Risk management. National Aeronautics and Space Administration (NASA). Interim rule adopted as final with changes.

PubMed

2000-11-22

This is a final rule amending the NASA FAR Supplement (NFS) to emphasize considerations of risk management, including safety, security (including information technology security), health, export control, and damage to the environment, within the acquisition process. This final rule addresses risk management within the context of acquisition planning, selecting sources, choosing contract type, structuring award fee incentives, administering contracts, and conducting contractor surveillance.

Proceedings from the 2001 NASA Occupational Health Conference: Risk Assessment and Management in 2001

NASA Technical Reports Server (NTRS)

Roberson, Sheri (Editor); Kelly, Bruce (Editor); Gettleman, Alan G. (Technical Monitor)

2001-01-01

This Conference convened approximately 86 registered participants of invited guest speakers, NASA presenters, and a broad spectrum of the Occupational Health disciplines representing NASA Headquarters and all NASA Field Centers. Two days' Professional Development Courses on Exposure Assessment Strategies and Statistics and on Advanced Cardiac Life Support training and recertification preceded the Conference. With the theme, 'Risk Assessment and Management in 2001,' conferees were first provided updates from the Program Principal Center Office and the Headquarters Office. Plenary sessions elaborated on several topics: biological terrorism, OSHA recordability, Workers' Compensation issues, Federal ergonomic standards, bridging aerospace medicine and occupational health-especially in management of risk in spaceflight, and EAP operations with mission failures. A keynote address dealt with resiliency skills for 21st century workers and two NASA astronaut speakers highlighted a tour of the Johnson Space Center. During discipline specific breakout sessions, current issues in occupational health management and policy, credentialing and privileging, health risk assessment, measurement and standardization, audits, database development, prevention and rehabilitation, international travel and infection control, employee assistance, nursing process, and environmental health were presented.

Continuous Risk Management Course. Revised

NASA Technical Reports Server (NTRS)

Hammer, Theodore F.

1999-01-01

This document includes a course plan for Continuous Risk Management taught by the Software Assurance Technology Center along with the Continuous Risk Management Guidebook of the Software Engineering Institute of Carnegie Mellon University and a description of Continuous Risk Management at NASA.

Program Risk Planning with Risk as a Resource

NASA Technical Reports Server (NTRS)

Ray, Paul S.

1998-01-01

The current focus of NASA on cost effective ways of achieving mission objectives has created a demand for a change in the risk management process of a program. At present, there is no guidelines as to when risk taking is justified due to high cost for a marginal improvement in risk. As a remedial step, Dr. Greenfield of NASA, developed a concept of risk management with risk as a resource. In the report, the following topics are addressed: (1) the risk management approach; (2) planning risk and program life cycle; (3) key components of a typical program; (4) the risk trading methodology; (5) review and decision process; (6) merits of the proposed risk planning approach; and (7) recommendations.

Case Studies in NASA High-Technology Risk Assessment and Management

NASA Technical Reports Server (NTRS)

Lambright, W. Henry

1998-01-01

This study discusses the approach of NASA managers in the assessment of risk in three critical decisions: the Apollo 8 decision to orbit the Moon in 1968, the servicing of the Hubble Space Telescope in 1993, and the privitization of the Space Shuttle in the latter 1990s.

Space Station: NASA's software development approach increases safety and cost risks. Report to the Chairman, Committee on Science, Space, and Technology, House of Representatives

NASA Astrophysics Data System (ADS)

1992-06-01

The House Committee on Science, Space, and Technology asked NASA to study software development issues for the space station. How well NASA has implemented key software engineering practices for the station was asked. Specifically, the objectives were to determine: (1) if independent verification and validation techniques are being used to ensure that critical software meets specified requirements and functions; (2) if NASA has incorporated software risk management techniques into program; (3) whether standards are in place that will prescribe a disciplined, uniform approach to software development; and (4) if software support tools will help, as intended, to maximize efficiency in developing and maintaining the software. To meet the objectives, NASA proceeded: (1) reviewing and analyzing software development objectives and strategies contained in NASA conference publications; (2) reviewing and analyzing NASA, other government, and industry guidelines for establishing good software development practices; (3) reviewing and analyzing technical proposals and contracts; (4) reviewing and analyzing software management plans, risk management plans, and program requirements; (4) reviewing and analyzing reports prepared by NASA and contractor officials that identified key issues and challenges facing the program; (5) obtaining expert opinions on what constitutes appropriate independent V-and-V and software risk management activities; (6) interviewing program officials at NASA headquarters in Washington, DC; at the Space Station Program Office in Reston, Virginia; and at the three work package centers; Johnson in Houston, Texas; Marshall in Huntsville, Alabama; and Lewis in Cleveland, Ohio; and (7) interviewing contractor officials doing work for NASA at Johnson and Marshall. The audit work was performed in accordance with generally accepted government auditing standards, between April 1991 and May 1992.

Guidelines for contingency planning NASA (National Aeronautics and Space Administration) ADP security risk reduction decision studies

NASA Technical Reports Server (NTRS)

Tompkins, F. G.

1984-01-01

Guidance is presented to NASA Computer Security Officials for determining the acceptability or unacceptability of ADP security risks based on the technical, operational and economic feasibility of potential safeguards. The risk management process is reviewed as a specialized application of the systems approach to problem solving and information systems analysis and design. Reporting the results of the risk reduction analysis to management is considered. Report formats for the risk reduction study are provided.

Continuous Risk Management: An Overview

NASA Technical Reports Server (NTRS)

Rosenberg, Linda; Hammer, Theodore F.

1999-01-01

Software risk management is important because it helps avoid disasters, rework, and overkill, but more importantly because it stimulates win-win situations. The objectives of software risk management are to identify, address, and eliminate software risk items before they become threats to success or major sources of rework. In general, good project managers are also good managers of risk. It makes good business sense for all software development projects to incorporate risk management as part of project management. The Software Assurance Technology Center (SATC) at NASA GSFC has been tasked with the responsibility for developing and teaching a systems level course for risk management that provides information on how to implement risk management. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This is an introductory tutorial to continuous risk management based on this course. The rational for continuous risk management and how it is incorporated into project management are discussed. The risk management structure of six functions is discussed in sufficient depth for managers to understand what is involved in risk management and how it is implemented. These functions include: (1) Identify the risks in a specific format; (2) Analyze the risk probability, impact/severity, and timeframe; (3) Plan the approach; (4) Track the risk through data compilation and analysis; (5) Control and monitor the risk; (6) Communicate and document the process and decisions.

NASA's Approach to Software Assurance

NASA Technical Reports Server (NTRS)

Wetherholt, Martha

2015-01-01

NASA defines software assurance as: the planned and systematic set of activities that ensure conformance of software life cycle processes and products to requirements, standards, and procedures via quality, safety, reliability, and independent verification and validation. NASA's implementation of this approach to the quality, safety, reliability, security and verification and validation of software is brought together in one discipline, software assurance. Organizationally, NASA has software assurance at each NASA center, a Software Assurance Manager at NASA Headquarters, a Software Assurance Technical Fellow (currently the same person as the SA Manager), and an Independent Verification and Validation Organization with its own facility. An umbrella risk mitigation strategy for safety and mission success assurance of NASA's software, software assurance covers a wide area and is better structured to address the dynamic changes in how software is developed, used, and managed, as well as it's increasingly complex functionality. Being flexible, risk based, and prepared for challenges in software at NASA is essential, especially as much of our software is unique for each mission.

Project Risk Management

NASA Technical Reports Server (NTRS)

Jr., R. F. Miles

1995-01-01

Project risk management is primarily concerned with performance, reliability, cost, and schedule. Environmental risk management is primarily concerned with human health and ecological hazards and likelihoods. This paper discusses project risk management and compares it to environmental risk management, both with respect to goals and implementation. The approach of the Jet Propulsion Laboratory to risk management is presented as an example of a project risk management approach that is an extension to NASA NHB 7120.5: Management of Major System Programs and Projects.

Program risk analysis handbook

NASA Technical Reports Server (NTRS)

Batson, R. G.

1987-01-01

NASA regulations specify that formal risk analysis be performed on a program at each of several milestones. Program risk analysis is discussed as a systems analysis approach, an iterative process (identification, assessment, management), and a collection of techniques. These techniques, which range from extremely simple to complex network-based simulation, are described in this handbook in order to provide both analyst and manager with a guide for selection of the most appropriate technique. All program risk assessment techniques are shown to be based on elicitation and encoding of subjective probability estimates from the various area experts on a program. Techniques to encode the five most common distribution types are given. Then, a total of twelve distinct approaches to risk assessment are given. Steps involved, good and bad points, time involved, and degree of computer support needed are listed. Why risk analysis should be used by all NASA program managers is discussed. Tools available at NASA-MSFC are identified, along with commercially available software. Bibliography (150 entries) and a program risk analysis check-list are provided.

Knowledge, People, and Risk

NASA Technical Reports Server (NTRS)

Rogers, Edward W.

2008-01-01

NASA's mandate is to take risks to got into space while applying its best knowledge. NASA's knowledge is the result of scientific insights from research, engineering wisdom from experience, project management skills, safety and team consciousness and institutional support and collaboration. This presentation highlights NASA's organizational knowledge, communication and growth efforts.

Mission management aircraft operations manual

NASA Technical Reports Server (NTRS)

1992-01-01

This manual prescribes the NASA mission management aircraft program and provides policies and criteria for the safe and economical operation, maintenance, and inspection of NASA mission management aircraft. The operation of NASA mission management aircraft is based on the concept that safety has the highest priority. Operations involving unwarranted risks will not be tolerated. NASA mission management aircraft will be designated by the Associate Administrator for Management Systems and Facilities. NASA mission management aircraft are public aircraft as defined by the Federal Aviation Act of 1958. Maintenance standards, as a minimum, will meet those required for retention of Federal Aviation Administration (FAA) airworthiness certification. Federal Aviation Regulation Part 91, Subparts A and B, will apply except when requirements of this manual are more restrictive.

Institutionalizing Lessons Learned

NASA Technical Reports Server (NTRS)

McBrayer, Robert O.; Thomas, Dale

2001-01-01

The NASA Integrated Action Team (NIAT) was formed by the NASA Administrator in March 2000. The purpose of this team was to identify the actions that NASA must take to address systemic findings reported in 4 different anomaly investigations. Team membership represented senior managers from all the field centers and NASA Headquarters. NIAT report addressed 165 findings and developed 17 action plans that are described in five themes: people and teams, technology, risk, formulation rigor, and communications. The NIAT actions present a systems solution for strengthening formulation and implementation of programs and improving the environment for their support. NIAT results included: enhancing success by avoiding failures that could have been prevented through good planning and sound practice; ensuring that prudent risks do not compromise safety; and ensuring that mission risks are objectively assessed, appropriately mitigated and consciously accepted by the program team and customers. Definitions of Faster, Better, Cheaper and Success Criteria were also developed and included as part of the NIAT report. As a result of the NIAT report, program and project management process changes were incorporated into NASA's quality system documentation, including NPG 7120.513, "NASA Program and Project Management Processes and Requirements. This paper describes the NIAT results and the resulting updates to NPG 7120.5 that keep this program and project management description a living process.

Evaluation of Risk Management Strategies for a Low-Cost, High-Risk Project

NASA Technical Reports Server (NTRS)

Shishko, Robert; Jorgensen, Edward J.

1996-01-01

This paper summarizes work in progress to define and implement a risk management process tailored to a low-cost, high-risk, NASA mission -the Microrover Flight Experiment (MFEX, commonly called the Mars microrover).

Manage Toward Success - Utilization of Analytics in Acquisition Decision Making

DTIC Science & Technology

2015-04-01

on the concept of knowledge- based acquisition described by the GAO. In the GAO (2005) report for National Aeronautics and Space Administration ( NASA ...acquisition programs, GAO recommended to NASA , and NASA subsequently con- curred, that transition to a knowledge-based acquisition framework will...Certification and Accreditation Process; ERAM = Enterprise Risk Assessment Manager; EVMS = Earned Value Management System; GOV = Government; POA&M = Plan of

Risk Management of NASA Projects

NASA Technical Reports Server (NTRS)

Sarper, Hueseyin

1997-01-01

Various NASA Langley Research Center and other center projects were attempted for analysis to obtain historical data comparing pre-phase A study and the final outcome for each project. This attempt, however, was abandoned once it became clear that very little documentation was available. Next, extensive literature search was conducted on the role of risk and reliability concepts in project management. Probabilistic risk assessment (PRA) techniques are being used with increasing regularity both in and outside of NASA. The value and the usage of PRA techniques were reviewed for large projects. It was found that both civilian and military branches of the space industry have traditionally refrained from using PRA, which was developed and expanded by nuclear industry. Although much has changed with the end of the cold war and the Challenger disaster, it was found that ingrained anti-PRA culture is hard to stop. Examples of skepticism against the use of risk management and assessment techniques were found both in the literature and in conversations with some technical staff. Program and project managers need to be convinced that the applicability and use of risk management and risk assessment techniques is much broader than just in the traditional safety-related areas of application. The time has come to begin to uniformly apply these techniques. The whole idea of risk-based system can maximize the 'return on investment' that the public demands. Also, it would be very useful if all project documents of NASA Langley Research Center, pre-phase A through final report, are carefully stored in a central repository preferably in electronic format.

Mars Sample Return: Do Australians trust NASA?

NASA Astrophysics Data System (ADS)

Joyce, S.; Tomkins, C. S.; Weinstein, P.

2008-09-01

Mars Sample Return (MSR) represents an important scientific goal in space exploration. Any sample return mission will be extremely challenging from a scientific, economic and technical standpoint. But equally testing, will be communicating with a public that may have a very different perception of the mission. A MSR mission will generate international publicity and it is vital that NASA acknowledge the nature and extent of public concern about the mission risks and, perhaps equally importantly, the public’s confidence in NASA’s ability to prepare for and manage these risks. This study investigated the level of trust in NASA in an Australian population sample, and whether this trust was dependent on demographic variables. Participants completed an online survey that explored their attitudes towards NASA and a MSR mission. The results suggested that people believe NASA will complete the mission successfully but have doubts as to whether NASA will be honest when communicating with the public. The most significant finding to emerge from this study was that confidence in NASA was significantly (p < 0.05) related to the respondent’s level of knowledge regarding the risks and benefits of MSR. These results have important implications for risk management and communication.

System Risk Balancing Profiles: Software Component

NASA Technical Reports Server (NTRS)

Kelly, John C.; Sigal, Burton C.; Gindorf, Tom

2000-01-01

The Software QA / V&V guide will be reviewed and updated based on feedback from NASA organizations and others with a vested interest in this area. Hardware, EEE Parts, Reliability, and Systems Safety are a sample of the future guides that will be developed. Cost Estimates, Lessons Learned, Probability of Failure and PACTS (Prevention, Avoidance, Control or Test) are needed to provide a more complete risk management strategy. This approach to risk management is designed to help balance the resources and program content for risk reduction for NASA's changing environment.

On Space Exploration and Human Error: A Paper on Reliability and Safety

NASA Technical Reports Server (NTRS)

Bell, David G.; Maluf, David A.; Gawdiak, Yuri

2005-01-01

NASA space exploration should largely address a problem class in reliability and risk management stemming primarily from human error, system risk and multi-objective trade-off analysis, by conducting research into system complexity, risk characterization and modeling, and system reasoning. In general, in every mission we can distinguish risk in three possible ways: a) known-known, b) known-unknown, and c) unknown-unknown. It is probably almost certain that space exploration will partially experience similar known or unknown risks embedded in the Apollo missions, Shuttle or Station unless something alters how NASA will perceive and manage safety and reliability

Developing Crew Health Care and Habitability Systems for the Exploration Vision

NASA Technical Reports Server (NTRS)

Laurini, Kathy; Sawin, Charles F.

2006-01-01

This paper will discuss the specific mission architectures associated with the NASA Exploration Vision and review the challenges and drivers associated with developing crew health care and habitability systems to manage human system risks. Crew health care systems must be provided to manage crew health within acceptable limits, as well as respond to medical contingencies that may occur during exploration missions. Habitability systems must enable crew performance for the tasks necessary to support the missions. During the summer of 2005, NASA defined its exploration architecture including blueprints for missions to the moon and to Mars. These mission architectures require research and technology development to focus on the operational risks associated with each mission, as well as the risks to long term astronaut health. This paper will review the highest priority risks associated with the various missions and discuss NASA s strategies and plans for performing the research and technology development necessary to manage the risks to acceptable levels.

The NASA Continuous Risk Management Process

NASA Technical Reports Server (NTRS)

Pokorny, Frank M.

2004-01-01

As an intern this summer in the GRC Risk Management Office, I have become familiar with the NASA Continuous Risk Management Process. In this process, risk is considered in terms of the probability that an undesired event will occur and the impact of the event, should it occur (ref., NASA-NPG: 7120.5). Risk management belongs in every part of every project and should be ongoing from start to finish. Another key point is that a risk is not a problem until it has happened. With that in mind, there is a six step cycle for continuous risk management that prevents risks from becoming problems. The steps are: identify, analyze, plan, track, control, and communicate & document. Incorporated in the first step are several methods to identify risks such as brainstorming and using lessons learned. Once a risk is identified, a risk statement is made on a risk information sheet consisting of a single condition and one or more consequences. There can also be a context section where the risk is explained in more detail. Additionally there are three main goals of analyzing a risk, which are evaluate, classify, and prioritize. Here is where a value is given to the attributes of a risk &e., probability, impact, and timeframe) based on a multi-level classification system (e.g., low, medium, high). It is important to keep in mind that the definitions of these levels are probably different for each project. Furthermore the risks can be combined into groups. Then, the risks are prioritized to see what risk is necessary to mitigate first. After the risks are analyzed, a plan is made to mitigate as many risks as feasible. Each risk should be assigned to someone in the project with knowledge in the area of the risk. Then the possible approaches to choose from are: research, accept, watch, or mitigate. Next, all risks, mitigated or not, are tracked either individually or in groups. As the plan is executed, risks are re-evaluated, and the attribute values are adjusted as necessary. Metrics are established and monitored as tools for risk tracking. Also a trigger or threshold should be set on the metric data that indicates when an action is needed. Results of this tracking are usually evaluated and reported in a relevant format at weekly or monthly meetings. Choosing controls is the subsequent step, which involves the effects of the tracking. The three basic controls are: close, continue tracking, and re- plan. Finally communicate & document is the last step, but occurs throughout the process. It is vital that main risks, plans, changes, and progress are known by everyone in the project. A good way to keep everyone updated and inform other projects of common issues is by thoroughly documenting project risks. NASA sees value in risk management and believes that projects have greater probability or success by using the NASA Continuous Risk Management Process.

National Aeronautics and Space Administration Marshall Space Flight Center Space Transportation Directorate Risk Management Implementation Program

NASA Technical Reports Server (NTRS)

Duarte, Luis Alberto; Kross, Denny (Technical Monitor)

2001-01-01

The US civil aerospace program has been a great contributor to the creation and implementation of techniques and methods to identify, analyze, and confront risk. NASA has accomplished mission success in many instances, but also has had many failures. Anomalies have kept the Agency from achieving success on other occasions, as well. While NASA has mastered ways to prevent risks, and to quickly and effectively react and recover from anomalies or failures, it was not until few years ago that a comprehensive Risk Management process started being implemented in some of its programs and projects. A Continuous Risk Management (CRM) cycle process was developed and has been promoted and used successfully in programs and projects across the Agency.

Risk Management for Human Support Technology Development

NASA Technical Reports Server (NTRS)

jones, Harry

2005-01-01

NASA requires continuous risk management for all programs and projects. The risk management process identifies risks, analyzes their impact, prioritizes them, develops and carries out plans to mitigate or accept them, tracks risks and mitigation plans, and communicates and documents risk information. Project risk management is driven by the project goal and is performed by the entire team. Risk management begins early in the formulation phase with initial risk identification and development of a risk management plan and continues throughout the project life cycle. This paper describes the risk management approach that is suggested for use in NASA's Human Support Technology Development. The first step in risk management is to identify the detailed technical and programmatic risks specific to a project. Each individual risk should be described in detail. The identified risks are summarized in a complete risk list. Risk analysis provides estimates of the likelihood and the qualitative impact of a risk. The likelihood and impact of the risk are used to define its priority location in the risk matrix. The approaches for responding to risk are either to mitigate it by eliminating or reducing the effect or likelihood of a risk, to accept it with a documented rationale and contingency plan, or to research or monitor the risk, The Human Support Technology Development program includes many projects with independently achievable goals. Each project must do independent risk management, considering all its risks together and trading them against performance, budget, and schedule. Since the program can succeed even if some projects fail, the program risk has a complex dependence on the individual project risks.

Risk Management in EVA

NASA Technical Reports Server (NTRS)

Hall, Jonathan; Lutomski, M.

2006-01-01

This viewgraph presentation reviews the use of risk management in Extravehicular Activities (EVA). The contents include: 1) EVA Office at NASA - JSC; 2) EVA Project Risk Management: Why and When; 3) EVA Office Risk Management: How; 4) Criteria for Closing a Risk; 5) Criteria for Accepting a Risk; 6) ISS IRMA Reference Card Data Entry Requirement s; 7) XA/ EVA Office Risk Activity Summary; 8) EVA Significant Change Summary; 9) Integrated Risk Management Application (XA) Matrix, March 31, 2004; 10) ISS Watch Item: 50XX Summary Report; and 11) EVA Project RM Usefulness

Post-Challenger evaluation of space shuttle risk assessment and management

NASA Technical Reports Server (NTRS)

1988-01-01

As the shock of the Space Shuttle Challenger accident began to subside, NASA initiated a wide range of actions designed to ensure greater safety in various aspects of the Shuttle system and an improved focus on safety throughout the National Space Transportation System (NSTS) Program. Certain specific features of the NASA safety process are examined: the Critical Items List (CIL) and the NASA review of the Shuttle primary and backup units whose failure might result in the loss of life, the Shuttle vehicle, or the mission; the failure modes and effects analyses (FMEA); and the hazard analysis and their review. The conception of modern risk management, including the essential element of objective risk assessment is described and it is contrasted with NASA's safety process in general terms. The discussion, findings, and recommendations regarding particular aspects of the NASA STS safety assurance process are reported. The 11 subsections each deal with a different aspect of the process. The main lessons learned by SCRHAAC in the course of the audit are summarized.

NASA's Risk Management System

NASA Technical Reports Server (NTRS)

Perera, Jeevan S.

2013-01-01

Phased-approach for implementation of risk management is necessary. Risk management system will be simple, accessible and promote communication of information to all relevant stakeholders for optimal resource allocation and risk mitigation. Risk management should be used by all team members to manage risks - not just risk office personnel. Each group/department is assigned Risk Integrators who are facilitators for effective risk management. Risks will be managed at the lowest-level feasible, elevate only those risks that require coordination or management from above. Risk informed decision making should be introduced to all levels of management. ? Provide necessary checks and balances to insure that risks are caught/identified and dealt with in a timely manner. Many supporting tools, processes & training must be deployed for effective risk management implementation. Process improvement must be included in the risk processes.

Development of Risk Uncertainty Factors from Historical NASA Projects

NASA Technical Reports Server (NTRS)

Amer, Tahani R.

2011-01-01

NASA is a good investment of federal funds and strives to provide the best value to the nation. NASA has consistently budgeted to unrealistic cost estimates, which are evident in the cost growth in many of its programs. In this investigation, NASA has been using available uncertainty factors from the Aerospace Corporation, Air Force, and Booz Allen Hamilton to develop projects risk posture. NASA has no insight into the developmental of these factors and, as demonstrated here, this can lead to unrealistic risks in many NASA Programs and projects (P/p). The primary contribution of this project is the development of NASA missions uncertainty factors, from actual historical NASA projects, to aid cost-estimating as well as for independent reviews which provide NASA senior management with information and analysis to determine the appropriate decision regarding P/p. In general terms, this research project advances programmatic analysis for NASA projects.

NASA Safety Manual. Volume 3: System Safety

NASA Technical Reports Server (NTRS)

1970-01-01

This Volume 3 of the NASA Safety Manual sets forth the basic elements and techniques for managing a system safety program and the technical methods recommended for use in developing a risk evaluation program that is oriented to the identification of hazards in aerospace hardware systems and the development of residual risk management information for the program manager that is based on the hazards identified. The methods and techniques described in this volume are in consonance with the requirements set forth in NHB 1700.1 (VI), Chapter 3. This volume and future volumes of the NASA Safety Manual shall not be rewritten, reprinted, or reproduced in any manner. Installation implementing procedures, if necessary, shall be inserted as page supplements in accordance with the provisions of Appendix A. No portion of this volume or future volumes of the NASA Safety Manual shall be invoked in contracts.

NASA's Commercial Crew Program, the Next Step in U.S. Space Transportation

NASA Technical Reports Server (NTRS)

Mango, Edward J., Jr.

2013-01-01

The Commercial Crew Program (CCP) is leading NASA's efforts to develop the next U.S. capability for crew transportation and rescue services to and from the International Space Station (ISS) by the middecade timeframe. The outcome of this capability is expected to stimulate and expand the U.S. space transportation industry. NASA is relying on its decades of human space flight experience to certify U.S. crewed vehicles to the ISS and is doing so in a two phase certification approach. NASA certification will cover all aspects of a crew transportation system, including: Development, test, evaluation, and verification. Program management and control. Flight readiness certification. Launch, landing, recovery, and mission operations. Sustaining engineering and maintenance/upgrades. To ensure NASA crew safety, NASA certification will validate technical and performance requirements, verify compliance with NASA requirements, validate that the crew transportation system operates in the appropriate environments, and quantify residual risks. The Commercial Crew Program will present progress to date and how it manages safety and reduces risk.

NASA's Risk Management System

NASA Technical Reports Server (NTRS)

Perera, Jeevan S.

2011-01-01

Leadership is key to success. Phased-approach for implementation of risk management is necessary. Risk management system will be simple, accessible and promote communication of information to all relevant stakeholders for optimal resource allocation and risk mitigation. Risk management should be used by all team members to manage risks -- risk office personnel. Each group is assigned Risk Integrators who are facilitators for effective risk management. Risks will be managed at the lowest-level feasible, elevate only those risks that require coordination or management from above. Risk reporting and communication is an essential element of risk management and will combine both qualitative and quantitative elements. Risk informed decision making should be introduced to all levels of management. Provide necessary checks and balances to insure that risks are caught/identified and dealt with in a timely manner. Many supporting tools, processes & training must be deployed for effective risk management implementation. Process improvement must be included in the risk processes.

Integrated Risk Management Within NASA Programs/Projects

NASA Technical Reports Server (NTRS)

Connley, Warren; Rad, Adrian; Botzum, Stephen

2004-01-01

As NASA Project Risk Management activities continue to evolve, the need to successfully integrate risk management processes across the life cycle, between functional disciplines, stakeholders, various management policies, and within cost, schedule and performance requirements/constraints become more evident and important. Today's programs and projects are complex undertakings that include a myriad of processes, tools, techniques, management arrangements and other variables all of which must function together in order to achieve mission success. The perception and impact of risk may vary significantly among stakeholders and may influence decisions that may have unintended consequences on the project during a future phase of the life cycle. In these cases, risks may be unintentionally and/or arbitrarily transferred to others without the benefit of a comprehensive systemic risk assessment. Integrating risk across people, processes, and project requirements/constraints serves to enhance decisions, strengthen communication pathways, and reinforce the ability of the project team to identify and manage risks across the broad spectrum of project management responsibilities. The ability to identify risks in all areas of project management increases the likelihood a project will identify significant issues before they become problems and allows projects to make effective and efficient use of shrinking resources. By getting a total team integrated risk effort, applying a disciplined and rigorous process, along with understanding project requirements/constraints provides the opportunity for more effective risk management. Applying an integrated approach to risk management makes it possible to do a better job at balancing safety, cost, schedule, operational performance and other elements of risk. This paper will examine how people, processes, and project requirements/constraints can be integrated across the project lifecycle for better risk management and ultimately improve the chances for mission success.

Risk as a Resource - A New Paradigm

NASA Technical Reports Server (NTRS)

Gindorf, Thomas E.

1996-01-01

NASA must change dramatically because of the current United States federal budget climate. The American people and their elected officials have mandated a smaller, more efficient and effective government. For the past decade, NASA's budget had grown at or slightly above the rate of inflation. In that era, taking all steps to avoid the risk of failure was the rule. Spacecraft development was characterized by extensive analyses, numerous reviews, and multiple conservative tests. This methodology was consistent with the long available schedules for developing hardware and software for very large, billion dollar spacecraft. Those days are over. The time when every identifiable step was taken to avoid risk is being replaced by a new paradigm which manages risk in much the same way as other resources (schedule, performance, or dollars) are managed. While success is paramount to survival, it can no longer be bought with a large growing NASA budget.

NASA safety program activities in support of the Space Exploration Initiatives Nuclear Propulsion program

NASA Technical Reports Server (NTRS)

Sawyer, J. C., Jr.

1993-01-01

The activities of the joint NASA/DOE/DOD Nuclear Propulsion Program Technical Panels have been used as the basis for the current development of safety policies and requirements for the Space Exploration Initiatives (SEI) Nuclear Propulsion Technology development program. The Safety Division of the NASA Office of Safety and Mission Quality has initiated efforts to develop policies for the safe use of nuclear propulsion in space through involvement in the joint agency Nuclear Safety Policy Working Group (NSPWG), encouraged expansion of the initial policy development into proposed programmatic requirements, and suggested further expansion into the overall risk assessment and risk management process for the NASA Exploration Program. Similar efforts are underway within the Department of Energy to ensure the safe development and testing of nuclear propulsion systems on Earth. This paper describes the NASA safety policy related to requirements for the design of systems that may operate where Earth re-entry is a possibility. The expected plan of action is to support and oversee activities related to the technology development of nuclear propulsion in space, and support the overall safety and risk management program being developed for the NASA Exploration Program.

Development of Risk Assessment Matrix for NASA Engineering and Safety Center

NASA Technical Reports Server (NTRS)

Malone, Roy W., Jr.; Moses, Kelly

2004-01-01

This paper describes a study, which had as its principal goal the development of a sufficiently detailed 5 x 5 Risk Matrix Scorecard. The purpose of this scorecard is to outline the criteria by which technical issues can be qualitatively and initially prioritized. The tool using this score card has been proposed to be one of the information resources the NASA Engineering and Safety Center (NESC) takes into consideration when making decisions with respect to incoming information on safety concerns across the entire NASA agency. The contents of this paper discuss in detail each element of the risk matrix scorecard, definitions for those elements and the rationale behind the development of those definitions. This scorecard development was performed in parallel with the tailoring of the existing Futron Corporation Integrated Risk Management Application (IRMA) software tool. IRMA was tailored to fit NESC needs for evaluating incoming safety concerns and was renamed NESC Assessment Risk Management Application (NAFMA) which is still in developmental phase.

Bayesian Inference for NASA Probabilistic Risk and Reliability Analysis

NASA Technical Reports Server (NTRS)

Dezfuli, Homayoon; Kelly, Dana; Smith, Curtis; Vedros, Kurt; Galyean, William

2009-01-01

This document, Bayesian Inference for NASA Probabilistic Risk and Reliability Analysis, is intended to provide guidelines for the collection and evaluation of risk and reliability-related data. It is aimed at scientists and engineers familiar with risk and reliability methods and provides a hands-on approach to the investigation and application of a variety of risk and reliability data assessment methods, tools, and techniques. This document provides both: A broad perspective on data analysis collection and evaluation issues. A narrow focus on the methods to implement a comprehensive information repository. The topics addressed herein cover the fundamentals of how data and information are to be used in risk and reliability analysis models and their potential role in decision making. Understanding these topics is essential to attaining a risk informed decision making environment that is being sought by NASA requirements and procedures such as 8000.4 (Agency Risk Management Procedural Requirements), NPR 8705.05 (Probabilistic Risk Assessment Procedures for NASA Programs and Projects), and the System Safety requirements of NPR 8715.3 (NASA General Safety Program Requirements).

A Proactive and Top-Down Approach to Managing Risk at NASA

NASA Technical Reports Server (NTRS)

Dezfuli, Homayoon

2010-01-01

Our ultimate goal is to manage risk in a holistic and coherent fashion across the Agency: a) The RIDM process is intended to risk-inform direction-setting decisions. c) The CRM process is intended to manage risk associated with the implementation of baseline performance requirements. Currently we are working on: a) Enhancements to the CRM process. b) Better integration of the RIDM and CRM processes. c) Better integration of institutional risk considerations into RM framework.

ESMD Risk Management Workshop: Systems Engineering and Integration Risks

NASA Technical Reports Server (NTRS)

Thomas, L. Dale

2005-01-01

This report has been developed by the National Aeronautics and Space Administration (NASA) Exploration Systems Mission Directorate (ESMD) Risk Management team in close coordination with the Systems Engineering Team. This document provides a point-in-time, cumulative, summary of key lessons learned derived from the SE RFP Development process. Lessons learned invariably address challenges and risks and the way in which these areas have been addressed. Accordingly the risk management thread is woven throughout the document.

Reducing software security risk through an integrated approach research initiative model based verification of the Secure Socket Layer (SSL) Protocol

NASA Technical Reports Server (NTRS)

Powell, John D.

2003-01-01

This document discusses the verification of the Secure Socket Layer (SSL) communication protocol as a demonstration of the Model Based Verification (MBV) portion of the verification instrument set being developed under the Reducing Software Security Risk (RSSR) Trough an Integrated Approach research initiative. Code Q of the National Aeronautics and Space Administration (NASA) funds this project. The NASA Goddard Independent Verification and Validation (IV&V) facility manages this research program at the NASA agency level and the Assurance Technology Program Office (ATPO) manages the research locally at the Jet Propulsion Laboratory (California institute of Technology) where the research is being carried out.

Requirement Metrics for Risk Identification

NASA Technical Reports Server (NTRS)

Hammer, Theodore; Huffman, Lenore; Wilson, William; Rosenberg, Linda; Hyatt, Lawrence

1996-01-01

The Software Assurance Technology Center (SATC) is part of the Office of Mission Assurance of the Goddard Space Flight Center (GSFC). The SATC's mission is to assist National Aeronautics and Space Administration (NASA) projects to improve the quality of software which they acquire or develop. The SATC's efforts are currently focused on the development and use of metric methodologies and tools that identify and assess risks associated with software performance and scheduled delivery. This starts at the requirements phase, where the SATC, in conjunction with software projects at GSFC and other NASA centers is working to identify tools and metric methodologies to assist project managers in identifying and mitigating risks. This paper discusses requirement metrics currently being used at NASA in a collaborative effort between the SATC and the Quality Assurance Office at GSFC to utilize the information available through the application of requirements management tools.

Managing Risk on the Final Frontier

NASA Technical Reports Server (NTRS)

Lengyel, David M.; Newman, J. S.

2009-01-01

The National Aeronautics and Space Administration (NASA). Exploration Systems Mission Directorate (ESMD) has combined the Continuous Risk Management (CRM) discipline with innovative knowledge management (KM) practices to more effectively enable the accomplishment of work. CRM enables proactive problem identification and problem solving in the complex world of rocket science. while KM is used to improve this process.

Goddard Technology Efforts to Improve Space Borne Laser Reliability

NASA Technical Reports Server (NTRS)

Heaps, William S.

2006-01-01

In an effort to reduce the risk, perceived and actual, of employing instruments containing space borne lasers NASA initiated the Laser Risk Reduction Program (LRRP) in 2001. This program managed jointly by NASA Langley and NASA Goddard and employing lasers researchers from government, university and industrial labs is nearing the conclusion of its planned 5 year duration. This paper will describe some of the efforts and results obtained by the Goddard half of the program.

Risk Management of New Microelectronics for NASA: Radiation Knowledge-base

NASA Technical Reports Server (NTRS)

LaBel, Kenneth A.

2004-01-01

Contents include the following: NASA Missions - implications to reliability and radiation constraints. Approach to Insertion of New Technologies Technology Knowledge-base development. Technology model/tool development and validation. Summary comments.

Application of Risk Assessment Tools in the Continuous Risk Management (CRM) Process

NASA Technical Reports Server (NTRS)

Ray, Paul S.

