards have proven invaluable to the Space Shuttle Program. Understanding and mastery of these same skills will be required of any operations team as technology advances and new vehicles are developed. This paper will focus on individual Space Shuttle mission case studies where specific operational skills, techniques, and preparedness allowed for mission safety and success. It will detail the events leading up to the scenario or failure, how the operations team identified and dealt with the failure and its downstream impacts. The various options for real-time troubleshooting will be discussed along with the operations team final recommendation, execution, and outcome. Finally, the lessons learned will be summarized along with an explanation of how these lessons were used to improve the operational preparedness of future flight control teams.

Evaluation of effects of an operational multidisciplinary team on antibiotic use in the medium to long term at a French university hospital.

PubMed

Demoré, Béatrice; Humbert, Pauline; Boschetti, Emmanuelle; Bevilacqua, Sibylle; Clerc-Urmès, Isabelle; May, Thierry; Pulcini, Céline; Thilly, Nathalie

2017-10-01

Background Antibiotic-resistant bacteria are a major public health problem throughout the world. In 2006, in accordance with the national guidelines for antibiotic use, the CHRU of Nancy created an operational multidisciplinary antibiotic team at one of its sites. In 2011, a cluster-controlled trial showed that the operational multidisciplinary antibiotic team (the intervention) had a favourable short-term effect on antibiotic use and costs. Objective Our objective was to determine whether these effects continued over the medium to long term (that is, 2-7 years after creation of the operational multidisciplinary antibiotic team, 2009-2014). Setting The 1800-bed University Hospital of Nancy (France). Method The effect in the medium to long term is measured according to the same criteria and assessed by the same methods as the first study. A cluster controlled trial was performed on the period 2009-2014. The intervention group comprised 11 medical and surgical wards in settings where the operational multidisciplinary antibiotic team was implemented and the control group comprised 6 wards without this operational team. Main outcome measure Consumption of antibiotics overall and by therapeutic class (in defined daily doses per 1000 patient-days) and costs savings (in €). Results The reduction in antibiotic use and costs continued, but at a lower rate than in the short term (11% between 2009 and 2014 compared with 33% between 2007 and 2009) at the site of the intervention. The principal decreases concerned fluoroquinolones and glycopeptides. At the site without an operational multidisciplinary antibiotic team (the control group), total antibiotic use remained stable. Between 2009 and 2014, costs fell 10.5% in the intervention group and 5.7% in the control group. Conclusion This study shows that it is possible to maintain the effectiveness over time of such an intervention and demonstrates its role in defining a hospital's antibiotic policy.

An Examination of the Impact of the IEP Team Composition and Transition Planning upon the Success of Students with Disabilities in Urban Districts

ERIC Educational Resources Information Center

Hill, Petrina D.

2010-01-01

The primary purpose of this correlational study was to examine the impact of IEP team composition (team member attendance) and transition planning (types of transition outcomes) upon the success (graduation) of students with disabilities in urban districts. Other factors also included gender, academic status of school, socioeconomic status of the…

Integrating operation design into infrastructure planning to foster robustness of planned water systems

NASA Astrophysics Data System (ADS)

Bertoni, Federica; Giuliani, Matteo; Castelletti, Andrea

2017-04-01

Over the past years, many studies have looked at the planning and management of water infrastructure systems as two separate problems, where the dynamic component (i.e., operations) is considered only after the static problem (i.e., planning) has been resolved. Most recent works have started to investigate planning and management as two strictly interconnected faces of the same problem, where the former is solved jointly with the latter in an integrated framework. This brings advantages to multi-purpose water reservoir systems, where several optimal operating strategies exist and similar system designs might perform differently on the long term depending on the considered short-term operating tradeoff. An operationally robust design will be therefore one performing well across multiple feasible tradeoff operating policies. This work aims at studying the interaction between short-term operating strategies and their impacts on long-term structural decisions, when long-lived infrastructures with complex ecological impacts and multi-sectoral demands to satisfy (i.e., reservoirs) are considered. A parametric reinforcement learning approach is adopted for nesting optimization and control yielding to both optimal reservoir design and optimal operational policies for water reservoir systems. The method is demonstrated on a synthetic reservoir that must be designed and operated for ensuring reliable water supply to downstream users. At first, the optimal design capacity derived is compared with the 'no-fail storage' computed through Rippl, a capacity design function that returns the minimum storage needed to satisfy specified water demands without allowing supply shortfall. Then, the optimal reservoir volume is used to simulate the simplified case study under other operating objectives than water supply, in order to assess whether and how the system performance changes. The more robust the infrastructural design, the smaller the difference between the performances of

Hazardous material transportation safety and security field operational test final evaluation plan : executive summary

DOT National Transportation Integrated Search

2003-03-17

The purpose of this effort is to independently evaluate the Battelle Operational Test Team to test methods for leveraging technology and operations to improve HAZMAT transport security, safety, and operational efficiency. As such, the preceding techn...

The impact of brief team communication, leadership and team behavior training on ad hoc team performance in trauma care settings.

PubMed

Roberts, Nicole K; Williams, Reed G; Schwind, Cathy J; Sutyak, John A; McDowell, Christopher; Griffen, David; Wall, Jarrod; Sanfey, Hilary; Chestnut, Audra; Meier, Andreas H; Wohltmann, Christopher; Clark, Ted R; Wetter, Nathan

2014-02-01

Communication breakdowns and care coordination problems often cause preventable adverse patient care events, which can be especially acute in the trauma setting, in which ad hoc teams have little time for advanced planning. Existing teamwork curricula do not address the particular issues associated with ad hoc emergency teams providing trauma care. Ad hoc trauma teams completed a preinstruction simulated trauma encounter and were provided with instruction on appropriate team behaviors and team communication. Teams completed a postinstruction simulated trauma encounter immediately afterward and 3 weeks later, then completed a questionnaire. Blinded raters rated videotapes of the simulations. Participants expressed high levels of satisfaction and intent to change practice after the intervention. Participants changed teamwork and communication behavior on the posttest, and changes were sustained after a 3-week interval, though there was some loss of retention. Brief training exercises can change teamwork and communication behaviors on ad hoc trauma teams. Copyright © 2014 Elsevier Inc. All rights reserved.

AERL Baseball Team

NASA Image and Video Library

1943-10-21

The NACA’s Aircraft Engine Research Laboratory’s baseball team photographed with director Raymond Sharp. The Exchange, which operated the non-profit cafeteria, sponsored several sports teams that participated in local leagues. The laboratory also had several intramural sports leagues. The baseball team, seen here in 1943, was suspended shortly thereafter as many of its members entered the military during World War II. The team was reconstituted after the war and became somewhat successful in the Class A Westlake League. After winning the championship in 1949 and 1950, the team was placed in the more advanced Middleberg League where they struggled.

Application of genetic algorithm in integrated setup planning and operation sequencing

NASA Astrophysics Data System (ADS)

Kafashi, Sajad; Shakeri, Mohsen

2011-01-01

Process planning is an essential component for linking design and manufacturing process. Setup planning and operation sequencing is two main tasks in process planning. Many researches solved these two problems separately. Considering the fact that the two functions are complementary, it is necessary to integrate them more tightly so that performance of a manufacturing system can be improved economically and competitively. This paper present a generative system and genetic algorithm (GA) approach to process plan the given part. The proposed approach and optimization methodology analyses the TAD (tool approach direction), tolerance relation between features and feature precedence relations to generate all possible setups and operations using workshop resource database. Based on these technological constraints the GA algorithm approach, which adopts the feature-based representation, optimizes the setup plan and sequence of operations using cost indices. Case study show that the developed system can generate satisfactory results in optimizing the setup planning and operation sequencing simultaneously in feasible condition.

Identifying a Transition Competency Domain Structure: Assisting Transition Planning Teams to Understand Roles and Responsibilities of Community Partners

ERIC Educational Resources Information Center

Plotner, Anthony; Trach, John; Shogren, Karrie

2012-01-01

The special education and rehabilitation literature is replete with articles examining transition planning, services and supports; however, transition models have typically been developed for the school context and not focused on other transition team members. These school-based models are important; however, models developed from the perspectives…

Web Application Software for Ground Operations Planning Database (GOPDb) Management

NASA Technical Reports Server (NTRS)

Lanham, Clifton; Kallner, Shawn; Gernand, Jeffrey

2013-01-01

A Web application facilitates collaborative development of the ground operations planning document. This will reduce costs and development time for new programs by incorporating the data governance, access control, and revision tracking of the ground operations planning data. Ground Operations Planning requires the creation and maintenance of detailed timelines and documentation. The GOPDb Web application was created using state-of-the-art Web 2.0 technologies, and was deployed as SaaS (Software as a Service), with an emphasis on data governance and security needs. Application access is managed using two-factor authentication, with data write permissions tied to user roles and responsibilities. Multiple instances of the application can be deployed on a Web server to meet the robust needs for multiple, future programs with minimal additional cost. This innovation features high availability and scalability, with no additional software that needs to be bought or installed. For data governance and security (data quality, management, business process management, and risk management for data handling), the software uses NAMS. No local copy/cloning of data is permitted. Data change log/tracking is addressed, as well as collaboration, work flow, and process standardization. The software provides on-line documentation and detailed Web-based help. There are multiple ways that this software can be deployed on a Web server to meet ground operations planning needs for future programs. The software could be used to support commercial crew ground operations planning, as well as commercial payload/satellite ground operations planning. The application source code and database schema are owned by NASA.

Discovery Planetary Mission Operations Concepts

NASA Technical Reports Server (NTRS)

Coffin, R.

1994-01-01

The NASA Discovery Program of small planetary missions will provide opportunities to continue scientific exploration of the solar system in today's cost-constrained environment. Using a multidisciplinary team, JPL has developed plans to provide mission operations within the financial parameters established by the Discovery Program. This paper describes experiences and methods that show promise of allowing the Discovery Missions to operate within the program cost constraints while maintaining low mission risk, high data quality, and reponsive operations.

Distributed Operations Planning

NASA Technical Reports Server (NTRS)

Fox, Jason; Norris, Jeffrey; Powell, Mark; Rabe, Kenneth; Shams, Khawaja

2007-01-01

Maestro software provides a secure and distributed mission planning system for long-term missions in general, and the Mars Exploration Rover Mission (MER) specifically. Maestro, the successor to the Science Activity Planner, has a heavy emphasis on portability and distributed operations, and requires no data replication or expensive hardware, instead relying on a set of services functioning on JPL institutional servers. Maestro works on most current computers with network connections, including laptops. When browsing down-link data from a spacecraft, Maestro functions similarly to being on a Web browser. After authenticating the user, it connects to a database server to query an index of data products. It then contacts a Web server to download and display the actual data products. The software also includes collaboration support based upon a highly reliable messaging system. Modifications made to targets in one instance are quickly and securely transmitted to other instances of Maestro. The back end that has been developed for Maestro could benefit many future missions by reducing the cost of centralized operations system architecture.

Planning to fail: mission design for modular repairable robot teams

NASA Technical Reports Server (NTRS)

Stancliff, Stephen B.; Dolan, John B.; Trebi-Ollennu, Ashitey

2005-01-01

This paper presents a method using stochastic simulation to evaluate the reliability of robot teams consisting of modular robots. For an example planetary exploration mission we use this method to compare the performance of a repairable robot team with spare modules versus nonrepairable robot teams.

36 CFR 292.67 - Operating plan approval-outstanding mineral rights.

Code of Federal Regulations, 2014 CFR

2014-07-01

...-outstanding mineral rights. 292.67 Section 292.67 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE NATIONAL RECREATION AREAS Smith River National Recreation Area Outstanding Mineral Rights § 292.67 Operating plan approval—outstanding mineral rights. (a) Upon receipt of an operating plan...