2002-01-01

Marshall Space Flight Center (MSFC) of the National Aeronautics and Space Administration (NASA) is currently implementing the Continuous Risk Management (CRM) Program developed by the Carnegie Mellon University and recommended by NASA as the Risk Management (RM) implementation approach. The four most frequently used risk assessment tools in the center are: (a) Failure Modes and Effects Analysis (FMEA), Hazard Analysis (HA), Fault Tree Analysis (FTA), and Probabilistic Risk Analysis (PRA). There are some guidelines for selecting the type of risk assessment tools during the project formulation phase of a project, but there is not enough guidance as to how to apply these tools in the Continuous Risk Management process (CRM). But the ways the safety and risk assessment tools are used make a significant difference in the effectiveness in the risk management function. Decisions regarding, what events are to be included in the analysis, to what level of details should the analysis be continued, make significant difference in the effectiveness of risk management program. Tools of risk analysis also depends on the phase of a project e.g. at the initial phase of a project, when not much data are available on hardware, standard FMEA cannot be applied; instead a functional FMEA may be appropriate. This study attempted to provide some directives to alleviate the difficulty in applying FTA, PRA, and FMEA in the CRM process. Hazard Analysis was not included in the scope of the study due to the short duration of the summer research project.

Risk Management in the Human Spaceflight Program

NASA Technical Reports Server (NTRS)

Hoffman, William

2009-01-01

The contents include:1) NASA Mission and Organization; 2) Major Mission Failures and Causes; 3) Cultural Changes Resulting from Failures; 3) Safety at NASA Today; 4) Best Safety Practices; 5) Safety Challenges; and 6) Future Commitment.

Applying Formal Methods to NASA Projects: Transition from Research to Practice

NASA Technical Reports Server (NTRS)

Othon, Bill

2009-01-01

NASA project managers attempt to manage risk by relying on mature, well-understood process and technology when designing spacecraft. In the case of crewed systems, the margin for error is even tighter and leads to risk aversion. But as we look to future missions to the Moon and Mars, the complexity of the systems will increase as the spacecraft and crew work together with less reliance on Earth-based support. NASA will be forced to look for new ways to do business. Formal methods technologies can help NASA develop complex but cost effective spacecraft in many domains, including requirements and design, software development and inspection, and verification and validation of vehicle subsystems. To realize these gains, the technologies must be matured and field-tested so that they are proven when needed. During this discussion, current activities used to evaluate FM technologies for Orion spacecraft design will be reviewed. Also, suggestions will be made to demonstrate value to current designers, and mature the technology for eventual use in safety-critical NASA missions.

Evolution and Implementation of the NASA Robotic Conjunction Assessment Risk Analysis Concept of Operations

NASA Technical Reports Server (NTRS)

Newman, Lauri K.; Frigm, Ryan C.; Duncan, Matthew G.; Hejduk, Matthew D.

2014-01-01

Reacting to potential on-orbit collision risk in an operational environment requires timely and accurate communication and exchange of data, information, and analysis to ensure informed decision-making for safety of flight and responsible use of the shared space environment. To accomplish this mission, it is imperative that all stakeholders effectively manage resources: devoting necessary and potentially intensive resource commitment to responding to high-risk conjunction events and preventing unnecessary expenditure of resources on events of low collision risk. After 10 years of operational experience, the NASA Robotic Conjunction Assessment Risk Analysis (CARA) is modifying its Concept of Operations (CONOPS) to ensure this alignment of collision risk and resource management. This evolution manifests itself in the approach to characterizing, reporting, and refining of collision risk. Implementation of this updated CONOPS is expected to have a demonstrated improvement on the efficacy of JSpOC, CARA, and owner/operator resources.

The WISE Satellite Development: Managing the Risks and the Opportunities

NASA Technical Reports Server (NTRS)

Duval, Valerie G.; Elwell, John D.; Howard, Joan F.; Irace, William R.; Liu, Feng-Chuan

2010-01-01

NASA's Wide-field Infrared Survey Explorer (WISE) MIDEX mission is surveying the entire sky in four infrared bands from 3.4 to 22 micrometers. The WISE instrument consists of a 40 cm telescope, a solid hydrogen cryostat, a scan mirror mechanism, and four 1K x1K infrared detectors. The WISE spacecraft bus provides communication, data handling, and avionics including instrument pointing. A Delta 7920 successfully launched WISE into a Sun-synchronous polar orbit on December 14, 2009. WISE was competitively selected by NASA as a Medium cost Explorer mission (MIDEX) in 2002. MIDEX missions are led by the Principal Investigator who delegates day-to-day management to the Project Manager. Given the tight cost cap and relatively short development schedule, NASA chose to extend the development period one year with an option to cancel the mission if certain criteria were not met. To meet this and other challenges, the WISE management team had to learn to work seamlessly across institutional lines and to recognize risks and opportunities in order to develop the flight hardware within the project resources. In spite of significant technical issues, the WISE satellite was delivered on budget and on schedule. This paper describes our management approach and risk posture, technical issues, and critical decisions made.

Constellation Probabilistic Risk Assessment (PRA): Design Consideration for the Crew Exploration Vehicle

NASA Technical Reports Server (NTRS)

Prassinos, Peter G.; Stamatelatos, Michael G.; Young, Jonathan; Smith, Curtis

2010-01-01

Managed by NASA's Office of Safety and Mission Assurance, a pilot probabilistic risk analysis (PRA) of the NASA Crew Exploration Vehicle (CEV) was performed in early 2006. The PRA methods used follow the general guidance provided in the NASA PRA Procedures Guide for NASA Managers and Practitioners'. Phased-mission based event trees and fault trees are used to model a lunar sortie mission of the CEV - involving the following phases: launch of a cargo vessel and a crew vessel; rendezvous of these two vessels in low Earth orbit; transit to th$: moon; lunar surface activities; ascension &om the lunar surface; and return to Earth. The analysis is based upon assumptions, preliminary system diagrams, and failure data that may involve large uncertainties or may lack formal validation. Furthermore, some of the data used were based upon expert judgment or extrapolated from similar componentssystemsT. his paper includes a discussion of the system-level models and provides an overview of the analysis results used to identify insights into CEV risk drivers, and trade and sensitivity studies. Lastly, the PRA model was used to determine changes in risk as the system configurations or key parameters are modified.

Risk Management of Microelectronics: The NASA Electronic Parts and Packaging (NEPP) Program

NASA Technical Reports Server (NTRS)

LaBel, Kenneth A.; Sampson, Michael J.

2005-01-01

This viewgraph information provides information on how the NASA Electronic Parts and Packaging (NEPP) Program evaluates the reliability of technologies for Electrical, Electronic, and Electromechanical (EEE) parts, and their suitability for spacecraft applications.

Risk Management at NASA and Its Applicability to the Oil and Gas Industry

NASA Technical Reports Server (NTRS)

Kaplan, David

2018-01-01

NASA has a world-class capability for quantitatively assessing the risk of highly-complex, isolated engineering structures operated in extremely hostile environments. In particular, the International Space Station (ISS) represents a reasonable risk analog for High Pressure, High Temperature drilling and production operations on deepwater rigs. Through a long-term U.S. Government Interagency Agreement, BSEE has partnered with NASA to modify NASA's Probabilistic Risk Assessment (PRA) capabilities for application to deepwater drilling and production operations. The immediate focus of the activity will be to modify NASA PRA Procedure Guides and Methodology Documents to make them applicable to the Oil &Gas Industry. The next step will be for NASA to produce a PRA for a critical drilling system component, such as a Blowout Preventer (BOP). Subsequent activities will be for NASA and industry partners to jointly develop increasingly complex PRA's that analyze other critical drilling and production system components, including both hardware and human reliability. In the presentation, NASA will provide the objectives, schedule, and current status of its PRA activities for BSEE. Additionally, NASA has a Space Act Agreement with Anadarko Petroleum Corporation to develop a PRA for a generic 20K BOP. NASA will summarize some of the preliminary insights gained to date from that 20K BOP PRA as an example of the distinction between quantitative versus qualitative risk assessment.

KSC-2009-5862

NASA Image and Video Library

2009-10-23

CAPE CANAVERAL, Fla. – In the Press Site auditorium at NASA's Kennedy Space Center in Florida, Bob Ess, NASA's mission manager for the Ares I-X flight test, participates in a news conference following the conclusion of the flight test readiness review, or FTRR, for the Ares I-X test rocket. During the meeting, senior NASA and contractor managers assessed the risks associated with the test and determined the rocket, support systems and procedures are ready for launch. The Ares I-X launch date was announced after the FTRR and is officially set for Oct. 27. For information on the Ares I-X vehicle and flight test, visit http://www.nasa.gov/aresIX. Photo credit: NASA/Jack Pfaller

Wind Tunnel and Propulsion Test Facilities: An Assessment of NASA's Capabilities to Serve National Needs

NASA Technical Reports Server (NTRS)

Anton, Philip S.; Gritton, Eugene C.; Mesic, Richard; Steinberg, Paul; Johnson, Dana J.

2004-01-01

This monograph reveals and discusses the National Aeronautics and Space Administration's (NASA's) wind tunnel and propulsion test facility management issues that are creating real risks to the United States' competitive aeronautics advantage.

Evolution and Implementation of the NASA Robotic Conjunction Assessment Risk Analysis Concept of Operations

NASA Astrophysics Data System (ADS)

Newman, L.; Hejduk, M.; Frigm, R.; Duncan, M.

2014-09-01

On-orbit collisions pose a significant mission risk to satellites operating in the space environment. Recognizing the likelihood and consequence of on-orbit collisions, NASA has taken several proactive measures to mitigate the risk of both a catastrophic loss of mission and the increase in the space debris population. In fall 2004, NASA GSFC established an Agency-wide, institutionalized process and service for identifying and reacting to predicted close approaches. The team responsible for executing this mission is the NASA Robotic Conjunction Assessment Risk Analysis (CARA) team. By fall 2005, this process had resulted in the execution of the first collision avoidance maneuver by a NASA unmanned satellite. In February 2008, NASA adopted a policy, documented in NASA Procedural Requirement 8715.6a Process for Limiting Orbital Debris that directed maneuverable satellites to have such an on-orbit collision mitigation process. In 2009, NASA decided to require support for all operational satellites. By January 2014, the CARA team has processed nearly 500,000 close approach messages from the Joint Space Operations Center (JSpOC) and has assisted our mission customers with planning and executing over 75 collision avoidance maneuvers for unmanned satellites in LEO, GEO, and HEO orbital regimes. With the increase in number of operational missions supported; growth in the orbital debris environment due to events such as the intentional destruction of the Fengyun 1-C satellite in 2007 and collision between Iridium-33 and Cosmos-2251; and improvements to the United States Space Surveillance Network (SSN) and its ability to track, catalog, and screen against small debris objects, the demands on the CARA process have consequently required the CARA Concept of Operations (CONOPS) to evolve to manage those demands. This evolution is centered on the ability to effectively and efficiently manage JSpOC, CARA, and Mission Operations resources, applying operational and analytical efforts for conjunction events that pose significant collision risk and rapidly discarding conjunction events that do not. While the overall CARA methodology is largely unaffected, this CONOPS evolution manifests itself in several aspects of the CARA process: required data and information, communication of those data and information, and courses of actions based on those data and information. The changes affect all relevant stakeholders, including the CARA team at NASA GSFC, GSFC-dedicated Orbital Safety Analysts at the JSpOC, and Mission Operations flight teams and management. In each step of the CARA process, the CONOPS ensures that necessary (whether situational or actionable) information be sent to stakeholders to facilitate an effective and efficient management of resources and appropriate protection of data. The most significant paradigm shift is the movement to risk-based reporting. Since the consequence of the on-orbit collision scenario can be catastrophic, the CARA risk-based framework hinges on the collision probability, Pc, as the encapsulation of collision risk. This CONOPS characterizes collision risk as Red (high collision risk), Yellow (potential for becoming a high collision risk), or Green (low collision risk) based on the operationally-computed Pc. Using this risk characterization schema, the amount and content of conjunction information and analyses is determined and communicated to mission stakeholders. Major technical analyses that have been conducted in support of this CONOPS include defining risk-based thresholds for red, yellow, and green criteria; determining when conjunction-related information may not be mature enough to be actionable; and accounting for uncertainties in all the inputs to the process so that a nuanced assessment of risk can be made. This paper summarizes the analyses executed and decisions rendered during the implementation of this evolved CONOPS. Historical conjunction events of note are used as example scenarios of each risk characterization.

Class D Management Implementation Approach of the First Orbital Mission of the Earth Venture Series

NASA Technical Reports Server (NTRS)

Wells, James E.; Scherrer, John; Law, Richard; Bonniksen, Chris

2013-01-01

A key element of the National Research Council's Earth Science and Applications Decadal Survey called for the creation of the Venture Class line of low-cost research and application missions within NASA (National Aeronautics and Space Administration). One key component of the architecture chosen by NASA within the Earth Venture line is a series of self-contained stand-alone spaceflight science missions called "EV-Mission". The first mission chosen for this competitively selected, cost and schedule capped, Principal Investigator-led opportunity is the CYclone Global Navigation Satellite System (CYGNSS). As specified in the defining Announcement of Opportunity, the Principal Investigator is held responsible for successfully achieving the science objectives of the selected mission and the management approach that he/she chooses to obtain those results has a significant amount of freedom as long as it meets the intent of key NASA guidance like NPR 7120.5 and 7123. CYGNSS is classified under NPR 7120.5E guidance as a Category 3 (low priority, low cost) mission and carries a Class D risk classification (low priority, high risk) per NPR 8705.4. As defined in the NPR guidance, Class D risk classification allows for a relatively broad range of implementation strategies. The management approach that will be utilized on CYGNSS is a streamlined implementation that starts with a higher risk tolerance posture at NASA and that philosophy flows all the way down to the individual part level.

Nondeterministic Approaches and Their Potential for Future Aerospace Systems

NASA Technical Reports Server (NTRS)

Noor, Ahmed K. (Compiler)

2001-01-01

This document contains the proceedings of the Training Workshop on Nondeterministic Approaches and Their Potential for Future Aerospace Systems held at NASA Langley Research Center, Hampton, Virginia, May 30-3 1, 2001. The workshop was jointly sponsored by Old Dominion University's Center for Advanced Engineering Environments and NASA. Workshop attendees were from NASA, other government agencies, industry, and universities. The objectives of the workshop were to give overviews of the diverse activities in nondeterministic approaches, uncertainty management methodologies, reliability assessment and risk management techniques, and to identify their potential for future aerospace systems.

Update on NASA Microelectronics Activities

NASA Technical Reports Server (NTRS)

Label, Kenneth A.; Sampson, Michael J.; Casey, Megan; Lauenstein, Jean-Marie

2017-01-01

Mission Statement: The NASA Electronic Parts and Packaging (NEPP) Program provides NASA's leadership for developing and maintaining guidance for the screening, qualification, test. and usage of EEE parts by NASA as well as in collaboration with other government Agencies and industry. NASA Space Technology Mission Directorate (STMD) "STMD rapidly develops, demonstrates, and infuses revolutionary, high-payoff technologies through transparent, collaborative partnerships, expanding the boundaries of the aerospace enterprise." Mission Statement: The Space Environments Testing Management Office (SETMO) will identify, prioritize, and manage a select suite of Agency key capabilities/assets that are deemed to be essential to the future needs of NASA or the nation, including some capabilities that lack an adequate business base over the budget horizon. NESC mission is to perform value-added independent testing, analysis, and assessments of NASA's high-risk projects to ensure safety and mission success. NASA Space Environments and Avionics Fellows as well as Radiation and EEE Parts Community of Practice (CoP) leads.

Cognition in Space Workshop. 1; Metrics and Models

NASA Technical Reports Server (NTRS)

Woolford, Barbara; Fielder, Edna

2005-01-01

"Cognition in Space Workshop I: Metrics and Models" was the first in a series of workshops sponsored by NASA to develop an integrated research and development plan supporting human cognition in space exploration. The workshop was held in Chandler, Arizona, October 25-27, 2004. The participants represented academia, government agencies, and medical centers. This workshop addressed the following goal of the NASA Human System Integration Program for Exploration: to develop a program to manage risks due to human performance and human error, specifically ones tied to cognition. Risks range from catastrophic error to degradation of efficiency and failure to accomplish mission goals. Cognition itself includes memory, decision making, initiation of motor responses, sensation, and perception. Four subgoals were also defined at the workshop as follows: (1) NASA needs to develop a human-centered design process that incorporates standards for human cognition, human performance, and assessment of human interfaces; (2) NASA needs to identify and assess factors that increase risks associated with cognition; (3) NASA needs to predict risks associated with cognition; and (4) NASA needs to mitigate risk, both prior to actual missions and in real time. This report develops the material relating to these four subgoals.

Integrated Risk and Knowledge Management Program -- IRKM-P

NASA Technical Reports Server (NTRS)

Lengyel, David M.

2009-01-01

The NASA Exploration Systems Mission Directorate (ESMD) IRKM-P tightly couples risk management and knowledge management processes and tools to produce an effective "modern" work environment. IRKM-P objectives include: (1) to learn lessons from past and current programs (Apollo, Space Shuttle, and the International Space Station); (2) to generate and share new engineering design, operations, and management best practices through preexisting Continuous Risk Management (CRM) procedures and knowledge-management practices; and (3) to infuse those lessons and best practices into current activities. The conceptual framework of the IRKM-P is based on the assumption that risks highlight potential knowledge gaps that might be mitigated through one or more knowledge management practices or artifacts. These same risks also serve as cues for collection of knowledge particularly, knowledge of technical or programmatic challenges that might recur.

Managing a Safe and Successful Multi-User Spaceport

NASA Technical Reports Server (NTRS)

Dacko, Taylor; Ketterer, Kirk; Meade, Phillip

2016-01-01

Encouraged by the creation of the Office of Commercial Space Transportation within the U.S. Federal Aviation Administration (FAA) in 1984 and the Commercial Space Act of 1998, the National Aeronautics and Space Administration (NASA) now relies on an extensive network of support from commercial companies and organizations. At NASA's Kennedy Space Center (KSC), this collaboration opens competitive opportunities for launch providers, including repurposing underutilized Shuttle Program resources, constructing new facilities, and utilizing center services and laboratories. The resulting multi-user spaceport fosters diverse activity, though it engenders risk from hazards associated with various spaceflight processing activities. The KSC Safety & Mission Assurance (S&MA) Directorate, in coordination with the center's Spaceport Integration and Center Planning & Development organizations, has developed a novel approach to protect NASA's workforce, critical assets, and the public from hazardous, space-related activity associated with KSC's multi-user spaceport. For NASA KSC S&MA, the transformation to a multi-user spaceport required implementing methods to foster safe and successful commercial activity while resolving challenges involving: Retirement of the Space Shuttle program; Co-location of multiple NASA programs; Relationships between the NASA programs; Complex relationships between NASA programs and commercial partner operations in exclusive-use facilities; Complex relationships between NASA programs and commercial partner operations in shared-use facilities. NASA KSC S&MA challenges were met with long-term planning and solutions involving cooperation with the Spaceport Integration and Services Directorate. This directorate is responsible for managing active commercial partnerships with customer advocacy and services management, providing a dedicated and consistent level of support to a wide array of commercial operations. This paper explores these solutions, their relevance to the current commercial space industry, and the challenges that continue to drive improvement with a focus on areas of safety management and risk assessment that have been crucial in KSC's evolution into a multi-user spaceport. These solutions may be useful to government entities and private companies looking to partner with the commercial space industry.

Why Don't They Just Give Us Money? Project Cost Estimating and Cost Reporting

NASA Technical Reports Server (NTRS)

Comstock, Douglas A.; Van Wychen, Kristin; Zimmerman, Mary Beth

2015-01-01

Successful projects require an integrated approach to managing cost, schedule, and risk. This is especially true for complex, multi-year projects involving multiple organizations. To explore solutions and leverage valuable lessons learned, NASA's Virtual Project Management Challenge will kick off a three-part series examining some of the challenges faced by project and program managers when it comes to managing these important elements. In this first session of the series, we will look at cost management, with an emphasis on the critical roles of cost estimating and cost reporting. By taking a proactive approach to both of these activities, project managers can better control life cycle costs, maintain stakeholder confidence, and protect other current and future projects in the organization's portfolio. Speakers will be Doug Comstock, Director of NASA's Cost Analysis Division, Kristin Van Wychen, Senior Analyst in the GAO Acquisition and Sourcing Management Team, and Mary Beth Zimmerman, Branch Chief for NASA's Portfolio Analysis Branch, Strategic Investments Division. Moderator Ramien Pierre is from NASA's Academy for Program/Project and Engineering Leadership (APPEL).

NASA Earned Value Management (EVM) Update

NASA Technical Reports Server (NTRS)

Kerby, Jerald

2013-01-01

Earned Value Management (EVM) is an integrated management control system for assessing, understanding and qualifying what a project is achieving with the resoures. EVM integrates technical cost and schedules with risk management. It allows objective assessment and quantification of current project performance, and helps predict future performance-based trents.

NASA System Safety Framework and Concepts for Implementation

NASA Technical Reports Server (NTRS)

Dezfuli, Homayoon

2012-01-01

This report has been developed by the National Aeronautics and Space Administration (NASA) Human Exploration and Operations Mission Directorate (HEOMD) Risk Management team knowledge capture forums.. This document provides a point-in-time, cumulative, summary of actionable key lessons learned in safety framework and concepts.

ASAP Aerospace Safety Advisory Panel

NASA Technical Reports Server (NTRS)

2004-01-01

This is the First Quarterly Report for the newly reconstituted Aerospace Safety Advisory Panel (ASAP). The NASA Administrator rechartered the Panel on November 18,2003, to provide an independent, vigilant, and long-term oversight of NASA's safety policies and programs well beyond Return to Flight of the Space Shuttle. The charter was revised to be consistent with the original intent of Congress in enacting the statute establishing ASAP in 1967 to focus on NASA's safety and quality systems, including industrial and systems safety, risk-management and trend analysis, and the management of these activities.The charter also was revised to provide more timely feedback to NASA by requiring quarterly rather than annual reports, and by requiring ASAP to perform special assessments with immediate feedback to NASA. ASAP was positioned to help institutionalize the safety culture of NASA in the post- Stafford-Covey Return to Flight environment.

Reliability and Failure in NASA Missions: Blunders, Normal Accidents, High Reliability, Bad Luck

NASA Technical Reports Server (NTRS)

Jones, Harry W.

2015-01-01

NASA emphasizes crew safety and system reliability but several unfortunate failures have occurred. The Apollo 1 fire was mistakenly unanticipated. After that tragedy, the Apollo program gave much more attention to safety. The Challenger accident revealed that NASA had neglected safety and that management underestimated the high risk of shuttle. Probabilistic Risk Assessment was adopted to provide more accurate failure probabilities for shuttle and other missions. NASA's "faster, better, cheaper" initiative and government procurement reform led to deliberately dismantling traditional reliability engineering. The Columbia tragedy and Mars mission failures followed. Failures can be attributed to blunders, normal accidents, or bad luck. Achieving high reliability is difficult but possible.

NASA Risk-Informed Decision Making Handbook

NASA Technical Reports Server (NTRS)

Dezfuli, Homayoon; Stamatelatos, Michael; Maggio, Gaspare; Everett, Christopher; Youngblood, Robert; Rutledge, Peter; Benjamin, Allan; Williams, Rodney; Smith, Curtis; Guarro, Sergio

2010-01-01

This handbook provides guidance for conducting risk-informed decision making in the context of NASA risk management (RM), with a focus on the types of direction-setting key decisions that are characteristic of the NASA program and project life cycles, and which produce derived requirements in accordance with existing systems engineering practices that flow down through the NASA organizational hierarchy. The guidance in this handbook is not meant to be prescriptive. Instead, it is meant to be general enough, and contain a sufficient diversity of examples, to enable the reader to adapt the methods as needed to the particular decision problems that he or she faces. The handbook highlights major issues to consider when making decisions in the presence of potentially significant uncertainty, so that the user is better able to recognize and avoid pitfalls that might otherwise be experienced.

Cross-Cutting Risk Framework: Mining Data for Common Risks Across the Portfolio

NASA Technical Reports Server (NTRS)

Klein, Gerald A., Jr.; Ruark, Valerie

2017-01-01

The National Aeronautics and Space Administration (NASA) defines risk management as an integrated framework, combining risk-informed decision making and continuous risk management to foster forward-thinking and decision making from an integrated risk perspective. Therefore, decision makers must have access to risks outside of their own project to gain the knowledge that provides the integrated risk perspective. Through the Goddard Space Flight Center (GSFC) Flight Projects Directorate (FPD) Business Change Initiative (BCI), risks were integrated into one repository to facilitate access to risk data between projects. With the centralized repository, communications between the FPD, project managers, and risk managers improved and GSFC created the cross-cutting risk framework (CCRF) team. The creation of the consolidated risk repository, in parallel with the initiation of monthly FPD risk managers and risk governance board meetings, are now providing a complete risk management picture spanning the entire directorate. This paper will describe the challenges, methodologies, tools, and techniques used to develop the CCRF, and the lessons learned as the team collectively worked to identify risks that FPD programs projects had in common, both past and present.

NASA's Agency-Wide Strategy for Environmental Regulatory Risk Analysis and Communication

NASA Technical Reports Server (NTRS)

Duda, Kristen; Scroggins, Sharon

2008-01-01

NASA's mission is to pioneer the future in space exploration, scientific discovery, and aeronautics research. To help enable existing and future programs to pursue this mission, NASA has established the Principal Center for Regulatory Risk Analysis and Communication (RRAC PC) to proactively identify, analyze, and communicate environmental regulatory risks to the NASA community. The RRAC PC is chartered to evaluate the risks posed to NASA Programs and facilities by environmentally related drivers. The RRAC PC focuses on emerging environmental regulations, as well as risks related to operational changes that can trigger existing environmental requirements. Changing regulations have the potential to directly affect program activities. For example, regulatory changes can restrict certain activities or operations by mandating changes in how operations may be done or limiting where or how certain operations can take place. Regulatory changes also can directly affect the ability to use certain materials by mandating a production phase-out or restricting usage applications of certain materials. Such changes can result in NASA undertaking material replacement efforts. Even if a regulation does not directly affect NASA operations, U.S. and international regulations can pose program risks indirectly through requirements levied on manufacturers and vendors of components and materials. For example, manufacturers can change their formulations to comply with new regulatory requirements. Such changes can require time-consuming and costly requalification certification for use in human spaceflight programs. The RRAC PC has implemented several strategies for proactively managing regulatory change to minimize potential adverse impacts to NASA Programs and facilities. This presentation highlights the lessons learned through establishing the RRAC PC, the process by which the RRAC PC monitors and distributes information about emerging regulatory requirements, and the cross-Agency cooperation that is vital to supporting NASA's mission.

NASA's Agency-wide Strategy for Environmental Regulatory Risk Analysis and Communication

NASA Technical Reports Server (NTRS)

Duda, Kristen; Scroggins. Sharon

2008-01-01

NASA's mission is to pioneer the future in space exploration, scientific discovery, and aeronautics research. To help enable existing and future programs to pursue this mission, NASA has established the Principal Center for Regulatory Risk Analysis and Communication (RRAC PC) to proactively identify, analyze, and communicate environmental regulatory risks to the NASA community. The RRAC PC is chartered to evaluate the risks posed to NASA Programs and facilities by environmentally related drivers. The RRAC PC focuses on emerging environmental regulations, as well as risks related to operational changes that can trigger existing environmental requirements. Changing regulations have the potential to directly affect program activities. For example, regulatory changes can restrict certain activities or operations by mandating changes in how operations may be done or limiting where or how certain operations can take place. Regulatory changes also can directly affect the ability to use certain materials by mandating a production phase-out or restricting usage aPi'iications of certain materials. Such changes can result in NASA undertaking material replacement efforts. Even if a regulation does not directly affect NASA operations, U.S. and international regulations can pose program risks indirectly through requirements levied on manufacturers and vendors of components and materials. For example, manufacturers can change their formulations to comply with new regulatory requirements. Such changes can require time-consuming and costly requalification certification for use in human spaceflight programs. The RRAC PC has implemented several strategies for proactively managing regulatory change to minimize potential adverse impacts to NASA Programs and facilities. This presentation highlights the lessons learned through establishing the RRAC PC, the process by which the RRAC PC monitors and distributes information about emerging regulatory requirements, and the cross-Agency cooperation that is vital to supporting NASA's mission.

14 CFR 1216.200 - Scope.

Code of Federal Regulations, 2010 CFR

2010-01-01

... Management; and, (h) Establish internal management controls to monitor NASA actions to assure compliance with... Wetlands Management § 1216.200 Scope. This subpart 1216.2 prescribes procedures to: (a) Avoid long- and... practicable alternative; (c) Reduce the risk of flood loss; (d) Minimize the impact of floods on human health...

Analogs and the BHP Risk Reduction Strategy for Future Spaceflight Missions

NASA Technical Reports Server (NTRS)

Whitmire, Sandra; Leveton, Lauren

2011-01-01

In preparation for future exploration missions to distant destinations (e.g., Moon, Near Earth Objects (NEO), and Mars), the NASA Human Research Program s (HRP) Behavioral Health and Performance Element (BHP) conducts and supports research to address four human health risks: Risk of Behavioral Conditions; Risk of Psychiatric Conditions; Risk of Performance Decrements Due to Inadequate Cooperation, Coordination, Communication, and Psychosocial Adaptation within a Team; and Risk of Performance Errors due to Sleep Loss, Fatigue, Circadian Desynchronization, and Work Overload (HRP Science Management Plan, 2008). BHP Research, in collaboration with internal and external research investigators, as well as subject matter experts within NASA operations including flight surgeons, astronauts, and mission planners and others within the Mission Operations Directorate (MOD), identifies knowledge and technology gaps within each Risk. BHP Research subsequently manages and conducts research tasks to address and close the gaps, either through risk assessment and quantification, or the development of countermeasures and monitoring technologies. The resulting deliverables, in many instances, also support current Medical Operations and/or Mission Operations for the International Space Station (ISS).

Selective Cutting Impact on Carbon Storage in Fremont-Winema National Forest, Oregon

NASA Astrophysics Data System (ADS)

Huybrechts, C.; Cleve, C. T.

2004-12-01

Management personnel of the Fremont-Winema National Forest in southern Oregon were interested in investigating how selective cutting or fuel load reduction treatments affect forest carbon sinks and as an ancillary product, fire risk. This study was constructed with the objective of providing this information to the forest administrators, as well as to satisfy a directive to study carbon management, a component of the 2004 NASA's Application Division Program Plan. During the summer of 2004, a request for decision support tools by the forest management was addressed by a NASA sponsored student-led, student-run internship group called DEVELOP. This full-time10-week program was designed to be an introduction to work done by earth scientists, professional business / client relationships and the facilities available at NASA Ames. Four college and graduate students from varying educational backgrounds designed the study and implementation plan. The team collected data for five consecutive days in Oregon throughout the Fremont-Winema forest and the surrounding terrain, consisting of soil sampling for underground carbon dynamics, fire model and vegetation map validation. The goal of the carbon management component of the project was to model current carbon levels, then to gauge the effect of fuel load reduction treatments. To study carbon dynamics, MODIS derived fraction photosynthetically active radiation (FPAR) maps, regional climate data, and Landsat 5 generated dominant vegetation species and land cover maps were used in conjunction with the NASA - Carnegie-Ames-Stanford-Approach (CASA) model. To address fire risk the dominant vegetation species map was used to estimate fuel load based on species biomass in conjunction with a mosaic of digital elevation models (DEMs) as components to the creation of an Anderson-inspired fuel map, a rate of spread in meters/minute map and a flame length map using ArcMap 9 and FlamMap. Fire risk results are to be viewed qualitatively as maps output spatial distribution of data rather then quantitative assessment of risk. For the first time ever, the resource managers at the Fremont-Winema forest will be taking into consideration the value of carbon as a resource in their decision making process for the 2005 Fremont-Winema forest management plan.

An Assessment of Environmental Health Needs for Manned Spacecraft

NASA Technical Reports Server (NTRS)

Macatangay, Ariel V.

2013-01-01

Environmental health fundamentally addresses the physical, chemical, and biological risks external to the human body that can impact the health of a person by assessing and controlling these risks in order to generate and maintain a health-supportive environment. Environmental monitoring coupled with other measures including active and passive controls and the implementation of environmental standards (SMACs, SWEGs, microbial and acoustics limits) are used to ensure environmental health in manned spacecraft. NASA scientists and engineers consider environmental monitoring a vital component to an environmental health management strategy for maintaining a healthy crew and achieving mission success. Environmental monitoring data confirms the health of ECLS systems, in addition to contributing to the management of the health of human systems. Crew health risks associated with the environment were reviewed by agency experts with the goal of determining risk-based environmental monitoring needs for future NASA manned missions. Once determined, gaps in knowledge and technology, required to address those risks, were identified for various types of Exploration missions. This agency-wide assessment of environmental health needs will help guide the activities/hardware development efforts to close those gaps and advance the knowledge required to meet NASA manned space exploration objectives. Details of this assessment and findings are presented in this paper.

Integrating Spaceflight Human System Risk Research

NASA Technical Reports Server (NTRS)

Mindock, J.; Lumpkins, S.; Anton, W.; Havenhill, M.; Shelhamer, M.; Canga, M.

2016-01-01

NASA is working to increase the likelihoods of human health and performance success during exploration missions, and subsequent crew long-term health. To manage the risks in achieving these goals, a system modeled after a Continuous Risk Management framework is in place. "Human System Risks" (Risks) have been identified, and approximately 30 are being actively addressed by NASA's Human Research Program (HRP). Research plans for each of HRP's Risks have been developed and are being executed. Ties between the research efforts supporting each Risk have been identified, however, this has been in an ad hoc fashion. There is growing recognition that solutions developed to address the full set of Risks covering medical, physiological, behavioral, vehicle, and organizational aspects of the exploration missions must be integrated across Risks and disciplines. We will discuss how a framework of factors influencing human health and performance in space is being applied as the backbone for bringing together sometimes disparate information relevant to the individual Risks. The resulting interrelated information is allowing us to identify and visualize connections between Risks and research efforts in a systematic and standardized way. We will discuss the applications of the visualizations and insights to research planning, solicitation, and decision-making processes.

Commercial Orbital Transportation Services (COTS) Program Lessons Learned

NASA Technical Reports Server (NTRS)

Lindenmoyer, Alan; Horkachuck, Mike; Shotwell, Gwynne; Manners, Bruce; Culbertson, Frank

2015-01-01

This report has been developed by the National Aeronautics and Space Administration (NASA) Human Exploration and Operations Mission Directorate (HEOMD) Risk Management team in close coordination with the COTS Program. This document provides a point-in-time, cumulative, summary of actionable key lessons learned derived from the design project. Lessons learned invariably address challenges and risks and the way in which these areas have been addressed. Accordingly the risk management thread is woven throughout the document.

Ares Knowledge Capture: Summary and Key Themes Presentation

NASA Technical Reports Server (NTRS)

Coates, Ralph H.

2011-01-01

This report has been developed by the National Aeronautics and Space Administration (NASA) Human Exploration and Operations Mission Directorate (HEOMD) Risk Management team in close coordination with the MSFC Chief Engineers Office. This document provides a point-in-time, cumulative, summary of actionable key lessons learned derived from the design project. Lessons learned invariably address challenges and risks and the way in which these areas have been addressed. Accordingly the risk management thread is woven throughout the document.

Application of expert systems in project management decision aiding

NASA Technical Reports Server (NTRS)

Harris, Regina; Shaffer, Steven; Stokes, James; Goldstein, David

1987-01-01

The feasibility of developing an expert systems-based project management decision aid to enhance the performance of NASA project managers was assessed. The research effort included extensive literature reviews in the areas of project management, project management decision aiding, expert systems technology, and human-computer interface engineering. Literature reviews were augmented by focused interviews with NASA managers. Time estimation for project scheduling was identified as the target activity for decision augmentation, and a design was developed for an Integrated NASA System for Intelligent Time Estimation (INSITE). The proposed INSITE design was judged feasible with a low level of risk. A partial proof-of-concept experiment was performed and was successful. Specific conclusions drawn from the research and analyses are included. The INSITE concept is potentially applicable in any management sphere, commercial or government, where time estimation is required for project scheduling. As project scheduling is a nearly universal management activity, the range of possibilities is considerable. The INSITE concept also holds potential for enhancing other management tasks, especially in areas such as cost estimation, where estimation-by-analogy is already a proven method.

Exploration Systems Development (ESD) Approach to Enterprise Risk Management

NASA Technical Reports Server (NTRS)

Bauder, Stephen P.

2014-01-01

The National Aeronautics and Space Administration (NASA) Exploration Systems Development (ESD) Division has implemented an innovative approach to Enterprise Risk Management under a unique governance structure and streamlined integration model. ESD's mission is to design and build the capability to extend human existence to deep space. The Enterprise consists of three Programs: Space Launch System (SLS), Orion, and Ground Systems Development and Operations (GSDO). The SLS is a rocket and launch system that will be capable of powering humans, habitats, and support systems to deep space. Orion will be the first spacecraft in history capable of taking humans to multiple destinations within deep space. GSDO is modernizing Kennedy's spaceport to launch spacecraft built and designed by both NASA and private industry. ESD's approach to Enterprise Risk Management is commensurate with affordability and a streamlined management philosophy. ESD Enterprise Risk Management leverages off of the primary mechanisms for integration within the Enterprise. The Enterprise integration approach emphasizes delegation of authority to manage and execute the majority of cross-program activities and products to the individual Programs, while maintaining the overall responsibility for all cross-program activities at the Division. The intent of the ESD Enterprise Risk Management approach is to improve risk communication, to avoid replication and/or contradictory strategies, and to minimize overhead process burden. This is accomplished by the facilitation and integration of risk information within ESD. The ESD Division risks, Orion risks, SLS risks, and GSDO risks are owned and managed by the applicable Program. When the Programs have shared risks with multiple consequences, they are jointly owned and managed. When a risk is associated with the integrated system that involves more than one Program in condition, consequence, or mitigation plan, it is considered an Exploration Systems Integration (ESI) Risk. An ESI risk may require visibility and risk handling by multiple organizations. The Integrated Risk Working Group (IRWG) is a small team of Risk experts that are responsible for collaborating and communicating best practices. In addition, the forum facilitates proper integration of risks across the Enterprise. The IRWG uses a Continuous Risk Management approach for facilitating the identification, analysis, planning, tracking, and controlling of ESI Risks. The ESD Division, Programs, and Integrated Task Teams identify ESI Risks. The IRWG maintains a set of metrics for understanding Enterprise Risk process and the overall Risk Posture. The team is also actively involved in the modeling of risk for Enterprise Performance Management. With the Enterprise being constrained in Schedule and Budget, and with significant technical complexity, the appropriate use of Risk Management techniques is crucial to the success of the Enterprise. The IRWG achieves this through the modified approach, providing a forum for collaboration on risks that cross boundaries between the separate entities.

Assurance of Fault Management: Risk-Significant Adverse Condition Awareness

NASA Technical Reports Server (NTRS)

Fitz, Rhonda

2016-01-01

Fault Management (FM) systems are ranked high in risk-based assessment of criticality within flight software, emphasizing the importance of establishing highly competent domain expertise to provide assurance for NASA projects, especially as spaceflight systems continue to increase in complexity. Insight into specific characteristics of FM architectures seen embedded within safety- and mission-critical software systems analyzed by the NASA Independent Verification Validation (IVV) Program has been enhanced with an FM Technical Reference (TR) suite. Benefits are aimed beyond the IVV community to those that seek ways to efficiently and effectively provide software assurance to reduce the FM risk posture of NASA and other space missions. The identification of particular FM architectures, visibility, and associated IVV techniques provides a TR suite that enables greater assurance that critical software systems will adequately protect against faults and respond to adverse conditions. The role FM has with regard to overall asset protection of flight software systems is being addressed with the development of an adverse condition (AC) database encompassing flight software vulnerabilities.Identification of potential off-nominal conditions and analysis to determine how a system responds to these conditions are important aspects of hazard analysis and fault management. Understanding what ACs the mission may face, and ensuring they are prevented or addressed is the responsibility of the assurance team, which necessarily should have insight into ACs beyond those defined by the project itself. Research efforts sponsored by NASAs Office of Safety and Mission Assurance defined terminology, categorized data fields, and designed a baseline repository that centralizes and compiles a comprehensive listing of ACs and correlated data relevant across many NASA missions. This prototype tool helps projects improve analysis by tracking ACs, and allowing queries based on project, mission type, domain component, causal fault, and other key characteristics. The repository has a firm structure, initial collection of data, and an interface established for informational queries, with plans for integration within the Enterprise Architecture at NASA IVV, enabling support and accessibility across the Agency. The development of an improved workflow process for adaptive, risk-informed FM assurance is currently underway.

GAO’s 2011 High-Risk Series: An Update

DTIC Science & Technology

2011-02-17

DOD Contract Management • DOE’s Contract Management for the National Nuclear Security Administration and Office of Environmental Management • NASA ...expertise to prevent. Historically, Interior’s Bureau of Land Management ( BLM ) managed onshore federal oil and gas activities, while the Minerals Management...neither BLM nor MMS had consistently met their statutory requirements or agency goals for oil and gas production verification inspections. Without such

NASA's post-Challenger safety program - Themes and thrusts

NASA Technical Reports Server (NTRS)

Rodney, G. A.

1988-01-01

The range of managerial, technical, and procedural initiatives implemented by NASA's post-Challenger safety program is reviewed. The recommendations made by the Rogers Commission, the NASA post-Challenger review of Shuttle design, the Congressional investigation of the accident, the National Research Council, the Aerospace Safety Advisory Panel, and NASA internal advisory panels and studies are summarized. NASA safety initiatives regarding improved organizational accountability for safety, upgraded analytical techniques and methodologies for risk assessment and management, procedural initiatives in problem reporting and corrective-action tracking, ground processing, maintenance documentation, and improved technologies are discussed. Safety issues relevant to the planned Space Station are examined.

Internal NASA Study: NASAs Protoflight Research Initiative

NASA Technical Reports Server (NTRS)

Coan, Mary R.; Hirshorn, Steven R.; Moreland, Robert

2015-01-01

The NASA Protoflight Research Initiative is an internal NASA study conducted within the Office of the Chief Engineer to better understand the use of Protoflight within NASA. Extensive literature reviews and interviews with key NASA members with experience in both robotic and human spaceflight missions has resulted in three main conclusions and two observations. The first conclusion is that NASA's Protoflight method is not considered to be "prescriptive." The current policies and guidance allows each Program/Project to tailor the Protoflight approach to better meet their needs, goals and objectives. Second, Risk Management plays a key role in implementation of the Protoflight approach. Any deviations from full qualification will be based on the level of acceptable risk with guidance found in NPR 8705.4. Finally, over the past decade (2004 - 2014) only 6% of NASA's Protoflight missions and 6% of NASA's Full qualification missions experienced a publicly disclosed mission failure. In other words, the data indicates that the Protoflight approach, in and of it itself, does not increase the mission risk of in-flight failure. The first observation is that it would be beneficial to document the decision making process on the implementation and use of Protoflight. The second observation is that If a Project/Program chooses to use the Protoflight approach with relevant heritage, it is extremely important that the Program/Project Manager ensures that the current project's requirements falls within the heritage design, component, instrument and/or subsystem's requirements for both the planned and operational use, and that the documentation of the relevant heritage is comprehensive, sufficient and the decision well documented. To further benefit/inform this study, a recommendation to perform a deep dive into 30 missions with accessible data on their testing/verification methodology and decision process to research the differences between Protoflight and Full Qualification missions' Design Requirements and Verification & Validation (V&V) (without any impact or special request directly to the project).

Fission Power System Technology for NASA Exploration Missions

NASA Technical Reports Server (NTRS)

Mason, Lee; Houts, Michael

2011-01-01

Under the NASA Exploration Technology Development Program, and in partnership with the Department of Energy (DOE), NASA is conducting a project to mature Fission Power System (FPS) technology. A primary project goal is to develop viable system options to support future NASA mission needs for nuclear power. The main FPS project objectives are as follows: 1) Develop FPS concepts that meet expected NASA mission power requirements at reasonable cost with added benefits over other options. 2) Establish a hardware-based technical foundation for FPS design concepts and reduce overall development risk. 3) Reduce the cost uncertainties for FPS and establish greater credibility for flight system cost estimates. 4) Generate the key products to allow NASA decisionmakers to consider FPS as a preferred option for flight development. In order to achieve these goals, the FPS project has two main thrusts: concept definition and risk reduction. Under concept definition, NASA and DOE are performing trade studies, defining requirements, developing analytical tools, and formulating system concepts. A typical FPS consists of the reactor, shield, power conversion, heat rejection, and power management and distribution (PMAD). Studies are performed to identify the desired design parameters for each subsystem that allow the system to meet the requirements with reasonable cost and development risk. Risk reduction provides the means to evaluate technologies in a laboratory test environment. Non-nuclear hardware prototypes are built and tested to verify performance expectations, gain operating experience, and resolve design uncertainties.

Report to the administrator by the NASA Aerospace Safety Advisory Panel on the Skylab program. Volume 1: Summary report. [systems management evaluation and design analysis

NASA Technical Reports Server (NTRS)

1973-01-01

Contractor and NASA technical management for the development and manufacture of the Skylab modules is reviewed with emphasis on the following management controls: configuration and interface management; vendor control; and quality control of workmanship. A review of the modified two-stage Saturn V launch vehicle which focused on modifications to accommodate the Skylab payload; resolution of prior flight anomalies; and changes in personnel and management systems is presented along with an evaluation of the possible age-life and storage problems for the Saturn 1-B launch vehicle. The NASA program management's visibility and control of contractor operations, systems engineering and integration, the review process for the evaluation of design and flight hardware, and the planning process for mission operations are investigated. It is concluded that the technical management system for development and fabrication of the modules, spacecraft, and launch vehicles, the process of design and hardware acceptance reviews, and the risk assessment activities are satisfactory. It is indicated that checkout activity, integrated testing, and preparations for and execution of mission operation require management attention.

Risk-Significant Adverse Condition Awareness Strengthens Assurance of Fault Management Systems

NASA Technical Reports Server (NTRS)

Fitz, Rhonda

2017-01-01

As spaceflight systems increase in complexity, Fault Management (FM) systems are ranked high in risk-based assessment of software criticality, emphasizing the importance of establishing highly competent domain expertise to provide assurance. Adverse conditions (ACs) and specific vulnerabilities encountered by safety- and mission-critical software systems have been identified through efforts to reduce the risk posture of software-intensive NASA missions. Acknowledgement of potential off-nominal conditions and analysis to determine software system resiliency are important aspects of hazard analysis and FM. A key component of assuring FM is an assessment of how well software addresses susceptibility to failure through consideration of ACs. Focus on significant risk predicted through experienced analysis conducted at the NASA Independent Verification & Validation (IV&V) Program enables the scoping of effective assurance strategies with regard to overall asset protection of complex spaceflight as well as ground systems. Research efforts sponsored by NASAs Office of Safety and Mission Assurance (OSMA) defined terminology, categorized data fields, and designed a baseline repository that centralizes and compiles a comprehensive listing of ACs and correlated data relevant across many NASA missions. This prototype tool helps projects improve analysis by tracking ACs and allowing queries based on project, mission type, domain/component, causal fault, and other key characteristics. Vulnerability in off-nominal situations, architectural design weaknesses, and unexpected or undesirable system behaviors in reaction to faults are curtailed with the awareness of ACs and risk-significant scenarios modeled for analysts through this database. Integration within the Enterprise Architecture at NASA IV&V enables interfacing with other tools and datasets, technical support, and accessibility across the Agency. This paper discusses the development of an improved workflow process utilizing this database for adaptive, risk-informed FM assurance that critical software systems will safely and securely protect against faults and respond to ACs in order to achieve successful missions.

Risk-Significant Adverse Condition Awareness Strengthens Assurance of Fault Management Systems

NASA Technical Reports Server (NTRS)

Fitz, Rhonda

2017-01-01

As spaceflight systems increase in complexity, Fault Management (FM) systems are ranked high in risk-based assessment of software criticality, emphasizing the importance of establishing highly competent domain expertise to provide assurance. Adverse conditions (ACs) and specific vulnerabilities encountered by safety- and mission-critical software systems have been identified through efforts to reduce the risk posture of software-intensive NASA missions. Acknowledgement of potential off-nominal conditions and analysis to determine software system resiliency are important aspects of hazard analysis and FM. A key component of assuring FM is an assessment of how well software addresses susceptibility to failure through consideration of ACs. Focus on significant risk predicted through experienced analysis conducted at the NASA Independent Verification Validation (IVV) Program enables the scoping of effective assurance strategies with regard to overall asset protection of complex spaceflight as well as ground systems. Research efforts sponsored by NASA's Office of Safety and Mission Assurance defined terminology, categorized data fields, and designed a baseline repository that centralizes and compiles a comprehensive listing of ACs and correlated data relevant across many NASA missions. This prototype tool helps projects improve analysis by tracking ACs and allowing queries based on project, mission type, domaincomponent, causal fault, and other key characteristics. Vulnerability in off-nominal situations, architectural design weaknesses, and unexpected or undesirable system behaviors in reaction to faults are curtailed with the awareness of ACs and risk-significant scenarios modeled for analysts through this database. Integration within the Enterprise Architecture at NASA IVV enables interfacing with other tools and datasets, technical support, and accessibility across the Agency. This paper discusses the development of an improved workflow process utilizing this database for adaptive, risk-informed FM assurance that critical software systems will safely and securely protect against faults and respond to ACs in order to achieve successful missions.

Learning Lessons from the X-37 Project

NASA Technical Reports Server (NTRS)

Turner, Susan; Spanyer, Karen

2005-01-01

The X-37 was planned as an automated vehicle capable of flight-testing new aerospace technologies in combined environments that are beyond the capability of existing ground or flight platforms. Flight demonstration with the X-37 architecture and configuration in relevant environments was planned to reduce the risk of developing launch vehicle technologies for sustainable, affordable exploration and other aerospace applications. Current plans are for the X-37 Approach and Landing Test Vehicle (ALTV) to be atmospheric tested in 2005 from Scaled Composite's White Knight carrier aircraft at up to 40,000 feet over California's Mojave Spaceport, with and turnaround maintenance performed. The fight Operations Control Center will conduct the mission, using a streamlined operations concept. Taxi-tow and captive-carry tests will be conducted prior to the atmospheric-test series. Sponsored by the Defense Advanced Research Projects Agency (DARPA) with NASA participation, technical objectives are to: (1) mature Computed Air Data System/Remote Pressure Sensor technology, (2) manage energy during Terminal Area Energy Management/Heading Alignment Cone maneuvers, and (3) validate the aerodatabase. The X-37 Project began in 1999 under a cooperative agreement as an element of NASA's Future X Program and transitioned to a NASA Research Announcement under the Space Launch Initiative. In mid-2004, NASA transferred ownership to DARPA, with its heritage of performing high-risk, high-payoff research and development. NASA contributes technical expertise, including risk analysis and system integration. The Boeing Company is the prime contractor, with nationwide suppliers. This recent partnership exemplifies the synergy attainable when NASA Centers, other Government agencies, and industry work together toward a common goal - contributing to the knowledge base for U.S. exploration and other aerospace endeavors. The X-37 team represents a range of space transportation disciplines - from engineering to management. Some members have been with the project since its inception. All have gained priceless experience during the design, manufacturing, and testing of the ALTV, as well as through developing advanced orbital flight technologies, such as state-of-the-art Thermal Protection Systems and hot structures. Throughout this process, the X-37 Project team captures lessons that are directly applicable to other such efforts. The upcoming ALTV flights offer another dimension of data and first-hand experience that will prove invaluable to those designing new generations of reusable spacecraft. And ongoing technology developments will expand the aerospace knowledge base. Delivering prototype hardware is always a risky proposition. During the course of the X-37 effort, the team has experienced many challenging opportunities, delivering significant accomplishments and learning numerous lessons in the process. The ability to manage the risk landscape is key to overcoming obstacles, especially technical hurdles that are encountered in progressing hardware from design to flight. The approach to managing risk under this partnership is evolving but, in general, the team allocates resources to reduce the likelihood of severe-consequence risks, thus maximizing mission success and ensuring that the X-37 Project delivers value to its stakeholders. As the team sharpens its focus on operations, it continues to contribute knowledge to those who would undertake high-risk, high-payoff research and development and provides valuable experience to implement the exploration vision.

Systems Engineering Lessons Learned from Solar Array Structures and Mechanisms Deployment

NASA Technical Reports Server (NTRS)

Vipavetz, Kevin; Kraft, Thomas

2013-01-01

This report has been developed by the National Aeronautics and Space Administration (NASA) Human Exploration and Operations Mission Directorate (HEOMD) Risk Management team in close coordination with the Engineering Directorate at LaRC. This document provides a point-in-time, cumulative, summary of actionable key lessons learned derived from the design project. Lessons learned invariably address challenges and risks and the way in which these areas have been addressed. Accordingly the risk management thread is woven throughout the document.

Accident Case Study of Organizational Silence Communication Breakdown: Shuttle Columbia, Mission STS-107

NASA Technical Reports Server (NTRS)

Rocha, Rodney

2011-01-01

This report has been developed by the National Aeronautics and Space Administration (NASA) ESMD Risk and Knowledge Management team. This document provides a point-in-time, cumulative, summary of key lessons learned derived from the official Columbia Accident Investigation Board (CAIB). Lessons learned invariably address challenges and risks and the way in which these areas have been addressed. Accordingly the risk management thread is woven throughout the document. This report is accompanied by a video that will be sent at request

A Framework for Assessment of Aviation Safety Technology Portfolios

NASA Technical Reports Server (NTRS)

Jones, Sharon M.; Reveley, Mary S.

2014-01-01

The programs within NASA's Aeronautics Research Mission Directorate (ARMD) conduct research and development to improve the national air transportation system so that Americans can travel as safely as possible. NASA aviation safety systems analysis personnel support various levels of ARMD management in their fulfillment of system analysis and technology prioritization as defined in the agency's program and project requirements. This paper provides a framework for the assessment of aviation safety research and technology portfolios that includes metrics such as projected impact on current and future safety, technical development risk and implementation risk. The paper also contains methods for presenting portfolio analysis and aviation safety Bayesian Belief Network (BBN) output results to management using bubble charts and quantitative decision analysis techniques.

The Role of Space Medicine in Management of Risk in Spaceflight

NASA Technical Reports Server (NTRS)

Clark, Jonathan B.

2001-01-01

The purpose of Space Medicine is to ensure mission success by providing quality and comprehensive health care throughout all mission phases to optimize crew health and performance and to prevent negative long-term health consequences. Space flight presents additional hazards and associated risks to crew health, performance, and safety. With an extended human presence in space it is expected that illness and injury will occur on orbit, which may present a significant threat to crew health and performance and to mission success. Maintaining crew health, safety and performance and preventing illness and injury are high priorities necessary for mission success and agency goals. Space flight health care should meet the standards of practice of evidence based clinical medicine. The function of Space Medicine is expected to meet the agency goals as stated in the 1998 NASA Strategic Plan and the priorities established by the Critical Path Roadmap Project. The Critical Path Roadmap Project is an integrated NASA cross-disciplinary strategy to assess, understand, mitigate, and manage the risks associated with long-term exposure to the space flight environment. The evidence based approach to space medicine should be standardized, objective process yielding expected results and establishing clinical practice standards while balancing individual risk with mission (programmatic) risk. The ability to methodically apply available knowledge and expertise to individual and mission health issues will ensure appropriate priorities are assigned and resources are allocated. NASA Space Medicine risk management process is a combined clinical and engineering approach. Competition for weight, power, volume, cost, and crew time must be balanced in making decisions about the care of individual crew with competing agency resources.

Leveraging Knowledge Management Tools to Support Security Risk Management in the Department of Homeland Security

DTIC Science & Technology

2011-12-01

34 Figure 7. NASA Knowledge Management Environment (From Holm, 2009, p. 5). ......36 x...sharing That are not able to show measurable benefits Loose management support without demonstrating effectiveness Because users do not perceive value...explore KM in one form or another. Both are large agencies with annual budgets in the billions and manage multi -billion dollar projects, whose

Integrated risk management

NASA Technical Reports Server (NTRS)

Hunsucker, J. L.

1993-01-01

The purpose of this report is to first present a basis or foundation for the building of an integrated risk management plan and them to present the plan. The integration referred to is across both the temporal and the hierarchical dimensions. Complexity, consequence, and credibility seem to be driving the need for the consideration of risk. Reduction of personal bias and reproducibility of the decision making process seem to be driving the consideration of a formal risk plan. While risk can be used as either a selection tool or a control tool, this paper concentrates on the selection usage. Risk relies on stated purpose. The tightness of the definition of purpose and success is directly reflected in the definition and control of risk. Much of a risk management plan could be designed by the answers to the questions of why, what, who, when, and where. However, any plan must provide the following information about a threat or risk: likelihood, consequence, predictability, reliability, and reproducibility. While the environment at NASA is seen as warm, but not hot, for the introduction of a risk program, some encouragement is seen if the following problems are addressed: no champion, no commitment of resource, confused definitions, lack of direction and focus, a hard sell, NASA culture, many choices of assessment methods, and cost. The plan is designed to follow the normal method of doing work and is structured to follow either the work break down structure or a functional structure very well. The parts of the plan include: defining purpose and success, initial threat assessment, initial risk assessment, reconciling threats and parameters, putting part of the information down and factoring the information back into the decision process as it comes back up, and developing inferences. Two major suggestions are presented. One is to build an office of risk management to be used as a resource by managers in doing the risk process. Another is to form a pilot program to try out the details in the plan and modify the method where needed.

QuEST: Qualifying Environmentally Sustainable Technologies. Volume 6

NASA Technical Reports Server (NTRS)

Lewis, Pattie

2011-01-01

QuEST is a publication of the NASA Technology Evaluation for Environmental Risk Mitigation Principal Center (TEERM). This issue contains brief articles on: Risk Identification and Mitigation, Material Management and Substitution Efforts--Hexavalent Chrome-free Coatings and Low volatile organic compounds (VOCs) Coatings, Lead-Free Electronics, Corn-Based Depainting Media; Alternative Energy Efforts Hydrogen Sensors and Solar Air Conditioning. Other TEERM Efforts include: Energy and Water Management and Remediation Technology Collaboration.

Bioastronautics Roadmap: A Risk Reduction Strategy for Human Space Exploration

NASA Technical Reports Server (NTRS)

2005-01-01

The Bioastronautics Critical Path Roadmap is the framework used to identify and assess the risks to crews exposed to the hazardous environments of space. It guides the implementation of research strategies to prevent or reduce those risks. Although the BCPR identifies steps that must be taken to reduce the risks to health and performance that are associated with human space flight, the BCPR is not a "critical path" analysis in the strict engineering sense. The BCPR will evolve to accommodate new information and technology development and will enable NASA to conduct a formal critical path analysis in the future. As a management tool, the BCPR provides information for making informed decisions about research priorities and resource allocation. The outcome-driven nature of the BCPR makes it amenable for assessing the focus, progress and success of the Bioastronautics research and technology program. The BCPR is also a tool for communicating program priorities and progress to the research community and NASA management.

Dream project: Applications of earth observations to disaster risk management

NASA Astrophysics Data System (ADS)

Dyke, G.; Gill, S.; Davies, R.; Betorz, F.; Andalsvik, Y.; Cackler, J.; Dos Santos, W.; Dunlop, K.; Ferreira, I.; Kebe, F.; Lamboglia, E.; Matsubara, Y.; Nikolaidis, V.; Ostoja-Starzewski, S.; Sakita, M.; Verstappen, N.

2011-01-01

The field of disaster risk management is relatively new and takes a structured approach to managing uncertainty related to the threat of natural and man-made disasters. Disaster risk management consists primarily of risk assessment and the development of strategies to mitigate disaster risk. This paper will discuss how increasing both Earth observation data and information technology capabilities can contribute to disaster risk management, particularly in Belize. The paper presents the results and recommendations of a project conducted by an international and interdisciplinary team of experts at the 2009 session of the International Space University in NASA Ames Research Center (California, USA). The aim is to explore the combination of current, planned and potential space-aided, airborne, and ground-based Earth observation tools, the emergence of powerful new web-based and mobile data management tools, and how this combination can support and improve the emerging field of disaster risk management. The starting point of the project was the World Bank's Comprehensive Approach to Probabilistic Risk Assessment (CAPRA) program, focused in Central America. This program was used as a test bed to analyze current space technologies used in risk management and develop new strategies and tools to be applied in other regions around the world.

Integrating Spaceflight Human System Risk Research

NASA Technical Reports Server (NTRS)

Mindock, Jennifer; Lumpkins, Sarah; Anton, Wilma; Havenhill, Maria; Shelhamer, Mark; Canga, Michael

2016-01-01

NASA is working to increase the likelihood of human health and performance success during exploration missions as well as to maintain the subsequent long-term health of the crew. To manage the risks in achieving these goals, a system modelled after a Continuous Risk Management framework is in place. "Human System Risks" (Risks) have been identified, and approximately 30 are being actively addressed by NASA's Human Research Program (HRP). Research plans for each of HRP's Risks have been developed and are being executed. Inter-disciplinary ties between the research efforts supporting each Risk have been identified; however, efforts to identify and benefit from these connections have been mostly ad hoc. There is growing recognition that solutions developed to address the full set of Risks covering medical, physiological, behavioural, vehicle, and organizational aspects of exploration missions must be integrated across Risks and disciplines. This paper discusses how a framework of factors influencing human health and performance in space is being applied as the backbone for bringing together sometimes disparate information relevant to the individual Risks. The resulting interrelated information enables identification and visualization of connections between Risks and research efforts in a systematic and standardized manner. This paper also discusses the applications of the visualizations and insights into research planning, solicitation, and decision-making processes.

Integrating spaceflight human system risk research

NASA Astrophysics Data System (ADS)

Mindock, Jennifer; Lumpkins, Sarah; Anton, Wilma; Havenhill, Maria; Shelhamer, Mark; Canga, Michael

2017-10-01

NASA is working to increase the likelihood of exploration mission success and to maintain crew health, both during exploration missions and long term after return to Earth. To manage the risks in achieving these goals, a system modelled after a Continuous Risk Management framework is in place. ;Human System Risks; (Risks) have been identified, and 32 are currently being actively addressed by NASA's Human Research Program (HRP). Research plans for each of HRP's Risks have been developed and are being executed. Inter-disciplinary ties between the research efforts supporting each Risk have been identified; however, efforts to identify and benefit from these connections have been mostly ad hoc. There is growing recognition that solutions developed to address the full set of Risks covering medical, physiological, behavioural, vehicle, and organizational aspects of exploration missions must be integrated across Risks and disciplines. This paper discusses how a framework of factors influencing human health and performance in space is being applied as the backbone for bringing together sometimes disparate information relevant to the individual Risks. The resulting interrelated information enables identification and visualization of connections between Risks and research efforts in a systematic and standardized manner. This paper also discusses the applications of the visualizations and insights into research planning, solicitation, and decision-making processes.

MAVEN Information Security Governance, Risk Management, and Compliance (GRC): Lessons Learned

NASA Technical Reports Server (NTRS)

Takamura, Eduardo; Gomez-Rosa, Carlos A.; Mangum, Kevin; Wasiak, Fran

2014-01-01

As the first interplanetary mission managed by the NASA Goddard Space Flight Center, the Mars Atmosphere and Volatile EvolutioN (MAVEN) had three IT security goals for its ground system: COMPLIANCE, (IT) RISK REDUCTION, and COST REDUCTION. In a multiorganizational environment in which government, industry and academia work together in support of the ground system and mission operations, information security governance, risk management, and compliance (GRC) becomes a challenge as each component of the ground system has and follows its own set of IT security requirements. These requirements are not necessarily the same or even similar to each other's, making the auditing of the ground system security a challenging feat. A combination of standards-based information security management based on the National Institute of Standards and Technology (NIST) Risk Management Framework (RMF), due diligence by the Mission's leadership, and effective collaboration among all elements of the ground system enabled MAVEN to successfully meet NASA's requirements for IT security, and therefore meet Federal Information Security Management Act (FISMA) mandate on the Agency. Throughout the implementation of GRC on MAVEN during the early stages of the mission development, the Project faced many challenges some of which have been identified in this paper. The purpose of this paper is to document these challenges, and provide a brief analysis of the lessons MAVEN learned. The historical information documented herein, derived from an internal pre-launch lessons learned analysis, can be used by current and future missions and organizations implementing and auditing GRC.

Risk Management for the International Space Station

NASA Technical Reports Server (NTRS)

Sebastian, J.; Brezovic, Philip

2002-01-01

The International Space Station (ISS) is an extremely complex system, both technically and programmatically. The Space Station must support a wide range of payloads and missions. It must be launched in numerous launch packages and be safely assembled and operated in the harsh environment of space. It is being designed and manufactured by many organizations, including the prime contractor, Boeing, the NASA institutions, and international partners and their contractors. Finally, the ISS has multiple customers, (e.g., the Administration, Congress, users, public, international partners, etc.) with contrasting needs and constraints. It is the ISS Risk Management Office strategy to proactively and systematically manages risks to help ensure ISS Program success. ISS program follows integrated risk management process (both quantitative and qualitative) and is integrated into ISS project management. The process and tools are simple and seamless and permeate to the lowest levels (at a level where effective management can be realized) and follows the continuous risk management methodology. The risk process assesses continually what could go wrong (risks), determine which risks need to be managed, implement strategies to deal with those risks, and measure effectiveness of the implemented strategies. The process integrates all facets of risk including cost, schedule and technical aspects. Support analysis risk tools like PRA are used to support programatic decisions and assist in analyzing risks.

Failure Modes and Effects Analysis (FMEA): A Bibliography

NASA Technical Reports Server (NTRS)

2000-01-01

Failure modes and effects analysis (FMEA) is a bottom-up analytical process that identifies process hazards, which helps managers understand vulnerabilities of systems, as well as assess and mitigate risk. It is one of several engineering tools and techniques available to program and project managers aimed at increasing the likelihood of safe and successful NASA programs and missions. This bibliography references 465 documents in the NASA STI Database that contain the major concepts, failure modes or failure analysis, in either the basic index of the major subject terms.

The Impact of NPG 7120.5A Upon Training and Development

NASA Technical Reports Server (NTRS)

Hoffman, Edward J.

1998-01-01

NASA Procedures and Guidance 7120.5A for Program and Project Management Processes and Requirements should have minimal effect upon current Agency training and development programs - mainly because the new directive simply formalizes what we have been teaching and learning in the NASA Program/Project Management Initiative all along. A frequent complaint we get from the 8,000 or so graduates of our PPMI courses over the years, however, deals with resistance to what they may have learned in the classroom or training site. Brimming with new ideas, these young men and women often run up against an entrenched program or project manager who insists that things be done "the old way," too often perceived as "the NASA way" or even "the Goddard way." Management was all too often in the eyes of the manager; now we're all reading from the same book, 7120.5A, Still, there is no single method or "one size fits all" approach to project management in NASA. While each Center is responsible for developing policies, processes and procedures to comply with the new NPG, individual program and project managers will still need to tailor their requirements to the specific needs of the project, consistent with the size, complexity, risk and criticality of the project. Under NPG 7120.5A, the results of such tailoring are to be documented in agreements among managers, directors, Enterprise Associate Administrators and the Administrator.

Assessing risk from a stakeholder perspective

NASA Technical Reports Server (NTRS)

Cooper, L. P.

2003-01-01

Planetary exploration missions are subject to a vast array of interpretations of 'success' based on the concerns of multiple stakeholder groups. While project risk management generally focuses on issues of cost/schedule constraints or reliability issues, a broader interpretation of 'risk' as it applies to stakeholders such as sponsors (e.g., NASA), the public at large, the scientific community, the home organization, and the project team itself can provide important insights into the full spectrum of risk that needs to be managed. This paper presents a stakeholder view of risk which is divided into failure, not-a-failure, success, and stunning-success zones. Using the Mars Pathfinder mission as an example, an alternative interpretation of the risks to that mission is presented from the view of key stakeholders. The implications of the stakeholder perspective to project risk management are addressed.

Taking the Risk Out of Risk Assessment

NASA Technical Reports Server (NTRS)

2005-01-01

The ability to understand risks and have the right strategies in place when risky events occur is essential in the workplace. More and more organizations are being confronted with concerns over how to measure their risks or what kind of risks they can take when certain events transpire that could have a negative impact. NASA is one organization that faces these challenges on a daily basis, as effective risk management is critical to the success of its missions especially the Space Shuttle missions. On July 29, 1996, former NASA Administrator Daniel Goldin charged NASA s Office of Safety and Mission Assurance with developing a probabilistic risk assessment (PRA) tool to support decisions on the funding of Space Shuttle upgrades. When issuing the directive, Goldin said, "Since I came to NASA [in 1992], we've spent billions of dollars on Shuttle upgrades without knowing how much they improve safety. I want a tool to help base upgrade decisions on risk." Work on the PRA tool began immediately. The resulting prototype, the Quantitative Risk Assessment System (QRAS) Version 1.0, was jointly developed by NASA s Marshall Space Flight Center, its Office of Safety and Mission Assurance, and researchers at the University of Maryland. QRAS software automatically expands the reliability logic models of systems to evaluate the probability of highly detrimental outcomes occurring in complex systems that are subject to potential accident scenarios. Even in its earliest forms, QRAS was used to begin PRA modeling of the Space Shuttle. In parallel, the development of QRAS continued, with the goal of making it a world-class tool, one that was especially suited to NASA s unique needs. From the beginning, an important conceptual goal in the development of QRAS was for it to help bridge the gap between the professional risk analyst and the design engineer. In the past, only the professional risk analyst could perform, modify, use, and perhaps even adequately understand PRA. NASA wanted to change this by developing a PRA tool that would be friendlier, more understandable, and more useful to the broader engineering community. This concept ultimately led to the look, feel, and functionality that QRAS has today.

Management Approach for NASA's Earth Venture-1 (EV-1) Airborne Science Investigations

NASA Technical Reports Server (NTRS)

Guillory, Anthony R.; Denkins, Todd C.; Allen, B. Danette

2013-01-01

The Earth System Science Pathfinder (ESSP) Program Office (PO) is responsible for programmatic management of National Aeronautics and Space Administration's (NASA) Science Mission Directorate's (SMD) Earth Venture (EV) missions. EV is composed of both orbital and suborbital Earth science missions. The first of the Earth Venture missions is EV-1, which are Principal Investigator-led, temporally-sustained, suborbital (airborne) science investigations costcapped at $30M each over five years. Traditional orbital procedures, processes and standards used to manage previous ESSP missions, while effective, are disproportionally comprehensive for suborbital missions. Conversely, existing airborne practices are primarily intended for smaller, temporally shorter investigations, and traditionally managed directly by a program scientist as opposed to a program office such as ESSP. In 2010, ESSP crafted a management approach for the successful implementation of the EV-1 missions within the constructs of current governance models. NASA Research and Technology Program and Project Management Requirements form the foundation of the approach for EV-1. Additionally, requirements from other existing NASA Procedural Requirements (NPRs), systems engineering guidance and management handbooks were adapted to manage programmatic, technical, schedule, cost elements and risk. As the EV-1 missions are nearly at the end of their successful execution and project lifecycle and the submission deadline of the next mission proposals near, the ESSP PO is taking the lessons learned and updated the programmatic management approach for all future Earth Venture Suborbital (EVS) missions for an even more flexible and streamlined management approach.

NASA's J-2X Engine Builds on the Apollo Program for Lunar Return Missions

NASA Technical Reports Server (NTRS)

Snoddy, Jimmy R.

2006-01-01

In January 2006, NASA streamlined its U.S. Vision for Space Exploration hardware development approach for replacing the Space Shuttle after it is retired in 2010. The revised CLV upper stage will use the J-2X engine, a derivative of NASA s Apollo Program Saturn V s S-II and S-IVB main propulsion, which will also serve as the Earth Departure Stage (EDS) engine. This paper gives details of how the J- 2X engine effort mitigates risk by building on the Apollo Program and other lessons learned to deliver a human-rated engine that is on an aggressive development schedule, with first demonstration flight in 2010 and human test flights in 2012. It is well documented that propulsion is historically a high-risk area. NASA s risk reduction strategy for the J-2X engine design, development, test, and evaluation is to build upon heritage hardware and apply valuable experience gained from past development efforts. In addition, NASA and its industry partner, Rocketdyne, which originally built the J-2, have tapped into their extensive databases and are applying lessons conveyed firsthand by Apollo-era veterans of America s first round of Moon missions in the 1960s and 1970s. NASA s development approach for the J-2X engine includes early requirements definition and management; designing-in lessons learned from the 5-2 heritage programs; initiating long-lead procurement items before Preliminary Desi& Review; incorporating design features for anticipated EDS requirements; identifying facilities for sea-level and altitude testing; and starting ground support equipment and logistics planning at an early stage. Other risk reduction strategies include utilizing a proven gas generator cycle with recent development experience; utilizing existing turbomachinery ; applying current and recent main combustion chamber (Integrated Powerhead Demonstrator) and channel wall nozzle (COBRA) advances; and performing rigorous development, qualification, and certification testing of the engine system, with a philosophy of "test what you fly, and fly what you test". These and other active risk management strategies are in place to deliver the J-2X engine for LEO and lunar return missions as outlined in the U.S. Vision for Space Exploration.