36 CFR 292.67 - Operating plan approval-outstanding mineral rights.

Code of Federal Regulations, 2012 CFR

2012-07-01

...-outstanding mineral rights. 292.67 Section 292.67 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE NATIONAL RECREATION AREAS Smith River National Recreation Area Outstanding Mineral Rights § 292.67 Operating plan approval—outstanding mineral rights. (a) Upon receipt of an operating plan...

36 CFR 292.67 - Operating plan approval-outstanding mineral rights.

Code of Federal Regulations, 2011 CFR

2011-07-01

...-outstanding mineral rights. 292.67 Section 292.67 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE NATIONAL RECREATION AREAS Smith River National Recreation Area Outstanding Mineral Rights § 292.67 Operating plan approval—outstanding mineral rights. (a) Upon receipt of an operating plan...

36 CFR 292.67 - Operating plan approval-outstanding mineral rights.

Code of Federal Regulations, 2013 CFR

2013-07-01

...-outstanding mineral rights. 292.67 Section 292.67 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE NATIONAL RECREATION AREAS Smith River National Recreation Area Outstanding Mineral Rights § 292.67 Operating plan approval—outstanding mineral rights. (a) Upon receipt of an operating plan...

The 274th Forward Surgical Team experience during Operation Enduring Freedom.

PubMed

Peoples, George E; Gerlinger, Tad; Craig, Robert; Burlingame, Brian

2005-06-01

The 274th Forward Surgical Team (FST) was deployed in support of Operation Enduring Freedom from October 14, 2001 to May 8, 2002. During this period, the FST was asked to perform many nondoctrinal missions. The FST was tasked with functioning as a mini-combat support hospital during the earlier phases of Operation Enduring Freedom, performing in-flight surgical procedures and resuscitation of combat wounded, conducting split operations with surgical coverage of both Karshi and Khanabad, Uzbekistan, and Bagram, Afghanistan, and leading the multinational medical coalition assembled for Operation Anaconda and other combat operations staged from Bagram. Overall, the 274th FST took care of approximately 90% of U.S. combat casualties during this period and treated a total of 221 combat casualties. The FST treated 103 total surgical cases, including 73 with combat wounds. At the time, this experience with combat casualties and the surgical care of combat wounds was the largest since the Persian Gulf War. More importantly, this account describes the flow, frequency, and type of combat casualties seen in a low-intensity conflict like that being waged currently in Afghanistan. It is hoped that this depiction will aid in the preparation, equipping, and overall utilization of surgical assets in similar future conflicts.

Science Planning Implementation and Challenges for the ExoMars Trace Gas Orbiter

NASA Astrophysics Data System (ADS)

Ashman, Mike; Cardesin Moinelo, Alejandro; Frew, David; Garcia Beteta, Juan Jose; Geiger, Bernhard; Metcalfe, Leo; Muñoz, Michela; Nespoli, Federico

2018-05-01

The ExoMars Science Operations Centre (SOC) is located at ESA's European Space Astronomy Centre (ESAC) in Madrid, Spain and is responsible for coordinating the science planning activities for TGO in order to optimize the scientific return of the mission. The SOC constructs, in accordance with Science Working Team (SWT) science priorities, and in coordination with the PI science teams and ESA's Mission Operations Centre (MOC), a plan of scientific observations and delivers conflict free operational products for uplink and execution on-board. To achieve this, the SOC employs a planning concept based on Long, Medium and Short Term planning cycles. Long Term planning covers mission segments of several months and is conducted many months prior to execution. Its goal is to establish a feasible science observation strategy given the science priorities and the expected mission profile. Medium Term planning covers a 1 month mission segment and is conducted from 3 to 2 months prior to execution whilst Short Term planning covers a 1 week segment and is conducted from 2 weeks to 1 week prior to execution. The goals of Medium and Short Term planning are to operationally instantiate and validate the Long Term plan such that the SOC may deliver to MOC a conflict free spacecraft pointing profile request (a Medium Term planning deliverable), and the final instrument telecommanding products (a Short Term planning deliverable) such that the science plan is achieved and all operational constraints are met. With a 2 hour-400km science orbit, the vast number of solar occultation, nadir measurement, and surface imaging opportunities, combined with additional mission constraints such as the necessary provision of TGO communication slots to support the ExoMars 2020 Rover & Surface Platform mission and NASA surface assets, creates a science planning task of considerable magnitude and complexity. In this paper, we detail how the SOC is developing and implementing the necessary planning

Guidance system operations plan for manned CM earth orbital missions using program SKYLARK 1. Section 4: Operational modes

NASA Technical Reports Server (NTRS)

Dunbar, J. C.

1972-01-01

The operational modes for the guidance system operations plan for Program SKYLARK 1 are presented. The procedures control the guidance and navigation system interfaces with the flight crew and the mission control center. The guidance operational concept is designed to comprise a set of manually initiated programs and functions which may be arranged by the flight crew to implement a large class of flight plans. This concept will permit both a late flight plan definition and a capability for real time flight plan changes.

MODIS information, data and control system (MIDACS) operations concepts

NASA Technical Reports Server (NTRS)

Han, D.; Salomonson, V.; Ormsby, J.; Ardanuy, P.; Mckay, A.; Hoyt, D.; Jaffin, S.; Vallette, B.; Sharts, B.; Folta, D.

1988-01-01

The MODIS Information, Data, and Control System (MIDACS) Operations Concepts Document provides a basis for the mutual understanding between the users and the designers of the MIDACS, including the requirements, operating environment, external interfaces, and development plan. In defining the concepts and scope of the system, how the MIDACS will operate as an element of the Earth Observing System (EOS) within the EosDIS environment is described. This version follows an earlier release of a preliminary draft version. The individual operations concepts for planning and scheduling, control and monitoring, data acquisition and processing, calibration and validation, data archive and distribution, and user access do not yet fully represent the requirements of the data system needed to achieve the scientific objectives of the MODIS instruments and science teams. The teams are not yet formed; however, it is possible to develop the operations concepts based on the present concept of EosDIS, the level 1 and level 2 Functional Requirements Documents, and through interviews and meetings with key members of the scientific community. The operations concepts were exercised through the application of representative scenarios.

30 CFR 250.111 - Who oversees operations under my welding plan?

Code of Federal Regulations, 2011 CFR

2011-07-01

... 30 Mineral Resources 2 2011-07-01 2011-07-01 false Who oversees operations under my welding plan... SHELF General Performance Standards § 250.111 Who oversees operations under my welding plan? A welding supervisor or a designated person in charge must be thoroughly familiar with your welding plan. This person...

Modeling the Office of Science Ten Year Facilities Plan: The PERI Architecture Team

DOE Office of Scientific and Technical Information (OSTI.GOV)

de Supinski, Bronis R.; Alam, Sadaf R; Bailey, David

2009-01-01

The Performance Engineering Institute (PERI) originally proposed a tiger team activity as a mechanism to target significant effort optimizing key Office of Science applications, a model that was successfully realized with the assistance of two JOULE metric teams. However, the Office of Science requested a new focus beginning in 2008: assistance in forming its ten year facilities plan. To meet this request, PERI formed the Architecture Tiger Team, which is modeling the performance of key science applications on future architectures, with S3D, FLASH and GTC chosen as the first application targets. In this activity, we have measured the performance ofmore » these applications on current systems in order to understand their baseline performance and to ensure that our modeling activity focuses on the right versions and inputs of the applications. We have applied a variety of modeling techniques to anticipate the performance of these applications on a range of anticipated systems. While our initial findings predict that Office of Science applications will continue to perform well on future machines from major hardware vendors, we have also encountered several areas in which we must extend our modeling techniques in order to fulfilll our mission accurately and completely. In addition, we anticipate that models of a wider range of applications will reveal critical differences between expected future systems, thus providing guidance for future Office of Science procurement decisions, and will enable DOE applications to exploit machines in future facilities fully.« less

AIS ASM Operational Integration Plan

DTIC Science & Technology

2013-08-01

al. | Public August 2013 This page intentionally left blank. AIS ASM Operational Integration Plan v ...that supply AIS Routers as part of their AIS shoreside network software : Kongsberg C-Scope, Gatehouse AIS, Transas AIS Network, and CNS DataSwitch...commercial systems would be suitable for the current USCG traffic conditions. The ASM Manager is software that adds the required queuing and

The Benefits of Team Teaching.

ERIC Educational Resources Information Center

Morganti, Deena J.; Buckalew, Flora C.

1991-01-01

Discussion of team teaching focuses on librarians team teaching a course on information search strategy at the Pennsylvania State Berks Campus Library. Course requirements are described, planning for the course is discussed, grading practices are reviewed, and course and instructor evaluations are described. (two references) (LRW)

Tracking the Short Term Planning (STP) Development Process

NASA Technical Reports Server (NTRS)

Price, Melanie; Moore, Alexander

2010-01-01

Part of the National Aeronautics and Space Administration?s mission is to pioneer the future in space exploration, scientific discovery and aeronautics research is enhanced by discovering new scientific tools to improve life on earth. Sequentially, to successfully explore the unknown, there has to be a planning process that organizes certain events in the right priority. Therefore, the planning support team has to continually improve their processes so the ISS Mission Operations can operate smoothly and effectively. The planning support team consists of people in the Long Range Planning area that develop timelines that includes International Partner?s Preliminary STP inputs all the way through to publishing of the Final STP. Planning is a crucial part of the NASA community when it comes to planning the astronaut?s daily schedule in great detail. The STP Process is in need of improvement, because of the various tasks that are required to be broken down in order to get the overall objective of developing a Final STP done correctly. Then a new project came along in order to store various data in a more efficient database. "The SharePoint site is a Web site that provides a central storage and collaboration space for documents, information, and ideas."

Electric Vehicle Sharing Planning and Operations

DOT National Transportation Integrated Search

2018-02-01

Dongfang Zhao (ORCID ID 0000-0002-5424-9915); Xiaopeng (Shaw) Li (ORCID ID 0000-0002-5264-3775); Yu Zhang (ORCID ID 0000-0003-1202-626X) This project includes literature review and proposing a model for EV planning and operations. We first conducted ...

Simulation Training for the Office-Based Anesthesia Team.

PubMed

Ritt, Richard M; Bennett, Jeffrey D; Todd, David W

2017-05-01

An OMS office is a complex environment. Within such an environment, a diverse scope of complex surgical procedures is performed with different levels of anesthesia, ranging from local anesthesia to general anesthesia, on patients with varying comorbidities. Optimal patient outcomes require a functional surgical and anesthetic team, who are familiar with both standard operational principles and emergency recognition and management. Offices with high volume and time pressure add further stress and potential risk to the office environment. Creating and maintaining a functional surgical and anesthetic team that is competent with a culture of patient safety and risk reduction is a significant challenge that requires time, commitment, planning, and dedication. This article focuses on the role of simulation training in office training and preparation. Copyright © 2017 Elsevier Inc. All rights reserved.

30 CFR 250.111 - Who oversees operations under my welding plan?

Code of Federal Regulations, 2010 CFR

2010-07-01

... 30 Mineral Resources 2 2010-07-01 2010-07-01 false Who oversees operations under my welding plan... § 250.111 Who oversees operations under my welding plan? A welding supervisor or a designated person in charge must be thoroughly familiar with your welding plan. This person must ensure that each welder is...