Learning Lessons from the X-37 Project

NASA Technical Reports Server (NTRS)

Turner, Susan; Spanyer, Karen

2005-01-01

The X-37 was planned as an automated vehicle capable of flight-testing new aerospace technologies in combined environments that are beyond the capability of existing ground or flight platforms. Flight demonstration with the X-37 architecture and configuration in relevant environments was planned to reduce the risk of developing launch vehicle technologies for sustainable, affordable exploration and other aerospace applications. Current plans are for the X-37 Approach and Landing Test Vehicle (ALTV) to be atmospheric tested in 2005 from Scaled Composite s White Knight carrier aircraft at up to 40,000 feet over California's Mojave Spaceport, with landing and turnaround maintenance performed. The Flight Operations Control Center will conduct the mission, using a streamlined operations concept. Taxi-tow and captive-carry tests will be conducted prior to the atmospheric-test series. Sponsored by the Defense Advanced Research Projects Agency (DARPA) with NASA participation, technical objectives are to: (1) mature Computed Air Data System/Remote Pressure Sensor technology, (2) manage energy during Terminal Area Energy Management/Heading Alignment Cone maneuvers, and (3) validate the aerodatabase. The X-37 Project began in 1999 under a cooperative agreement as an element of NASA's Future X Program and transitioned to a NASA Research Announcement under the Space Launch Initiative. In mid-2004, NASA transferred ownership to DARPA, with its heritage of performing high-risk, high-payoff research and development (R&D). NASA contributes technical expertise, including risk analysis and system integration. The Boeing Company is the prime contractor, with nationwide suppliers. This partnership exemplifies the synergy attainable when NASA Centers, other Government agencies, and industry work together toward a common goal - contributing to the knowledge base for U.S. exploration and other aerospace endeavors. The X-37 team represents a range of space transportation disciplines - from engineering to management. Some members have been with the project since its inception. All have gained priceless experience during the design, manufacturing, and testing of the ALTV, as well as through developing advanced orbital flight technologies, such as state-of-the-art Thermal Protection Systems and hot structures. Throughout this process, the X-37 Project team captures lessons that are directly applicable to other such efforts. The upcoming ALTV flights offer another dimension of data and first-hand experience that will prove invaluable to those designing new generations of reusable spacecraft. And ongoing technology developments will expand the aerospace knowledge base. Delivering prototype hardware is always a risky proposition. During the course of this effort, the X-37 team has experienced many challenging opportunities, delivering significant accomplishments and learning numerous lessons in the process. The ability to manage the risk landscape is key to overcoming obstacles, especially technical hurdles that are encountered in progressing hardware from design to flight. The approach to managing risk under this partnership is evolving but, in general, the team allocates resources to reduce the likelihood of severe-consequence risks, thus maximizing mission success and ensuring that the X-37 Project delivers value to its stakeholders. As the team sharpens its focus on operations, it continues to contribute knowledge to those who would undertake high-risk, high-payoff R&D and provides valuable experience to implement the Vision for Space Exploration.

Risk Management using Dependency Stucture Matrix

NASA Astrophysics Data System (ADS)

Petković, Ivan

2011-09-01

An efficient method based on dependency structure matrix (DSM) analysis is given for ranking risks in a complex system or process whose entities are mutually dependent. This rank is determined according to the element's values of the unique positive eigenvector which corresponds to the matrix spectral radius modeling the considered engineering system. For demonstration, the risk problem of NASA's robotic spacecraft is analyzed.

Overview of NASA's space radiation research program.

PubMed

Schimmerling, Walter

2003-06-01

NASA is developing the knowledge required to accurately predict and to efficiently manage radiation risk in space. The strategy employed has three research components: (1) ground-based simulation of space radiation components to develop a science-based understanding of radiation risk; (2) space-based measurements of the radiation environment on planetary surfaces and interplanetary space, as well as use of space platforms to validate predictions; and, (3) implementation of countermeasures to mitigate risk. NASA intends to significantly expand its support of ground-based radiation research in line with completion of the Booster Applications Facility at Brookhaven National Laboratory, expected in summer of 2003. A joint research solicitation with the Department of Energy is under way and other interagency collaborations are being considered. In addition, a Space Radiation Initiative has been submitted by the Administration to Congress that would provide answers to most questions related to the International Space Station within the next 10 years.

NASA Applications and Lessons Learned in Reliability Engineering

NASA Technical Reports Server (NTRS)

Safie, Fayssal M.; Fuller, Raymond P.

2011-01-01

Since the Shuttle Challenger accident in 1986, communities across NASA have been developing and extensively using quantitative reliability and risk assessment methods in their decision making process. This paper discusses several reliability engineering applications that NASA has used over the year to support the design, development, and operation of critical space flight hardware. Specifically, the paper discusses several reliability engineering applications used by NASA in areas such as risk management, inspection policies, components upgrades, reliability growth, integrated failure analysis, and physics based probabilistic engineering analysis. In each of these areas, the paper provides a brief discussion of a case study to demonstrate the value added and the criticality of reliability engineering in supporting NASA project and program decisions to fly safely. Examples of these case studies discussed are reliability based life limit extension of Shuttle Space Main Engine (SSME) hardware, Reliability based inspection policies for Auxiliary Power Unit (APU) turbine disc, probabilistic structural engineering analysis for reliability prediction of the SSME alternate turbo-pump development, impact of ET foam reliability on the Space Shuttle System risk, and reliability based Space Shuttle upgrade for safety. Special attention is given in this paper to the physics based probabilistic engineering analysis applications and their critical role in evaluating the reliability of NASA development hardware including their potential use in a research and technology development environment.

Fatigue Management Strategies for the Stratospheric Observatory for Infrared Astronomy

NASA Technical Reports Server (NTRS)

Bendrick, Gregg

2012-01-01

Operation of the Stratospheric Observatory for Infrared Astronomy entails a great deal of night-time work, with the potential for both acute and chronic sleep loss, as well as circadian rhythm dysynchrony. Such fatigue can result in performance decrements, with an increased risk of operator error. The NASA Dryden Flight Research Center manages this fatigue risk by means of a layered approach, to include: 1) Education and Training 2) Work Schedule Scoring 3) Obtained Sleep Metrics 4) Workplace and Operational Mitigations and 5) Incident or Accident Investigation. Specifically, quantitative estimation of the work schedule score, as well as the obtained sleep metric, allows Supervisors and Managers to better manage the risk of fatigue within the context of mission requirements.

Comet Borrelly's Varied Landscape

NASA Technical Reports Server (NTRS)

2001-01-01

In this Deep Space 1 image of comet Borrelly, sunlight illuminates the bowling-pin shaped nucleus from directly below. At this distance, many features are become vivid on the surface of the nucleus, including a jagged line between day and night on the comet, rugged terrain on both ends with dark patches, and smooth, brighter terrain near the center. The smallest discernable features are about 110 meters (120 yards) across.

Deep Space 1 completed its primary mission testing ion propulsion and 11 other advanced, high-risk technologies in September 1999. NASA extended the mission, taking advantage of the ion propulsion and other systems to undertake this chancy but exciting, and ultimately successful, encounter with the comet. More information can be found on the Deep Space 1 home page at http://nmp.jpl.nasa.gov/ds1/ .

Deep Space 1 was launched in October 1998 as part of NASA's New Millennium Program, which is managed by JPL for NASA's Office of Space Science, Washington, D.C. The California Institute of Technology manages JPL for NASA.

KSC-2012-4204

NASA Image and Video Library

2012-08-03

Cape Canaveral, Fla. -- From left, Kennedy Space Center Director Robert Cabana, NASA Administrator Charlie Bolden and Commercial Crew Program CCP, Manager Ed Mango announce the newest partners of NASA's Commercial Crew Program from Operations Support Building 2 OSB II at Kennedy Space Center in Florida. Three integrated systems were selected for CCP's Commercial Crew Integrated Capability CCiCap initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under funded Space Act Agreements SAAs, The Boeing Co. of Houston, Sierra Nevada Corp. SNC Space Systems of Louisville, Colo., and Space Exploration Technologies SpaceX of Hawthorne, Calif., will spend the next 21 months completing their designs, conducting critical risk reduction testing on their spacecraft and launch vehicles, and showcasing how they would operate and manage missions from launch through orbit and landing, setting the stage for future demonstration missions. To learn more about CCP, which is based at Kennedy and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Photo credit: NASA/Kim Shiflett

KSC-2012-4207

NASA Image and Video Library

2012-08-03

Cape Canaveral, Fla. -- NASA Administrator Charlie Bolden announces the newest partners of NASA's Commercial Crew Program CCP from Operations Support Building 2 OSB II at Kennedy Space Center in Florida. At left, is Kennedy Space Center Director Robert Cabana, and at right, is Commercial Crew Program CCP Manager Ed Mango. Three integrated systems were selected for CCP's Commercial Crew Integrated Capability CCiCap initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under funded Space Act Agreements SAAs, The Boeing Co. of Houston, Sierra Nevada Corp. SNC Space Systems of Louisville, Colo., and Space Exploration Technologies SpaceX of Hawthorne, Calif., will spend the next 21 months completing their designs, conducting critical risk reduction testing on their spacecraft and launch vehicles, and showcasing how they would operate and manage missions from launch through orbit and landing, setting the stage for future demonstration missions. To learn more about CCP, which is based at Kennedy and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Photo credit: NASA/Kim Shiflett

KSC-2012-4209

NASA Image and Video Library

2012-08-03

Cape Canaveral, Fla. -- NASA Commercial Crew Program CCP Manager Ed Mango discusses the program's newest partnerships from the Operations Support Building 2 OSB II at Kennedy Space Center in Florida. From left, are Kennedy Space Center Director Robert Cabana and NASA Administrator Charlie Bolden. Three integrated systems were selected for CCP's Commercial Crew Integrated Capability CCiCap initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under funded Space Act Agreements SAAs, The Boeing Co. of Houston, Sierra Nevada Corp. SNC Space Systems of Louisville, Colo., and Space Exploration Technologies SpaceX of Hawthorne, Calif., will spend the next 21 months completing their designs, conducting critical risk reduction testing on their spacecraft and launch vehicles, and showcasing how they would operate and manage missions from launch through orbit and landing, setting the stage for future demonstration missions. To learn more about CCP, which is based at Kennedy and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Photo credit: NASA/Kim Shiflett

KSC-2012-4206

NASA Image and Video Library

2012-08-03

Cape Canaveral, Fla. -- NASA Administrator Charlie Bolden announces the newest partners of NASA's Commercial Crew Program CCP from Operations Support Building 2 OSB II at Kennedy Space Center in Florida. At left, is Kennedy Space Center Director Robert Cabana and at right, is Commercial Crew Program CCP Manager Ed Mango. Three integrated systems were selected for CCP's Commercial Crew Integrated Capability CCiCap initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under funded Space Act Agreements SAAs, The Boeing Co. of Houston, Sierra Nevada Corp. SNC Space Systems of Louisville, Colo., and Space Exploration Technologies SpaceX of Hawthorne, Calif., will spend the next 21 months completing their designs, conducting critical risk reduction testing on their spacecraft and launch vehicles, and showcasing how they would operate and manage missions from launch through orbit and landing, setting the stage for future demonstration missions. To learn more about CCP, which is based at Kennedy and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Photo credit: NASA/Kim Shiflett

KSC-2012-4211

NASA Image and Video Library

2012-08-03

Cape Canaveral, Fla. -- NASA Kennedy Space Center Director Bob Cabana discusses the Commercial Crew Program's CCP newest partnerships from the center's Operations Support Building 2 OSB II. To his right, is NASA Administrator Charlie Bolden, and to his far right, is Commercial Crew Program Manager Ed Mango. Three integrated systems were selected for CCP's Commercial Crew Integrated Capability CCiCap initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under funded Space Act Agreements SAAs, The Boeing Co. of Houston, Sierra Nevada Corp. SNC Space Systems of Louisville, Colo., and Space Exploration Technologies SpaceX of Hawthorne, Calif., will spend the next 21 months completing their designs, conducting critical risk reduction testing on their spacecraft and launch vehicles, and showcasing how they would operate and manage missions from launch through orbit and landing, setting the stage for future demonstration missions. To learn more about CCP, which is based at Kennedy and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Photo credit: NASA/Kim Shiflett

From Process to Product: Your Risk Process at Work

NASA Technical Reports Server (NTRS)

Kundrot, Craig E.; Fogarty, Jenifer; Charles, John; Buquo, Lynn; Sibonga, Jean; Alexander, David; Horn, Wayne G.; Edwards, J. Michelle

2010-01-01

The Space Life Sciences Directorate (SLSD) and Human Research Program (HRP) at the NASA/Johnson Space Center work together to address and manage the human health and performance risks associated with human space flight. This includes all human system requirements before, during, and after space flight, providing for research, and managing the risk of adverse long-term health outcomes for the crew. We previously described the framework and processes developed for identifying and managing these human system risks. The focus of this panel is to demonstrate how the implementation of the framework and associated processes has provided guidance in the management and communication of human system risks. The risks of early onset osteoporosis, CO2 exposure, and intracranial hypertension in particular have all benefitted from the processes developed for human system risk management. Moreover, we are continuing to develop capabilities, particularly in the area of information architecture, which will also be described. We are working to create a system whereby all risks and associated actions can be tracked and related to one another electronically. Such a system will enhance the management and communication capabilities for the human system risks, thereby increasing the benefit to researchers and flight surgeons.

KSC-2012-4210

NASA Image and Video Library

2012-08-03

Cape Canaveral, Fla. -- NASA Commercial Crew Program CCP Manager Ed Mango discusses the program's newest partnerships from the Operations Support Building 2 OSB II at Kennedy Space Center in Florida. Three integrated systems were selected for CCP's Commercial Crew Integrated Capability CCiCap initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under funded Space Act Agreements SAAs, The Boeing Co. of Houston, Sierra Nevada Corp. SNC Space Systems of Louisville, Colo., and Space Exploration Technologies SpaceX of Hawthorne, Calif., will spend the next 21 months completing their designs, conducting critical risk reduction testing on their spacecraft and launch vehicles, and showcasing how they would operate and manage missions from launch through orbit and landing, setting the stage for future demonstration missions. To learn more about CCP, which is based at Kennedy and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Photo credit: NASA/Kim Shiflett

The Fifth Annual NASA/Contractors Conference on Quality and Productivity. Quality: A Commitment to the Future

NASA Technical Reports Server (NTRS)

1989-01-01

The report is a summary of the 5th NASA/Contractors Conference on Quality and Productivity. The theme was 'Quality - A Commitment to the Future'. The summary report highlights the key points: commitment to quality, strategic and long-range planning, quality commitment, risk management, teaming, quality measurement, creating a quality environment, contract incentives, software quality and reliability.

X43 Hyper-X

NASA Image and Video Library

2004-02-11

NASA's Hyper-x Program Manager, Vince Rausch talks about the upcoming launch of the X43A vehicle over the Pacific Ocean later this month from his office at NASA Langley Research Center in Hampton, VA. Hyper X is a high risk, high payoff program. The flight of the X43 A will demonstrated in flight for the first time, air breathing hypersonic propulsion technology. (Photo by Jeff Caplan)

“Faster, better, and cheaper” at NASA: Lessons learned in managing and accepting risk

NASA Astrophysics Data System (ADS)

Paxton, Larry J.

2007-11-01

Can Earth observing missions be done "better, faster and cheaper"? In this paper I explore the management and technical issues that arose from the attempt to do things "faster, better and cheaper" at NASA. The FBC mantra lead to some failures and, more significantly, an increase in the cadence of missions. Mission cadence is a major enabler of innovation and the driver for the training and testing of the next generation of managers, engineers, and scientists. A high mission cadence is required to maintain and develop competence in mission design, management, and execution and, for an exploration-driven organization, to develop and train the next generation of leaders: the time between missions must be short enough that careers span the complete life of more than a few missions. This process reduces risk because the "lessons learned" are current and widely held. Increasing the cadence of missions has the added benefit of reducing the pressure to do everything on one particular mission thus reducing mission complexity. Since failures are inevitable in such a complex endeavor, a higher mission cadence has the advantage of providing some resiliency to the scientific program the missions support. Some failures are avoidable (often only in hindsight) but most are due to some combination of interacting factors. This interaction is often only appreciated as a potential failure mode after the fact. There is always the pressure to do more with less: the scope of the project may become too ambitious or the management and oversight of the project may be reduced to fit the money allocated, or the project time line may be lengthened due to external factors (launcher availability, budgetary constraints) without a concomitant increase in the total funding. This leads to increased risk. Risks are always deemed acceptable until they change from a "risk" to a "failure mode". Identifying and managing those risks are particularly difficult when the activities are dispersed geographically and throughout a number of organizations. Reserves are held to allow for some of this. These days, typically, a substantial reserve is held (about 25%) but, all too often, that reserve will have liens placed against it long before the project gets to its preliminary design review. I find that the technical means are available to execute FBC Earth observing missions but all too often the sponsor, swayed by external factors, is unable to meet its commitments for funding and unable to control costs due to a lack of sufficient programmatic insight and an unwillingness to prevent changes in scope in the mission design. These lessons are, of course, broadly applicable. The NASA Earth Sciences Decadal Survey proposes a new, innovative line of missions dubbed "Venture". How that mission line fares under the current budgetary climate and in an environment where all failures seem to be considered to be unacceptable remains to be seen. The lessons NASA learned during the FBC years must be incorporated into the Venture program if NASA is to be able to offer truly innovative, cost-effective, new missions.

Earth Observations to Assess Impact of Hurricane Katrina on John C. Stennis Space Center

NASA Technical Reports Server (NTRS)

Graham, William D.; Ross, Kenton W.

2007-01-01

The peril from hurricanes to Space Operations Centers is real and is forecast to continue; Katrina, Rita, and Wilma of 2005 and Charley, Frances, Ivan, and Jeanne of 2004 are sufficient motivation for NASA to develop a multi-Center plan for preparedness and response. As was demonstrated at SSC (Stennis Space Center) in response to Hurricane Katrina, NASA Centers are efficiently activated as local command centers, playing host to Federal and State agencies and first responders to coordinate and provide evacuation, relocation, response, and recovery activities. Remote sensing decision support provides critical insight for managing NASA infrastructure and for assisting Center decision makers. Managers require geospatial information to manage the federal city. Immediately following Katrina, SSC s power and network connections were disabled, hardware was inoperative, technical staff was displaced and/or out of contact, and graphical decision support tools were non-existent or less than fully effective. Despite this circumstance, SSC EOC (Emergency Operations Center) implemented response operations to assess damage and to activate recovery plans. To assist Center Managers, the NASA ASP (Applied Sciences Program) made its archive of high-resolution data over the site available. In the weeks and months after the immediate crisis, NASA supplemented this data with high-resolution, post-Katrina imagery over SSC and much of the affected coastal areas. Much of the high-resolution imagery was made available through the Department of Defense Clear View contract and was distributed through U.S. Geological Survey Center for Earth Resources Observation and Science "Hurricane Katrina Disaster Response" Web site. By integrating multiple image data types with other information sources, ASP applied an all-source solutions approach to develop decision support tools that enabled managers to respond to critical issues, such as expedient access to infrastructure and deployment of resources, provision of temporary shelter, logistical control of critical supplies, and the mobilization and coordination of assets from ground crews to aircraft/airspace management. Furthermore, ASP developed information products that illustrate risks to SSC's infrastructure from surge, inundation, and flood. Current plans include developing wind-risk prototype products for refinement and adoption into EOC plans.

NASA Human System Risk Assessment Process

NASA Technical Reports Server (NTRS)

Francisco, D.; Romero, E.

2016-01-01

NASA utilizes an evidence based system to perform risk assessments for the human system for spaceflight missions. The center of this process is the multi-disciplinary Human System Risk Board (HSRB). The HSRB is chartered from the Chief Health and Medical Officer (OCHMO) at NASA Headquarters. The HSRB reviews all human system risks via an established comprehensive risk and configuration management plan based on a project management approach. The HSRB facilitates the integration of human research (terrestrial and spaceflight), medical operations, occupational surveillance, systems engineering and many other disciplines in a comprehensive review of human system risks. The HSRB considers all factors that influence human risk. These factors include pre-mission considerations such as screening criteria, training, age, sex, and physiological condition. In mission factors such as available countermeasures, mission duration and location and post mission factors such as time to return to baseline (reconditioning), post mission health screening, and available treatments. All of the factors influence the total risk assessment for each human risk. The HSRB performed a comprehensive review of all potential inflight medical conditions and events and over the course of several reviews consolidated the number of human system risks to 30, where the greatest emphasis is placed for investing program dollars for risk mitigation. The HSRB considers all available evidence from human research and, medical operations and occupational surveillance in assessing the risks for appropriate mitigation and future work. All applicable DRMs (low earth orbit for 6 and 12 months, deep space for 30 days and 1 year, a lunar mission for 1 year, and a planetary mission for 3 years) are considered as human system risks are modified by the hazards associated with space flight such as microgravity, exposure to radiation, distance from the earth, isolation and a closed environment. Each risk has a summary two-page assessment representing the state of knowledge/evidence of that risk, available risk mitigations, traceability to the Space Flight Human System Standards (SFHSS) and program requirements, and future work required. These data then can drive coordinated budgets across the Human Research Program, the International Space Station, Crew Health and Safety and Advanced Exploration System budgets to provide the most economical and timely mitigations. The risk assessments were completed for the 6 DRMs and serve as the baseline for which subsequent research and technology development and crew health care portfolios can be assessed. The HSRB reviews each risk at least annually or when new evidence/information is available that adds to the body of evidence. The current status of each risk can be reported to program management for operations, budget reviews and general oversight of the human system risk management program.

Integrated Baseline Review (IBR) Handbook

NASA Technical Reports Server (NTRS)

2013-01-01

An Integrated Baseline Review (IBR) is a review of a supplier?s Performance Measurement Baseline (PMB). It is conducted by Program/Project Managers and their technical staffs on contracts and in-house work requiring compliance with NASA Earned Value Management System (EVMS) policy as defined in program/project policy, NPR 7120.5, or in NASA Federal Acquisition Regulations. The IBR Handbook may also be of use to those responsible for preparing the Terms of Reference for internal project reviews. While risks may be identified and actions tracked as a result of the IBR, it is important to note that an IBR cannot be failed.

Fault Management Architectures and the Challenges of Providing Software Assurance

NASA Technical Reports Server (NTRS)

Savarino, Shirley; Fitz, Rhonda; Fesq, Lorraine; Whitman, Gerek

2015-01-01

Fault Management (FM) is focused on safety, the preservation of assets, and maintaining the desired functionality of the system. How FM is implemented varies among missions. Common to most missions is system complexity due to a need to establish a multi-dimensional structure across hardware, software and spacecraft operations. FM is necessary to identify and respond to system faults, mitigate technical risks and ensure operational continuity. Generally, FM architecture, implementation, and software assurance efforts increase with mission complexity. Because FM is a systems engineering discipline with a distributed implementation, providing efficient and effective verification and validation (V&V) is challenging. A breakout session at the 2012 NASA Independent Verification & Validation (IV&V) Annual Workshop titled "V&V of Fault Management: Challenges and Successes" exposed this issue in terms of V&V for a representative set of architectures. NASA's Software Assurance Research Program (SARP) has provided funds to NASA IV&V to extend the work performed at the Workshop session in partnership with NASA's Jet Propulsion Laboratory (JPL). NASA IV&V will extract FM architectures across the IV&V portfolio and evaluate the data set, assess visibility for validation and test, and define software assurance methods that could be applied to the various architectures and designs. This SARP initiative focuses efforts on FM architectures from critical and complex projects within NASA. The identification of particular FM architectures and associated V&V/IV&V techniques provides a data set that can enable improved assurance that a system will adequately detect and respond to adverse conditions. Ultimately, results from this activity will be incorporated into the NASA Fault Management Handbook providing dissemination across NASA, other agencies and the space community. This paper discusses the approach taken to perform the evaluations and preliminary findings from the research.

Fault Management Architectures and the Challenges of Providing Software Assurance

NASA Technical Reports Server (NTRS)

Savarino, Shirley; Fitz, Rhonda; Fesq, Lorraine; Whitman, Gerek

2015-01-01

The satellite systems Fault Management (FM) is focused on safety, the preservation of assets, and maintaining the desired functionality of the system. How FM is implemented varies among missions. Common to most is system complexity due to a need to establish a multi-dimensional structure across hardware, software and operations. This structure is necessary to identify and respond to system faults, mitigate technical risks and ensure operational continuity. These architecture, implementation and software assurance efforts increase with mission complexity. Because FM is a systems engineering discipline with a distributed implementation, providing efficient and effective verification and validation (VV) is challenging. A breakout session at the 2012 NASA Independent Verification Validation (IVV) Annual Workshop titled VV of Fault Management: Challenges and Successes exposed these issues in terms of VV for a representative set of architectures. NASA's IVV is funded by NASA's Software Assurance Research Program (SARP) in partnership with NASA's Jet Propulsion Laboratory (JPL) to extend the work performed at the Workshop session. NASA IVV will extract FM architectures across the IVV portfolio and evaluate the data set for robustness, assess visibility for validation and test, and define software assurance methods that could be applied to the various architectures and designs. This work focuses efforts on FM architectures from critical and complex projects within NASA. The identification of particular FM architectures, visibility, and associated VVIVV techniques provides a data set that can enable higher assurance that a satellite system will adequately detect and respond to adverse conditions. Ultimately, results from this activity will be incorporated into the NASA Fault Management Handbook providing dissemination across NASA, other agencies and the satellite community. This paper discusses the approach taken to perform the evaluations and preliminary findings from the research including identification of FM architectures, visibility observations, and methods utilized for VVIVV.

An overview of the NASA Advanced Propulsion Concepts program

NASA Technical Reports Server (NTRS)

Curran, Francis M.; Bennett, Gary L.; Frisbee, Robert H.; Sercel, Joel C.; Lapointe, Michael R.

1992-01-01

NASA Advanced Propulsion Concepts (APC) program for the development of long-term space propulsion system schemes is managed by both NASA-Lewis and the JPL and is tasked with the identification and conceptual development of high-risk/high-payoff configurations. Both theoretical and experimental investigations have been undertaken in technology areas deemed essential to the implementation of candidate concepts. These APC candidates encompass very high energy density chemical propulsion systems, advanced electric propulsion systems, and an antiproton-catalyzed nuclear propulsion concept. A development status evaluation is presented for these systems.

Purpose, Principles, and Challenges of the NASA Engineering and Safety Center

NASA Technical Reports Server (NTRS)

Gilbert, Michael G.

2016-01-01

NASA formed the NASA Engineering and Safety Center in 2003 following the Space Shuttle Columbia accident. It is an Agency level, program-independent engineering resource supporting NASA's missions, programs, and projects. It functions to identify, resolve, and communicate engineering issues, risks, and, particularly, alternative technical opinions, to NASA senior management. The goal is to help ensure fully informed, risk-based programmatic and operational decision-making processes. To date, the NASA Engineering and Safety Center (NESC) has conducted or is actively working over 600 technical studies and projects, spread across all NASA Mission Directorates, and for various other U.S. Government and non-governmental agencies and organizations. Since inception, NESC human spaceflight related activities, in particular, have transitioned from Shuttle Return-to-Flight and completion of the International Space Station (ISS) to ISS operations and Orion Multi-purpose Crew Vehicle (MPCV), Space Launch System (SLS), and Commercial Crew Program (CCP) vehicle design, integration, test, and certification. This transition has changed the character of NESC studies. For these development programs, the NESC must operate in a broader, system-level design and certification context as compared to the reactive, time-critical, hardware specific nature of flight operations support.

Human System Risk Management for Space Flight

NASA Technical Reports Server (NTRS)

Davis, Jeffrey

2015-01-01

This brief abstract reviews the development of the current day approach to human system risk management for space flight and the development of the critical components of this process over the past few years. The human system risk management process now provides a comprehensive assessment of each human system risk by design reference mission (DRM) and is evaluated not only for mission success but also for long-term health impacts for the astronauts. The discipline of bioastronautics is the study of the biological and medical effects of space flight on humans. In 1997, the Space Life Sciences Directorate (SLSD) initiated the Bioastronautics Roadmap (Roadmap) as the "Critical Path Roadmap", and in 1998 participation in the roadmap was expanded to include the National Space Biomedical Research Institute (NSBRI) and the external community. A total of 55 risks and 250 questions were identified and prioritized and in 2000, the Roadmap was base-lined and put under configuration control. The Roadmap took into account several major advisory committee reviews including the Institute of Medicine (IOM) "Safe Passage: Astronaut care for Exploration Missions", 2001. Subsequently, three collaborating organizations at NASA HQ (Chief Health and Medical Officer, Office of Space Flight and Office of Biological & Physical Research), published the Bioastronautics Strategy in 2003, that identified the human as a "critical subsystem of space flight" and noted that "tolerance limits and safe operating bands must be established" to enable human space flight. These offices also requested a review by the IOM of the Roadmap and that review was published in October 2005 as "A Risk Reduction Strategy for Human Exploration of Space: A Review of NASA's Bioastronautics Roadmap", that noted several strengths and weaknesses of the Roadmap and made several recommendations. In parallel with the development of the Roadmap, the Office of the Chief Health and Medical Officer (OCHMO) began a process in 2004 of evaluating the tolerance limits and safe operating bands called for in the Bioastronautics Strategy. Over the next several years, the concept of the "operating bands" were turned into Space Flight Human System Standards (SFHSS), developed by the technical resources of the SLSD at the NASA Johnson Space Center (JSC). These standards were developed and reviewed at the SLSD and then presented to the OCHMO for acceptance. The first set of standards was published in 2007 as the NASA-STD-3001, Volume 1, Crew Health that elaborated standards for several physiological areas such as cardiovascular, musculoskeletal, radiation exposure and nutrition. Volume 2, Human Factors, Habitability and Human Health was published in 2011, along with development guidance in the Human Integration Design Handbook (HIDH). Taken together, the SFHSS Volumes 1 and 2, and the HIDH replaced the NASA-STD-3000 with new standards and revisions of the older document. Three other changes were also taking place that facilitated the development of the human system risk management approach. In 2005, the life sciences research and development portfolio underwent a comprehensive review through the Exploration Systems Architecture Study (ESAS) that resulted in the reformulation of the Bioastronautics Program into Human Research Program (HRP) that was focused on appropriate mitigation results for high priority human health risks. The baseline HRP budget was established in August 2005. In addition, the OCHMO formulated the Health and Medical Technical Authority (HMTA) in 2006 that established the position of the Chief Medical Officer (CMO) at the NASA JSC along with other key technical disciplines, and the OCHMO became the responsible office for the SFHSS as noted above. The final change was the establishment in 2008 of the Human System Risk Board (HSRB), chaired by the CMO with representation from the HRP, SLSD management and technical experts. The HSRB then began to review all human system risks, established a comprehensive risk management and configuration management plan and data sharing policy. These major developments of standards, the HRP, the HMTA and a forum for review of human system risks (HSRB) facilitated the integration of human research, medical operations, systems engineering and many other disciplines in the comprehensive review of human system risks. The HSRB began a comprehensive review of all potential inflight medical conditions and events and over the course of several reviews consolidated the number of human system risks to 30 where the greatest emphasis is placed for investing program dollars for risk mitigation. The HSRB considers all available evidence from human research, medical operations and occupational surveillance in assessing the risks for appropriate mitigation and future work. All applicable DRMs (low earth orbit 6 and 12 months, deep space sortie for 30 days and 1 year, a one year lunar mission, and a planetary mission for 3 years) are considered as human system risks are modified by the hazards associated with space flight such as microgravity, exposure to radiation, distance from the earth, isolation and a closed environment. Each risk has a summary assessment representing the state of knowledge/evidence base for that risk, the available risk mitigations, traceability to the SFHSS and program requirements, and future work required. These data then can drive coordinated budgets across the HRP, the International Space Station, Crew Health and Safety and Advanced Exploration System budgets. These risk assessments were completed for 6 DRMs in December of 2014 and serve as the baseline for which subsequent research and technology development and crew health care portfolios can be assessed. The HSRB will review each risk at least annually and especially when new information is available that must be considered for effective risk mitigation. The current status of each risk can be reported to program management for operations, budget reviews and general oversight of the human system risk management program.

NASA System Safety Handbook. Volume 2: System Safety Concepts, Guidelines, and Implementation Examples

NASA Technical Reports Server (NTRS)

Dezfuli, Homayoon; Benjamin, Allan; Everett, Christopher; Feather, Martin; Rutledge, Peter; Sen, Dev; Youngblood, Robert

2015-01-01

This is the second of two volumes that collectively comprise the NASA System Safety Handbook. Volume 1 (NASASP-210-580) was prepared for the purpose of presenting the overall framework for System Safety and for providing the general concepts needed to implement the framework. Volume 2 provides guidance for implementing these concepts as an integral part of systems engineering and risk management. This guidance addresses the following functional areas: 1.The development of objectives that collectively define adequate safety for a system, and the safety requirements derived from these objectives that are levied on the system. 2.The conduct of system safety activities, performed to meet the safety requirements, with specific emphasis on the conduct of integrated safety analysis (ISA) as a fundamental means by which systems engineering and risk management decisions are risk-informed. 3.The development of a risk-informed safety case (RISC) at major milestone reviews to argue that the systems safety objectives are satisfied (and therefore that the system is adequately safe). 4.The evaluation of the RISC (including supporting evidence) using a defined set of evaluation criteria, to assess the veracity of the claims made therein in order to support risk acceptance decisions.

Human Health Countermeasures (HHC) Element Management Plan: Human Research Program. Revision B

NASA Technical Reports Server (NTRS)

Norsk, Peter; Baumann, David

2012-01-01

NASA s Human Research Program (HRP) is an applied research and technology program within the Human Exploration and Operations Mission Directorate (HEOMD) that addresses human health and performance risk mitigation strategies in support of exploration missions. The HRP research and technology development is focused on the highest priority risks to crew health and safety with the goal of ensuring mission success and maintaining long-term crew health. Crew health and performance standards, defined by the NASA Chief Health and Medical Officer (CHMO), set the acceptable risk level for exploration missions. The HRP conducts research to inform these standards as well as provide deliverables, such as countermeasures, that ensure standards can be met to maximize human performance and mission success. The Human Health Countermeasures (HHC) Element was formed as part of the HRP to develop a scientifically-based, integrated approach to understanding and mitigating the health risks associated with human spaceflight. These health risks have been organized into four research portfolios that group similar or related risks. A fifth portfolio exists for managing technology developments and infrastructure projects. The HHC Element portfolios consist of: a) Vision and Cardiovascular; b) Exercise and Performance; c) Multisystem; d) Bone; and e) Technology and Infrastructure. The HHC identifies gaps associated with the health risks and plans human physiology research that will result in knowledge required to more fully understand risks and will result in validated countermeasures to mitigate risks.

Benchmarking Collaborative Inter and Intra-agency Enhancements to a Decision Support System for Global Crop Production Assessments

NASA Astrophysics Data System (ADS)

Hutchinson, C. F.; van Leeuwen, W.; Doorn, B.; Drake, S.; Haithcoat, T.; Kaupp, V.; Likholetov, V.; Sheffner, E.; Tralli, D.

2008-12-01

The Office of Global Analysis/ International Production Assessment Branch (IGA/IPA; formerly the Production Estimates and Crop Assessment Division (PECAD)), of the United States Department of Agriculture - Foreign Agricultural Service (USDA-FAS) has been assimilates data and information products from the National Aeronautics and Space Administration (NASA) into its operational decision support system (DSS). The intent is to improve monthly estimates of global production of selected agricultural commodities that are provided to the World Agricultural Outlook Board (WAOB). This research builds on the intermittent collaboration between USDA and NASA in remote sensing of agriculture since 1974. The goal of the research was to develop an approach to measure changes in system performance after the assimilation of NASA products. An important first step was to develop a baseline characterization of the DSS, the working environment and its constraints including the identification of issues and potential solutions. Both qualitative and quantitative information were gathered to benchmark IGA/IPA's DSS using data from questionnaires and interviews. An interactive risk management tool developed for NASA mission architecture design (DDP - Defect Detection and Prevention) was used to evaluate the effectiveness of various Mitigation options against potential Risks, with quantified attainment of Objectives being the most important benchmarking indicator to examine the effectiveness of the assimilation of NASA products into IGA/IPA's DSS. The collaborative benchmarking activities provided not only feedback about the benefits of DSS enhancement to USDA/FAS and NASA, but facilitated communication among DSS users, developers, and USDA management that helped to suggest future avenues for system development as well as improved intra- and interagency collaboration. From this research emerged a model for benchmarking DSSs that (1) promotes continuity and synergy within and between agencies, (2) accommodates scientific, operational and architectural dynamics, and (3) facilitates transfer of knowledge among researchers, management, and decision makers, as well as among decision making agencies.

NSI security task: Overview

NASA Technical Reports Server (NTRS)

Tencati, Ron

1991-01-01

An overview is presented of the NASA Science Internet (NSI) security task. The task includes the following: policies and security documentation; risk analysis and management; computer emergency response team; incident handling; toolkit development; user consulting; and working groups, conferences, and committees.

Data systems and computer science: Software Engineering Program

NASA Technical Reports Server (NTRS)

Zygielbaum, Arthur I.

1991-01-01

An external review of the Integrated Technology Plan for the Civil Space Program is presented. This review is specifically concerned with the Software Engineering Program. The goals of the Software Engineering Program are as follows: (1) improve NASA's ability to manage development, operation, and maintenance of complex software systems; (2) decrease NASA's cost and risk in engineering complex software systems; and (3) provide technology to assure safety and reliability of software in mission critical applications.

Risk Management Approach & Progress in Cd and Cr6+ Elimination

DTIC Science & Technology

2014-11-18

Documentation Available by 2015? Gaps Conversion Coating- Aluminum Avionics/Electrical- Class 3 9 7 Medium yes- joint service/OEM/ NASA effort to...Optimized conditions validated by NASA . – FRC validation: immersion process – Based on data from the lab Surtec 650V optimization, an 1800-gallon tank...acting similarly, 650V not • Plans: scale up to 80 gallon process line; assess Metalast TCP/HF- EPA and Henkel products; further study 650V

NASA Sees Smoke from California’s Long Valley Wildfire

NASA Image and Video Library

2017-12-08

NASA’s Aqua satellite captured a large area of smoke from the Long Valley Wildfire that was affecting Yosemite National Park. This natural-color satellite image was collected by the Moderate Resolution Imaging Spectroradiometer instrument that flies aboard the Aqua satellite. The image, taken July 20, showed actively burning areas in red, as detected by MODIS’s thermal bands. According to Inciweb, an interagency all-risk incident information management system that coordinates with federal, state and local agencies to manage wildfires, the fire started on Tuesday July 11, 2017. It is located about two miles north of Doyle, California and about 50 miles north of Reno, Nevada. As of July 21 the fire covered 83,733 acres and was 91 percent contained. NASA image courtesy NASA MODIS Rapid Response Team NASA image use policy. NASA Goddard Space Flight Center enables NASA’s mission through four scientific endeavors: Earth Science, Heliophysics, Solar System Exploration, and Astrophysics. Goddard plays a leading role in NASA’s accomplishments by contributing compelling scientific knowledge to advance the Agency’s mission. Follow us on Twitter Like us on Facebook Find us on Instagram

Organizational Risk and Opportunity Management: Concepts and Processes for NASA's Consideration

NASA Technical Reports Server (NTRS)

Dezfuli, Homayoon; Benjamin, Allan; Everett, Christopher

2016-01-01

The focus of this report is on the development of a framework and overall approach that serves the interests of nonprofit and Government organizations like NASA that focus on developing and/or applying new technology (henceforth referred to as organizations like NASA). These interests tend to place emphasis on performing services and achieving scientific and technical gains more than on achieving financial investment goals, which is the province of commercial enterprises. In addition, the objectives of organizations like NASA extend to institutional development and maintenance, financial health, legal and reputational protection, education and partnerships, and mandated milestone achievements. This report discusses the philosophical underpinnings of OROM for organizations like NASA, the integration of OROM with existing management processes, and the nature of the activities that are performed to implement OROM within this context. The proposed framework includes a set of core principles that would be essential to any successful OROM approach, along with some features that are currently under development and are continuing to evolve. The report is intended to foster discussion of OROM at NASA in order to reach a consensus on the optimum approach for the agency.

NASA Past, Present, and Future: The Use of Commercial Off The Shelf (COTS) Electronics in Space

NASA Technical Reports Server (NTRS)

LaBel, Kenneth A.; Guertin, Steven M.

2017-01-01

NASA has a long history of using commercial grade electronics in space. In this presentation we will provide a brief history of NASA's trends and approaches to commercial grade electronics focusing on processing and memory systems. This will include providing summary information on the space hazards to electronics as well as NASA mission trade space. We will also discuss developing recommendations for risk management approaches to Electrical, Electronic and Electromechanical (EEE) parts usage in space. Two examples will be provided focusing on a near-earth Polar-orbiting spacecraft as well as a mission to Mars. The final portion will discuss emerging trends impacting usage.

Managing Risk in Safety Critical Operations - Lessons Learned from Space Operations

NASA Technical Reports Server (NTRS)

Gonzalez, Steven A.

2002-01-01

The Mission Control Center (MCC) at Johnson Space Center (JSC) has a rich legacy of supporting Human Space Flight operations throughout the Apollo, Shuttle and International Space Station eras. Through the evolution of ground operations and the Mission Control Center facility, NASA has gained a wealth of experience of what it takes to manage the risk in Safety Critical Operations, especially when human life is at risk. The focus of the presentation will be on the processes (training, operational rigor, team dynamics) that enable the JSC/MCC team to be so successful. The presentation will also share the evolution of the Mission Control Center architecture and how the evolution was introduced while managing the risk to the programs supported by the team. The details of the MCC architecture (e.g., the specific software, hardware or tools used in the facility) will not be shared at the conference since it would not give any additional insight as to how risk is managed in Space Operations.

NASA's Commercial Crew Program, The Next Step in U.S. Space Transportation

NASA Technical Reports Server (NTRS)

Mango, Edward J.; Thomas, Rayelle E.

2013-01-01

The Commercial Crew Program (CCP) is leading NASA's efforts to develop the next U.S. capability for crew transportation and rescue services to and from the International Space Station (ISS) by the mid-decade timeframe. The outcome of this capability is expected to stimulate and expand the U.S. space transportation industry. NASA is relying on its decades of human space flight experience to certify U.S. crewed vehicles to the ISS and is doing so in a two phase certification approach. NASA Certification will cover all aspects of a crew transportation system, including development, test, evaluation, and verification; program management and control; flight readiness certification; launch, landing, recovery, and mission operations; sustaining engineering and maintenance/upgrades. To ensure NASA crew safety, NASA Certification will validate technical and performance requirements, verify compliance with NASA requirements, validate the crew transportation system operates in appropriate environments, and quantify residual risks.

Composite Crew Module: Primary Structure

NASA Technical Reports Server (NTRS)

Kirsch, Michael T.

2011-01-01

In January 2007, the NASA Administrator and Associate Administrator for the Exploration Systems Mission Directorate chartered the NASA Engineering and Safety Center to design, build, and test a full-scale crew module primary structure, using carbon fiber reinforced epoxy based composite materials. The overall goal of the Composite Crew Module project was to develop a team from the NASA family with hands-on experience in composite design, manufacturing, and testing in anticipation of future space exploration systems being made of composite materials. The CCM project was planned to run concurrently with the Orion project's baseline metallic design within the Constellation Program so that features could be compared and discussed without inducing risk to the overall Program. This report discusses the project management aspects of the project including team organization, decision making, independent technical reviews, and cost and schedule management approach.

NASA and COTS Electronics: Past Approach and Successes - Future Considerations

NASA Technical Reports Server (NTRS)

LaBel, Kenneth A.

2018-01-01

NASA has a long history of using commercial grade electronics in space. In this talk, a brief history of NASAâ's trends and approaches to commercial grade electronics focusing on processing and memory systems will be presented. This will include providing summary information on the space hazards to electronics as well as NASA mission trade space. We will also discuss developing recommendations for risk management approaches to Electrical, Electronic and Electromechanical (EEE) parts and reliability in space. The final portion of the talk will discuss emerging aerospace trends and the future for Commercial Off The Shelf (COTS) usage.

Design and Development of a 200-kW Turbo-Electric Distributed Propulsion Testbed

NASA Technical Reports Server (NTRS)

Papathakis, Kurt V.

2017-01-01

There a few NASA funded electric and hybrid electric projects from different NASA Centers, including the NASA Armstrong Flight Research Center (AFRC) (Edwards, California). Each project identifies a specific technology gap that is currently inhibiting the growth and proliferation of relevant technologies in commercial aviation. This paper describes the design and development of a turbo-electric distributed propulsion (TeDP) hardware-in-the-loop (HIL) simulation bench, which is a test bed for discovering turbo-electric control, distributed electric control, power management control, and integration competencies while providing risk mitigation for future turbo-electric flying demonstrators.

Aerospace Safety Advisory Panel

NASA Technical Reports Server (NTRS)

1989-01-01

This report provides findings, conclusions and recommendations regarding the National Space Transportation System (NSTS), the Space Station Freedom Program (SSFP), aeronautical projects and other areas of NASA activities. The main focus of the Aerospace Safety Advisory Panel (ASAP) during 1988 has been monitoring and advising NASA and its contractors on the Space Transportation System (STS) recovery program. NASA efforts have restored the flight program with a much better management organization, safety and quality assurance organizations, and management communication system. The NASA National Space Transportation System (NSTS) organization in conjunction with its prime contractors should be encouraged to continue development and incorporation of appropriate design and operational improvements which will further reduce risk. The data from each Shuttle flight should be used to determine if affordable design and/or operational improvements could further increase safety. The review of Critical Items (CILs), Failure Mode Effects and Analyses (FMEAs) and Hazard Analyses (HAs) after the Challenger accident has given the program a massive data base with which to establish a formal program with prioritized changes.

ASTAR Flight Test: Overview and Spacing Results

NASA Technical Reports Server (NTRS)

Roper, Roy D.; Koch, Michael R.

2016-01-01

The purpose of the NASA Langley Airborne Spacing for Terminal Arrival Routes (ASTAR) research aboard the Boeing ecoDemonstrator aircraft was to demonstrate the use of NASA's ASTAR algorithm using contemporary tools of the Federal Aviation Administration's Next Generation Air Transportation System (NEXTGEN). EcoDemonstrator is a Boeing test program which utilizes advanced experimental equipment to accelerate the science of aerospace and environmentally friendly technologies. The ASTAR Flight Test provided a proof-of-concept flight demonstration that exercised an algorithmic-based application in an actual aircraft. The test aircraft conducted Interval Management operations to provide time-based spacing off a target aircraft in non-simulator wind conditions. Work was conducted as a joint effort between NASA and Boeing to integrate ASTAR in a Boeing supplied B787 test aircraft while using a T-38 aircraft as the target. This demonstration was also used to identify operational risks to future flight trials for the NASA Air Traffic Management Technology Demonstration expected in 2017.

Risk-Informed Safety Assurance and Probabilistic Assessment of Mission-Critical Software-Intensive Systems

NASA Technical Reports Server (NTRS)

Guarro, Sergio B.

2010-01-01

This report validates and documents the detailed features and practical application of the framework for software intensive digital systems risk assessment and risk-informed safety assurance presented in the NASA PRA Procedures Guide for Managers and Practitioner. This framework, called herein the "Context-based Software Risk Model" (CSRM), enables the assessment of the contribution of software and software-intensive digital systems to overall system risk, in a manner which is entirely compatible and integrated with the format of a "standard" Probabilistic Risk Assessment (PRA), as currently documented and applied for NASA missions and applications. The CSRM also provides a risk-informed path and criteria for conducting organized and systematic digital system and software testing so that, within this risk-informed paradigm, the achievement of a quantitatively defined level of safety and mission success assurance may be targeted and demonstrated. The framework is based on the concept of context-dependent software risk scenarios and on the modeling of such scenarios via the use of traditional PRA techniques - i.e., event trees and fault trees - in combination with more advanced modeling devices such as the Dynamic Flowgraph Methodology (DFM) or other dynamic logic-modeling representations. The scenarios can be synthesized and quantified in a conditional logic and probabilistic formulation. The application of the CSRM method documented in this report refers to the MiniAERCam system designed and developed by the NASA Johnson Space Center.

Results from the NASA Spacecraft Fault Management Workshop: Cost Drivers for Deep Space Missions

NASA Technical Reports Server (NTRS)

Newhouse, Marilyn E.; McDougal, John; Barley, Bryan; Stephens Karen; Fesq, Lorraine M.

2010-01-01

Fault Management, the detection of and response to in-flight anomalies, is a critical aspect of deep-space missions. Fault management capabilities are commonly distributed across flight and ground subsystems, impacting hardware, software, and mission operations designs. The National Aeronautics and Space Administration (NASA) Discovery & New Frontiers (D&NF) Program Office at Marshall Space Flight Center (MSFC) recently studied cost overruns and schedule delays for five missions. The goal was to identify the underlying causes for the overruns and delays, and to develop practical mitigations to assist the D&NF projects in identifying potential risks and controlling the associated impacts to proposed mission costs and schedules. The study found that four out of the five missions studied had significant overruns due to underestimating the complexity and support requirements for fault management. As a result of this and other recent experiences, the NASA Science Mission Directorate (SMD) Planetary Science Division (PSD) commissioned a workshop to bring together invited participants across government, industry, and academia to assess the state of the art in fault management practice and research, identify current and potential issues, and make recommendations for addressing these issues. The workshop was held in New Orleans in April of 2008. The workshop concluded that fault management is not being limited by technology, but rather by a lack of emphasis and discipline in both the engineering and programmatic dimensions. Some of the areas cited in the findings include different, conflicting, and changing institutional goals and risk postures; unclear ownership of end-to-end fault management engineering; inadequate understanding of the impact of mission-level requirements on fault management complexity; and practices, processes, and tools that have not kept pace with the increasing complexity of mission requirements and spacecraft systems. This paper summarizes the findings and recommendations from that workshop, particularly as fault management development issues affect operations and the development of operations capabilities.

GPM Rainfall-Based Streamflow Analyses for East Africa

NASA Technical Reports Server (NTRS)

Blankenship, Clay B.; Limaye, Ashutosh S.; Mitheu, Faith

2016-01-01

SERVIR is a joint project of NASA and US Agency for International Development (USAID). Mission is to use satellite data and geospatial technology to help developing countries manage resources, land use, and climate risks. Means to serve, in Spanish.

Risk management of liquefied natural gas installations

NASA Technical Reports Server (NTRS)

Fedor, O. H.; Parsons, W. N.; Coutinho, J. De C.

1976-01-01

In connection with the construction of four major liquefied natural gas (LNG) facilities in New York City, the New York City Fire Commissioner has asked NASA for assistance. It was decided that the Kennedy Space Center should develop a risk management system (RMS) for the use of the New York Fire Department (NYFD). The RMS provides for a published set of safety regulations by the NYFD. A description of the RMS is presented as an example of an application of aerospace technology to a civilian sector, namely LNG facilities.

Independent Assessment of Instrumentation for ISS On-Orbit NDE. Volume 1

NASA Technical Reports Server (NTRS)

Madaras, Eric I

2013-01-01

International Space Station (ISS) Structural and Mechanical Systems Manager, requested that the NASA Engineering and Safety Center (NESC) provide a quantitative assessment of commercially available nondestructive evaluation (NDE) instruments for potential application to the ISS. This work supports risk mitigation as outlined in the ISS Integrated Risk Management Application (IRMA) Watch Item #4669, which addresses the requirement for structural integrity after an ISS pressure wall leak in the event of a penetration due to micrometeoroid or debris (MMOD) impact. This document contains the outcome of the NESC assessment.

Independent Assessment of Instrumentation for ISS On-Orbit NDE. Volume 2; Appendices

NASA Technical Reports Server (NTRS)

Madaras, Eric I.

2013-01-01

International Space Station (ISS) Structural and Mechanical Systems Manager, requested that the NASA Engineering and Safety Center (NESC) provide a quantitative assessment of commercially available nondestructive evaluation (NDE) instruments for potential application to the ISS. This work supports risk mitigation as outlined in the ISS Integrated Risk Management Application (IRMA) Watch Item #4669, which addresses the requirement for structural integrity after an ISS pressure wall leak in the event of a penetration due to micrometeoroid or debris (MMOD) impact. This document contains the appendices the final report.

Report to the administrator by the NASA Aerospace Safety Advisory Panel on the Skylab program. Volume 2: Program implementation and maturity. [systems management evaluation and design analysis

NASA Technical Reports Server (NTRS)

1973-01-01

Results of the design and manufacturing reviews on the maturity of the Skylab modules are presented along with results of investigations on the scope of the cluster risk assessment efforts. The technical management system and its capability to assess and resolve problems are studied.

The DEVELOP Program as a Unique Applied Science Internship

NASA Astrophysics Data System (ADS)

Skiles, J. W.; Schmidt, C. L.; Ruiz, M. L.; Cawthorn, J.

2004-12-01

The NASA mission includes "Inspiring the next generation of explorers" and "Understanding and protecting our home planet". DEVELOP students conduct research projects in Earth Systems Science, gaining valuable training and work experience, which support accomplishing this mission. This presentation will describe the DEVELOP Program, a NASA human capital development initiative, which is student run and student led with NASA scientists serving as mentors. DEVELOP began in 1998 at NASA's Langley Research Center in Virginia and expanded to NASA's Stennis Space Center in Mississippi and Marshall Space Flight Center in Alabama in 2002. NASA's Ames Research Center in California began DEVELOP activity in 2003. DEVELOP is a year round activity. High school through graduate school students participate in DEVELOP with students' backgrounds encompassing a wide variety of academic majors such as engineering, biology, physics, mathematics, computer science, remote sensing, geographic information systems, business, and geography. DEVELOP projects are initiated when county, state, or tribal governments submit a proposal requesting students work on local projects. When a project is selected, science mentors guide students in the application of NASA applied science and technology to enhance decision support tools for customers. Partnerships are established with customers, professional organizations and state and federal agencies in order to leverage resources needed to complete research projects. Student teams are assigned a project and are responsible for creating an inclusive project plan beginning with the design and approach of the study, the timeline, and the deliverables for the customer. Project results can consist of student papers, both team and individually written, face-to-face meetings and seminars with customers, presentations at national meetings in the form of posters and oral papers, displays at the Western and Southern Governors' Associations, and visualizations produced by the students. Projects have included Homeland Security in Virginia, Energy Management in New Mexico, Water Management in Mississippi, Air Quality Management in Alabama, Invasive Species mapping in Nevada, Public Health risk assessment in California, Disaster Management in Oklahoma, Agricultural Efficiency in South Dakota, Coastal Management in Louisiana and Carbon Management in Oregon. DEVELOP students gain experience in applied science, computer technology, and project management. Several DEVELOP projects will be demonstrated and discussed during this presentation. DEVELOP is sponsored by the Applications Division of NASA's Science Mission Directorate.

Shooting the Moon

NASA Technical Reports Server (NTRS)

Andrews, Daniel R.

2011-01-01

This story is about an unlikely NASA mission to the Moon. It was unlikely because it was started with far too little time and too-little money to complete. It was unlikely because it was able to take chances to accept risk of failure. It was unlikely because it was searching for the unthinkable: water-ice on the moon... Figure 1-1: LCROSS Mission. The mission of the Lunar CRater Observation and Sensing Satellite (LCROSS) was to investigate the possibility of water ice in craters on the Moon s poles. This is certainly an interesting scientific topic in itself, but I intend to focus on the compelling experience of managing the LCROSS Project in the context of this storied Agency. Perhaps most interesting are the implications this story has for managing any development effort, lunar or not, and working a balance to achieve success. NASA is by design a risk-taking agency within the US Government. It could be argued that NASA s purpose in the aerospace community is to take on the really big challenges that either the corporate world can t afford, are not yet profitable endeavors, or are just too risky for private corporations to entertain. However, expectations of the Agency have evolved. A combination of grim human tragedies and some very public cost and schedule overruns have challenged the public s and Congress s tolerance for risk-taking within the Agency. NASA, which is supposed to be in the business of taking risks to do bold, difficult things, has become less and less able to do so within its cost framework. Yet effectively replacing prudent risk management with attempts to "risk-eliminate" is completely unaffordable. So where does risk-taking fit within the Agency, or within private/corporate organizations for that matter? Where astronauts play there is clearly concern about risk. When an organization puts humans in harm s way, it is understandably going to take extra effort to assure nobody gets hurt. Doing so, of course, costs money - a lot of money to pay for labor and hardware which is attempting to assure nothing will go wrong. Sophisticated designs, with doubly- or triply-redundant systems, extensive testing to verify those systems, and numerous engineering test units built to learn and evolve a hardware design, all drive the cost and time required to implement. Human spaceflight is an expensive business because of the exceptional system complexity and levels of assurance required for human space travel. What about missions that do not involve human spaceflight? What about missions whose potential failure will not take a human life, whose costs are small and whose urgency and importance are limited by design? A portfolio consisting of this type of mission can be designed to be risk tolerant, not requiring large expenditures to guarantee against failure. With the money saved, the number of missions that can be executed within the portfolio grows, or the total cost of the portfolio can be reduced. The NASA LCROSS mission is a pathfinder example of a low-cost, quick turn-around mission which struck a balance on mission risk, while accomplishing big objectives, like defining how we understand the Moon.

Managing Risk for Cassini During Mission Operations and Data Analysis (MOandDA)

NASA Technical Reports Server (NTRS)

Witkowski, Mona M.

2002-01-01

A Risk Management Process has been tailored for Cassini that not only satisfies the requirements of NASA and JPL, but also allows the Program to proactively identify and assess risks that threaten mission objectives. Cassini Risk Management is a team effort that involves both management and engineering staff. The process is managed and facilitated by the Mission Assurance Manager (MAM), but requires regular interactions with Program Staff and team members to instill the risk management philosophy into the day to day mission operations. While Risk Management is well defined for projects in the development phase, it is a relatively new concept for Mission Operations. The Cassini team has embraced this process and has begun using it in an effective, proactive manner, to ensure mission success. It is hoped that the Cassini Risk Management Process will form the basis by which risk management is conducted during MO&DA on future projects. proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working put into place will become visible and will be illusmted in future papers.

Use of System Safety Risk Assessments for the Space Shuttle Reusable Solid Rocket Motor (RSRM)

NASA Technical Reports Server (NTRS)

Greenhalgh, Phillip O.; McCool, Alex (Technical Monitor)

2001-01-01

This paper discusses the System Safety approach used to assess risk for the Space Shuttle Reusable Solid Rocket Motor (RSRM). Previous to the first RSRM flight in the fall of 1988, all systems were analyzed extensively to assure that hazards were identified, assessed and that the baseline risk was understood and appropriately communicated. Since the original RSRM baseline was established, Thiokol and NASA have implemented a number of initiatives that have further improved the RSRM. The robust design, completion of rigorous testing and flight success of the RSRM has resulted in a wise reluctance to make changes. One of the primary assessments required to accompany the documentation of each proposed change and aid in the decision making process is a risk assessment. Documentation supporting proposed changes, including the risk assessments from System Safety, are reviewed and assessed by Thiokol and NASA technical management. After thorough consideration, approved changes are implemented adding improvements to and reducing risk of the Space Shuttle RSRM.

Practical Application of PRA as an Integrated Design Tool for Space Systems

NASA Technical Reports Server (NTRS)

Kalia, Prince; Shi, Ying; Pair, Robin; Quaney, Virginia; Uhlenbrock, John

2013-01-01

This paper presents the application of the first comprehensive Probabilistic Risk Assessment (PRA) during the design phase of a joint NASA/NOAA weather satellite program, Geostationary Operational Environmental Satellite Series R (GOES-R). GOES-R is the next generation weather satellite primarily to help understand the weather and help save human lives. PRA has been used at NASA for Human Space Flight for many years. PRA was initially adopted and implemented in the operational phase of manned space flight programs and more recently for the next generation human space systems. Since its first use at NASA, PRA has become recognized throughout the Agency as a method of assessing complex mission risks as part of an overall approach to assuring safety and mission success throughout project lifecycles. PRA is now included as a requirement during the design phase of both NASA next generation manned space vehicles as well as for high priority robotic missions. The influence of PRA on GOES-R design and operation concepts are discussed in detail. The GOES-R PRA is unique at NASA for its early implementation. It also represents a pioneering effort to integrate risks from both Spacecraft (SC) and Ground Segment (GS) to fully assess the probability of achieving mission objectives. PRA analysts were actively involved in system engineering and design engineering to ensure that a comprehensive set of technical risks were correctly identified and properly understood from a design and operations perspective. The analysis included an assessment of SC hardware and software, SC fault management system, GS hardware and software, common cause failures, human error, natural hazards, solar weather and infrastructure (such as network and telecommunications failures, fire). PRA findings directly resulted in design changes to reduce SC risk from micro-meteoroids. PRA results also led to design changes in several SC subsystems, e.g. propulsion, guidance, navigation and control (GNC), communications, mechanisms, and command and data handling (C&DH). The fault tree approach assisted in the development of the fault management system design. Human error analysis, which examined human response to failure, indicated areas where automation could reduce the overall probability of gaps in operation by half. In addition, the PRA brought to light many potential root causes of system disruptions, including earthquakes, inclement weather, solar storms, blackouts and other extreme conditions not considered in the typical reliability and availability analyses. Ultimately the PRA served to identify potential failures that, when mitigated, resulted in a more robust design, as well as to influence the program's concept of operations. The early and active integration of PRA with system and design engineering provided a well-managed approach for risk assessment that increased reliability and availability, optimized lifecyc1e costs, and unified the SC and GS developments.

A risk-based approach to robotic mission requirements

NASA Technical Reports Server (NTRS)

Dias, William C.; Bourke, Roger D.

1992-01-01

A NASA Risk Team has developed a method for the application of risk management to the definition of robotic mission requirements for the Space Exploration Initiative. These requirements encompass environmental information, infrastructural emplacement in advance, and either technology testing or system/subsystems demonstration. Attention is presently given to a method for step-by-step consideration and analysis of the risk component inherent in mission architecture, followed by a calculation of the subjective risk level. Mitigation strategies are then applied with the same rules, and a comparison is made.

Best Practices for Fatigue Risk Management in Non-Traditional Shiftwork

NASA Technical Reports Server (NTRS)

Flynn-Evans, Erin E.

2016-01-01

Fatigue risk management programs provide effective tools to mitigate fatigue among shift workers. Although such programs are effective for typical shiftwork scenarios, where individuals of equal skill level can be divided into shifts to cover 24 hour operations, traditional programs are not sufficient for managing sleep loss among individuals with unique skill sets, in occupations where non-traditional schedules are required. Such operations are prevalent at NASA and in other high stress occupations, including among airline pilots, military personnel, and expeditioners. These types of operations require fatigue risk management programs tailored to the specific requirements of the mission. Without appropriately tailored fatigue risk management, such operations can lead to an elevated risk of operational failure, disintegration of teamwork, and increased risk of accidents and incidents. In order to design schedules for such operations, schedule planners must evaluate the impact of a given operation on circadian misalignment, acute sleep loss, chronic sleep loss and sleep inertia. In addition, individual-level factors such as morningness-eveningness preference and sleep disorders should be considered. After the impact of each of these factors has been identified, scheduling teams can design schedules that meet operational requirements, while also minimizing fatigue.

NASA Heavy Lift Rotorcraft Systems Investigation

NASA Technical Reports Server (NTRS)

Johnson, Wayne; Yamauchi, Gloria K.; Watts, Michael E.

2005-01-01

The NASA Heavy Lift Rotorcraft Systems Investigation examined in depth several rotorcraft configurations for large civil transport, designed to meet the technology goals of the NASA Vehicle Systems Program. The investigation identified the Large Civil Tiltrotor as the configuration with the best potential to meet the technology goals. The design presented was economically competitive, with the potential for substantial impact on the air transportation system. The keys to achieving a competitive aircraft were low drag airframe and low disk loading rotors; structural weight reduction, for both airframe and rotors; drive system weight reduction; improved engine efficiency; low maintenance design; and manufacturing cost comparable to fixed-wing aircraft. Risk reduction plans were developed to provide the strategic direction to support a heavy-lift rotorcraft development. The following high risk areas were identified for heavy lift rotorcraft: high torque, light weight drive system; high performance, structurally efficient rotor/wing system; low noise aircraft; and super-integrated vehicle management system.

The Apollo Expericence Lessons Learned for Constellation Lunar Dust Management

NASA Astrophysics Data System (ADS)

Wagner, Sandra

2006-09-01

Lunar dust will present significant challenges to NASA's Lunar Exploration Missions. The challenges can be overcome by using best practices in system engineering design. For successful lunar surface missions, all systems that come into contact with lunar dust must consider the effects throughout the entire design process. Interfaces between all these systems with other systems also must be considered. Incorporating dust management into Concept of Operations and Requirements development are the best place to begin to mitigate the risks presented by lunar dust. However, that is only the beginning. To be successful, every person who works on NASA's Constellation lunar missions must be mindful of this problem. Success will also require fiscal responsibility. NASA must learn from Apollo the root cause of problems caused by dust, and then find the most cost-effective solutions to address each challenge. This will require a combination of common sense existing technologies and promising, innovative technical solutions

The Apollo Experience Lessons Learned for Constellation Lunar Dust Management

NASA Technical Reports Server (NTRS)

Wagner, Sandra

2006-01-01

Lunar dust will present significant challenges to NASA's Lunar Exploration Missions. The challenges can be overcome by using best practices in system engineering design. For successful lunar surface missions, all systems that come into contact with lunar dust must consider the effects throughout the entire design process. Interfaces between all these systems with other systems also must be considered. Incorporating dust management into Concept of Operations and Requirements development are the best place to begin to mitigate the risks presented by lunar dust. However, that is only the beginning. To be successful, every person who works on NASA's Constellation lunar missions must be mindful of this problem. Success will also require fiscal responsibility. NASA must learn from Apollo the root cause of problems caused by dust, and then find the most cost-effective solutions to address each challenge. This will require a combination of common sense existing technologies and promising, innovative technical solutions

Improving Our Odds: Success through Continuous Risk Management

NASA Technical Reports Server (NTRS)

Greenhalgh, Phillip O.

2009-01-01

Launching a rocket, running a business, driving to work and even day-to-day living all involve some degree of risk. Risk is ever present yet not always recognized, adequately assessed and appropriately mitigated. Identification, assessment and mitigation of risk are elements of the risk management component of the "continuous improvement" way of life that has become a hallmark of successful and progressive enterprises. While the application of risk management techniques to provide continuous improvement may be detailed and extensive, the philosophy, ideals and tools can be beneficially applied to all situations. Experiences with the use of risk identification, assessment and mitigation techniques for complex systems and processes are described. System safety efforts and tools used to examine potential risks of the Ares I First Stage of NASA s new Constellation Crew Launch Vehicle (CLV) presently being designed are noted as examples. Recommendations from lessons learned are provided for the application of risk management during the development of new systems as well as for the improvement of existing systems. Lessons learned and suggestions given are also examined for applicability to simple systems, uncomplicated processes and routine personal daily tasks. This paper informs the reader of varied uses of risk management efforts and techniques to identify, assess and mitigate risk for improvement of products, success of business, protection of people and enhancement of personal life.

An Overview of NASA's IM&S Verification and Validation Process Plan and Specification for Space Exploration

NASA Technical Reports Server (NTRS)

Gravitz, Robert M.; Hale, Joseph

2006-01-01

NASA's Exploration Systems Mission Directorate (ESMD) is implementing a management approach for modeling and simulation (M&S) that will provide decision-makers information on the model's fidelity, credibility, and quality. This information will allow the decision-maker to understand the risks involved in using a model's results in the decision-making process. This presentation will discuss NASA's approach for verification and validation (V&V) of its models or simulations supporting space exploration. This presentation will describe NASA's V&V process and the associated M&S verification and validation (V&V) activities required to support the decision-making process. The M&S V&V Plan and V&V Report templates for ESMD will also be illustrated.

KSC-2014-3126

NASA Image and Video Library

2014-07-03

CAPE CANAVERAL, Fla. – Former NASA astronaut Tom Jones, left, joins Andrea Farmer, senior public relations manager with Delaware North Parks and Resorts at NASA Kennedy Space Center Visitor Complex in Florida, for the grand opening of the Great Balls of Fire exhibit. Great Balls of Fire shares the story of the origins of our solar system, asteroids and comets and their possible impacts and risks. The 1,500-square-foot exhibit, located in the East Gallery of the IMAX theatre at the visitor complex, features several interactive displays, real meteorites and replica asteroid models. The exhibit is a production of The Space Science Institute's National Center for Interactive Learning. It is a traveling exhibition that also receives funding from NASA and the National Science Foundation. Photo credit: NASA/Daniel Casper

Research in space commercialization, technology transfer and communications, vol. 2

NASA Technical Reports Server (NTRS)

Dunn, D. A.; Agnew, C. E.

1983-01-01

Spectrum management, models for evaluating communications systems, and implications of communications regulations for NASA are considered as major parts of communications policy. Marketing LANDSAT products in developing countries, a political systems analysis of LANDSAT, and private financing and operation of the space operations center (space station) are discussed. Investment requirements, risks, government support, and other primary business and management considerations are examined.

Issues in NASA Program and Project Management:: A Collection of Papers on Aerospace Management Issues (Supplement 11)

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1996-01-01

Papers address the following topics: NASA's project management development process; Better decisions through structural analysis; NASA's commercial technology management system; Today's management techniques and tools; Program control in NASA - needs and opportunities; and Resources for NASA managers.

The NASA light-emitting diode medical program-progress in space flight and terrestrial applications

NASA Astrophysics Data System (ADS)

Whelan, Harry T.; Houle, John M.; Whelan, Noel T.; Donohoe, Deborah L.; Cwiklinski, Joan; Schmidt, Meic H.; Gould, Lisa; Larson, David L.; Meyer, Glenn A.; Cevenini, Vita; Stinson, Helen

2000-01-01

This work is supported and managed through the NASA Marshall Space Flight Center-SBIR Program. Studies on cells exposed to microgravity and hypergravity indicate that human cells need gravity to stimulate cell growth. As the gravitational force increases or decreases, the cell function responds in a linear fashion. This poses significant health risks for astronauts in long termspace flight. LED-technology developed for NASA plant growth experiments in space shows promise for delivering light deep into tissues of the body to promote wound healing and human tissue growth. This LED-technology is also biologically optimal for photodynamic therapy of cancer. .

2001 Research Reports NASA/ASEE Summer Faculty Fellowship Program

NASA Technical Reports Server (NTRS)

2001-01-01

This document is a collection of technical reports on research conducted by the participants in the 2001 NASA/ASEE Summer Faculty Fellowship Program at the Kennedy Space Center (KSC). Research areas are broad. Some of the topics addressed include: project management, space shuttle safety risks induced by human factor errors, body wearable computers as a feasible delivery system for 'work authorization documents', gas leak detection using remote sensing technologies, a history of the Kennedy Space Center, and design concepts for collabsible cyrogenic storage vessels.

Data Preservation, Information Preservation, and Lifecyle of Information Management at NASA GES DISC

NASA Technical Reports Server (NTRS)

Khayat, Mo; Kempler, Steve; Deshong, Barbara; Johnson, James; Gerasimov, Irina; Esfandiari, Ed; Berganski, Michael; Wei, Jennifer

2014-01-01

Data lifecycle management awareness is common today; planners are more likely to consider lifecycle issues at mission start. NASA remote sensing missions are typically subject to life cycle management plans of the Distributed Active Archive Center (DAAC), and NASA invests in these national centers for the long-term safeguarding and benefit of future generations. As stewards of older missions, it is incumbent upon us to ensure that a comprehensive enough set of information is being preserved to prevent the risk for information loss. This risk is greater when the original data experts have moved on or are no longer available. Preservation of items like documentation related to processing algorithms, pre-flight calibration data, or input-output configuration parameters used in product generation, are examples of digital artifacts that are sometimes not fully preserved. This is the grey area of information preservation; the importance of these items is not always clear and requires careful consideration. Missing important metadata about intermediate steps used to derive a product could lead to serious challenges in the reproducibility of results or conclusions. Organizations are rapidly recognizing that the focus of life-cycle preservation needs to be enlarged from the strict raw data to the more encompassing arena of information lifecycle management. By understanding what constitutes information, and the complexities involved, we are better equipped to deliver longer lasting value about the original data and derived knowledge (information) from them. The NASA Earth Science Data Preservation Content Specification is an attempt to define the content necessary for long-term preservation. It requires new lifecycle infrastructure approach along with content repositories to accommodate artifacts other than just raw data. The NASA Goddard Earth Sciences Data and Information Services Center (GES DISC) setup an open-source Preservation System capable of long-term archive of digital content to augment its raw data holding. This repository is being used for such missions as HIRDLS, UARS, TOMS, OMI, among others. We will provide a status of this implementation; report on challenges, lessons learned, and detail our plans for future evolution to include other missions and services.

Data Preservation, Information Preservation, and life-cyle of information management at NASA GES DISC

NASA Astrophysics Data System (ADS)

Khayat, M. G.; Deshong, B.; Esfandiari, A. E.; Gerasimov, I. V.; Johnson, J. E.; Kempler, S. J.; Wei, J. C.