30 CFR 250.111 - Who oversees operations under my welding plan?

Code of Federal Regulations, 2012 CFR

2012-07-01

... 30 Mineral Resources 2 2012-07-01 2012-07-01 false Who oversees operations under my welding plan... Performance Standards § 250.111 Who oversees operations under my welding plan? A welding supervisor or a designated person in charge must be thoroughly familiar with your welding plan. This person must ensure that...

30 CFR 250.111 - Who oversees operations under my welding plan?

Code of Federal Regulations, 2014 CFR

2014-07-01

... 30 Mineral Resources 2 2014-07-01 2014-07-01 false Who oversees operations under my welding plan... Performance Standards § 250.111 Who oversees operations under my welding plan? A welding supervisor or a designated person in charge must be thoroughly familiar with your welding plan. This person must ensure that...

30 CFR 250.111 - Who oversees operations under my welding plan?

Code of Federal Regulations, 2013 CFR

2013-07-01

... 30 Mineral Resources 2 2013-07-01 2013-07-01 false Who oversees operations under my welding plan... Performance Standards § 250.111 Who oversees operations under my welding plan? A welding supervisor or a designated person in charge must be thoroughly familiar with your welding plan. This person must ensure that...

7 CFR 636.8 - WHIP plan of operations.

Code of Federal Regulations, 2011 CFR

2011-01-01

..., DEPARTMENT OF AGRICULTURE LONG TERM CONTRACTING WILDLIFE HABITAT INCENTIVE PROGRAM § 636.8 WHIP plan of... plan of operations encompasses the parcel of land where habitat will be established, improved... one of the following as determined by NRCS: (1) Fish and wildlife habitat conditions that are of...

7 CFR 636.8 - WHIP plan of operations.

Code of Federal Regulations, 2013 CFR

2013-01-01

..., DEPARTMENT OF AGRICULTURE LONG TERM CONTRACTING WILDLIFE HABITAT INCENTIVE PROGRAM § 636.8 WHIP plan of... plan of operations encompasses the parcel of land where habitat will be established, improved... one of the following as determined by NRCS: (1) Fish and wildlife habitat conditions that are of...

7 CFR 636.8 - WHIP plan of operations.

Code of Federal Regulations, 2014 CFR

2014-01-01

..., DEPARTMENT OF AGRICULTURE LONG TERM CONTRACTING WILDLIFE HABITAT INCENTIVE PROGRAM § 636.8 WHIP plan of... plan of operations encompasses the parcel of land where habitat will be established, improved... one of the following as determined by NRCS: (1) Fish and wildlife habitat conditions that are of...

7 CFR 636.8 - WHIP plan of operations.

Code of Federal Regulations, 2012 CFR

2012-01-01

..., DEPARTMENT OF AGRICULTURE LONG TERM CONTRACTING WILDLIFE HABITAT INCENTIVE PROGRAM § 636.8 WHIP plan of... plan of operations encompasses the parcel of land where habitat will be established, improved... one of the following as determined by NRCS: (1) Fish and wildlife habitat conditions that are of...

Benefits to blood banks of a sales and operations planning process.

PubMed

Keal, Donald A; Hebert, Phil

2010-12-01

A formal sales and operations planning (S&OP) process is a decision making and communication process that balances supply and demand while integrating all business operational components with customer-focused business plans that links high level strategic plans to day-to-day operations. Furthermore, S&OP can assist in managing change across the organization as it provides the opportunity to be proactive in the face of problems and opportunities while establishing a plan for everyone to follow. Some of the key outcomes from a robust S&OP process in blood banking would include: higher customer satisfaction (donors and health care providers), balanced inventory across product lines and customers, more stable production rates and higher productivity, more cooperation across the entire operation, and timely updates to the business plan resulting in better forecasting and fewer surprises that negatively impact the bottom line. © 2010 American Association of Blood Banks.

Desert RATS 2011: Near-Earth Asteroid Human Exploration Operations

NASA Technical Reports Server (NTRS)

Abercromby, Andrew; Gernhardt, Michael L.; Chappel, Steve

2012-01-01

The Desert Research and Technology Studies (D-RATS) 2011 field test involved the planning and execution of a series of exploration scenarios under operational conditions similar to those that would be expected during a human exploration mission to a near-Earth asteroid (NEA). The focus was on understanding the operations tempo during simulated NEA exploration and the implications of communications latency and limited data bandwidth. Anchoring technologies and sampling techniques were not evaluated due to the immaturity of those technologies and the inability to meaningfully test them at D-RATS. Reduced gravity analogs and simulations are being used to fully evaluate Multi-Mission Space Exploration Vehicle (MMSEV) and extravehicular (EVA) operations and interactions in near-weightlessness at a NEA as part of NASA s integrated analogs program. Hypotheses were tested by planning and performing a series of 1-day simulated exploration excursions comparing test conditions all of which involved a single Deep Space Habitat (DSH) and either zero, one, or two MMSEVs; three or four crewmembers; one of two different communications bandwidths; and a 100-second roundtrip communications latency between the field site and Houston. Excursions were executed at the Black Point Lava Flow test site with a Mission Control Center and Science Support Room at Johnson Space Center (JSC) being operated with 100-second roundtrip communication latency to the field. Crews were composed of astronauts and professional field geologists and teams of Mission Operations, Science, and Education & Public Outreach (EPO) experts also supported the mission simulations each day. Data were collected separately from the Crew, Mission Operations, Science, and EPO teams to assess the test conditions from multiple perspectives. For the operations tested, data indicates practically significant benefits may be realized by including at least one MMSEV and by including 4 versus 3 crewmembers in the NEA exploration

42 CFR 37.100 - Coal mine operator plan for medical examinations.

Code of Federal Regulations, 2014 CFR

2014-10-01

... 42 Public Health 1 2014-10-01 2014-10-01 false Coal mine operator plan for medical examinations... MEDICAL CARE AND EXAMINATIONS SPECIFICATIONS FOR MEDICAL EXAMINATIONS OF COAL MINERS General Requirements § 37.100 Coal mine operator plan for medical examinations. (a) Each coal mine operator must submit and...

Enabling Rapid Integration of Combined Arms Teams into a Brigade Combat Team Organizational Structure

DTIC Science & Technology

2017-06-01

organizational structure , fixed vs. mobile forward operating base (FOB) synchronization, prior preparation, and unit capabilities. 5. Ideas to Improve...Technical Report 1356 Enabling Rapid Integration of Combined Arms Teams into a Brigade Combat Team Organizational Structure ...2012 - May 2014 4. TITLE AND SUBTITLE Enabling Rapid Integration of Combined Arms Teams into a Brigade Combat Team Organizational Structure

Spaceport Florida Authority: Business Plan

NASA Technical Reports Server (NTRS)

1996-01-01

The Spaceport Florida Authority (SFA) was established under Florida Statute by the Governor and Legislature to assist the development of our nation's space transportation industry and to generate new space-related jobs, investment and opportunities statewide. Included in the Authorities' business plan is the statement of work and list of team members involved in creating the report, SFA's current operating concept, market analysis, assessment of accomplishments, a sample operating concept and a "roadmap to success".

Using model based systems engineering for the development of the Large Synoptic Survey Telescope's operational plan

NASA Astrophysics Data System (ADS)

Selvy, Brian M.; Claver, Charles; Willman, Beth; Petravick, Don; Johnson, Margaret; Reil, Kevin; Marshall, Stuart; Thomas, Sandrine; Lotz, Paul; Schumacher, German; Lim, Kian-Tat; Jenness, Tim; Jacoby, Suzanne; Emmons, Ben; Axelrod, Tim

2016-08-01

We† provide an overview of the Model Based Systems Engineering (MBSE) language, tool, and methodology being used in our development of the Operational Plan for Large Synoptic Survey Telescope (LSST) operations. LSST's Systems Engineering (SE) team is using a model-based approach to operational plan development to: 1) capture the topdown stakeholders' needs and functional allocations defining the scope, required tasks, and personnel needed for operations, and 2) capture the bottom-up operations and maintenance activities required to conduct the LSST survey across its distributed operations sites for the full ten year survey duration. To accomplish these complimentary goals and ensure that they result in self-consistent results, we have developed a holistic approach using the Sparx Enterprise Architect modeling tool and Systems Modeling Language (SysML). This approach utilizes SysML Use Cases, Actors, associated relationships, and Activity Diagrams to document and refine all of the major operations and maintenance activities that will be required to successfully operate the observatory and meet stakeholder expectations. We have developed several customized extensions of the SysML language including the creation of a custom stereotyped Use Case element with unique tagged values, as well as unique association connectors and Actor stereotypes. We demonstrate this customized MBSE methodology enables us to define: 1) the rolls each human Actor must take on to successfully carry out the activities associated with the Use Cases; 2) the skills each Actor must possess; 3) the functional allocation of all required stakeholder activities and Use Cases to organizational entities tasked with carrying them out; and 4) the organization structure required to successfully execute the operational survey. Our approach allows for continual refinement utilizing the systems engineering spiral method to expose finer levels of detail as necessary. For example, the bottom-up, Use Case

36 CFR 228.56 - Operating plans.

Code of Federal Regulations, 2012 CFR

2012-07-01

... 36 Parks, Forests, and Public Property 2 2012-07-01 2012-07-01 false Operating plans. 228.56 Section 228.56 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE MINERALS... the environment and improvements, including timely reclamation of disturbed lands. Significant changes...

36 CFR 228.56 - Operating plans.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 36 Parks, Forests, and Public Property 2 2010-07-01 2010-07-01 false Operating plans. 228.56 Section 228.56 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE MINERALS... the environment and improvements, including timely reclamation of disturbed lands. Significant changes...

36 CFR 292.64 - Plan of operations-approval.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 36 Parks, Forests, and Public Property 2 2010-07-01 2010-07-01 false Plan of operations-approval. 292.64 Section 292.64 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE NATIONAL RECREATION AREAS Smith River National Recreation Area Locatable Minerals § 292.64 Plan of...

36 CFR 292.64 - Plan of operations-approval.

Code of Federal Regulations, 2011 CFR

2011-07-01

... 36 Parks, Forests, and Public Property 2 2011-07-01 2011-07-01 false Plan of operations-approval. 292.64 Section 292.64 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE NATIONAL RECREATION AREAS Smith River National Recreation Area Locatable Minerals § 292.64 Plan of...

36 CFR 292.64 - Plan of operations-approval.

Code of Federal Regulations, 2013 CFR

2013-07-01

... 36 Parks, Forests, and Public Property 2 2013-07-01 2013-07-01 false Plan of operations-approval. 292.64 Section 292.64 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE NATIONAL RECREATION AREAS Smith River National Recreation Area Locatable Minerals § 292.64 Plan of...

36 CFR 292.64 - Plan of operations-approval.

Code of Federal Regulations, 2012 CFR

2012-07-01

... 36 Parks, Forests, and Public Property 2 2012-07-01 2012-07-01 false Plan of operations-approval. 292.64 Section 292.64 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE NATIONAL RECREATION AREAS Smith River National Recreation Area Locatable Minerals § 292.64 Plan of...

36 CFR 292.64 - Plan of operations-approval.

Code of Federal Regulations, 2014 CFR

2014-07-01

... 36 Parks, Forests, and Public Property 2 2014-07-01 2014-07-01 false Plan of operations-approval. 292.64 Section 292.64 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE NATIONAL RECREATION AREAS Smith River National Recreation Area Locatable Minerals § 292.64 Plan of...

36 CFR 228.5 - Plan of operations-approval.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 36 Parks, Forests, and Public Property 2 2010-07-01 2010-07-01 false Plan of operations-approval. 228.5 Section 228.5 Parks, Forests, and Public Property FOREST SERVICE, DEPARTMENT OF AGRICULTURE... plans, the Forest Service will arrange for consultation with appropriate agencies of the Department of...

Tiger Team Assessments seventeen through thirty-five: A summary and analysis

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1992-12-01

On June 27, 1989, the Secretary of Energy, Admiral James D. Watkins, US Navy (Retired), announced a 10-Point Plan to strengthen environmental, safety, and health (ES H) programs and waste management activities at the US Department of Energy (DOE). The third initiative called for establishing an independent audit (the Tiger Teams) to assess DOE's major operating facilities and laboratories. As of November 1992, all 35 Tiger Team Assessments were completed and formally reported to the Secretary. In May 1991 a report providing an analysis and summary of the findings and root causes identified by the first 16 Tiger Team Assessmentsmore » was completed and submitted to the Secretary of Energy and to all DOE program managers. This document is intended to provide an easily used and easily understood summary and analysis of the information contained in Tiger Team Assessments numbers 17 through 35 to help DOE achieve ES H excellence.« less

A Study of VITOM in Pediatric Surgery and Urology: Evaluation of Technology Acceptance and Usability by Operating Team and Surgeon Musculoskeletal Discomfort.

PubMed

Frykman, Philip K; Freedman, Andrew L; Kane, Timothy D; Cheng, Zhi; Petrosyan, Mikael; Catchpole, Kenneth

2017-02-01

We studied operating team acceptability of Video Telescopic Monitor (VITOM ® ) exoscope by exploring the ease of use of the device in two centers. We also assessed factors affecting surgeon musculoskeletal discomfort. We focused on how the operating team interacted with the VITOM system with surrogate measures of usefulness, image quality, ease of use, workload, and setup time. Multivariable linear regression was used to model the relationships between team role, experience, and setup time. Relationships between localized musculoskeletal discomfort and use of VITOM alone, and with loupes, were also analyzed. Four surgeons, 7 surgical techs, 7 circulating nurses, and 13 surgical residents performed 70 pediatric surgical and urological operations. We found that subjective views of each team member were consistently positive with 69%-74% agreed or strongly agreed that VITOM enhanced their ability to perform their job and improved the surgical process. Unexpectedly, the scrub techs and nurses perceived more value and utility of VITOM, presumably because it provides them a view of the operative field that would otherwise be unavailable to them. Team members rated perceptions of image quality highly and workload generally satisfactory. Not surprisingly, setup time decreased with team experience and multivariable modeling showed significant correlations with surgeon and surgical tech experience, but not circulating nurse. An important finding was that surgeon neck discomfort was reduced with use of VITOM alone for magnification, compared with use of loupes and VITOM. The most likely explanation for these findings is improved posture with the neck at a neutral position when viewing the VITOM images, compared with neck flexion with loupes, and thus, a less favorable ergonomic position. This study suggests that there may be small drawbacks associated with VITOM use initially, but these reduce with increased experience and benefit both the surgeon and the rest of the team.

[Philanthropic hospitals and the operation of provider-owned health plans in Brazil].

PubMed

Lima, Sheyla Maria Lemos; Portela, Margareth C; Ugá, Maria Alicia Dominguez; Barbosa, Pedro Ribeiro; Gerschman, Silvia; Vasconcellos, Miguel Murat

2007-02-01

To describe the management performance of philanthropic hospitals that operate their own health plans, in comparison with philanthropic hospitals as a whole in Brazil. The managerial structures of philanthropic hospitals that operated their own health plans were compared with those seen in a representative group from the philanthropic hospital sector, in six dimensions: management and planning, economics and finance, human resources, technical services, logistics services and information technology. Data from a random sample of 69 hospitals within the philanthropic hospital sector and 94 philanthropic hospitals that operate their own health plans were evaluated. In both cases, only the hospitals with less than 599 beds were included. The results identified for the hospitals that operate their own health plans were more positive in all the managerial dimensions compared. In particular, the economics and finance and information technology dimensions were highlighted, for which more than 50% of the hospitals that operated their own health plans presented almost all the conditions considered. The philanthropic hospital sector is important in providing services to the Brazilian Health System (SUS). The challenges in maintaining and developing these hospitals impose the need to find alternatives. Stimulation of a public-private partnership in this segment, by means of operating provider-owned health plans or providing services to other health plans that work together with SUS, is a field that deserves more in-depth analysis.

Operating room efficiency improvement after implementation of a postoperative team assessment.

PubMed

Porta, Christopher R; Foster, Andrew; Causey, Marlin W; Cordier, Patricia; Ozbirn, Roger; Bolt, Stephen; Allison, Dennis; Rush, Robert

2013-03-01

Operating room time is highly resource intensive, and delays can be a source of lost revenue and surgeon frustration. Methods to decrease these delays are important not only for patient care, but to maximize operating room resource utilization. The purpose of this study was to determine the root cause of operating room delays in a standardized manner to help improve overall operating room efficiency. We performed a single-center prospective observational study analyzing operating room utilization and efficiency after implementing an executive-driven standardized postoperative team debriefing system from January 2010 to December 2010. A total of 11,342 procedures were performed over the 1-y study period (elective 86%, urgent 11%, and emergent 3%), with 1.3 million min of operating room time, 865,864 min of surgeon operative time (62.5%), and 162,958 min of anesthesia time (11.8%). Overall, the average operating room delay was 18 min and varied greatly based on the surgical specialty. The longest delays were due to need for radiology (40 min); other significant delays were due to supply issues (22.7 min), surgeon issues (18 min), nursing issues (14 min), and room turnover (14 min). Over the 1-y period, there was a decrease in mean delay duration, averaging a decrease in delay of 0.147 min/mo with an overall 9% decrease in the mean delay times. With regard to overall operating room utilization, there was a 39% decrease in overall un-utilized available OR time that was due to delays, improving efficiency by 2334 min (212 min/mo). During this study interval no sentinel events occurred in the operating room. A standardized postoperative debrief tracking system is highly beneficial in identifying and reducing overall operative delays and improving operating room utilization. Published by Elsevier Inc.

Interactive orbital proximity operations planning system instruction and training guide

NASA Technical Reports Server (NTRS)

Grunwald, Arthur J.; Ellis, Stephen R.

1994-01-01

This guide instructs users in the operation of a Proximity Operations Planning System. This system uses an interactive graphical method for planning fuel-efficient rendezvous trajectories in the multi-spacecraft environment of the space station and allows the operator to compose a multi-burn transfer trajectory between orbit initial chaser and target trajectories. The available task time (window) of the mission is predetermined and the maneuver is subject to various operational constraints, such as departure, arrival, spatial, plume impingement, and en route passage constraints. The maneuvers are described in terms of the relative motion experienced in a space station centered coordinate system. Both in-orbital plane as well as out-of-orbital plane maneuvering is considered. A number of visual optimization aids are used for assisting the operator in reaching fuel-efficient solutions. These optimization aids are based on the Primer Vector theory. The visual feedback of trajectory shapes, operational constraints, and optimization functions, provided by user-transparent and continuously active background computations, allows the operator to make fast, iterative design changes that rapidly converge to fuel-efficient solutions. The planning tool is an example of operator-assisted optimization of nonlinear cost functions.

Balancing Science Objectives and Operational Constraints: A Mission Planner's Challenge

NASA Technical Reports Server (NTRS)

Weldy, Michelle

1996-01-01

The Air Force minute sensor technology integration (MSTI-3) satellite's primary mission is to characterize Earth's atmospheric background clutter. MSTI-3 will use three cameras for data collection, a mid-wave infrared imager, a short wave infrared imager, and a visible imaging spectrometer. Mission science objectives call for the collection of over 2 million images within the one year mission life. In addition, operational constraints limit camera usage to four operations of twenty minutes per day, with no more than 10,000 data and calibrating images collected per day. To balance the operational constraints and science objectives, the mission planning team has designed a planning process to e event schedules and sensor operation timelines. Each set of constraints, including spacecraft performance capabilities, the camera filters, the geographical regions, and the spacecraft-Sun-Earth geometries of interest, and remote tracking station deconflictions has been accounted for in this methodology. To aid in this process, the mission planning team is building a series of tools from commercial off-the-shelf software. These include the mission manifest which builds a daily schedule of events, and the MSTI Scene Simulator which helps build geometrically correct scans. These tools provide an efficient, responsive, and highly flexible architecture that maximizes data collection while minimizing mission planning time.

Review of Issues Associated with Safe Operation and Management of the Space Shuttle Program

NASA Technical Reports Server (NTRS)

Johnstone, Paul M.; Blomberg, Richard D.; Gleghorn, George J.; Krone, Norris J.; Voltz, Richard A.; Dunn, Robert F.; Donlan, Charles J.; Kauderer, Bernard M.; Brill, Yvonne C.; Englar, Kenneth G.;

GIS Methodology for Planning Planetary-Rover Operations

NASA Technical Reports Server (NTRS)

Powell, Mark; Norris, Jeffrey; Fox, Jason; Rabe, Kenneth; Shu, I-Hsiang

2007-01-01

A document describes a methodology for utilizing image data downlinked from cameras aboard a robotic ground vehicle (rover) on a remote planet for analyzing and planning operations of the vehicle and of any associated spacecraft. Traditionally, the cataloging and presentation of large numbers of downlinked planetary-exploration images have been done by use of two organizational methods: temporal organization and correlation between activity plans and images. In contrast, the present methodology involves spatial indexing of image data by use of the computational discipline of geographic information systems (GIS), which has been maturing in terrestrial applications for decades, but, until now, has not been widely used in support of exploration of remote planets. The use of GIS to catalog data products for analysis is intended to increase efficiency and effectiveness in planning rover operations, just as GIS has proven to be a source of powerful computational tools in such terrestrial endeavors as law enforcement, military strategic planning, surveying, political science, and epidemiology. The use of GIS also satisfies the need for a map-based user interface that is intuitive to rover-activity planners, many of whom are deeply familiar with maps and know how to use them effectively in field geology.

Orbital Express Mission Operations Planning and Resource Management using ASPEN

NASA Technical Reports Server (NTRS)

Chouinard, Caroline; Knight, Russell; Jones, Grailing; Tran, Daniel

2008-01-01

As satellite equipment and mission operations become more costly, the drive to keep working equipment running with less man-power rises.Demonstrating the feasibility of autonomous satellite servicing was the main goal behind the Orbital Express (OE) mission. Planning the satellite mission operations for OE required the ability to create a plan which could be executed autonomously over variable conditions. The Automated-Scheduling and Planning Environment (ASPEN)tool, developed at the Jet Propulsion Laboratory, was used to create the schedule of events in each daily plan for the two satellites of the OE mission. This paper presents an introduction to the ASPEN tool, the constraints of the OE domain, the variable conditions that were presented within the mission, and the solution to operations that ASPEN provided. ASPEN has been used in several other domains, including research rovers, Deep Space Network scheduling research, and in flight operations for the ASE project's EO1 satellite. Related work is discussed, as are the future of ASPEN and the future of autonomous satellite servicing.

A Revenue Planning Tool for Charter School Operators

ERIC Educational Resources Information Center

Keller, Eric; Hayes, Cheryl D.

2009-01-01

This revenue planning tool aims to help charter school operators develop a sound revenue base that can meet their school's current and future funding needs. It helps identify and assess potential public (federal, state, and local) and private funding sources. The tool incorporates a four-step revenue planning process which includes: (1)…

Pacific Northwest National Laboratory’s Climate Resiliency Planning Process and Lessons Learned

DOE Office of Scientific and Technical Information (OSTI.GOV)

Fowler, Kimberly M.; Judd, Kathleen S.; Brandenberger, Jill M.