2014-12-01

Data lifecycle management awareness is common today; planners are more likely to consider lifecycle issues at mission start. NASA remote sensing missions are typically subject to life cycle management plans of the Distributed Active Archive Center (DAAC), and NASA invests in these national centers for the long-term safeguarding and benefit of future generations. As stewards of older missions, it is incumbent upon us to ensure that a comprehensive enough set of information is being preserved to prevent the risk for "information loss". This risk is greater when the original data experts have moved on or are no longer available. Preservation of items like documentation related to processing algorithms, pre-flight calibration data, or input/output configuration parameters used in product generation, are examples of digital artifacts that are sometimes not fully preserved. This is the grey area of "information preservation"; the importance of these items is not always clear and requires careful consideration. Missing important "metadata" about intermediate steps used to derive a product could lead to serious challenges in the reproducibility of results or conclusions.Organizations are rapidly recognizing that the focus of life-cycle preservation needs to be enlarged from the strict raw data to the more encompassing arena of "information lifecycle management". By understanding what constitutes information, and the complexities involved, we are better equipped to deliver longer lasting value about the original data and derived knowledge (information) from them. The "NASA Earth Science Data Preservation Content Specification" is an attempt to define the content necessary for long-term preservation. It requires new lifecycle infrastructure approach along with content repositories to accommodate artifacts other than just raw data. The NASA Goddard Earth Sciences Data and Information Services Center (GES DISC) setup an open-source Preservation System capable of long-term archive of digital content to augment its raw data holding. This repository is being used for such missions as HIRDLS, UARS, TOMS, OMI, among others. We will provide a status of this implementation; report on challenges, lessons learned, and detail our plans for future evolution to include other missions and services.

Comet Borrelly Slows Solar Wind

NASA Technical Reports Server (NTRS)

2001-01-01

Over 1300 energy spectra taken on September 22, 2001 from the ion and electron instruments on NASA's Deep Space 1 span a region of 1,400,000 kilometers (870,000 miles) centered on the closest approach to the nucleus of comet Borrelly. A very strong interaction occurs between the solar wind (horizontal red bands to left and right in figure) and the comet's surrounding cloud of dust and gas, the coma. Near Deep Space 1's closest approach to the nucleus, the solar wind picked up charged water molecules from the coma (upper green band near the center), slowing the wind sharply and creating the V-shaped energy structure at the center.

Deep Space 1 completed its primary mission testing ion propulsion and 11 other advanced, high-risk technologies in September 1999. NASA extended the mission, taking advantage of the ion propulsion and other systems to undertake this chancy but exciting, and ultimately successful, encounter with the comet. More information can be found on the Deep Space 1 home page at http://nmp.jpl.nasa.gov/ds1/ .

Deep Space 1 was launched in October 1998 as part of NASA's New Millennium Program, which is managed by JPL for NASA's Office of Space Science, Washington, D.C. The California Institute of Technology manages JPL for NASA.

Probability of Loss of Crew Achievability Studies for NASA's Exploration Systems Development

NASA Technical Reports Server (NTRS)

Boyer, Roger L.; Bigler, Mark; Rogers, James H.

2014-01-01

Over the last few years, NASA has been evaluating various vehicle designs for multiple proposed design reference missions (DRM) beyond low Earth orbit in support of its Exploration Systems Development (ESD) programs. This paper addresses several of the proposed missions and the analysis techniques used to assess the key risk metric, probability of loss of crew (LOC). Probability of LOC is a metric used to assess the safety risk as well as a design requirement. These risk assessments typically cover the concept phase of a DRM, i.e. when little more than a general idea of the mission is known and are used to help establish "best estimates" for proposed program and agency level risk requirements. These assessments or studies were categorized as LOC achievability studies to help inform NASA management as to what "ball park" estimates of probability of LOC could be achieved for each DRM and were eventually used to establish the corresponding LOC requirements. Given that details of the vehicles and mission are not well known at this time, the ground rules, assumptions, and consistency across the programs become the important basis of the assessments as well as for the decision makers to understand.

Probability of Loss of Crew Achievability Studies for NASA's Exploration Systems Development

NASA Technical Reports Server (NTRS)

Boyer, Roger L.; Bigler, Mark; Rogers, James H.

2015-01-01

Over the last few years, NASA has been evaluating various vehicle designs for multiple proposed design reference missions (DRM) beyond low Earth orbit in support of its Exploration Systems Development (ESD) programs. This paper addresses several of the proposed missions and the analysis techniques used to assess the key risk metric, probability of loss of crew (LOC). Probability of LOC is a metric used to assess the safety risk as well as a design requirement. These risk assessments typically cover the concept phase of a DRM, i.e. when little more than a general idea of the mission is known and are used to help establish "best estimates" for proposed program and agency level risk requirements. These assessments or studies were categorized as LOC achievability studies to help inform NASA management as to what "ball park" estimates of probability of LOC could be achieved for each DRM and were eventually used to establish the corresponding LOC requirements. Given that details of the vehicles and mission are not well known at this time, the ground rules, assumptions, and consistency across the programs become the important basis of the assessments as well as for the decision makers to understand.

Propulsion Integrated Vehicle Health Management Technology Experiment (PITEX) Conducted

NASA Technical Reports Server (NTRS)

Maul, William A.; Chicatelli, Amy K.; Fulton, Christopher E.

2004-01-01

The Propulsion Integrated Vehicle Health Management (IVHM) Technology Experiment (PITEX) is a continuing NASA effort being conducted cooperatively by the NASA Glenn Research Center, the NASA Ames Research Center, and the NASA Kennedy Space Center. It was a key element of a Space Launch Initiative risk-reduction task performed by the Northrop Grumman Corporation in El Segundo, California. PITEX's main objectives are the continued maturation of diagnostic technologies that are relevant to second generation reusable launch vehicle (RLV) subsystems and the assessment of the real-time performance of the PITEX diagnostic solution. The PITEX effort has considerable legacy in the NASA IVHM Technology Experiment for X-vehicles (NITEX) that was selected to fly on the X-34 subscale RLV that was being developed by Orbital Sciences Corporation. NITEX, funded through the Future-X Program Office, was to advance the technology-readiness level of selected IVHM technologies within a flight environment and to begin the transition of these technologies from experimental status into RLV baseline designs. The experiment was to perform realtime fault detection and isolation and suggest potential recovery actions for the X-34 main propulsion system (MPS) during all mission phases by using a combination of system-level analysis and detailed diagnostic algorithms.

Cost Estimation and Control for Flight Systems

NASA Technical Reports Server (NTRS)

Hammond, Walter E.; Vanhook, Michael E. (Technical Monitor)

2002-01-01

Good program management practices, cost analysis, cost estimation, and cost control for aerospace flight systems are interrelated and depend upon each other. The best cost control process cannot overcome poor design or poor systems trades that lead to the wrong approach. The project needs robust Technical, Schedule, Cost, Risk, and Cost Risk practices before it can incorporate adequate Cost Control. Cost analysis both precedes and follows cost estimation -- the two are closely coupled with each other and with Risk analysis. Parametric cost estimating relationships and computerized models are most often used. NASA has learned some valuable lessons in controlling cost problems, and recommends use of a summary Project Manager's checklist as shown here.

Radiation Effects on Emerging Technologies: Implications of Space Weather Risk Management

NASA Technical Reports Server (NTRS)

LaBel, Kenneth A.; Barth, Janet L.

2000-01-01

As NASA and its space partners endeavor to develop a network of satellites capable of supporting humankind's needs for advanced space weather prediction and understanding, one of the key challenges is to design a space system to operate in the natural space radiation environment In this paper, we present a description of the natural space radiation environment, the effects of interest to electronic or photonic systems, and a sample of emerging technologies and their specific issues. We conclude with a discussion of operations in the space radiation hazard and considerations for risk management.

Space Life Sciences at NASA: Spaceflight Health Policy and Standards

NASA Technical Reports Server (NTRS)

Davis, Jeffrey R.; House, Nancy G.

2006-01-01

In January 2005, the President proposed a new initiative, the Vision for Space Exploration. To accomplish the goals within the vision for space exploration, physicians and researchers at Johnson Space Center are establishing spaceflight health standards. These standards include fitness for duty criteria (FFD), permissible exposure limits (PELs), and permissible outcome limits (POLs). POLs delineate an acceptable maximum decrement or change in a physiological or behavioral parameter, as the result of exposure to the space environment. For example cardiovascular fitness for duty standards might be a measurable clinical parameter minimum that allows successful performance of all required duties. An example of a permissible exposure limit for radiation might be the quantifiable limit of exposure over a given length of time (e.g. life time radiation exposure). An example of a permissible outcome limit might be the length of microgravity exposure that would minimize bone loss. The purpose of spaceflight health standards is to promote operational and vehicle design requirements, aid in medical decision making during space missions, and guide the development of countermeasures. Standards will be based on scientific and clinical evidence including research findings, lessons learned from previous space missions, studies conducted in space analog environments, current standards of medical practices, risk management data, and expert recommendations. To focus the research community on the needs for exploration missions, NASA has developed the Bioastronautics Roadmap. The Bioastronautics Roadmap, NASA's approach to identification of risks to human space flight, revised baseline was released in February 2005. This document was reviewed by the Institute of Medicine in November 2004 and the final report was received in October 2005. The roadmap defines the most important research and operational needs that will be used to set policy, standards (define acceptable risk), and implement an overall Risk Management and Analysis process. Currently NASA is drafting spaceflight health standards for neurosensory alterations, space radiation exposure, behavioral health, muscle atrophy, cardiovascular fitness, immunological compromise, bone demineralization, and nutrition.

An Assessment of Environmental Health Needs

NASA Technical Reports Server (NTRS)

Macatangay, Ariel V.

2013-01-01

Environmental health fundamentally addresses the physical, chemical, and biological risks external to the human body that can impact the health of a person by assessing and controlling these risks in order to generate and maintain a health-supportive environment. In manned spacecraft, environmental health risks are mitigated by a multi-disciplinary effort, employing several measures including active and passive controls, by establishing environmental standards (SMACs, SWEGs, microbial and acoustics limits), and through environmental monitoring. Human Health and Performance (HHP) scientists and Environmental Control and Life Support (ECLS) engineers consider environmental monitoring a vital component to an environmental health management strategy for maintaining a healthy crew and achieving mission success. ECLS engineers use environmental monitoring data to monitor and confirm the health of ECLS systems, whereas HHP scientists use the data to manage the health of the human system. Because risks can vary between missions and change over time, environmental monitoring is critical. Crew health risks associated with the environment were reviewed by agency experts with the goal of determining risk-based environmental monitoring needs for future NASA manned missions. Once determined, gaps in environmental health knowledge and technology, required to address those risks, were identified for various types of exploration missions. This agency-wide assessment of environmental health needs will help guide the activities/hardware development efforts to close those gaps and advance the knowledge required to meet NASA manned space exploration objectives. Details of the roadmap development and findings are presented in this paper.

Enhancing Interdisciplinary Human System Risk Research Through Modeling and Network Approaches

NASA Technical Reports Server (NTRS)

Mindock, Jennifer; Lumpkins, Sarah; Shelhamer, Mark

2015-01-01

NASA's Human Research Program (HRP) supports research to reduce human health and performance risks inherent in future human space exploration missions. Understanding risk outcomes and contributing factors in an integrated manner allows HRP research to support development of efficient and effective mitigations from cross-disciplinary perspectives, and to enable resilient human and engineered systems for spaceflight. The purpose of this work is to support scientific collaborations and research portfolio management by utilizing modeling for analysis and visualization of current and potential future interdisciplinary efforts.

Integrated Hybrid System Architecture for Risk Analysis

NASA Technical Reports Server (NTRS)

Moynihan, Gary P.; Fonseca, Daniel J.; Ray, Paul S.

2010-01-01

A conceptual design has been announced of an expert-system computer program, and the development of a prototype of the program, intended for use as a project-management tool. The program integrates schedule and risk data for the purpose of determining the schedule applications of safety risks and, somewhat conversely, the effects of changes in schedules on changes on safety. It is noted that the design has been delivered to a NASA client and that it is planned to disclose the design in a conference presentation.

Safety management of a complex R and D ground operating system

NASA Technical Reports Server (NTRS)

Connors, J. F.; Maurer, R. A.

1975-01-01

A perspective on safety program management was developed for a complex R&D operating system, such as the NASA-Lewis Research Center. Using a systems approach, hazardous operations are subjected to third-party reviews by designated-area safety committees and are maintained under safety permit controls. To insure personnel alertness, emergency containment forces and employees are trained in dry-run emergency simulation exercises. The keys to real safety effectiveness are top management support and visibility of residual risks.

Safety management of a complex R&D ground operating system

NASA Technical Reports Server (NTRS)

Connors, J. F.; Maurer, R. A.

1975-01-01

A perspective on safety program management has been developed for a complex R&D operating system, such as the NASA-Lewis Research Center. Using a systems approach, hazardous operations are subjected to third-party reviews by designated area safety committees and are maintained under safety permit controls. To insure personnel alertness, emergency containment forces and employees are trained in dry-run emergency simulation exercises. The keys to real safety effectiveness are top management support and visibility of residual risks.

NASA Spacecraft Fault Management Workshop Results

NASA Technical Reports Server (NTRS)

Newhouse, Marilyn; McDougal, John; Barley, Bryan; Fesq, Lorraine; Stephens, Karen

2010-01-01

Fault Management is a critical aspect of deep-space missions. For the purposes of this paper, fault management is defined as the ability of a system to detect, isolate, and mitigate events that impact, or have the potential to impact, nominal mission operations. The fault management capabilities are commonly distributed across flight and ground subsystems, impacting hardware, software, and mission operations designs. The National Aeronautics and Space Administration (NASA) Discovery & New Frontiers (D&NF) Program Office at Marshall Space Flight Center (MSFC) recently studied cost overruns and schedule delays for 5 missions. The goal was to identify the underlying causes for the overruns and delays, and to develop practical mitigations to assist the D&NF projects in identifying potential risks and controlling the associated impacts to proposed mission costs and schedules. The study found that 4 out of the 5 missions studied had significant overruns due to underestimating the complexity and support requirements for fault management. As a result of this and other recent experiences, the NASA Science Mission Directorate (SMD) Planetary Science Division (PSD) commissioned a workshop to bring together invited participants across government, industry, academia to assess the state of the art in fault management practice and research, identify current and potential issues, and make recommendations for addressing these issues. The workshop was held in New Orleans in April of 2008. The workshop concluded that fault management is not being limited by technology, but rather by a lack of emphasis and discipline in both the engineering and programmatic dimensions. Some of the areas cited in the findings include different, conflicting, and changing institutional goals and risk postures; unclear ownership of end-to-end fault management engineering; inadequate understanding of the impact of mission-level requirements on fault management complexity; and practices, processes, and tools that have not kept pace with the increasing complexity of mission requirements and spacecraft systems. This paper summarizes the findings and recommendations from that workshop, as well as opportunities identified for future investment in tools, processes, and products to facilitate the development of space flight fault management capabilities.

``Big Bang" for NASA's Buck: Nearly Three Years of EUVE Mission Operations at UCB

NASA Astrophysics Data System (ADS)

Stroozas, B. A.; Nevitt, R.; McDonald, K. E.; Cullison, J.; Malina, R. F.

1999-12-01

After over seven years in orbit, NASA's Extreme Ultraviolet Explorer (EUVE) satellite continues to perform flawlessly and with no significant loss of science capabilities. EUVE continues to produce important and exciting science results and, with reentry not expected until 2003-2004, many more such discoveries await. In the nearly three years since the outsourcing of EUVE from NASA's Goddard Space Flight Center, the small EUVE operations team at the University of California at Berkeley (UCB) has successfully conducted all aspects of the EUVE mission -- from satellite operations, science and mission planning, and data processing, delivery, and archival, to software support, systems administration, science management, and overall mission direction. This paper discusses UCB's continued focus on automation and streamlining, in all aspects of the Project, as the means to maximize EUVE's overall scientific productivity while minimizing costs. Multitasking, non-traditional work roles, and risk management have led to expanded observing capabilities while achieving significant cost reductions and maintaining the mission's historical 99 return. This work was funded under NASA Cooperative Agreement NCC5-138.

Issues in NASA program and project management. Special Report: 1993 conference

NASA Technical Reports Server (NTRS)

Hoffman, ED (Editor); Kishiyama, Jenny S. (Editor)

1993-01-01

This volume is the seventh in an ongoing series on aerospace project management at NASA. Articles in this volume cover the 1993 Conference: perspectives in NASA program/project management; the best job in aerospace; improvements in project management at NASA; strategic planning...mapping the way to NASA's future; new NASA procurement initiatives; international cooperation; and industry, government and university partnership. A section on resources for NASA managers rounds out the publication.

A Proposed Approach for Prioritizing Maintenance at NASA Centers

NASA Technical Reports Server (NTRS)

Dunn, Steven C.; Sawyer, Melvin H.

2013-01-01

The National Aeronautics and Space Administration (NASA) manages a vast array of infrastructure assets across ten National Centers with a worth of at least 30 billion dollars. Eighty percent of this infrastructure is greater than 40 years old and is in degraded condition. Maintenance budgets are typically less than one percent of current replacement value (CRV), much less than the 2-4% recommended by the National Research Council. The maintenance backlog was 2.55 billion dollars in FY10 and growing. NASA s annual budgets have flattened and are at risk of being reduced, so the problem is becoming even more difficult. NASA Centers utilize various means to prioritize and accomplish maintenance within available budgets, though data is suspect and processes are variable. This paper offers a structured means to prioritize maintenance based on mission criticality and facility performance (ability of the facility to deliver on its purpose). Mission alignment is assessed using the current timeframe Mission Dependence Index and a measure of facility alignment with the 2011 NASA Strategic Plan for the long-term perspective. Facility performance is assessed by combining specific findings from a structured facility condition assessment and an assessment of actual functional output. These are then combined in a matrix to identify the facilities most critical to mission and able to deliver services. The purpose of this approach is to provide the best benefits for the available funding. Additionally, this rationale can also be applied to the prioritization of investment (recapitalization) projects so that the ultimate customers of this paper, the senior infrastructure managers at each NASA Center, are better able to strategically manage their capabilities.

KSC-2014-3125

NASA Image and Video Library

2014-07-03

CAPE CANAVERAL, Fla. – Former NASA astronaut Tom Jones, left, joins Andrea Farmer, senior public relations manager, and Therrin Protze, chief operating officer, both with Delaware North Parks and Resorts at NASA's Kennedy Space Center Visitor Complex in Florida, for the grand opening of the Great Balls of Fire exhibit. Great Balls of Fire shares the story of the origins of our solar system, asteroids and comets and their possible impacts and risks. The 1,500-square-foot exhibit, located in the East Gallery of the IMAX theatre at the visitor complex, features several interactive displays, real meteorites and replica asteroid models. The exhibit is a production of The Space Science Institute's National Center for Interactive Learning. It is a traveling exhibition that also receives funding from NASA and the National Science Foundation. Photo credit: NASA/Daniel Casper

Information technology aided exploration of system design spaces

NASA Technical Reports Server (NTRS)

Feather, Martin S.; Kiper, James D.; Kalafat, Selcuk

2004-01-01

We report on a practical application of information technology techniques to aid system engineers effectively explore large design spaces. We make use of heuristic search, visualization and data mining, the combination of which we have implemented wtihin a risk management tool in use at JPL and NASA.

Recommended techniques for effective maintainability. A continuous improvement initiative of the NASA Reliability and Maintainability Steering Committee

NASA Technical Reports Server (NTRS)

1994-01-01

This manual presents a series of recommended techniques that can increase overall operational effectiveness of both flight and ground based NASA systems. It provides a set of tools that minimizes risk associated with: (1) restoring failed functions (both ground and flight based); (2) conducting complex and highly visible maintenance operations; and (3) sustaining a technical capability to support the NASA mission using aging equipment or facilities. It considers (1) program management - key elements of an effective maintainability effort; (2) design and development - techniques that have benefited previous programs; (3) analysis and test - quantitative and qualitative analysis processes and testing techniques; and (4) operations and operational design techniques that address NASA field experience. This document is a valuable resource for continuous improvement ideas in executing the systems development process in accordance with the NASA 'better, faster, smaller, and cheaper' goal without compromising safety.

NASA Post-Columbia Safety & Mission Assurance, Review and Assessment Initiatives

NASA Astrophysics Data System (ADS)

Newman, J. Steven; Wander, Stephen M.; Vecellio, Don; Miller, Andrew J.

2005-12-01

On February 1, 2003, NASA again experienced a tragic accident as the Space Shuttle Columbia broke apart upon reentry, resulting in the loss of seven astronauts. Several of the findings and observations of the Columbia Accident Investigation Board addressed the need to strengthen the safety and mission assurance function at NASA. This paper highlights key steps undertaken by the NASA Office of Safety and Mission Assurance (OSMA) to establish a stronger and more- robust safety and mission assurance function for NASA programs, projects, facilities and operations. This paper provides an overview of the interlocking OSMA Review and Assessment Division (RAD) institutional and programmatic processes designed to 1) educate, inform, and prepare for audits, 2) verify requirements flow-down, 3) verify process capability, 4) verify compliance with requirements, 5) support risk management decision making, 6) facilitate secure web- based collaboration, and 7) foster continual improvement and the use of lessons learned.

KSC-2012-4208

NASA Image and Video Library

2012-08-03

Cape Canaveral, Fla. -- NASA Administrator Charlie Bolden announces the newest partners of NASA's Commercial Crew Program CCP from Operations Support Building 2 OSB II at Kennedy Space Center in Florida. Three integrated systems were selected for CCP's Commercial Crew Integrated Capability CCiCap initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under funded Space Act Agreements SAAs, The Boeing Co. of Houston, Sierra Nevada Corp. SNC Space Systems of Louisville, Colo., and Space Exploration Technologies SpaceX of Hawthorne, Calif., will spend the next 21 months completing their designs, conducting critical risk reduction testing on their spacecraft and launch vehicles, and showcasing how they would operate and manage missions from launch through orbit and landing, setting the stage for future demonstration missions. To learn more about CCP, which is based at Kennedy and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Photo credit: NASA/Kim Shiflett

Making Debris Avoidance Decisions for ESMO's EOS Mission Set

NASA Technical Reports Server (NTRS)

Mantziaras, Dimitrios

2016-01-01

The presentation will cover the aspects of making debris risk decisions from the NASA Mission Director's perspective, specifically for NASA Earth Science Mission Operations (ESMO) Earth Observing System (EOS) mission set. ESMO has been involved in analyzing potential debris risk conjunctions with secondary objects since the inception of this discipline. Through the cumulated years of experience and continued exposure to various debris scenarios, ESMO's understanding of the problem and process to deal with this issue has evolved. The presentation will describe the evolution of the ESMO process, specifically as it relates to the maneuver execution and spacecraft risk management decision process. It will briefly cover the original Drag Make-Up Maneuver, several day, methodical manually intensive, ramp up waive off approach, to the present day more automated, pre-canned onboard command, tools based approach. The presentation will also cover the key information needed to make debris decisions and challenges in doing so while still trying to meet science goals, constellation constraints and manage resources. A slide or two at the end of the presentation, will be devoted to discussing what further improvements could be helpful to improve decision making and future process improvement plans challenges.

Collaborative Approaches to Increase the Utility of Spatial Data for the Wildfire Management Community Through NASA's Applied Remote Sensing Training Program

NASA Astrophysics Data System (ADS)

McCullum, A. J. K.; Schmidt, C.; Blevins, B.; Weber, K.; Schnase, J. L.; Carroll, M.; Prados, A. I.

2015-12-01

The utility of spatial data products and tools to assess risk and effectively manage wildfires has increased, highlighting the need for communicating information about these new capabilities to decision makers, resource managers, and community leaders. NASA's Applied Remote Sensing Training (ARSET) program works directly with agencies and policy makers to develop in-person and online training courses that teach end users how to access, visualize, and apply NASA Earth Science data in their profession. The expansion of ARSET into wildfire applications began in 2015 with a webinar and subsequent in-person training hosted in collaboration with Idaho State University's (ISU) GIS Training and Research Center (TReC). These trainings featured presentations from the USDA Forest Service's Remote Sensing Training and Applications Center, the Land Processes DAAC, Northwest Nazarene University, NASA Goddard Space Flight Center, and ISU's GIS TReC. The webinar focused on providing land managers, non-governmental organizations, and international management agencies with an overview of 1) remote sensing platforms for wildfire applications, 2) products for pre- and post-fire planning and assessment, 3) the use of terrain data, 4) new techniques and technologies such as Unmanned Aircraft Systems and the Soil Moisture Active Passive Mission (SMAP), and 5) the RECOVER Decision Support System. This training highlighted online tools that engage the wildfire community through collaborative monitoring and assessment efforts. Webinar attendance included 278 participants from 178 organizations in 42 countries and 33 US states. The majority of respondents (93%) from a post-webinar survey indicated they displayed improvement in their understanding of specific remote-sensing data products appropriate for their work needs. With collaborative efforts between federal, state, and local agencies and academic institutions, increased use of NASA Earth Observations may lead to improved near real-time decision making and long-term wildfire mitigation and management.

Operational Implementation of a Pc Uncertainty Construct for Conjunction Assessment Risk Analysis

NASA Technical Reports Server (NTRS)

Newman, Lauri K.; Hejduk, Matthew D.; Johnson, Lauren C.

2016-01-01

Earlier this year the NASA Conjunction Assessment and Risk Analysis (CARA) project presented the theoretical and algorithmic aspects of a method to include the uncertainties in the calculation inputs when computing the probability of collision (Pc) between two space objects, principally uncertainties in the covariances and the hard-body radius. The output of this calculation approach is to produce rather than a single Pc value an entire probability density function that will represent the range of possible Pc values given the uncertainties in the inputs and bring CA risk analysis methodologies more in line with modern risk management theory. The present study provides results from the exercise of this method against an extended dataset of satellite conjunctions in order to determine the effect of its use on the evaluation of conjunction assessment (CA) event risk posture. The effects are found to be considerable: a good number of events are downgraded from or upgraded to a serious risk designation on the basis of consideration of the Pc uncertainty. The findings counsel the integration of the developed methods into NASA CA operations.

Identification and Classification of Common Risks in Space Science Missions

NASA Technical Reports Server (NTRS)

Hihn, Jairus M.; Chattopadhyay, Debarati; Hanna, Robert A.; Port, Daniel; Eggleston, Sabrina

2010-01-01

Due to the highly constrained schedules and budgets that NASA missions must contend with, the identification and management of cost, schedule and risks in the earliest stages of the lifecycle is critical. At the Jet Propulsion Laboratory (JPL) it is the concurrent engineering teams that first address these items in a systematic manner. Foremost of these concurrent engineering teams is Team X. Started in 1995, Team X has carried out over 1000 studies, dramatically reducing the time and cost involved, and has been the model for other concurrent engineering teams both within NASA and throughout the larger aerospace community. The ability to do integrated risk identification and assessment was first introduced into Team X in 2001. Since that time the mission risks identified in each study have been kept in a database. In this paper we will describe how the Team X risk process is evolving highlighting the strengths and weaknesses of the different approaches. The paper will especially focus on the identification and classification of common risks that have arisen during Team X studies of space based science missions.

Flight Systems Integration and Test

NASA Technical Reports Server (NTRS)

Wright, Michael R.

2011-01-01

Topics to be Covered in this presentation are: (1) Integration and Test (I&T) Planning (2) Integration and Test Flows (3) Overview of Typical Mission I&T (4) Supporting Elements (5) Lessons-Learned and Helpful Hints (6) I&T Mishaps and Failures (7) The Lighter Side of I&T and (8) Small-Group Activity. This presentation highlights a typical NASA "in-house" I&T program (1) For flight systems that are developed by NASA at a space flight center (like GSFC) (2) Requirements well-defined: qualification/acceptance, documentation, configuration management. (3) Factors: precedents, human flight, risk-aversion ("failure-phobia"), taxpayer dollars, jobs and (4) Some differences among NASA centers, but generally a resource-intensive process

In-Space Propulsion Solar Electric Propulsion Program Overview of 2006

NASA Technical Reports Server (NTRS)

Baggett, Randy M.; Hulgan, Wendy W.; Dankanich, John W.; Bechtel, Robert T.

2006-01-01

The primary source of electric propulsion development throughout NASA is implemented by the In-Space Propulsion Technology Project at the NASA MSFC under the management of the Science Mission Directorate. The Solar Electric Propulsion technology area's objective is to develop near and mid-term SEP technology to enhance or enable mission capture while minimizing risk and cost to the end user. Major activities include developing NASA s Evolutionary Xenon Thruster (NEXT), implementing a Standard Architecture, and developing a long life High Voltage Hall Accelerator (HiVHAC). Lower level investments include advanced feed system development, advanced cathode testing and xenon recovery testing. Progress on current investments and future plans are discussed.

Radiation risk and human space exploration.

PubMed

Schimmerling, W; Cucinotta, F A; Wilson, J W

2003-01-01

Radiation protection is essential to enable humans to live and work safely in space. Predictions about the nature and magnitude of the risks posed by space radiation are subject to very large uncertainties. Prudent use of worst-case scenarios may impose unacceptable constraints on shielding mass for spacecraft or habitats, tours of duty of crews on Space Station, and on the radius and duration of sorties on planetary surfaces. The NASA Space Radiation Health Program has been devised to develop the knowledge required to accurately predict and to efficiently manage radiation risk. The knowledge will be acquired by means of a peer-reviewed, largely ground-based and investigator-initiated, basic science research program. The NASA Strategic Plan to accomplish these objectives in a manner consistent with the high priority assigned to the protection and health maintenance of crews will be presented. Published by Elsevier Science Ltd on behalf of COSPAR.

Radiation risk and human space exploration

NASA Technical Reports Server (NTRS)

Schimmerling, W.; Cucinotta, F. A.; Wilson, J. W.

2003-01-01

Radiation protection is essential to enable humans to live and work safely in space. Predictions about the nature and magnitude of the risks posed by space radiation are subject to very large uncertainties. Prudent use of worst-case scenarios may impose unacceptable constraints on shielding mass for spacecraft or habitats, tours of duty of crews on Space Station, and on the radius and duration of sorties on planetary surfaces. The NASA Space Radiation Health Program has been devised to develop the knowledge required to accurately predict and to efficiently manage radiation risk. The knowledge will be acquired by means of a peer-reviewed, largely ground-based and investigator-initiated, basic science research program. The NASA Strategic Plan to accomplish these objectives in a manner consistent with the high priority assigned to the protection and health maintenance of crews will be presented. Published by Elsevier Science Ltd on behalf of COSPAR.

The application of integrated knowledge-based systems for the Biomedical Risk Assessment Intelligent Network (BRAIN)

NASA Technical Reports Server (NTRS)

Loftin, Karin C.; Ly, Bebe; Webster, Laurie; Verlander, James; Taylor, Gerald R.; Riley, Gary; Culbert, Chris

1992-01-01

One of NASA's goals for long duration space flight is to maintain acceptable levels of crew health, safety, and performance. One way of meeting this goal is through BRAIN, an integrated network of both human and computer elements. BRAIN will function as an advisor to mission managers by assessing the risk of inflight biomedical problems and recommending appropriate countermeasures. Described here is a joint effort among various NASA elements to develop BRAIN and the Infectious Disease Risk Assessment (IDRA) prototype. The implementation of this effort addresses the technological aspects of knowledge acquisition, integration of IDRA components, the use of expert systems to automate the biomedical prediction process, development of a user friendly interface, and integration of IDRA and ExerCISys systems. Because C language, CLIPS and the X-Window System are portable and easily integrated, they were chosen ss the tools for the initial IDRA prototype.

Using NASA Satellite Observations to Map Wildfire Risk in the United States for Allocation of Fire Management Resources

NASA Astrophysics Data System (ADS)

Farahmand, A.; Reager, J. T., II; Behrangi, A.; Stavros, E. N.; Randerson, J. T.

2017-12-01

Fires are a key disturbance globally acting as a catalyst for terrestrial ecosystem change and contributing significantly to both carbon emissions and changes in surface albedo. The socioeconomic impacts of wildfire activities are also significant with wildfire activity results in billions of dollars of losses every year. Fire size, area burned and frequency are increasing, thus the likelihood of fire danger, defined by United States National Interagency Fire Center (NFIC) as the demand of fire management resources as a function of how flammable fuels (a function of ignitability, consumability and availability) are from normal, is an important step toward reducing costs associated with wildfires. Numerous studies have aimed to predict the likelihood of fire danger, but few studies use remote sensing data to map fire danger at scales commensurate with regional management decisions (e.g., deployment of resources nationally throughout fire season with seasonal and monthly prediction). Here, we use NASA Gravity Recovery And Climate Experiment (GRACE) assimilated surface soil moisture, NASA Atmospheric Infrared Sounder (AIRS) vapor pressure deficit, NASA Moderate Resolution Imaging Spectroradiometer (MODIS) enhanced vegetation index products and landcover products, along with US Forest Service historical fire activity data to generate probabilistic monthly fire potential maps in the United States. These maps can be useful in not only government operational allocation of fire management resources, but also improving understanding of the Earth System and how it is changing in order to refine predictions of fire extremes.

Wind Tunnel Management and Resource Optimization: A Systems Modeling Approach

NASA Technical Reports Server (NTRS)

Jacobs, Derya, A.; Aasen, Curtis A.

2000-01-01

Time, money, and, personnel are becoming increasingly scarce resources within government agencies due to a reduction in funding and the desire to demonstrate responsible economic efficiency. The ability of an organization to plan and schedule resources effectively can provide the necessary leverage to improve productivity, provide continuous support to all projects, and insure flexibility in a rapidly changing environment. Without adequate internal controls the organization is forced to rely on external support, waste precious resources, and risk an inefficient response to change. Management systems must be developed and applied that strive to maximize the utility of existing resources in order to achieve the goal of "faster, cheaper, better". An area of concern within NASA Langley Research Center was the scheduling, planning, and resource management of the Wind Tunnel Enterprise operations. Nine wind tunnels make up the Enterprise. Prior to this research, these wind tunnel groups did not employ a rigorous or standardized management planning system. In addition, each wind tunnel unit operated from a position of autonomy, with little coordination of clients, resources, or project control. For operating and planning purposes, each wind tunnel operating unit must balance inputs from a variety of sources. Although each unit is managed by individual Facility Operations groups, other stakeholders influence wind tunnel operations. These groups include, for example, the various researchers and clients who use the facility, the Facility System Engineering Division (FSED) tasked with wind tunnel repair and upgrade, the Langley Research Center (LaRC) Fabrication (FAB) group which fabricates repair parts and provides test model upkeep, the NASA and LARC Strategic Plans, and unscheduled use of the facilities by important clients. Expanding these influences horizontally through nine wind tunnel operations and vertically along the NASA management structure greatly increases the complexity of developing a model that can be used for successfully implementing a standardized management planning tool. The objective of this study was to implement an Integrated Wind Tunnel Planning System to improve the operations within the aeronautics testing and research group, in particular Wind Tunnel Enterprise. The study included following steps: Conducted literature search and expert discussions (NASA and Old Dominion University faculty), Performed environmental scan of NASA Langley wind tunnel operations as foundation for problem definition. Established operation requirements and evaluation methodologies. Examined windtunnel operations to map out the common characteristics, critical components, and system structure. Reviewed and evaluated various project scheduling and management systems for implementation, Evaluated and implemented "Theory of Constraints (TOC)" project scheduling methodology at NASA Langley wind tunnel operations together with NASA staff.

Developing a NASA strategy for the verification of large space telescope observatories

NASA Astrophysics Data System (ADS)

Crooke, Julie A.; Gunderson, Johanna A.; Hagopian, John G.; Levine, Marie

2006-06-01

In July 2005, the Office of Program Analysis and Evaluation (PA&E) at NASA Headquarters was directed to develop a strategy for verification of the performance of large space telescope observatories, which occurs predominantly in a thermal vacuum test facility. A mission model of the expected astronomical observatory missions over the next 20 years was identified along with performance, facility and resource requirements. Ground testing versus alternatives was analyzed to determine the pros, cons and break points in the verification process. Existing facilities and their capabilities were examined across NASA, industry and other government agencies as well as the future demand for these facilities across NASA's Mission Directorates. Options were developed to meet the full suite of mission verification requirements, and performance, cost, risk and other analyses were performed. Findings and recommendations from the study were presented to the NASA Administrator and the NASA Strategic Management Council (SMC) in February 2006. This paper details the analysis, results, and findings from this study.

Leadership Development Program Final Project

NASA Technical Reports Server (NTRS)

Parrish, Teresa C.

2016-01-01

TOSC is NASA's prime contractor tasked to successfully assemble, test, and launch the EM1 spacecraft. TOSC success is highly dependent on design products from the other NASA Programs manufacturing and delivering the flight hardware; Space Launch System(SLS) and Multi-Purpose Crew Vehicle(MPCV). Design products directly feed into TOSC's: Procedures, Personnel training, Hardware assembly, Software development, Integrated vehicle test and checkout, Launch. TOSC senior management recognized a significant schedule risk as these products are still being developed by the other two (2) programs; SVE and ACE positions were created.