2016-02-22

In 2015, the Pacific Northwest National Laboratory (PNNL) developed its first Climate Resilience Plan for its Richland Campus. PNNL has performed Climate Resilience Planning for the Department of Defense, Nuclear Regulatory Commission, and Department of Energy (DOE) over the past 5 years. The assessment team included climate scientists, social scientists, engineers, and operations managers. A multi-disciplinary team was needed to understand the potential exposures to future changes at the site, the state of the science on future impacts, and the best process for “mainstreaming” new actions into existing activities. The team uncovered that the site’s greatest vulnerabilities, and therefore prioritiesmore » for climate resilience planning, are high temperature due to degraded infrastructure, increased wildfire frequency, and intense precipitation impacts on stormwater conveyance systems.« less

40 CFR 300.115 - Regional Response Teams.

Code of Federal Regulations, 2013 CFR

2013-07-01

... 40 Protection of Environment 29 2013-07-01 2013-07-01 false Regional Response Teams. 300.115... PLAN Responsibility and Organization for Response § 300.115 Regional Response Teams. (a) Regional... ACPs with the RCP and NCP. (b) The two principal components of the RRT mechanism are a standing team...

40 CFR 300.115 - Regional Response Teams.

Code of Federal Regulations, 2014 CFR

2014-07-01

... 40 Protection of Environment 28 2014-07-01 2014-07-01 false Regional Response Teams. 300.115... PLAN Responsibility and Organization for Response § 300.115 Regional Response Teams. (a) Regional... ACPs with the RCP and NCP. (b) The two principal components of the RRT mechanism are a standing team...

40 CFR 300.115 - Regional Response Teams.

Code of Federal Regulations, 2011 CFR

2011-07-01

... 40 Protection of Environment 28 2011-07-01 2011-07-01 false Regional Response Teams. 300.115... PLAN Responsibility and Organization for Response § 300.115 Regional Response Teams. (a) Regional... ACPs with the RCP and NCP. (b) The two principal components of the RRT mechanism are a standing team...

40 CFR 300.115 - Regional Response Teams.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 40 Protection of Environment 27 2010-07-01 2010-07-01 false Regional Response Teams. 300.115... PLAN Responsibility and Organization for Response § 300.115 Regional Response Teams. (a) Regional... ACPs with the RCP and NCP. (b) The two principal components of the RRT mechanism are a standing team...

40 CFR 300.115 - Regional Response Teams.

Code of Federal Regulations, 2012 CFR

2012-07-01

... 40 Protection of Environment 29 2012-07-01 2012-07-01 false Regional Response Teams. 300.115... PLAN Responsibility and Organization for Response § 300.115 Regional Response Teams. (a) Regional... ACPs with the RCP and NCP. (b) The two principal components of the RRT mechanism are a standing team...

Planning for success: desired characteristics of special operations surgeons, a pilot study.

PubMed

Campbell, Barrett H; Alderman, Shawn M

2012-01-01

Selection criteria for Special Operations Forces (SOF) physicians are often unclear to potential candidates without prior SOF experience. To date, no published career resource exists to guide the careers of physicians interested in becoming a SOF surgeon. Using a survey tool, desirable characteristics and personal attributes were identified that can be used to inform candidate career decisions and better prepare them for a future position in Special Operations. A descriptive, cross-sectional survey instrument was developed and distributed to current Army SOF Command Surgeons for further distribution to subordinate surgeons. RESULTS were analyzed as a cohort and by subordinate command. Respondents consisted of current SOF Surgeons. Uniformly, the individual characteristics most strongly desired are professionalism, being a team player, and leadership. Possessing or obtaining Airborne and Flight Surgeon qualifications prior to consideration for a surgeon position was highly desired. Residency training within Family Medicine or Emergency Medicine constituted the vast majority of specialty preference. Understanding which characteristics and attributes are desirable to current surgeons and commanders can aid physicians interested in SOF surgeon positions. Using this study and future studies can guide career planning and foster the selection of ideally trained physicians who will operate at the tip of the spear. The views expressed are those of the author(s) and do not reflect the official policy of the Department of the Army, the Department of Defense or the U.S. Government. 2012.

Hypermedia and intelligent tutoring applications in a mission operations environment

NASA Technical Reports Server (NTRS)

Ames, Troy; Baker, Clifford

1990-01-01

Hypermedia, hypertext and Intelligent Tutoring System (ITS) applications to support all phases of mission operations are investigated. The application of hypermedia and ITS technology to improve system performance and safety in supervisory control is described - with an emphasis on modeling operator's intentions in the form of goals, plans, tasks, and actions. Review of hypermedia and ITS technology is presented as may be applied to the tutoring of command and control languages. Hypertext based ITS is developed to train flight operation teams and System Test and Operation Language (STOL). Specific hypermedia and ITS application areas are highlighted, including: computer aided instruction of flight operation teams (STOL ITS) and control center software development tools (CHIMES and STOL Certification Tool).

An Analysis of Current Operational Contract Support Planning Doctrine

DTIC Science & Technology

2015-09-01

P). This project argues for the balanced development of OCS planning acquisition and non-acquisition focused resources to effectively integrate this...planning guidance developed is appropriate for initial entry operations applicable to various levels of theater maturity. 14. SUBJECT TERMS...balanced development of OCS planning acquisition and non- acquisition focused resources to effectively integrate this function across disciplines. The

A pilot study to evaluate the utility of live training (LIVEX) in the operational preparedness of UK military trauma teams.

PubMed

Smith, J E; Withnall, R D J; Rickard, R F; Lamb, D; Sitch, A; Hodgetts, T J

2016-12-01

With the end of UK military operations in Iraq and Afghanistan, it is essential that peacetime training of Defence Medical Services (DMS) trauma teams ensures appropriate future preparedness. A new model of pre-deployment training involves placement of formed military trauma teams into civilian trauma centres. This study evaluates the benefit of 'live training during an exercise period' (LIVEX) for DMS trauma teams. A cross-sectional questionnaire-based survey of participants was conducted. Quantitative data were collected prior to the start and on the final day. Written reports were collected from the coordinators. Thematic analysis was used to identify emergent themes in a supplementary, qualitative analysis. Each team comprised 13 personnel and results should be interpreted with knowledge of this small sample size. The response rate for both the pre-LIVEX and post-LIVEX questionnaire was 100%. By the end of the week, 89% of participants (n=23) stated LIVEX was an 'appropriate or very appropriate' way of preparing for an operational role compared with 40% (n=9) before the exercise (p<0.01). However, completing LIVEX made no difference to participants' personal perception of their own operational preparedness. Thematic analysis suggested greater training benefit for more junior members of the team; from Regulars and Reservists training together; and from two-way exchange of information between DMS and National Health Service medical staffs. Completing LIVEX made no statistically significant difference to participants' personal perception of their own operational preparedness, but the perception of LIVEX as an appropriate training platform improved significantly after conducting the training exercise. Published by the BMJ Publishing Group Limited. For permission to use (where not already granted under a licence) please go to http://www.bmj.com/company/products-services/rights-and-licensing/.

Spitzer Mission Operation System Planning for IRAC Warm-Instrument Characterization

NASA Technical Reports Server (NTRS)

Hunt, Joseph C., Jr.; Sarrel, Marc A.; Mahoney, William A.

2010-01-01

This paper will describe how the Spitzer Mission Operations System planned and executed the characterization phase between Spitzer's cryogenic mission and its warm mission. To the largest extend possible, the execution of this phase was done with existing processing and procedures. The modifications that were made were in response to the differences of the characterization phase compared to normal phases before and after. The primary two categories of difference are: unknown date of execution due to uncertainty of knowledge of the date of helium depletion, and the short cycle time for data analysis and re-planning during execution. In addition, all of the planning and design had to be done in parallel with normal operations, and we had to transition smoothly back to normal operations following the transition. This paper will also describe the re-planning we had to do following an anomaly discovered in the first days after helium depletion.

High-school Student Teams in a National NASA Microgravity Science Competition

NASA Technical Reports Server (NTRS)

DeLombard, Richard; Hodanbosi, Carol; Stocker, Dennis

2003-01-01

The Dropping In a Microgravity Environment or DIME competition for high-school-aged student teams has completed the first year for nationwide eligibility after two regional pilot years. With the expanded geographic participation and increased complexity of experiments, new lessons were learned by the DIME staff. A team participating in DIME will research the field of microgravity, develop a hypothesis, and prepare a proposal for an experiment to be conducted in a NASA microgravity drop tower. A team of NASA scientists and engineers will select the top proposals and then the selected teams will design and build their experiment apparatus. When completed, team representatives will visit NASA Glenn in Cleveland, Ohio to operate their experiment in the 2.2 Second Drop Tower and participate in workshops and center tours. NASA participates in a wide variety of educational activities including competitive events. There are competitive events sponsored by NASA (e.g. NASA Student Involvement Program) and student teams mentored by NASA centers (e.g. For Inspiration and Recognition of Science and Technology Robotics Competition). This participation by NASA in these public forums serves to bring the excitement of aerospace science to students and educators.Researchers from academic institutions, NASA, and industry utilize the 2.2 Second Drop Tower at NASA Glenn Research Center in Cleveland, Ohio for microgravity research. The researcher may be able to complete the suite of experiments in the drop tower but many experiments are precursor experiments for spaceflight experiments. The short turnaround time for an experiment's operations (45 minutes) and ready access to experiment carriers makes the facility amenable for use in a student program. The pilot year for DIME was conducted during the 2000-2001 school year with invitations sent out to Ohio- based schools and organizations. A second pilot year was conducted during the 2001-2002 school year for teams in the six-state region

Airborne Data Link Operational Evaluation Test Plan

DOT National Transportation Integrated Search

1993-08-01

This plan describes an end-to-end study of operational concepts and procedures associated with the introduction of electronic data communications between flight crews and air traffic controllers. Full performance controllers from : terminal facilitie...

77 FR 24979 - Plan of Operations, Environmental Assessment, Big Thicket National Preserve, Texas

Federal Register 2010, 2011, 2012, 2013, 2014

2012-04-26

... DEPARTMENT OF THE INTERIOR National Park Service [7148-NZY] Plan of Operations, Environmental.... ACTION: Notice of Availability of a Plan of Operations and Environmental Assessment for a 30-day public... Energy Company (Cimarex), a Plan of Operations to conduct the Rivers Edge 3-D Seismic Survey within the...

STAR Algorithm Integration Team - Facilitating operational algorithm development

NASA Astrophysics Data System (ADS)

Mikles, V. J.

2015-12-01

The NOAA/NESDIS Center for Satellite Research and Applications (STAR) provides technical support of the Joint Polar Satellite System (JPSS) algorithm development and integration tasks. Utilizing data from the S-NPP satellite, JPSS generates over thirty Environmental Data Records (EDRs) and Intermediate Products (IPs) spanning atmospheric, ocean, cryosphere, and land weather disciplines. The Algorithm Integration Team (AIT) brings technical expertise and support to product algorithms, specifically in testing and validating science algorithms in a pre-operational environment. The AIT verifies that new and updated algorithms function in the development environment, enforces established software development standards, and ensures that delivered packages are functional and complete. AIT facilitates the development of new JPSS-1 algorithms by implementing a review approach based on the Enterprise Product Lifecycle (EPL) process. Building on relationships established during the S-NPP algorithm development process and coordinating directly with science algorithm developers, the AIT has implemented structured reviews with self-contained document suites. The process has supported algorithm improvements for products such as ozone, active fire, vegetation index, and temperature and moisture profiles.