Reusable launch vehicle development research

NASA Technical Reports Server (NTRS)

1995-01-01

NASA has generated a program approach for a SSTO reusable launch vehicle technology (RLV) development which includes a follow-on to the Ballistic Missile Defense Organization's (BMDO) successful DC-X program, the DC-XA (Advanced). Also, a separate sub-scale flight demonstrator, designated the X-33, will be built and flight tested along with numerous ground based technologies programs. For this to be a successful effort, a balance between technical, schedule, and budgetary risks must be attained. The adoption of BMDO's 'fast track' management practices will be a key element in the eventual success of NASA's effort.

Human Systems Integration in Practice: Constellation Lessons Learned

NASA Technical Reports Server (NTRS)

Zumbado, Jennifer Rochlis

2012-01-01

NASA's Constellation program provided a unique testbed for Human Systems Integration (HSI) as a fundamental element of the Systems Engineering process. Constellation was the first major program to have HSI mandated by NASA's Human Rating document. Proper HSI is critical to the success of any project that relies on humans to function as operators, maintainers, or controllers of a system. HSI improves mission, system and human performance, significantly reduces lifecycle costs, lowers risk and minimizes re-design. Successful HSI begins with sufficient project schedule dedicated to the generation of human systems requirements, but is by no means solely a requirements management process. A top-down systems engineering process that recognizes throughout the organization, human factors as a technical discipline equal to traditional engineering disciplines with authority for the overall system. This partners with a bottoms-up mechanism for human-centered design and technical issue resolution. The Constellation Human Systems Integration Group (HSIG) was a part of the Systems Engineering and Integration (SE&I) organization within the program office, and existed alongside similar groups such as Flight Performance, Environments & Constraints, and Integrated Loads, Structures and Mechanisms. While the HSIG successfully managed, via influence leadership, a down-and-in Community of Practice to facilitate technical integration and issue resolution, it lacked parallel top-down authority to drive integrated design. This presentation will discuss how HSI was applied to Constellation, the lessons learned and best practices it revealed, and recommendations to future NASA program and project managers. This presentation will discuss how Human Systems Integration (HSI) was applied to NASA's Constellation program, the lessons learned and best practices it revealed, and recommendations to future NASA program and project managers on how to accomplish this critical function.

Probability of Loss of Crew Achievability Studies for NASA's Exploration Systems Development

NASA Technical Reports Server (NTRS)

Boyer, Roger L.; Bigler, Mark A.; Rogers, James H.

2015-01-01

Over the last few years, NASA has been evaluating various vehicle designs for multiple proposed design reference missions (DRM) beyond low Earth orbit in support of its Exploration Systems Development (ESD) programs. This paper addresses several of the proposed missions and the analysis techniques used to assess the key risk metric, probability of loss of crew (LOC). Probability of LOC is a metric used to assess the safety risk as well as a design requirement. These assessments or studies were categorized as LOC achievability studies to help inform NASA management as to what "ball park" estimates of probability of LOC could be achieved for each DRM and were eventually used to establish the corresponding LOC requirements. Given that details of the vehicles and mission are not well known at this time, the ground rules, assumptions, and consistency across the programs become the important basis of the assessments as well as for the decision makers to understand.

Wranglers steadied the X-40A at NASA's Dryden Flight Research Center, Edwards, California, March 14, 2001, as the experimental craft was carried to 15,000 feet for an unpiloted glide flight

NASA Image and Video Library

2001-03-14

Wranglers steadied the X-40A at NASA's Dryden Flight Research Center, Edwards, California, March 14, 2001, as the experimental craft was carried to 15,000 feet for an unpiloted glide flight. The unpiloted X-40 is a risk-reduction vehicle for the X-37, which is intended to be a reusable space vehicle. NASA's Marshall Space Flight Center in Huntsville, Ala, manages the X-37 project. At Dryden, the X-40A will undergo a series of ground and air tests to reduce possible risks to the larger X-37, including drop tests from a helicopter to check guidance and navigation systems planned for use in the X-37. The X-37 is designed to demonstrate technologies in the orbital and reentry environments for next-generation reusable launch vehicles that will increase both safety and reliability, while reducing launch costs from $10,000 per pound to $1,000 per pound.

First flight at NASA's Dryden Flight Research Center for the X-40A was a 74 second glide from 15,000 feet on March 14, 2001

NASA Image and Video Library

2001-03-14

First flight at NASA's Dryden Flight Research Center for the X-40A was a 74 second glide from 15,000 feet on March 14, 2001. The unpiloted X-40 is a risk-reduction vehicle for the X-37, which is intended to be a reusable space vehicle. NASA's Marshall Space Flight Center in Huntsville, Ala, manages the X-37 project. At Dryden, the X-40A will undergo a series of ground and air tests to reduce possible risks to the larger X-37, including drop tests from a helicopter to check guidance and navigation systems planned for use in the X-37. The X-37 is designed to demonstrate technologies in the orbital and reentry environments for next-generation reusable launch vehicles that will increase both safety and reliability, while reducing launch costs from $10,000 per pound to $1,000 per pound.

Summary Report of the NASA Management Study Group: Recommendations to the Administrator, National Aeronautics and Space Administration

NASA Technical Reports Server (NTRS)

Phillips, Samuel C.

1986-01-01

The NASA Management Study Group (NMSG) was established under the auspices of the National Acedamy of Public Administration at the request of the Administrator of NASA to assess NASA's management practices and to evaluate the effectiveness of the NASA organization. This report summarizes the conclusions and recommendations of the NMSG on the overall management and organization of NASA.

Project Management in NASA: The system and the men

NASA Technical Reports Server (NTRS)

Pontious, R. H.; Barnes, L. B.

1973-01-01

An analytical description of the NASA project management system is presented with emphasis on the human element. The NASA concept of project management, program managers, and the problems and strengths of the NASA system are discussed.

KSC-2012-4214

NASA Image and Video Library

2012-08-03

CAPE CANAVERAL, Fla. -- This is an artist's conception of Space Exploration Technologies', or SpaceX, crewed Dragon capsule atop the company's Falcon 9 rocket under development for NASA's Commercial Crew Program, or CCP. The integrated system was selected for CCP's Commercial Crew Integrated Capability, or CCiCap, initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under a funded Space Act Agreement, or SAA, SpaceX will spend the next 21 months completing its design, conducting critical risk reduction testing on its spacecraft and launch vehicle, and showcasing how it would operate and manage missions from launch through orbit and landing, setting the stage for a future demonstration mission. To learn more about CCP, which is based at NASA's Kennedy Space Center in Florida and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Image credit: SpaceX

KSC-2012-4212

NASA Image and Video Library

2012-08-03

CAPE CANAVERAL, Fla. -- This is an artist's conception of The Boeing Company's CST-100 spacecraft atop a United Launch Alliance ULA Atlas V rocket under development for NASA's Commercial Crew Program, or CCP. The integrated system was selected for CCP's Commercial Crew Integrated Capability, or CCiCap, initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under a funded Space Act Agreement, or SAA, Boeing will spend the next 21 months completing its design, conducting critical risk reduction testing on its spacecraft and launch vehicle, and showcasing how it would operate and manage missions from launch through orbit and landing, setting the stage for a future demonstration mission. To learn more about CCP, which is based at NASA's Kennedy Space Center in Florida and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Image credit: Boeing

NASA Applied Sciences Program. Overview Presentation; Discovering and Demonstrating Innovative and Practical Applications of Earth Science

NASA Technical Reports Server (NTRS)

Irwin, Daniel

2010-01-01

Goal 1: Enhance Applications Research Advance the use of NASA Earth science in policy making, resource management and planning, and disaster response. Key Actions: Identify priority needs, conduct applied research to generate innovative applications, and support projects that demonstrate uses of NASA Earth science. Goal 2: Increase Collaboration Establish a flexible program structure to meet diverse partner needs and applications objectives. Key Actions: Pursue partnerships to leverage resources and risks and extend the program s reach and impact. Goal 3:Accelerate Applications Ensure that NASA s flight missions plan for and support applications goals in conjunction with their science goals, starting with mission planning and extending through the mission life cycle. Key Actions: Enable identification of applications early in satellite mission lifecycle and facilitate effective ways to integrate end-user needs into satellite mission planning

Fault Management Guiding Principles

NASA Technical Reports Server (NTRS)

Newhouse, Marilyn E.; Friberg, Kenneth H.; Fesq, Lorraine; Barley, Bryan

2011-01-01

Regardless of the mission type: deep space or low Earth orbit, robotic or human spaceflight, Fault Management (FM) is a critical aspect of NASA space missions. As the complexity of space missions grows, the complexity of supporting FM systems increase in turn. Data on recent NASA missions show that development of FM capabilities is a common driver for significant cost overruns late in the project development cycle. Efforts to understand the drivers behind these cost overruns, spearheaded by NASA's Science Mission Directorate (SMD), indicate that they are primarily caused by the growing complexity of FM systems and the lack of maturity of FM as an engineering discipline. NASA can and does develop FM systems that effectively protect mission functionality and assets. The cost growth results from a lack of FM planning and emphasis by project management, as well the maturity of FM as an engineering discipline, which lags behind the maturity of other engineering disciplines. As a step towards controlling the cost growth associated with FM development, SMD has commissioned a multi-institution team to develop a practitioner's handbook representing best practices for the end-to-end processes involved in engineering FM systems. While currently concentrating primarily on FM for science missions, the expectation is that this handbook will grow into a NASA-wide handbook, serving as a companion to the NASA Systems Engineering Handbook. This paper presents a snapshot of the principles that have been identified to guide FM development from cradle to grave. The principles range from considerations for integrating FM into the project and SE organizational structure, the relationship between FM designs and mission risk, and the use of the various tools of FM (e.g., redundancy) to meet the FM goal of protecting mission functionality and assets.

Hypergol Systems: Design, Buildup, and Operation

NASA Technical Reports Server (NTRS)

Baker, David; Rathgeber, Kurt

2006-01-01

This course was developed by personnel at the NASA JSC White Sands Test Facility in conjunction with the NASA Safety Training Center (NSTC). The NSTC was established in May 1991 by the NASA Headquarters Safety Directorate to provide up-to-date, high-quality, NASA specific safety training on location at NASA centers, or simultaneously to multiple centers over the Video Teleconferencing System (ViTS). Our desire is to establish and maintain a strong, long-lasting relationship with all NASA centers in order to fulfill your safety training needs on a cost-effective basis. Our ultimate goal is to provide a positive contribution to safe operations at NASA. NSTC Course 055 is a 2-day course discussing the safe usage of hypergols (hydrazine fuels and nitrogen tetroxide). During the course we will identify the hazards associated with hypergols including toxicity, reactivity, fire, and explosion. Management of risk is discussed in terms of the primary engineering controls design, buildup, and operation; and secondary controls personal protective equipment and detectors/monitors. The emphasis is on the design and buildup of compatible systems and the safe operation of these systems by technicians and engineers.

Perspectives on Asthenia in Astronauts and Cosmonauts: Review of the International Research Literature

NASA Technical Reports Server (NTRS)

Sandoval, Luis; Keeton, Kathryn; Shea, Camille; Otto, Christian; Patterson, Holly; Leveton, Lauren

2012-01-01

The Behavioral Health and Performance Element (BHP) is one of the 6 elements in the NASA Human Research Program (HRP) and is responsible for managing 4 of the identified and named risks to human health and performance from human space exploration: a) Risk of Behavioral Conditions (BMed), b) Risk of Psychiatric Disorders (BMed), c) Risk of Performance Decrements due to inadequate Cooperation, Coordination, Communication and Psychological Adaptation within a Team (Team), and d) Risk of Performance Errors due to Sleep Loss, Circadian De-synchronization, Fatigue and Work Overload (Sleep). Each risk is reviewed by a NASA HRP Standing Review Panel (SRP), and recently the Behavioral Medicine Risk of Psychiatric Disorders was reviewed. The aim of this report is to address one of the recommendations made by that panel, specifically the recommendation that the "literature on asthenia should be evaluated (possibly as a psychological or psychosomatic / psycho-physiological analogue of chronic fatigue syndrome)" (SRP p. 4), in addition to General Recommendation 4, which states that "all reviews must include non-English language materials as well as materials appearing in conferences reports, books, and other non-refereed journal outlets" (SRP p. 2).

Evaluating Bone Loss in ISS Astronauts.

PubMed

Sibonga, Jean D; Spector, Elisabeth R; Johnston, Smith L; Tarver, William J

2015-12-01

The measurement of bone mineral density (BMD) by dual-energy X-ray absorptiometry (DXA) is the Medical Assessment Test used at the NASA Johnson Space Center to evaluate whether prolonged exposure to spaceflight increases the risk for premature osteoporosis in International Space Station (ISS) astronauts. The DXA scans of crewmembers' BMD during the first decade of the ISS existence showed precipitous declines in BMD for the hip and spine after the typical 6-mo missions. However, a concern exists that skeletal integrity cannot be sufficiently assessed solely by DXA measurement of BMD. Consequently, use of relatively new research technologies is being proposed to NASA for risk surveillance and to enhance long-term management of skeletal health in long-duration astronauts. Sibonga JD, Spector ER, Johnston SL, Tarver WJ. Evaluating bone loss in ISS astronauts.

Improving the recognition of near-miss events on NASA missions

NASA Astrophysics Data System (ADS)

Dillon, R. L.; Rogers, E. W.; Madsen, P.; Tinsley, C. H.

Organizations that ignore near-miss data may be inappropriately rewarding risky behavior. If managers engage in risky behavior and succeed, research shows that these managers are likely to be promoted without close scrutiny of their risky decisions, even if the success is because of good fortune. Over time such risk taking compounds as similar near-misses are repeatedly observed and the ability to recognize anomalies and document the events decreases (i.e., normalization of deviance). History from the shuttle program shows that only the occasional large failure increases attention to anomalies again. This research demonstrates the presence of normalization of deviance in NASA missions and also examines a factor (the significance of the project) that may increase people's awareness of near-misses to counter this trend. Increasing awareness of chance success should increase the likelihood that significant learning can occur from the mission regardless of outcome. We conclude with prescriptions for project managers based on several on-going activities at NASA Goddard Space Flight Center (GSFC) to improve organizational learning. We discuss how these efforts can contribute to reducing near-miss bias and the normalization of deviance. This research should help organizations design learning processes that draw lessons from near-misses.

Key NASA, USAF and federal officials sign a Memorandum of Agreement on groundwater cleanup

NASA Technical Reports Server (NTRS)

1999-01-01

On the site of Launch Complex 34, key participants sign a Memorandum of Agreement, formalizing cooperative efforts of NASA, the U.S. Air Force, and federal agencies in ground-water cleanup initiatives. Seated at the table, from left to right, are Timothy Oppelt, director, National Risk Management Research Laboratory, U.S. Environmental Protection Agency; Tom Heenan, assistant manager of environmental management, Savannah River Site, U.S. Department of Energy; Col. James Heald, Vice Commander, Air Force Research Laboratory, U.S. Air Force; Gerald Boyd, acting deputy assistant secretary, Office of Science and Technology, U.S. Department of Energy; James Fiore, acting deputy assistant secretary, Office of Environmental Restoration, Department of Energy; Brig. Gen. Randall R. Starbuck, Commander 45th Space Wing, U.S. Air Force; Roy Bridges Jr., director of John F. Kennedy Space Center; Walter Kovalick Jr., Ph.D., director, Technology Innovation Office, U.S. Environmental Protection Agency. NASA, the U.S. Air Force and the agencies have formed a consortium and are participating in a comparative study of three innovative techniques to be used in cleaning a contaminated area of Launch Complex 34. The study will be used to help improve groundwater cleanup processes nationally.

Key NASA, USAF and federal officials sign a Memorandum of Agreement on groundwater cleanup

NASA Technical Reports Server (NTRS)

1999-01-01

On the site of Launch Complex 34, key participants sign a Memorandum of Agreement, formalizing cooperative efforts of NASA, the U.S. Air Force, and federal agencies in ground-water cleanup initiatives. Seated from left to right are Timothy Oppelt, director, National Risk Management Research Laboratory, U.S. Environmental Protection Agency; Tom Heenan, assistant manager of environmental management, Savannah River Site, U.S. Department of Energy; Col. James Heald, Vice Commander, Air Force Research Laboratory, U.S. Air Force; Gerald Boyd, acting deputy assistant secretary, Office of Science and Technology, U.S. Department of Energy; James Fiore, acting deputy assistant secretary, Office of Environmental Restoration, Department of Energy; Brig. Gen. Randall R. Starbuck, Commander 45th Space Wing, U.S. Air Force; Roy Bridges Jr., director of John F. Kennedy Space Center; Walter Kovalick Jr., Ph.D., director, Technology Innovation Office, U.S. Environmental Protection Agency. NASA, the U.S. Air Force and the agencies have formed a consortium and are participating in a comparative study of three innovative techniques to be used in cleaning a contaminated area of Launch Complex 34. The study will be used to help improve groundwater cleanup processes nationally.

Management of information in a research and development agency

NASA Technical Reports Server (NTRS)

Keene, Wallace O.

1990-01-01

The NASA program for managing scientific and technical information (STI) is examined, noting the technological, managerial, educational, and legal aspects of transferring and disseminating information. A definition of STI is introduced and NASA's STI-related management programs are outlined. Consideration is given to the role of STI management in NASA mission programs, research efforts supporting the management and use of STI, STI program interfaces, and the Automated Information Management Program to eliminate redundant automation efforts in common administrative functions. The infrastructure needed to manage the broad base of NASA information and the interfaces between NASA's STI management and external organizations are described.

iPAS: AES Flight System Technology Maturation for Human Spaceflight

NASA Technical Reports Server (NTRS)

Othon, William L.

2014-01-01

In order to realize the vision of expanding human presence in space, NASA will develop new technologies that can enable future crewed spacecraft to go far beyond Earth orbit. These technologies must be matured to the point that future project managers can accept the risk of incorporating them safely and effectively within integrated spacecraft systems, to satisfy very challenging mission requirements. The technologies must also be applied and managed within an operational context that includes both on-board crew and mission support on Earth. The Advanced Exploration Systems (AES) Program is one part of the NASA strategy to identify and develop key capabilities for human spaceflight, and mature them for future use. To support this initiative, the Integrated Power Avionics and Software (iPAS) environment has been developed that allows engineers, crew, and flight operators to mature promising technologies into applicable capabilities, and to assess the value of these capabilities within a space mission context. This paper describes the development of the integration environment to support technology maturation and risk reduction, and offers examples of technology and mission demonstrations executed to date.

Equipment management user's handbook for property custodians

NASA Technical Reports Server (NTRS)

1993-01-01

The NASA Equipment Management User's Handbook for Property Custodians is issued as an instructional guide for personnel designated as property custodians and technical personnel involved in the acquisition, management, and use of NASA-owned equipment. This handbook provides general information and basic operational procedures for processing equipment transactions through the agency-wide NASA Equipment Management System (NEMS). Each NASA installation must prepare supplementary instructions for local requirements beyond the scope of NASA-wide policies and procedures contained herein, or as specified for local implementation in NHB 4200.1, 'NASA Equipment Management Manual.' NHB 4200.1 sets forth policy, uniform performance standards, and procedural guidance to NASA personnel for the acquisition, management, and use of NASA-owned equipment. This handbook is a controlled document, issued in loose-leaf form and revised by page changes. Additional copies for internal use may be obtained through normal distribution.

Imaging X-Ray Polarimetry Explorer (IXPE) Risk Management

NASA Technical Reports Server (NTRS)

Alexander, Cheryl; Deininger, William D.; Baggett, Randy; Primo, Attina; Bowen, Mike; Cowart, Chris; Del Monte, Ettore; Ingram, Lindsey; Kalinowski, William; Kelley, Anthony;

Optimizing spacecraft design - optimization engine development : progress and plans

NASA Technical Reports Server (NTRS)

Cornford, Steven L.; Feather, Martin S.; Dunphy, Julia R; Salcedo, Jose; Menzies, Tim

2003-01-01

At JPL and NASA, a process has been developed to perform life cycle risk management. This process requires users to identify: goals and objectives to be achieved (and their relative priorities), the various risks to achieving those goals and objectives, and options for risk mitigation (prevention, detection ahead of time, and alleviation). Risks are broadly defined to include the risk of failing to design a system with adequate performance, compatibility and robustness in addition to more traditional implementation and operational risks. The options for mitigating these different kinds of risks can include architectural and design choices, technology plans and technology back-up options, test-bed and simulation options, engineering models and hardware/software development techniques and other more traditional risk reduction techniques.

Human Research Program Human Health Countermeasures Element Sensorimotor Risk Standing Review Panel (SRP) Final Report

NASA Technical Reports Server (NTRS)

Peterson, Barry

2009-01-01

The Sensorimotor Risk Standing Review Panel (SRP) met at the NASA Johnson Space Center on October 4-6, 2009 to discuss the areas of future research targeted by the Human Health Countermeasures (HHC) Element of the Human Research Program (HRP). Using evidence-based knowledge as a background for risks, NASA had identified gaps in knowledge to address those risks. Ongoing and proposed tasks were presented to address the gaps. The charge to the Sensorimotor Risk SRP was to review the gaps, evaluate whether the tasks addressed these gaps and to make recommendations to NASA s HRP Science Management Office regarding the SRP's review. The SRP was requested to evaluate the practicality of the proposed efforts in light of the realistic demands placed on the HRP. In short, all tasks presented in the Integrated Research Plan (IRP) should address specific risks related to the challenges faced by the astronauts as a result of prolonged exposure to microgravity. All tasks proposed to fill the gaps in knowledge should provide applied, translational data necessary to address the specific risks. Several presentations were made to the SRP during the site visit and the SRP spent sufficient time to address the panel charge, either as a group or in separate sessions. The SRP made a final debriefing to the HRP Program Scientist. Taking the evidence and the risk as givens, the SRP reached the following conclusions: 1) the panel is very supportive of and endorses the present activities of the Sensorimotor Risk; and the panel is likewise supportive of the gaps and associated tasks in the IRP; 2) overall, the tasks addressed the gaps in the IRP; 3) there were some gaps and tasks that merit further enhancement and some new gaps/tasks that the SRP recommends.

A systems approach to the management of large projects: Review of NASA experience with societal implications

NASA Technical Reports Server (NTRS)

Vaccaro, M. J.

1973-01-01

The application of the NASA type management approach to achieve objectives in other fields is considered. The NASA management outlook and the influences of the NASA environment are discussed along with project organization and management, and applications to socio-economic projects.

A Corrosion Risk Assessment Model for Underground Piping

NASA Technical Reports Server (NTRS)

Datta, Koushik; Fraser, Douglas R.

2009-01-01

The Pressure Systems Manager at NASA Ames Research Center (ARC) has embarked on a project to collect data and develop risk assessment models to support risk-informed decision making regarding future inspections of underground pipes at ARC. This paper shows progress in one area of this project - a corrosion risk assessment model for the underground high-pressure air distribution piping system at ARC. It consists of a Corrosion Model of pipe-segments, a Pipe Wrap Protection Model; and a Pipe Stress Model for a pipe segment. A Monte Carlo simulation of the combined models provides a distribution of the failure probabilities. Sensitivity study results show that the model uncertainty, or lack of knowledge, is the dominant contributor to the calculated unreliability of the underground piping system. As a result, the Pressure Systems Manager may consider investing resources specifically focused on reducing these uncertainties. Future work includes completing the data collection effort for the existing ground based pressure systems and applying the risk models to risk-based inspection strategies of the underground pipes at ARC.

Texas Disasters II: Utilizing NASA Earth Observations to Assist the Texas Forest Service in Mapping and Analyzing Fuel Loads and Phenology in Texas Grasslands

NASA Technical Reports Server (NTRS)

Brooke, Michael; Williams, Meredith; Fenn, Teresa

2016-01-01

The risk of severe wildfires in Texas has been related to weather phenomena such as climate change and recent urban expansion into wild land areas. During recent years, Texas wild land areas have experienced sequences of wet and dry years that have contributed to increased wildfire risk and frequency. To prevent and contain wildfires, the Texas Forest Service (TFS) is tasked with evaluating and reducing potential fire risk to better manage and distribute resources. This task is made more difficult due to the vast and varied landscape of Texas. The TFS assesses fire risk by understanding vegetative fuel types and fuel loads. To better assist the TFS, NASA Earth observations, including Landsat and Moderate Resolution Imaging Specrtoradiometer (MODIS) data, were analyzed to produce maps of vegetation type and specific vegetation phenology as it related to potential wildfire fuel loads. Fuel maps from 2010-2011 and 2014-2015 fire seasons, created by the Texas Disasters I project, were used and provided alternating, complementary map indicators of wildfire risk in Texas. The TFS will utilize the end products and capabilities to evaluate and better understand wildfire risk across Texas.

77 FR 13153 - Information Collection; NASA Contractor Financial Management Reports

Federal Register 2010, 2011, 2012, 2013, 2014

2012-03-05

..., [email protected] . SUPPLEMENTARY INFORMATION: I. Abstract The NASA Contractor Financial Management... NATIONAL AERONAUTICS AND SPACE ADMINISTRATION [Notice 12-019] Information Collection; NASA Contractor Financial Management Reports AGENCY: National Aeronautics and Space Administration (NASA). ACTION...

KSC-2012-4213

NASA Image and Video Library

2012-08-03

CAPE CANAVERAL, Fla. -- This is an artist's conception of Sierra Nevada Corp. SNC Space System's Dream Chaser spacecraft atop a United Launch Alliance ULA Atlas V rocket under development for NASA's Commercial Crew Program, or CCP. The integrated system was selected for CCP's Commercial Crew Integrated Capability, or CCiCap, initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under a funded Space Act Agreement, or SAA, SNC will spend the next 21 months completing its design, conducting critical risk reduction testing on its spacecraft and launch vehicle, and showcasing how it would operate and manage missions from launch through orbit and landing, setting the stage for a future demonstration mission. To learn more about CCP, which is based at NASA's Kennedy Space Center in Florida and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Image credit: SNC

KSC-2012-4205

NASA Image and Video Library

2012-08-03

Cape Canaveral, Fla. -- NASA Kennedy Space Center Director Bob Cabana discusses the Commercial Crew Program's CCP newest partnerships from the center's Operations Support Building 2 OSB II. Three integrated systems were selected for CCP's Commercial Crew Integrated Capability CCiCap initiative to propel America's next human space transportation system to low Earth orbit forward. Operating under a funded Space Act Agreements SAAs, The Boeing Co. of Houston, Sierra Nevada Corp. SNC Space Systems of Louisville, Colo., and Space Exploration Technologies SpaceX of Hawthorne, Calif., will spend the next 21 months completing their designs, conducting critical risk reduction testing on their spacecraft and launch vehicles, and showcasing how they would operate and manage missions from launch through orbit and landing, setting the stage for future demonstration missions. To learn more about CCP, which is based at Kennedy and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Photo credit: NASA/Kim Shiflett

KSC-2012-4215

NASA Image and Video Library

2012-08-03

CAPE CANAVERAL, Fla. -- This is an artist's conception of NASA's Commercial Crew Program or CCP, logo and low Earth orbit. The program is entering its third phase of development, called Commercial Crew integrated Capability, or CCiCap, to propel America's next human space transportation system to low Earth orbit forward. Operating under funded Space Act Agreements, or SAAs, The Boeing Co. of Houston, Sierra Nevada Corp., or SNC, Space Systems of Louisville, Colo., and Space Exploration Technologies, or SpaceX, of Hawthorne, Calif., will spend the next 21 months completing their designs, conducting critical risk reduction testing on their spacecraft and launch vehicles, and showcasing how they would operate and manage missions from launch through orbit and landing, setting the stage for future demonstration missions. To learn more about CCP, which is based at Kennedy and supported by NASA's Johnson Space Center in Houston, visit www.nasa.gov/commercialcrew. Image credit: NASA/Matthew Young

Engineering Innovations for Exploration Challenges

NASA Technical Reports Server (NTRS)

Dumbacher, Daniel L.

2010-01-01

This slide presentation reviews some of the engineering innovations requirements for the challenges of space exploration which NASA has and will be involved in. It reviews some significant successes in space transportation, exploration and science accomplished during 2009, and it reviews some of the places that are available for exploration in the near term and the specific missions that NASA has assigned to Marshall. It also reviews the project lifecycle management model, that is designed to reduce undefined, but known, risks. It also demonstrates the sustainable long-term program of block upgrades that contribute to long-term success of programs.

Programmatic Perspectives on Using `Rapid Prototyping Capability' for Water Management Applications Using NASA Products

NASA Astrophysics Data System (ADS)

Toll, D.; Friedl, L.; Entin, J.; Engman, E.

2006-12-01

The NASA Water Management Program addresses concerns and decision making related to water availability, water forecast and water quality. The goal of the Water Management Program Element is to encourage water management organizations to use NASA Earth science data, models products, technology and other capabilities in their decision support tools (DSTs) for problem solving. The goal of the NASA Rapid Prototyping Capability (RPC) is to speed the evaluation of these NASA products and technologies to improve current and future DSTs by reducing the time to access, configure, and assess the effectiveness of NASA products and technologies. The NASA Water Management Program Element partners with Federal agencies, academia, private firms, and may include international organizations. Currently, the NASA Water Management Program oversees eight application projects. However, water management is a very broad descriptor of a much larger number of activities that are carried out to insure safe and plentiful water supply for humans, industry and agriculture, promote environmental stewardship, and mitigate disaster such as floods and droughts. The goal of this presentation is to summarize how the RPC may further enhance the effectiveness of using NASA products for water management applications.

Managing Large Scale Project Analysis Teams through a Web Accessible Database

NASA Technical Reports Server (NTRS)

O'Neil, Daniel A.

2008-01-01

Large scale space programs analyze thousands of requirements while mitigating safety, performance, schedule, and cost risks. These efforts involve a variety of roles with interdependent use cases and goals. For example, study managers and facilitators identify ground-rules and assumptions for a collection of studies required for a program or project milestone. Task leaders derive product requirements from the ground rules and assumptions and describe activities to produce needed analytical products. Disciplined specialists produce the specified products and load results into a file management system. Organizational and project managers provide the personnel and funds to conduct the tasks. Each role has responsibilities to establish information linkages and provide status reports to management. Projects conduct design and analysis cycles to refine designs to meet the requirements and implement risk mitigation plans. At the program level, integrated design and analysis cycles studies are conducted to eliminate every 'to-be-determined' and develop plans to mitigate every risk. At the agency level, strategic studies analyze different approaches to exploration architectures and campaigns. This paper describes a web-accessible database developed by NASA to coordinate and manage tasks at three organizational levels. Other topics in this paper cover integration technologies and techniques for process modeling and enterprise architectures.

Ethics and public integrity in space exploration

NASA Astrophysics Data System (ADS)

Greenstone, Adam F.

2018-02-01

This paper discusses the National Aeronautics and Space Administration's (NASA) work to support ethics and public integrity in human space exploration. Enterprise Risk Management (ERM) to protect an organization's reputation has become widespread in the private sector. Government ethics law and practice is integral to a government entity's ERM by managing public sector reputational risk. This activity has also increased on the international plane, as seen by the growth of ethics offices in UN organizations and public international financial institutions. Included in this area are assessments to ensure that public office is not used for private gain, and that external entities are not given inappropriate preferential treatment. NASA has applied rules supporting these precepts to its crew since NASA's inception. The increased focus on public sector ethics principles for human activity in space is important because of the international character of contemporary space exploration. This was anticipated by the 1998 Intergovernmental Agreement for the International Space Station (ISS), which requires a Code of Conduct for the Space Station Crew. Negotiations among the ISS Partners established agreed-upon ethics principles, now codified for the United States in regulations at 14 C.F.R. § 1214.403. Understanding these ethics precepts in an international context requires cross-cultural dialogue. Given NASA's long spaceflight experience, a valuable part of this dialogue is understanding NASA's implementation of these requirements. Accordingly, this paper will explain how NASA addresses these and related issues, including for human spaceflight and crew, as well as the development of U.S. Government ethics law which NASA follows as a U.S. federal agency. Interpreting how the U.S. experience relates constructively to international application involves parsing out which dimensions relate to government ethics requirements that the international partners have integrated into the ISS Crew Code of Conduct, and which relate to other areas of U.S. administrative law. It is also constructive to identify areas where national and/or cultural perspectives may differ. Another reason for heightened focus on ethics is the increasing regularity of long duration human spaceflight. In earlier days of spaceflight astronauts had little time for anything other than mission operations. The increase in inflight personal time and opportunity for personal communications heightens the importance to spacefaring nations of advising on ethics obligations in real time. Through individual and collective action, stakeholders in evolving and future government space exploration will be able to effectively address ethics compliance and reputational risk.

Issues in NASA Program and Project Management. Special Edition: A Collection of Papers on NASA Procedures and Guidance 7120.5A. Volume 14

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1998-01-01

A key aspect of NASA's new Strategic Management System is improving the way we plan, approve, execute and evaluate our programs and projects. To this end, NASA has developed the NASA Program and Project Management processes and Requirements-NASA Procedures and Guidelines (NPG) 7120.5A, which formally documents the "Provide Aerospace Products and Capabilities" crosscutting process, and defines the processes and requirements that are responsive to the Program/Project Management-NPD 7120.4A. The Program/Project Management-NPD 7120.4A, issued November 14, 1996, provides the policy for managing programs and projects in a new way that is aligned with the new NASA environment. An Agencywide team has spent thousands of hours developing the NASA Program and Project Management Processes and Requirements-NPG 7120.5A. We have created significant flexibility, authority and discretion for the program and project managers to exercise and carry out their duties, and have delegated the responsibility and the accountability for their programs and projects.

Safer Liquid Natural Gas

NASA Technical Reports Server (NTRS)

1976-01-01

After the disaster of Staten Island in 1973 where 40 people were killed repairing a liquid natural gas storage tank, the New York Fire Commissioner requested NASA's help in drawing up a comprehensive plan to cover the design, construction, and operation of liquid natural gas facilities. Two programs are underway. The first transfers comprehensive risk management techniques and procedures which take the form of an instruction document that includes determining liquid-gas risks through engineering analysis and tests, controlling these risks by setting up redundant fail safe techniques, and establishing criteria calling for decisions that eliminate or accept certain risks. The second program prepares a liquid gas safety manual (the first of its kind).

Report to the NASA Administrator by the Aerospace Safety Advisory Panel on the Space Shuttle Program. Part 1: Observations and Conclusions

NASA Technical Reports Server (NTRS)

1976-01-01

Each system was chosen on the basis of its importance with respect to crew safety and mission success. An overview of the systems management is presented. The space shuttle main engine, orbiter thermal protection system, avionics, external tanks and solid rocket boosters were examined. The ground test and ground support equipment programs were studied. Program management was found to have an adequate understanding of the significant ground and flight risks involved.

Probing Aircraft Flight Test Hazard Mitigation for the Alternative Fuel Effects on Contrails & Cruise Emissions (ACCESS) Research Team

NASA Technical Reports Server (NTRS)

Kelly, Michael J.

2013-01-01

The Alternative Fuel Effects on Contrails & Cruise Emissions (ACCESS) Project Integration Manager requested in July 2012 that the NASA Engineering and Safety Center (NESC) form a team to independently assess aircraft structural failure hazards associated with the ACCESS experiment and to identify potential flight test hazard mitigations to ensure flight safety. The ACCESS Project Integration Manager subsequently requested that the assessment scope be focused predominantly on structural failure risks to the aircraft empennage raft empennage.

Virtual Planning at Work: A Tour of NASA Future Flight Central

NASA Technical Reports Server (NTRS)

McClenahen, Jim; Dorighi, Nancy S. (Technical Monitor)

2000-01-01

FutureFlight Central will permit integration of tomorrow's technologies in a risk-free simulation of any airport, airfield, and tower cab environment. The facility provides an opportunity for airlines to mitigate passenger delays by fine tuning airport hub operations, gate management and ramp movement procedures. It also allows airport managers an opportunity to study effects of various improvements at their airports. Finally, it enables air traffic controllers to provide feedback and to become familiar with new airport operations and technologies before final installation.

Program/Project Management Resources: A collection of 50 bibliographies focusing on continual improvement, reinventing government, and successful project management

NASA Technical Reports Server (NTRS)

Michaels, Jeffrey

1994-01-01

These Program/Project Management Resource Lists were originally written for the NASA project management community. Their purpose was to promote the use of the NASA Headquarters Library Program/Project Management Collection funded by NASA Headquarters Code FT, Training & Development Division, by offering introductions to the management topics studied by today's managers. Lists were also written at the request of NASA Headquarters Code T, Office of Continual improvements, and at the request of NASA members of the National Performance Review. This is the second edition of the compilation of these bibliographies; the first edition was printed in March 1994.