"Who's on the team today?" The status of briefing amongst operating theatre practitioners in one UK hospital.

PubMed

Allard, Jon; Bleakley, Alan; Hobbs, Adrian; Vinnell, Tina

2007-03-01

Accidents in health care are mainly due to systemic communication errors. Errors occur more frequently in the operating theatre (OT) than other clinical settings. Hence, it is important that preventive communication practices are adopted in OT teams. Formal team pre-briefing has been shown to improve safety in high risk settings such as aviation, but such briefing is not common practice in OT teams. This paper reviews key literature demonstrating the value of briefing in high-risk practices; presents and analyses the results of a questionnaire survey on the status of briefing after its introduction to OT teams in one UK hospital; and analyses processes that frustrate widespread adoption of briefing. In comparison with other OT practitioners, surgeons generally reported differing perceptions of the meaning and value of briefing, often holding broad notions of what constitutes a "brief", but also showing scepticism towards briefing. However, surgeons who had introduced briefing reported positive results such as greater efficiency, shared understanding, and increased team morale. Collaborative briefing that extends beyond the technical to include the interpersonal could be initiated in principle by any member of the OT team, but a number of factors inhibit this, and surgeons play a pivotal role in establishing briefing.

Data Flow System operations: from the NTT to the VLT

NASA Astrophysics Data System (ADS)

Silva, David R.; Leibundgut, Bruno; Quinn, Peter J.; Spyromilio, Jason; Tarenghi, Massimo

1998-07-01

Science operations at the ESO very large telescope is scheduled to begin in April 1999. ESO is currently finalizing the VLT science operations plan. This plan describes the operations tasks and staffing needed to support both visitor and service mode operations. The Data Flow Systems (DFS) currently being developed by ESO will provide the infrastructure necessary for VLT science operations. This paper describes the current VLT science operations plan, first by discussing the tasks involved and then by describing the operations teams that have responsibility for those tasks. Prototypes of many of these operational concepts and tools have been in use at the ESO New Technology Telescope (NTT) since February 1997. This paper briefly summarizes the status of these prototypes and then discusses what operation lessons have been learned from the NTT experience and how they can be applied to the VLT.

IBM PC/IX operating system evaluation plan

NASA Technical Reports Server (NTRS)

Dominick, Wayne D. (Editor); Granier, Martin; Hall, Philip P.; Triantafyllopoulos, Spiros

1984-01-01

An evaluation plan for the IBM PC/IX Operating System designed for IBM PC/XT computers is discussed. The evaluation plan covers the areas of performance measurement and evaluation, software facilities available, man-machine interface considerations, networking, and the suitability of PC/IX as a development environment within the University of Southwestern Louisiana NASA PC Research and Development project. In order to compare and evaluate the PC/IX system, comparisons with other available UNIX-based systems are also included.

Autonomous Mission Operations Roadmap

NASA Technical Reports Server (NTRS)

Frank, Jeremy David

2014-01-01

As light time delays increase, the number of such situations in which crew autonomy is the best way to conduct the mission is expected to increase. However, there are significant open questions regarding which functions to allocate to ground and crew as the time delays increase. In situations where the ideal solution is to allocate responsibility to the crew and the vehicle, a second question arises: should the activity be the responsibility of the crew or an automated vehicle function? More specifically, we must answer the following questions: What aspects of mission operation responsibilities (Plan, Train, Fly) should be allocated to ground based or vehicle based planning, monitoring, and control in the presence of significant light-time delay between the vehicle and the Earth?How should the allocated ground based planning, monitoring, and control be distributed across the flight control team and ground system automation? How should the allocated vehicle based planning, monitoring, and control be distributed between the flight crew and onboard system automation?When during the mission should responsibility shift from flight control team to crew or from crew to vehicle, and what should the process of shifting responsibility be as the mission progresses? NASA is developing a roadmap of capabilities for Autonomous Mission Operations for human spaceflight. This presentation will describe the current state of development of this roadmap, with specific attention to in-space inspection tasks that crews might perform with minimum assistance from the ground.

Operational Resiliency Assessment of an Army Company Team

DTIC Science & Technology

2015-12-01

enemy with direct fire assets. For example, the Abrams tank employs a 120 millimeter main gun and a .50 caliber machine gun with which to engage...eight personnel each, complimented by two medium-caliber machine guns , an anti-armor section, and two dismounted anti-aircraft missile systems...Dismounted Infantry Squad 8 3 Anti-Aircraft Missile Team 1 2 Anti-Armor Section 1 2 PKM Med MG Machine Gun Team 1 2 2 12.7mm Heavy MG Tank Platoon 4 1

[Improvement of team competence in the operating room : Training programs from aviation].

PubMed

Schmidt, C E; Hardt, F; Möller, J; Malchow, B; Schmidt, K; Bauer, M

2010-08-01

Growing attention has been drawn to patient safety during recent months due to media reports of clinical errors. To date only clinical incident reporting systems have been implemented in acute care hospitals as instruments of risk management. However, these systems only have a limited impact on human factors which account for the majority of all errors in medicine. Crew resource management (CRM) starts here. For the commissioning of a new hospital in Minden, training programs were installed in order to maintain patient safety in a new complex environment. The training was planned in three parts: All relevant processes were defined as standard operating procedures (SOP), visualized and then simulated in the new building. In addition, staff members (trainers) in leading positions were trained in CRM in order to train the complete staff. The training programs were analyzed by questionnaires. Selection of topics, relevance for practice and mode of presentation were rated as very good by 73% of the participants. The staff members ranked the topics communication in crisis situations, individual errors and compensating measures as most important followed by case studies and teamwork. Employees improved in compliance to the SOP, team competence and communication. In high technology environments with escalating workloads and interdisciplinary organization, staff members are confronted with increasing demands in knowledge and skills. To reduce errors under such working conditions relevant processes should be standardized and trained for the emergency situation. Human performance can be supported by well-trained interpersonal skills which are evolved in CRM training. In combination these training programs make a significant contribution to maintaining patient safety.

A Human Factors Analysis of Technical and Team Skills Among Surgical Trainees During Procedural Simulations in a Simulated Operating Theatre

PubMed Central

Moorthy, Krishna; Munz, Yaron; Adams, Sally; Pandey, Vikas; Darzi, Ara

2005-01-01

Background: High-risk organizations such as aviation rely on simulations for the training and assessment of technical and team performance. The aim of this study was to develop a simulated environment for surgical trainees using similar principles. Methods: A total of 27 surgical trainees carried out a simulated procedure in a Simulated Operating Theatre with a standardized OR team. Observation of OR events was carried out by an unobtrusive data collection system: clinical data recorder. Assessment of performance consisted of blinded rating of technical skills, a checklist of technical events, an assessment of communication, and a global rating of team skills by a human factors expert and trained surgical research fellows. The participants underwent a debriefing session, and the face validity of the simulated environment was evaluated. Results: While technical skills rating discriminated between surgeons according to experience (P = 0.002), there were no differences in terms of the checklist and team skills (P = 0.70). While all trainees were observed to gown/glove and handle sharps correctly, low scores were observed for some key features of communication with other team members. Low scores were obtained by the entire cohort for vigilance. Interobserver reliability was 0.90 and 0.89 for technical and team skills ratings. Conclusions: The simulated operating theatre could serve as an environment for the development of surgical competence among surgical trainees. Objective, structured, and multimodal assessment of performance during simulated procedures could serve as a basis for focused feedback during training of technical and team skills. PMID:16244534

Missouri commercial vehicle operations : state business plan

DOT National Transportation Integrated Search

1998-05-15

This business plan is intended to assist this state in improving its commercial vehicle operation regulation, guide the deployment and installation of intelligent transportation systems and to implement these systems in an efficient and cost effectiv...

Joint operations planning for space surveillance missions on the MSX satellite

NASA Technical Reports Server (NTRS)

Stokes, Grant; Good, Andrew

1994-01-01

The Midcourse Space Experiment (MSX) satellite, sponsored by BMDO, is intended to gather broad-band phenomenology data on missiles, plumes, naturally occurring earthlimb backgrounds and deep space backgrounds. In addition the MSX will be used to conduct functional demonstrations of space-based space surveillance. The JHU/Applied Physics Laboratory (APL), located in Laurel, MD, is the integrator and operator of the MSX satellite. APL will conduct all operations related to the MSX and is charged with the detailed operations planning required to implement all of the experiments run on the MSX except the space surveillance experiments. The non-surveillance operations are generally amenable to being defined months ahead of time and being scheduled on a monthly basis. Lincoln Laboratory, Massachusetts Institute of Technology (LL), located in Lexington, MA, is the provider of one of the principle MSX instruments, the Space-Based Visible (SBV) sensor, and the agency charged with implementing the space surveillance demonstrations on the MSX. The planning timelines for the space surveillance demonstrations are fundamentally different from those for the other experiments. They are generally amenable to being scheduled on a monthly basis, but the specific experiment sequence and pointing must be refined shortly before execution. This allocation of responsibilities to different organizations implies the need for a joint mission planning system for conducting space surveillance demonstrations. This paper details the iterative, joint planning system, based on passing responsibility for generating MSX commands for surveillance operations from APL to LL for specific scheduled operations. The joint planning system, including the generation of a budget for spacecraft resources to be used for surveillance events, has been successfully demonstrated during ground testing of the MSX and is being validated for MSX launch within the year. The planning system developed for the MSX forms a

The United States national volcanic ash operations plan for aviation

USGS Publications Warehouse

Albersheim, Steven; Guffanti, Marianne

2009-01-01

Volcanic-ash clouds are a known hazard to aviation, requiring that aircraft be warned away from ash-contaminated airspace. The exposure of aviation to potential hazards from volcanoes in the United States is significant. In support of existing interagency operations to detect and track volcanic-ash clouds, the United States has prepared a National Volcanic Ash Operations Plan for Aviation to strengthen the warning process in its airspace. The US National Plan documents the responsibilities, communication protocols, and prescribed hazard messages of the Federal Aviation Administration, National Oceanic and Atmospheric Administration, US Geological Survey, and Air Force Weather Agency. The plan introduces a new message format, a Volcano Observatory Notice for Aviation, to provide clear, concise information about volcanic activity, including precursory unrest, to air-traffic controllers (for use in Notices to Airmen) and other aviation users. The plan is online at http://www.ofcm.gov/p35-nvaopa/pdf/FCM-P35-2007-NVAOPA.pdf. While the plan provides general operational practices, it remains the responsibility of the federal agencies involved to implement the described procedures through orders, directives, etc. Since the plan mirrors global guidelines of the International Civil Aviation Organization, it also provides an example that could be adapted by other countries.

Crystal Growth Team in the Spacelab Payload Operations Control Center (SL POCC) During the STS-42

NASA Technical Reports Server (NTRS)

1992-01-01

The primary payload for Space Shuttle Mission STS-42, launched January 22, 1992, was the International Microgravity Laboratory-1 (IML-1), a pressurized manned Spacelab module. The goal of IML-1 was to explore in depth the complex effects of weightlessness of living organisms and materials processing. Around-the-clock research was performed on the human nervous system's adaptation to low gravity and effects of microgravity on other life forms such as shrimp eggs, lentil seedlings, fruit fly eggs, and bacteria. Materials processing experiments were also conducted, including crystal growth from a variety of substances such as enzymes, mercury iodide, and a virus. The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Featured is the Crystal Growth team in the SL POCC during STS-42, IML-1 mission.

Modeling the Office of Science Ten Year FacilitiesPlan: The PERI Architecture Tiger Team

DOE Office of Scientific and Technical Information (OSTI.GOV)

de Supinski, B R; Alam, S R; Bailey, D H

2009-05-27

The Performance Engineering Institute (PERI) originally proposed a tiger team activity as a mechanism to target significant effort to the optimization of key Office of Science applications, a model that was successfully realized with the assistance of two JOULE metric teams. However, the Office of Science requested a new focus beginning in 2008: assistance in forming its ten year facilities plan. To meet this request, PERI formed the Architecture Tiger Team, which is modeling the performance of key science applications on future architectures, with S3D, FLASH and GTC chosen as the first application targets. In this activity, we have measuredmore » the performance of these applications on current systems in order to understand their baseline performance and to ensure that our modeling activity focuses on the right versions and inputs of the applications. We have applied a variety of modeling techniques to anticipate the performance of these applications on a range of anticipated systems. While our initial findings predict that Office of Science applications will continue to perform well on future machines from major hardware vendors, we have also encountered several areas in which we must extend our modeling techniques in order to fulfill our mission accurately and completely. In addition, we anticipate that models of a wider range of applications will reveal critical differences between expected future systems, thus providing guidance for future Office of Science procurement decisions, and will enable DOE applications to exploit machines in future facilities fully.« less

Modeling the Office of Science Ten Year Facilities Plan: The PERI Architecture Tiger Team

DOE Office of Scientific and Technical Information (OSTI.GOV)

de Supinski, Bronis R.; Alam, Sadaf; Bailey, David H.

2009-06-26

The Performance Engineering Institute (PERI) originally proposed a tiger team activity as a mechanism to target significant effort optimizing key Office of Science applications, a model that was successfully realized with the assistance of two JOULE metric teams. However, the Office of Science requested a new focus beginning in 2008: assistance in forming its ten year facilities plan. To meet this request, PERI formed the Architecture Tiger Team, which is modeling the performance of key science applications on future architectures, with S3D, FLASH and GTC chosen as the first application targets. In this activity, we have measured the performance ofmore » these applications on current systems in order to understand their baseline performance and to ensure that our modeling activity focuses on the right versions and inputs of the applications. We have applied a variety of modeling techniques to anticipate the performance of these applications on a range of anticipated systems. While our initial findings predict that Office of Science applications will continue to perform well on future machines from major hardware vendors, we have also encountered several areas in which we must extend our modeling techniques in order to fulfill our mission accurately and completely. In addition, we anticipate that models of a wider range of applications will reveal critical differences between expected future systems, thus providing guidance for future Office of Science procurement decisions, and will enable DOE applications to exploit machines in future facilities fully.« less

The hemodialysis patient: object of diagnosis or part of the treatment team?

PubMed

Burnell, M S

1997-04-01

Through multidisciplinary diagnosis, the end-stage renal disease (ESRD) treatment team defines the patients's problems and sets goals to reach positive outcomes. Each of the team members has a voice in recommending strategies to reach these goals, because each has been trained in appropriate treatment objectives. Patient noncompliance (nonadherence) with team recommendations can be a major, ongoing problem for the team. The untrained, unhealthy, and often unconsulted amateur member of the team is the patient who is asked to carry out the team plan. Where is the patient's place on the team? There is no doubt that the patient can enhance the planning and development of the treatment objectives. But is the patient's presence seen as a hindrance to planning? More consideration needs to be given to this ongoing issue in an effort to achieve successful patient-oriented outcomes.

Orbital Express mission operations planning and resource management using ASPEN

NASA Astrophysics Data System (ADS)

Chouinard, Caroline; Knight, Russell; Jones, Grailing; Tran, Daniel

2008-04-01

As satellite equipment and mission operations become more costly, the drive to keep working equipment running with less labor-power rises. Demonstrating the feasibility of autonomous satellite servicing was the main goal behind the Orbital Express (OE) mission. Like a tow-truck delivering gas to a car on the road, the "servicing" satellite of OE had to find the "client" from several kilometers away, connect directly to the client, and transfer fluid (or a battery) autonomously, while on earth-orbit. The mission met 100% of its success criteria, and proved that autonomous satellite servicing is now a reality for space operations. Planning the satellite mission operations for OE required the ability to create a plan which could be executed autonomously over variable conditions. As the constraints for execution could change weekly, daily, and even hourly, the tools used create the mission execution plans needed to be flexible and adaptable to many different kinds of changes. At the same time, the hard constraints of the plans needed to be maintained and satisfied. The Automated Scheduling and Planning Environment (ASPEN) tool, developed at the Jet Propulsion Laboratory, was used to create the schedule of events in each daily plan for the two satellites of the OE mission. This paper presents an introduction to the ASPEN tool, an overview of the constraints of the OE domain, the variable conditions that were presented within the mission, and the solution to operations that ASPEN provided. ASPEN has been used in several other domains, including research rovers, Deep Space Network scheduling research, and in flight operations for the NASA's Earth Observing One mission's EO1 satellite. Related work is discussed, as are the future of ASPEN and the future of autonomous satellite servicing.

The Traverse Planning Process for the Drats 2010 Analog Field Simulations

NASA Technical Reports Server (NTRS)

Horz, Friedrich; Gruener, John; Lofgren, Gary; Skinner, James A., Jr.; Graf, Jodi; Seibert, Marc

2011-01-01

Traverse planning concentrates on optimizing the science return within the overall objectives of planetary surface missions or their analog field simulations. Such simulations were conducted in the San Francisco Volcanic Field, northern Arizona, from Aug. 26 to Sept 17, 2010 and involved some 200 individuals in the field, with some 40 geoscientists composing the science team. The purpose of these Desert Research and Technology Studies (DRATS) is to exercise and evaluate developmental hardware, software and operational concepts in a mission-like, fully-integrated, setting under the direction of an onsite Mobile Mission Control Center(MMCC). DRATS 2010 focused on the simultaneous operation of 2 rovers, a historic first. Each vehicle was manned by an astronaut-commander and an experienced field geologist. Having 2 rovers and crews in the field mandated substantially more complex science and mission control operations compared to the single rover DRATS tests of 2008 and 2009, or the Apollo lunar missions. For instance, the science support function was distributed over 2 "back rooms", one for each rover, with both "tactical" teams operating independently and simultaneously during the actual traverses. Synthesis and integration of the daily findings and forward planning for the next day(s) was accomplished overnight by yet another "strategic" science team.

[Developing team reflexivity as a learning and working tool for medical teams].

PubMed

Riskin, Arieh; Bamberger, Peter

2014-01-01

Team reflexivity is a collective activity in which team members review their previous work, and develop ideas on how to modify their work behavior in order to achieve better future results. It is an important learning tool and a key factor in explaining the varying effectiveness of teams. Team reflexivity encompasses both self-awareness and agency, and includes three main activities: reflection, planning, and adaptation. The model of briefing-debriefing cycles promotes team reflexivity. Its key elements include: Pre-action briefing--setting objectives, roles, and strategies the mission, as well as proposing adaptations based on what was previously learnt from similar procedures; Post-action debriefing--reflecting on the procedure performed and reviewing the extent to which objectives were met, and what can be learnt for future tasks. Given the widespread attention to team-based work systems and organizational learning, efforts should be made toward ntroducing team reflexivity in health administration systems. Implementation could be difficult because most teams in hospitals are short-lived action teams formed for a particular event, with limited time and opportunity to consciously reflect upon their actions. But it is precisely in these contexts that reflexive processes have the most to offer instead of the natural impulsive collective logics. Team reflexivity suggests a potential solution to the major problems of iatorgenesis--avoidable medical errors, as it forces all team members to participate in a reflexive process together. Briefing-debriefing technology was studied mainly in surgical teams and was shown to enhance team-based learning and to improve quality-related outcomes and safety.

Creating a safer operating room: Groups, team dynamics and crew resource management principles.

PubMed

Wakeman, Derek; Langham, Max R

2018-04-01

The operating room (OR) is a special place wherein groups of highly skilled individuals must work in a coordinated and harmonious fashion to deliver optimal patient care. Team dynamics and human factors principles were initially studied by the aviation industry to better understand and prevent airline accidents. As a result, crew resource management (CRM) training was designed for all flight personnel to create a highly reliable industry with a commitment to a culture of safety. CRM has since been adapted to health care, resulting in care improvement and harm reduction across a wide variety of medical specialties. When implemented in the OR, CRM has been shown not only to improve communication and morale for OR staff, but also reduce morbidity and mortality for patients. As increasing focus is placed on quality, safety, and high-reliability, surgeons will be expected to participate and lead efforts to facilitate a team approach in this new era of patient care. Copyright © 2018 Elsevier Inc. All rights reserved.

Plan for the Assessment and Evaluation of Individual and Team Proficiencies Developed by the DARWARS Environments

DTIC Science & Technology

2004-12-31

Research, 58( 1 ), 47-77. Herl, H. E., O’Neil, H. F ., Jr., Chung, G., & Schacter, J. (1999) Reliability and validity of a computer-based knowledge mapping...simulation: A meta analysis. International Journal of Instructional Media, 26( 1 ), 71-85. Leemkuil, H., de Jong, T., de Hoog , R., & Christoph, N. (2003...FINAL REPORT ON PLAN FOR THE ASSESSMENT AND EVALUATION OF INDIVIDUAL AND TEAM PROFICIENCIES DEVELOPED BY THE DARWARS ENVIRONMENTS Harold F . O’Neil

Planning and Execution for an Autonomous Aerobot

NASA Technical Reports Server (NTRS)

Gaines, Daniel M.; Estlin, Tara A.; Schaffer, Steven R.; Chouinard, Caroline M.

2010-01-01

The Aerial Onboard Autonomous Science Investigation System (AerOASIS) system provides autonomous planning and execution capabilities for aerial vehicles (see figure). The system is capable of generating high-quality operations plans that integrate observation requests from ground planning teams, as well as opportunistic science events detected onboard the vehicle while respecting mission and resource constraints. AerOASIS allows an airborne planetary exploration vehicle to summarize and prioritize the most scientifically relevant data; identify and select high-value science sites for additional investigation; and dynamically plan, schedule, and monitor the various science activities being performed, even during extended communications blackout periods with Earth.

Team Collaboration Software

NASA Technical Reports Server (NTRS)

Wang, Yeou-Fang; Schrock, Mitchell; Baldwin, John R.; Borden, Charles S.

2010-01-01

The Ground Resource Allocation and Planning Environment (GRAPE 1.0) is a Web-based, collaborative team environment based on the Microsoft SharePoint platform, which provides Deep Space Network (DSN) resource planners tools and services for sharing information and performing analysis.

Dedicated Operating Room Teams and Clinical Outcomes in an Enhanced Recovery after Surgery Pathway for Colorectal Surgery.

PubMed

Grant, Michael C; Hanna, Andrew; Benson, Andrew; Hobson, Deborah; Wu, Christopher L; Yuan, Christina T; Rosen, Michael; Wick, Elizabeth C

2018-03-01

Our aim was to determine whether the establishment of a dedicated operating room team leads to improved process measure compliance and clinical outcomes in an Enhanced Recovery after Surgery (ERAS) program. Enhanced Recovery after Surgery programs involve the application of bundled best practices to improve the value of perioperative care. Successful implementation and sustainment of ERAS programs has been linked to compliance with protocol elements. Development of dedicated teams of anesthesia providers was a component of ERAS implementation. Intraoperative provider team networks (surgeons, anesthesiologists, and certified registered nurse anesthetists) were developed for all cases before and after implementation of colorectal ERAS. Four measures of centrality were analyzed in each network based on case assignments, and these measures were correlated with both rates of process measure compliance and clinical outcomes. Enhanced Recovery after Surgery provider teams led to a decrease in the closeness of anesthesiologists (p = 0.04) and significant increase in the clustering coefficient of certified registered nurse anesthetists (p = 0.005) compared with the pre-ERAS network. There was no significant change in centrality among surgeons (p = NS for all measures). Enhanced Recovery after Surgery designation among anesthesiologists and nurse anesthetists-whereby individual providers received an in-service on protocol elements and received compliance data was strongly associated with high compliance (>0.6 of measures; p < 0.001 for each group). In addition, high compliance was associated with a significant reduction in length of stay (p < 0.01), surgical site infection (p < 0.002), and morbidity (p < 0.009). Dedicated operating room teams led to increased centrality among anesthesia providers, which in turn not only increased compliance, but also improved several clinical outcomes. Copyright © 2017 American College of Surgeons. Published by Elsevier Inc. All rights

Planning a Fieldhouse.

ERIC Educational Resources Information Center

North Carolina State Dept. of Public Instruction, Raleigh. Div. of School Planning.

Area design, plan diagrams, and planning procedures for athletic fieldhouses adopted by North Carolina schools are recommended in this guide. The fieldhouse, generally a separate building accommodating the football team, is used by other teams of both sexes during their sports season. Location should be near play areas and planned for building…

Spacelab shaping space operations planning

NASA Technical Reports Server (NTRS)

Steven, F. R.; Reinhold, C.

1976-01-01

An up-to-date picture is presented of the organizational structure, the key management personnel, and management relationships of the Spacelab program. Attention is also given to Spacelab's development status and plans for its operations. A number of charts are provided to illustrate the organizational relations. It is pointed out that the parties involved in Spacelab activities must yet resolve questions about ownership of transportation-system elements, payloads, ground support facilities, and data obtained from space missions.

33 CFR Appendix C to Part 155 - Training Elements for Oil Spill Response Plans

Code of Federal Regulations, 2011 CFR

2011-07-01

... sections of the plan dealing with exercises, the spill management team, and the qualified individual. 1... mitigation measures— 2.2.5.1Ship salvage procedures; 2.2.5.2Damage stability; and 2.2.5.3Hull stress... and facility personnel to the spill management team. 2.2.7Familiarity with the operational...

33 CFR Appendix C to Part 155 - Training Elements for Oil Spill Response Plans

Code of Federal Regulations, 2013 CFR

2013-07-01

... sections of the plan dealing with exercises, the spill management team, and the qualified individual. 1... mitigation measures— 2.2.5.1Ship salvage procedures; 2.2.5.2Damage stability; and 2.2.5.3Hull stress... and facility personnel to the spill management team. 2.2.7Familiarity with the operational...

33 CFR Appendix C to Part 155 - Training Elements for Oil Spill Response Plans

Code of Federal Regulations, 2014 CFR

2014-07-01

... sections of the plan dealing with exercises, the spill management team, and the qualified individual. 1... mitigation measures— 2.2.5.1Ship salvage procedures; 2.2.5.2Damage stability; and 2.2.5.3Hull stress... and facility personnel to the spill management team. 2.2.7Familiarity with the operational...

33 CFR Appendix C to Part 155 - Training Elements for Oil Spill Response Plans

Code of Federal Regulations, 2012 CFR

2012-07-01

... sections of the plan dealing with exercises, the spill management team, and the qualified individual. 1... mitigation measures— 2.2.5.1Ship salvage procedures; 2.2.5.2Damage stability; and 2.2.5.3Hull stress... and facility personnel to the spill management team. 2.2.7Familiarity with the operational...

Applying an AI Planner to Military Operations Planning

DTIC Science & Technology

1993-01-12

This paper describes a prototype system for quickly developing joint military courses of action. The system, SOCAP (System for Operations Crisis...display and applies this technology to military operations planning. This paper describes the Socap problem domain, how SIPE-2 was used to address this problem, and the strengths and weaknesses of our approach.

Interdisciplinary team science and the public: Steps toward a participatory team science.

PubMed

Tebes, Jacob Kraemer; Thai, Nghi D

2018-01-01

Interdisciplinary team science involves research collaboration among investigators from different disciplines who work interdependently to share leadership and responsibility. Although over the past several decades there has been an increase in knowledge produced by science teams, the public has not been meaningfully engaged in this process. We argue that contemporary changes in how science is understood and practiced offer an opportunity to reconsider engaging the public as active participants on teams and coin the term participatory team science to describe public engagement in team science. We discuss how public engagement can enhance knowledge within the team to address complex problems and suggest a different organizing framework for team science that aligns better with how teams operate and with participatory approaches to research. We also summarize work on public engagement in science, describe opportunities for various types of engagement, and provide an example of participatory team science carried out across research phases. We conclude by discussing implications of participatory team science for psychology, including changing the default when assembling an interdisciplinary science team by identifying meaningful roles for public engagement through participatory team science. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Interdisciplinary Team Training for Prospective Middle Grades Teachers.

ERIC Educational Resources Information Center

Warner, Mark

2001-01-01

Describes how face-to-face meetings, field trips, and Internet technology with team planning helped a teacher educator at Augusta State University in Georgia overcome barriers to preparing prospective middle school teachers as effective team members. Illustrates impact on small-group decision making, expectations for team functioning, and…

3D Boolean operations in virtual surgical planning.

PubMed

Charton, Jerome; Laurentjoye, Mathieu; Kim, Youngjun

2017-10-01

Boolean operations in computer-aided design or computer graphics are a set of operations (e.g. intersection, union, subtraction) between two objects (e.g. a patient model and an implant model) that are important in performing accurate and reproducible virtual surgical planning. This requires accurate and robust techniques that can handle various types of data, such as a surface extracted from volumetric data, synthetic models, and 3D scan data. This article compares the performance of the proposed method (Boolean operations by a robust, exact, and simple method between two colliding shells (BORES)) and an existing method based on the Visualization Toolkit (VTK). In all tests presented in this article, BORES could handle complex configurations as well as report impossible configurations of the input. In contrast, the VTK implementations were unstable, do not deal with singular edges and coplanar collisions, and have created several defects. The proposed method of Boolean operations, BORES, is efficient and appropriate for virtual surgical planning. Moreover, it is simple and easy to implement. In future work, we will extend the proposed method to handle non-colliding components.

Electric Motors Maintenance Planning From Its Operating Variables

NASA Astrophysics Data System (ADS)

Rodrigues, Francisco; Fonseca, Inácio; Farinha, José Torres; Ferreira, Luís; Galar, Diego

2017-09-01

The maintenance planning corresponds to an approach that seeks to maximize the availability of equipment and, consequently, increase the levels of competitiveness of companies by increasing production times. This paper presents a maintenance planning based on operating variables (number of hours worked, duty cycles, number of revolutions) to maximizing the availability of operation of electrical motors. The reading of the operating variables and its sampling is done based on predetermined sampling cycles and subsequently is made the data analysis through time series algorithms aiming to launch work orders before reaching the variables limit values. This approach is supported by tools and technologies such as logical applications that enable a graphical user interface for access to relevant information about their Physical Asset HMI (Human Machine Interface), including the control and supervision by acquisition through SCADA (Supervisory Control And data acquisition) data, also including the communication protocols among different logical applications.

Organizing for low cost space operations - Status and plans

NASA Technical Reports Server (NTRS)

Lee, C.

1976-01-01

Design features of the Space Transportation System (vehicle reuse, low cost expendable components, simple payload interfaces, standard support systems) must be matched by economical operational methods to achieve low operating and payload costs. Users will be responsible for their own payloads and will be charged according to the services they require. Efficient use of manpower, simple documentation, simplified test, checkout, and flight planning are firm goals, together with flexibility for quick response to varying user needs. Status of the Shuttle hardware, plans for establishing low cost procedures, and the policy for user charges are discussed.

The International Space Life Sciences Strategic Planning Working Group

NASA Technical Reports Server (NTRS)

White, Ronald J.; Rabin, Robert; Lujan, Barbara F.

1993-01-01

Throughout the 1980s, ESA and the space agencies of Canada, Germany, France, Japan, and the U.S. have pursued cooperative projects bilaterally and multilaterally to prepare for, and to respond to, opportunities in space life sciences research previously unapproachable in scale and sophistication. To cope effectively with likely future space research opportunities, broad, multilateral, coordinated strategic planning is required. Thus, life scientists from these agencies have allied to form the International Space Life Sciences Strategic Planning Working Group. This Group is formally organized under a charter that specifies the purpose of the Working Group as the development of an international strategic plan for the space life sciences, with periodic revisions as needed to keep the plan current. The plan will be policy-, not operations-oriented. The Working Group also may establish specific implementation teams to coordinate multilateral science policy in specific areas; such teams have been established for space station utilization, and for sharing of flight equipment.

Tracking dynamic team activity

DOE Office of Scientific and Technical Information (OSTI.GOV)

Tambe, M.

1996-12-31

AI researchers are striving to build complex multi-agent worlds with intended applications ranging from the RoboCup robotic soccer tournaments, to interactive virtual theatre, to large-scale real-world battlefield simulations. Agent tracking - monitoring other agent`s actions and inferring their higher-level goals and intentions - is a central requirement in such worlds. While previous work has mostly focused on tracking individual agents, this paper goes beyond by focusing on agent teams. Team tracking poses the challenge of tracking a team`s joint goals and plans. Dynamic, real-time environments add to the challenge, as ambiguities have to be resolved in real-time. The central hypothesismore » underlying the present work is that an explicit team-oriented perspective enables effective team tracking. This hypothesis is instantiated using the model tracing technology employed in tracking individual agents. Thus, to track team activities, team models are put to service. Team models are a concrete application of the joint intentions framework and enable an agent to track team activities, regardless of the agent`s being a collaborative participant or a non-participant in the team. To facilitate real-time ambiguity resolution with team models: (i) aspects of tracking are cast as constraint satisfaction problems to exploit constraint propagation techniques; and (ii) a cost minimality criterion is applied to constrain tracking search. Empirical results from two separate tasks in real-world, dynamic environments one collaborative and one competitive - are provided.« less

Modular space station, phase B extension. Program operations plan

NASA Technical Reports Server (NTRS)

1971-01-01

An organized approach is defined for establishing the most significant requirements pertaining to mission operations, information management, and computer program design and development for the modular space station program. The operations plan pertains to the space station and experiment module program elements and to the ground elements required for mission management and mission support operations.

[Team Development in Medical Rehabilitation: Concept and Evaluation of a Team Intervention].

PubMed

Körner, M; Luzay, L; Becker, S; Rundel, M; Müller, C; Zimmermann, L

2016-04-01

Interprofessional collaboration is a main precondition of successful treatment in rehabilitation. In order to improve interprofessional collaboration, a clinic-specific, goal- and solution-oriented and systemic team development approach was designed. The aim of the study is the evaluation of this approach. A multi-centre cluster-randomized controlled study with staff questionnaires. The team development could be implemented successfully in 4 of 5 clinics and led to significant improvements in team organisation, willingness to accept responsibility and knowledge integration. The effects are small and are caused by the opposed development of intervention and control group. The team development approach can be recommended for rehabilitation practice. A train-the-trainer approach will be developed and further studies are planned in order to disseminate the approach and to investigate the conditions of implementation. © Georg Thieme Verlag KG Stuttgart · New York.

40 CFR 63.1347 - Operation and maintenance plan requirements.