Risk as a Driver for Innovation

NASA Technical Reports Server (NTRS)

Davis, Jeff; Fogarty, Jennifer; Perchonok, Michele; Zapp, Neal; Ferebee, Melvin; Edwards, J. Michelle

2010-01-01

The Space Life Sciences directorate (SLSD) and Human Research Program (HRP) at NASA Johnson Space Center has implemented a system for managing human systems risks. These risks are defined as the health and performance risks posed to crew during and after spaceflight. Identification and evaluation of these risks has led to the identification of gaps in knowledge about the risks as well as gaps in technology needed to mitigate them. Traditional routes of closing technology gaps have, in some cases, proven to be too slow when a solution was required quickly. Therefore, certain gaps were used to drive the development of "challenges" for the scientific community. Partnering with open innovation service providers such as InnoCentive and Yet2.com, SLSD and HRP have decreased the amount of time from identification of a need to the evaluation of a solution. Although not all proposed solutions will result in a risk mitigation strategy or tool, the process has allowed faster evaluation of proposed solutions providing the researcher the ability to move to another possible solution if the first does not sufficiently address the problem. Moreover, this process engages the community outside of NASA and broadens the population from which to draw solutions. In the traditional grant funding structure, only those in the specific field will apply for the grant. However, using open innovation, solutions can come from individuals in many different fields. This can expand the general view of a field (way of thinking within a field) and the application of solutions form new fields while providing a pathway for the acquisition of novel solutions or refinements of current mitigations. Identification of the human systems risks has helped drive the development and evaluation of innovative solutions as well as engaging a broader scientific audience in working with NASA.

Electric Propulsion Requirements and Mission Analysis Under NASA's In-Space Propulsion Technology Project

NASA Technical Reports Server (NTRS)

Dudzinski, Leonard a.; Pencil, Eric J.; Dankanich, John W.

2007-01-01

The In-Space Propulsion Technology Project (ISPT) is currently NASA's sole investment in electric propulsion technologies. This project is managed at NASA Glenn Research Center (GRC) for the NASA Headquarters Science Mission Directorate (SMD). The objective of the electric propulsion project area is to develop near-term and midterm electric propulsion technologies to enhance or enable future NASA science missions while minimizing risk and cost to the end user. Systems analysis activities sponsored by ISPT seek to identify future mission applications in order to quantify mission requirements, as well as develop analytical capability in order to facilitate greater understanding and application of electric propulsion and other propulsion technologies in the ISPT portfolio. These analyses guide technology investments by informing decisions and defining metrics for technology development to meet identified mission requirements. This paper discusses the missions currently being studied for electric propulsion by the ISPT project, and presents the results of recent electric propulsion (EP) mission trades. Recent ISPT systems analysis activities include: an initiative to standardize life qualification methods for various electric propulsion systems in order to retire perceived risk to proposed EP missions; mission analysis to identify EP requirements from Discovery, New Frontiers, and Flagship classes of missions; and an evaluation of system requirements for radioisotope-powered electric propulsion. Progress and early results of these activities is discussed where available.

Disposal Of Irradiated Cadmium Control Rods From The Plumbrook Reactor Facility

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

Posivak, E.J.; Berger, S.R.; Freitag, A.A.

2008-07-01

Innovative mixed waste disposition from NASA's Plum Brook Reactor Facility was accomplished without costly repackaging. Irradiated characteristic hardware with contact dose rates as high as 8 Sv/hr was packaged in a HDPE overpack and stored in a Secure Environmental Container during earlier decommissioning efforts, awaiting identification of a suitable pathway. WMG obtained regulatory concurrence that the existing overpack would serve as the macro-encapsulant per 40CFR268.45 Table 1.C. The overpack vent was disabled and the overpack was placed in a stainless steel liner to satisfy overburden slumping requirements. The liner was sealed and placed in shielded shoring for transport to themore » disposal site in a US DOT Type A cask. Disposition via this innovative method avoided cost, risk, and dose associated with repackaging the high dose irradiated characteristic hardware. In conclusion: WMG accomplished what others said could not be done. Large D and D contractors advised NASA that the cadmium control rods could only be shipped to the proposed Yucca mountain repository. NASA management challenged MOTA to find a more realistic alternative. NASA and MOTA turned to WMG to develop a methodology to disposition the 'hot and nasty' waste that presumably had no path forward. Although WMG lead a team that accomplished the 'impossible', the project could not have been completed with out the patient, supportive management by DOE-EM, NASA, and MOTA. (authors)« less

Smallsats, Cubesats and Scientific Exploration

NASA Astrophysics Data System (ADS)

Stofan, E. R.

2015-12-01

Smallsats (including Cubesats) have taken off in the aerospace research community - moving beyond simple tools for undergraduate and graduate students and into the mainstream of science research. Cubesats started the "smallsat" trend back in the late 1990's early 2000's, with the first Cubesats launching in 2003. NASA anticipates a number of future benefits from small satellite missions, including lower costs, more rapid development, higher risk tolerance, and lower barriers to entry for universities and small businesses. The Agency's Space Technology Mission Directorate is currently addressing technology gaps in small satellite platforms, while the Science Mission Directorate pursues miniaturization of science instruments. Launch opportunities are managed through the Cubesat Launch Initiative, and the Agency manages these projects as sub-orbital payloads with little program overhead. In this session we bring together scientists and technologists to discuss the current state of the smallsat field. We explore ideas for new investments, new instruments, or new applications that NASA should be investing in to expand the utility of smallsats. We discuss the status of a NASA-directed NRC study on the utility of small satellites. Looking to the future, what does NASA need to invest in now, to enable high impact ("decadal survey" level) science with smallsats? How do we push the envelope? We anticipate smallsats will contribute significantly to a more robust exploration and science program for NASA and the country.

Key NASA, USAF and federal officials sign a Memorandum of Agreement on groundwater cleanup

NASA Technical Reports Server (NTRS)

1999-01-01

Key participants in the signing of a Memorandum of Agreement, formalizing cooperative efforts of NASA, the U.S. Air Force, and federal agencies in ground-water cleanup initiatives, gather on top of the block house at Launch Complex 34. Motioning at right is Skip Chamberlain, program manager, Office of Science and Technology, U.S. Department of Energy. Others on the tour include Timothy Oppelt, director, National Risk Management Research Laboratory, U.S. Environmental Protection Agency; Tom Heenan, assistant manager of environmental management, Savannah River Site, U.S. Department of Energy; Col. James Heald, Vice Commander, Air Force Research Laboratory, U.S. Air Force; Gerald Boyd, acting deputy assistant secretary, Office of Science and Technology, U.S. Department of Energy; James Fiore, acting deputy assistant secretary, Office of Environmental Restoration, Department of Energy; Brig. Gen. Randall R. Starbuck, Commander 45th Space Wing, U.S. Air Force; Roy Bridges Jr., director of John F. Kennedy Space Center; Walter Kovalick Jr., Ph.D., director, Technology Innovation Office, U.S. Environmental Protection Agency. NASA, the U.S. Air Force and the agencies have formed a consortium and are participating in a comparative study of three innovative techniques to be used in cleaning a contaminated area of Launch Complex 34. The study will be used to help improve groundwater cleanup processes nationally.

X-40A Free Flight #5

NASA Image and Video Library

2001-05-08

X-40A Free Flight #5. The unpowered X-40A, an 85 percent scale risk reduction version of the proposed X-37, proved the capability of an autonomous flight control and landing system in a series of glide flights at NASA's Dryden Flight Research Center in California. NASA's Marshall Space Flight Center in Huntsville, Alabama, manages the X-37 project. At Dryden, the X-40A underwent a series of ground and air tests to reduce possible risks to the larger X-37, including drop tests from a helicopter to check guidance and navigation systems planned for use in the X-37. The X-37 is designed to demonstrate technologies in the orbital and reentry environments for next-generation reusable launch vehicles that will increase both safety and reliability, while reducing launch costs from $10,000 per pound to $1,000 per pound.

Development of a Portfolio Management Approach with Case Study of the NASA Airspace Systems Program

NASA Technical Reports Server (NTRS)

Neitzke, Kurt W.; Hartman, Christopher L.

2012-01-01

A portfolio management approach was developed for the National Aeronautics and Space Administration s (NASA s) Airspace Systems Program (ASP). The purpose was to help inform ASP leadership regarding future investment decisions related to its existing portfolio of advanced technology concepts and capabilities (C/Cs) currently under development and to potentially identify new opportunities. The portfolio management approach is general in form and is extensible to other advanced technology development programs. It focuses on individual C/Cs and consists of three parts: 1) concept of operations (con-ops) development, 2) safety impact assessment, and 3) benefit-cost-risk (B-C-R) assessment. The first two parts are recommendations to ASP leaders and will be discussed only briefly, while the B-C-R part relates to the development of an assessment capability and will be discussed in greater detail. The B-C-R assessment capability enables estimation of the relative value of each C/C as compared with all other C/Cs in the ASP portfolio. Value is expressed in terms of a composite weighted utility function (WUF) rating, based on estimated benefits, costs, and risks. Benefit utility is estimated relative to achieving key NAS performance objectives, which are outlined in the ASP Strategic Plan.1 Risk utility focuses on C/C development and implementation risk, while cost utility focuses on the development and implementation portions of overall C/C life-cycle costs. Initial composite ratings of the ASP C/Cs were successfully generated; however, the limited availability of B-C-R information, which is used as inputs to the WUF model, reduced the meaningfulness of these initial investment ratings. Development of this approach, however, defined specific information-generation requirements for ASP C/C developers that will increase the meaningfulness of future B-C-R ratings.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor); Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1995-01-01

This volume is the ninth in an ongoing series on aerospace project management at NASA. Articles in this volume cover evolution of NASA cost estimating; SAM 2; National Space Science Program: strategies to maximize science return; and human needs, motivation, and results of the NASA culture surveys. A section on resources for NASA managers rounds out the publication.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor)

1993-01-01

This volume is the sixth in an ongoing series on aerospace project management at NASA. Articles in this volume cover evolution of NASA cost estimating; SAM 2; National Space Science Program: strategies to maximize science return; and human needs, motivation, and results of the NASA culture surveys. A section on resources for NASA managers rounds out the publication.

KENNEDY SPACE CENTER, FLA. -- NASA and United Space Alliance (USA) Space Shuttle program managers attend a briefing, part of activities during a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC. Starting third from left are NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik, USA Vice President and Space Shuttle Program Manager Howard DeCastro, NASA Space Shuttle Program Manager William Parsons, and USA Associate Program Manager of Ground Operations Andy Allen.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- NASA and United Space Alliance (USA) Space Shuttle program managers attend a briefing, part of activities during a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC. Starting third from left are NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik, USA Vice President and Space Shuttle Program Manager Howard DeCastro, NASA Space Shuttle Program Manager William Parsons, and USA Associate Program Manager of Ground Operations Andy Allen.

Avenues and incentives for commercial use of a low-g environment

NASA Technical Reports Server (NTRS)

Brown, R. L.; Zoller, L. K.

1981-01-01

The processing of materials in a low-gravity (low-g) or microgravity environment is investigated by NASA for scientific and commercial utilization, and process and product development. The elimination of gravity is shown to create unique materials, and improve ground-based processes, such as convection, sedimentation, buoyancy, and containerless processing. Commercial applications are discussed, including the manufacturing of silicon ribbon, turbine blades, and various pharmaceuticals in space. Commercial incentives and needs are also discussed, including the technical exchange agreement, in which NASA and a company agree to cooperate in the conduct and analysis of research programs. In addition to establishing and demonstrating scientific and technological precepts for analyzing and using low-g environments, NASA is establishing legal and management mechanisms to share cost and risk of early commercial ventures.

NASA directives master list and index

NASA Technical Reports Server (NTRS)

1993-01-01

This Handbook sets forth in two parts the following information for the guidance of users of the NASA Management Directives System. Part A is a master list of management directives in force as of March 31, 1993. Chapter 1 contains introductory informative material on how to use this Handbook. Chapter 2 is a complete master list of Agencywide management directives, describing each directive by type, number, effective date, expiration date, title, and organization code of the office responsible for the directive. Chapter 3 includes a consolidated numerical list of all delegations of authority and a breakdown of such delegation by the office or installation to which special authority is assigned. Chapter 4 sets forth a consolidated list of all NASA Handbooks (NHB's) and important footnotes covering the control and ordering of such documents. Chapter 5 is a consolidated list of NASA management directives applicable to the Jet Propulsion Laboratory. Chapter 6 is a consolidated list of NASA management directives published in the Code of Federal Regulations. Complementary manuals to the NASA Management Directives System are described in Chapter 7. Part B is the index to NASA management directives in force as of March 31, 1993. This part contains an in-depth alphabetical index to all NASA management directives other than Handbooks. NHB's 1610.6, 'NASA Personnel Security Handbook,' 1620.3, 'NASA Physical Security Handbook,' 1640.4, 'NASA Information Security Program,' 1900.1, 'Standards of Conduct for NASA Employees,' 5103.6, 'Source Evaluation Board Handbook,' and 7400.1, 'Budget Administration Manual,' are indexed in-depth. All other NHB's are indexed by titles only.

The X-40A immediately after release from its harness suspended from a helicopter 15,000 feet above NASA's Dryden Flight Research Center at Edwards Air Force Base, California, on March 14, 2001

NASA Image and Video Library

2001-03-14

The X-40A immediately after release from its harness suspended from a helicopter 15,000 feet above NASA's Dryden Flight Research Center at Edwards Air Force Base, California, on March 14, 2001. The unpiloted X-40 is a risk-reduction vehicle for the X-37, which is intended to be a reusable space vehicle. NASA's Marshall Space Flight Center in Huntsville, Ala, manages the X-37 project. At Dryden, the X-40A will undergo a series of ground and air tests to reduce possible risks to the larger X-37, including drop tests from a helicopter to check guidance and navigation systems planned for use in the X-37. The X-37 is designed to demonstrate technologies in the orbital and reentry environments for next-generation reusable launch vehicles that will increase both safety and reliability, while reducing launch costs from $10,000 per pound to $1,000 per pound.

Determining the Relative Criticality of Diverse Exploration Risks in NASA's Human Research Program

NASA Technical Reports Server (NTRS)

Kundrot, Craig E.; Edwards, J. Michelle; Anton, Wilma; Robotham, Kwesi

2009-01-01

The mission of NASA s Human Research Program (HRP) is to understand and reduce the risk to crew health and performance in exploration missions. The HRP addresses 27 specific risks, primarily in the context of Continuous Risk Management. Each risk is evaluated in terms of two missions (a six month stay on the Moon and a thirty month round trip to Mars) and three types of consequences (in-mission crew health, post-mission crew health, and in-mission performance). The lack of a common metric between the three consequence scales, such as financial costs or quality adjusted life years lost, makes it difficult to compare the relative criticality of the risks. We are, therefore, exploring the use of a ternary scale of criticality based on the common metric of influencing an operational decision. The three levels correspond to the level of concern the risk generates for a "go/no-go" decision to launch a mission: 1) no-go; 2) go with significant reservations; 3) go. The criticality of each of the 27 risks is scored for the three types of consequence in both types of mission. The scores are combined to produce an overall criticality rating for each risk. The overall criticality rating can then be used to guide the prioritization of resources to affect the greatest amount of risk reduction.

Tailoring Systems Engineering Processes in a Conceptual Design Environment: A Case Study at NASA Marshall Spaceflight Center's ACO

NASA Technical Reports Server (NTRS)

Mulqueen, John; Maples, C. Dauphne; Fabisinski, Leo, III

2012-01-01

This paper provides an overview of Systems Engineering as it is applied in a conceptual design space systems department at the National Aeronautics and Space Administration (NASA) Marshall Spaceflight Center (MSFC) Advanced Concepts Office (ACO). Engineering work performed in the NASA MFSC's ACO is targeted toward the Exploratory Research and Concepts Development life cycle stages, as defined in the International Council on Systems Engineering (INCOSE) System Engineering Handbook. This paper addresses three ACO Systems Engineering tools that correspond to three INCOSE Technical Processes: Stakeholder Requirements Definition, Requirements Analysis, and Integration, as well as one Project Process Risk Management. These processes are used to facilitate, streamline, and manage systems engineering processes tailored for the earliest two life cycle stages, which is the environment in which ACO engineers work. The role of systems engineers and systems engineering as performed in ACO is explored in this paper. The need for tailoring Systems Engineering processes, tools, and products in the ever-changing engineering services ACO provides to its customers is addressed.

Operational Aspects of Space Radiation Analysis

NASA Technical Reports Server (NTRS)

Weyland, M. D.; Johnson, A. S.; Semones, E. J.; Shelfer, T.; Dardano, C.; Lin, T.; Zapp, N. E.; Rutledge, R.; George, T.

2005-01-01

Minimizing astronaut's short and long-term medical risks arising from exposure to ionizing radiation during space missions is a major concern for NASA's manned spaceflight program, particularly exploration missions. For ethical and legal reasons, NASA follows the "as low as reasonably achievable" (ALARA) principal in managing astronaut's radiation exposures. One implementation of ALARA is the response to space weather events. Of particular concern are energetic solar particle events, and in low Earth orbit (LEO), electron belt enhancements. To properly respond to these events, NASA's Space Radiation Analysis Group (SRAG), in partnership with the NOAA Space Environment Center (SEC), provides continuous flight support during U.S. manned missions. In this partnership, SEC compiles space weather data from numerous ground and space based assets and makes it available in near real-time to SRAG (along with alerts and forecasts), who in turn uses these data as input to models to calculate estimates of the resulting exposure to astronauts. These calculations and vehicle instrument data form the basis for real-time recommendations to flight management. It is also important to implement ALARA during the design phase. In order to appropriately weigh the risks associated with various shielding and vehicle configuration concepts, the expected environment must be adequately characterized for nominal and worst case scenarios for that portion of the solar cycle and point in space. Even with the best shielding concepts and materials in place (unlikely), there will be numerous occasions where the crew is at greater risk due to being in a lower shielded environment (short term transit or lower shielded vehicles, EVAs), so that accurate space weather forecasts and nowcasts, of particles at the relevant energies, will be crucial to protecting crew health and safety.

FY 1991 safety program status report

NASA Technical Reports Server (NTRS)

1991-01-01

In FY 1991, the NASA Safety Division continued efforts to enhance the quality and productivity of its safety oversight function. Recent initiatives set forth in areas such as training, risk management, safety assurance, operational safety, and safety information systems have matured into viable programs contributing to the safety and success of activities throughout the Agency. Efforts continued to develop a centralized intra-agency safety training program with establishment of the NASA Safety Training Center at the Johnson Space Center (JSC). The objective is to provide quality training for NASA employees and contractors on a broad range of safety-related topics. Courses developed by the Training Center will be presented at various NASA locations to minimize travel and reach the greatest number of people at the least cost. In FY 1991, as part of the ongoing efforts to enhance the total quality of NASA's safety work force, the Safety Training Center initiated development of a Certified Safety Professional review course. This course provides a comprehensive review of the skills and knowledge that well-rounded safety professionals must possess to qualify for professional certification. FY 1992 will see the course presented to NASA and contractor employees at all installations via the NASA Video Teleconference System.

NASA Occupational Health Program FY98 Self-Assessment

NASA Technical Reports Server (NTRS)

Brisbin, Steven G.

1999-01-01

The NASA Functional Management Review process requires that each NASA Center conduct self-assessments of each functional area. Self-Assessments were completed in June 1998 and results were presented during this conference session. During FY 97 NASA Occupational Health Assessment Team activities, a decision was made to refine the NASA Self-Assessment Process. NASA Centers were involved in the ISO registration process at that time and wanted to use the management systems approach to evaluate their occupational health programs. This approach appeared to be more consistent with NASA's management philosophy and would likely confer status needed by Senior Agency Management for the program. During FY 98 the Agency Occupational Health Program Office developed a revised self-assessment methodology based on the Occupational Health and Safety Management System developed by the American Industrial Hygiene Association. This process was distributed to NASA Centers in March 1998 and completed in June 1998. The Center Self Assessment data will provide an essential baseline on the status of OHP management processes at NASA Centers. That baseline will be presented to Enterprise Associate Administrators and DASHO on September 22, 1998 and used as a basis for discussion during FY 99 visits to NASA Centers. The process surfaced several key management system elements warranting further support from the Lead Center. Input and feedback from NASA Centers will be essential to defining and refining future self assessment efforts.

Bridging the Engineering and Medicine Gap

NASA Technical Reports Server (NTRS)

Walton, M.; Antonsen, E.

2018-01-01

A primary challenge NASA faces is communication between the disparate entities of engineers and human system experts in life sciences. Clear communication is critical for exploration mission success from the perspective of both risk analysis and data handling. The engineering community uses probabilistic risk assessment (PRA) models to inform their own risk analysis and has extensive experience managing mission data, but does not always fully consider human systems integration (HSI). The medical community, as a part of HSI, has been working 1) to develop a suite of tools to express medical risk in quantitative terms that are relatable to the engineering approaches commonly in use, and 2) to manage and integrate HSI data with engineering data. This talk will review the development of the Integrated Medical Model as an early attempt to bridge the communication gap between the medical and engineering communities in the language of PRA. This will also address data communication between the two entities in the context of data management considerations of the Medical Data Architecture. Lessons learned from these processes will help identify important elements to consider in future communication and integration of these two groups.

C-Band Airport Surface Communications System Engineering-Initial High-Level Safety Risk Assessment and Mitigation

NASA Technical Reports Server (NTRS)

Zelkin, Natalie; Henriksen, Stephen

2011-01-01

This document is being provided as part of ITT's NASA Glenn Research Center Aerospace Communication Systems Technical Support (ACSTS) contract: "New ATM Requirements--Future Communications, C-Band and L-Band Communications Standard Development." ITT has completed a safety hazard analysis providing a preliminary safety assessment for the proposed C-band (5091- to 5150-MHz) airport surface communication system. The assessment was performed following the guidelines outlined in the Federal Aviation Administration Safety Risk Management Guidance for System Acquisitions document. The safety analysis did not identify any hazards with an unacceptable risk, though a number of hazards with a medium risk were documented. This effort represents an initial high-level safety hazard analysis and notes the triggers for risk reassessment. A detailed safety hazards analysis is recommended as a follow-on activity to assess particular components of the C-band communication system after the profile is finalized and system rollout timing is determined. A security risk assessment has been performed by NASA as a parallel activity. While safety analysis is concerned with a prevention of accidental errors and failures, the security threat analysis focuses on deliberate attacks. Both processes identify the events that affect operation of the system; and from a safety perspective the security threats may present safety risks.

Program/project management resource lists

NASA Technical Reports Server (NTRS)

1993-01-01

The Program/Project Management Collection at NASA Headquarters Library is part of a larger initiative by the Training and Development Division, Code FT, NASA Headquarters. The collection is being developed to support the Program/Project Management Initiative which includes the training of NASA managers. These PPM Resource Lists have proven to be a useful method of informing NASA employees nationwide about the subject coverage of the library collection. All resources included on the lists are available at or through NASA Headquarters Library. NASA employees at other Centers may request listed books through interlibrary loan, and listed articles by contacting me by phone, mail, or e-mail.

Management of Guidance, Navigation and Control Technologies for Spacecraft Formations under the NASA Cross-Enterprise Technology Development Program (CETDP)

NASA Technical Reports Server (NTRS)

Hartman, Kathy; Weidow, David; Hadaegh, Fred

1999-01-01

Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.

Management of Guidance, Navigation, and Control Technologies for Spacecraft Formations Under the NASA Cross Enterprise Technology Development Program (CETDP)

NASA Technical Reports Server (NTRS)

Hartman, Kathy; Weidow, David; Hadaegh, Fred

1999-01-01

Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2012 CFR

2012-10-01

... 48 Federal Acquisition Regulations System 6 2012-10-01 2012-10-01 false NASA contractor financial... Provisions and Clauses 1852.242-73 NASA contractor financial management reporting. As prescribed in 1842.7202, insert the following clause: NASA Contractor Financial Management Reporting (NOV 2004) (a) The Contractor...

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2011 CFR

2011-10-01

... 48 Federal Acquisition Regulations System 6 2011-10-01 2011-10-01 false NASA contractor financial... Provisions and Clauses 1852.242-73 NASA contractor financial management reporting. As prescribed in 1842.7202, insert the following clause: NASA Contractor Financial Management Reporting (NOV 2004) (a) The Contractor...

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2014 CFR

2014-10-01

... 48 Federal Acquisition Regulations System 6 2014-10-01 2014-10-01 false NASA contractor financial... Provisions and Clauses 1852.242-73 NASA contractor financial management reporting. As prescribed in 1842.7202, insert the following clause: NASA Contractor Financial Management Reporting (NOV 2004) (a) The Contractor...

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2013 CFR

2013-10-01

... 48 Federal Acquisition Regulations System 6 2013-10-01 2013-10-01 false NASA contractor financial... Provisions and Clauses 1852.242-73 NASA contractor financial management reporting. As prescribed in 1842.7202, insert the following clause: NASA Contractor Financial Management Reporting (NOV 2004) (a) The Contractor...

Issues in NASA Program and Project Management. Special Report: 1997 Conference. Project Management Now and in the New Millennium

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1997-01-01

Topics Considered Include: NASA's Shared Experiences Program; Core Issues for the Future of the Agency; National Space Policy Strategic Management; ISO 9000 and NASA; New Acquisition Initiatives; Full Cost Initiative; PM Career Development; PM Project Database; NASA Fast Track Studies; Fast Track Projects; Earned Value Concept; Value-Added Metrics; Saturn Corporation Lessons Learned; Project Manager Credibility.

NASA directives master list and index

NASA Technical Reports Server (NTRS)

1995-01-01

This handbook sets forth in two parts, Master List of Management Directives and Index to NASA Management Directives, the following information for the guidance of users of the NASA Management Directives System. Chapter 1 contains introductory information material on how to use this handbook. Chapter 2 is a complete master list of agencywide management directives, describing each directive by type, number, effective date, expiration date, title, and organization code of the office responsible for the directive. Chapter 3 includes a consolidated numerical list of all delegations of authority and a breakdown of such delegation by the office or center to which special authority is assigned. Chapter 4 sets forth a consolidated list of all NASA handbooks (NHB's) and important footnotes covering the control and ordering of such documents. Chapter 5 is a consolidated list of NASA management directives applicable to the Jet Propulsion Laboratory. Chapter 6 is a consolidated list of NASA regulations published in the Code of Federal Regulations. Chapter 7 is a consolidated list of NASA regulations published in Title 14 of the Code of Federal Regulations. Complementary manuals to the NASA Management Directives System are described in Chapter 8. The second part contains an in depth alphabetical index to all NASA management directives other than handbooks, most of which are indexed by titles only.

TA-13: Ground and Launch Systems, 2015 NASA Technology Roadmaps

NASA Technical Reports Server (NTRS)

Fox, Jack J.

2015-01-01

This presentation is a summary of new content contained in the 2015 update of Technology Area-13, Ground and Launch Systems technology roadmap beyond the content contained in the 2010 version. Also included are brief assessments of benefits, alignments, challenges, technical risk and reasonableness, sequencing and timing, and time and effort to achieve goals. This presentation is part of overall presentations of new content only for the 2015 update of the 15 NASA Technology Roadmaps that will be conducted in a public forum managed by the National Research Council on September 28-29, 2015. The 15 roadmaps have already been publically released via the STI process.

KSC-08pd1899

NASA Image and Video Library

2008-07-02

CAPE CANAVERAL, Fla. – NYIT MOCAP (Motion Capture) team Project Manager Jon Squitieri attaches a retro reflective marker to a motion capture suit worn by a technician who will be assembling the Orion Crew Module mockup. The motion tracking aims to improve efficiency of assembly processes and identify potential ergonomic risks for technicians assembling the mockup. The work is being performed in United Space Alliance's Human Engineering Modeling and Performance Lab in the RLV Hangar at NASA's Kennedy Space Center. Part of NASA's Constellation Program, the Orion spacecraft will return humans to the moon and prepare for future voyages to Mars and other destinations in our solar system.

Human Research Program Space Radiation Standing Review Panel (SRP)

NASA Technical Reports Server (NTRS)

Woloschak, Gayle; Steinberg-Wright, S.; Coleman, Norman; Grdina, David; Hill, Colin; Iliakis, George; Metting, Noelle; Meyers, Christina

2010-01-01

The Space Radiation Standing Review Panel (SRP) met at the NASA Johnson Space Center (JSC) on December 9-11, 2009 to discuss the areas of current and future research targeted by the Space Radiation Program Element (SRPE) of the Human Research Program (HRP). Using evidence-based knowledge as a background for identified risks to astronaut health and performance, NASA had identified gaps in knowledge to address those risks. Ongoing and proposed tasks were presented to address the gaps. The charge to the Space Radiation SRP was to review the gaps, evaluate whether the tasks addressed these gaps and to make recommendations to NASA s HRP Science Management Office regarding the SRP's review. The SRP was requested to evaluate the practicality of the proposed efforts in light of the demands placed on the HRP. Several presentations were made to the SRP during the site visit and the SRP spent sufficient time to address the SRP charge. The SRP made a final debriefing to the HRP Program Scientist, Dr. John B. Charles, on December 11, 2009. The SRP noted that current SRPE strategy is properly science-based and views this as the best assurance of the likelihood that answers to the questions posed as gaps in knowledge can be found, that the uncertainty in risk estimates can be reduced, and that a solid, cost-effective approach to risk reduction solutions is being developed. The current approach of the SRPE, based on the use of carefully focused research solicitations, requiring thorough peer-review and approaches demonstrated to be on the path to answering the NASA strategic questions, addressed to a broad extramural community of qualified scientists, optimally positioned to take advantage of serendipitous discoveries and to leverage scientific advances made elsewhere, is sound and appropriate. The SRP viewed with concern statements by HRP implying that the only science legitimately deserving support should be "applied" or, in some instances that the very term "research" might be frowned upon. We understand the desire of management to ensure that research stay focused on mission objectives, but the terms used are code words fraught with different meaning for scientists. Such expressions, taken at face value, convey a profoundly flawed view of science, can easily lead down counterproductive paths, and have the potential to irretrievably corrupt NASA requirements. The SRP understands and endorses the mandate to keep research efforts focused on the mission needs. However, thoughtful application of knowledge gained by understanding the mechanisms and pathways of biological effects cannot be replaced.

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Program Manager of the Space Shuttle Program Michael Wetmore, United Space Alliance (USA) Vice President and Space Shuttle Program Manager Howard DeCastro, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik, and a USA technician examine cold plates in Orbiter Processing Facility Bay 2. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Program Manager of the Space Shuttle Program Michael Wetmore, United Space Alliance (USA) Vice President and Space Shuttle Program Manager Howard DeCastro, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik, and a USA technician examine cold plates in Orbiter Processing Facility Bay 2. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Radio Frequency Spectrum Management Manual

NASA Technical Reports Server (NTRS)

1989-01-01

The Radio Frequency (RF) Spectrum Management Manual sets forth procedures and guidelines for the management requirements for controlling the use of radio frequencies by the National Aeronautics and Space Administration. It is applicable to NASA Headquarters and field installations. NASA Management Instruction 1102.3 assigns the authority for management of radio frequencies for the National Aeronautics and Space Administration to the Associate Administrator for Space Operations, NASA Headquarters. This manual is issued in loose-leaf form and will be revised by page changes.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor)

1992-01-01

This volume is the fifth in an ongoing series on aerospace project management at NASA. Articles in this volume cover: an overview of the project cycle; SE&I management for manned space flight programs; shared experiences from NASA Programs and Projects - 1975; cost control for Mariner Venus/Mercury 1973; and the Space Shuttle - a balancing of design and politics. A section on resources for NASA managers rounds out the publication.

Obtaining Valid Safety Data for Software Safety Measurement and Process Improvement

NASA Technical Reports Server (NTRS)

Basili, Victor r.; Zelkowitz, Marvin V.; Layman, Lucas; Dangle, Kathleen; Diep, Madeline

2010-01-01

We report on a preliminary case study to examine software safety risk in the early design phase of the NASA Constellation spaceflight program. Our goal is to provide NASA quality assurance managers with information regarding the ongoing state of software safety across the program. We examined 154 hazard reports created during the preliminary design phase of three major flight hardware systems within the Constellation program. Our purpose was two-fold: 1) to quantify the relative importance of software with respect to system safety; and 2) to identify potential risks due to incorrect application of the safety process, deficiencies in the safety process, or the lack of a defined process. One early outcome of this work was to show that there are structural deficiencies in collecting valid safety data that make software safety different from hardware safety. In our conclusions we present some of these deficiencies.

Designs and Technology Requirements for Civil Heavy Lift Rotorcraft

NASA Technical Reports Server (NTRS)

Johnson, Wayne; Yamauchi, Gloria K.; Watts, Michael E.

2006-01-01

The NASA Heavy Lift Rotorcraft Systems Investigation examined in depth several rotorcraft configurations for large civil transport, designed to meet the technology goals of the NASA Vehicle Systems Program. The investigation identified the Large Civil Tiltrotor as the configuration with the best potential to meet the technology goals. The design presented was economically competitive, with the potential for substantial impact on the air transportation system. The keys to achieving a competitive aircraft were low drag airframe and low disk loading rotors; structural weight reduction, for both airframe and rotors; drive system weight reduction; improved engine efficiency; low maintenance design; and manufacturing cost comparable to fixed-wing aircraft. Risk reduction plans were developed to provide the strategic direction to support a heavy-lift rotorcraft development. The following high risk areas were identified for heavy lift rotorcraft: high torque, light weight drive system; high performance, structurally efficient rotor/wing system; low noise aircraft; and super-integrated vehicle management system.

An Overview of NASA's Program of Future M&S VV&A Outreach and Training Activities

NASA Technical Reports Server (NTRS)

Caine, Lisa; Hale, Joseph P.

2006-01-01

NASA's Exploration Systems Mission Directorate (ESMD) is implementing a management approach for modeling and simulation (M&S) that will provide decision-makers information on the model s fidelity, credibility, and quality. The Integrated Modeling & Simulation Verification, Validation and Accreditation (IM&S W&A) process will allow the decision-maker to understand the risks involved in using a model s results for mission-critical decisions. The W&A Technical Working Group (W&A TWG) has been identified to communicate this process throughout the agency. As the W&A experts, the W&A NVG will be the central resource for support of W&A policy, procedures, training and templates for documentation. This presentation will discuss the W&A Technical Working Group s outreach approach aimed at educating M&S program managers, developers, users and proponents on the W&A process, beginning at MSFC with the CLV program.

An Earthling to an Astronaut: Medical Challenges

NASA Technical Reports Server (NTRS)

Davis, Jeffrey R.

2011-01-01

Humans can travel safely into space in low Earth orbit (LEO) or to near-Earth objects if several medical, physiological, environmental, and human factors issues risks are mitigated. Research must be performed in order to set standards in these four areas, and current NASA standards are contained in the Space Flight Human System Standards volumes 1 and 2, and crew medical certification standards. These three sets of standards drive all of the clinical, biomedical research and environmental technology development for the NASA human space flight program. These standards also drive the identification of specific risks to crew health and safety, and we currently manage 65 human system risks within the human space flight program. Each risk has a specific program of research, technology development, and development of operational procedures to mitigate the risks. Some of the more important risks tat will be discussed in this talk include exposure to radiation, behavioral health due to confinement in a closed cabin, physiological changes such as loss of bone, muscle and exercise capability, reduction in immune system capability, environmental threats of maintaining an adequate atmosphere and water for drinking, avoidance of toxic or infectious material, protection of hearing, and human factors issues of equipment and task design. A nutritious and varied food supply must also be provided. All of these risks will be discussed and current strategies for mitigating these risks for long-duration human space flight. In mitigating these 65 human system risks, novel approaches to problem solving must be employed to find the most appropriate research and technology based applications. Some risk mitigations are developed internally to NASA while others are found through research grants, technology procurements, and more recently open innovation techniques to seek solutions from the global technical community. Examples and results will be presented from all of these approaches including the more recent use of prizes to stimulate innovation.

Human System Risk Management - Tools of our Trade

NASA Technical Reports Server (NTRS)

Ott, C. Mark

2009-01-01

The risk of infectious disease to select individuals has historically been difficult to predict in either spaceflight or on Earth with health care efforts relying on broad-based prevention and post-infection treatment. Over the past 10 years, quantitative microbial risk assessment evaluations have evolved to formalize the assessment process and quantify the risk. This process of hazard identification, exposure assessment, dose-response assessment, and risk characterization has been applied by the water and food safety industries to address the public health impacts associated with the occurrence of and human exposure to pathogens in water and food for the development of preventive strategies for microbial disease. NASA is currently investigating the feasibility of using these techniques to better understand the risks to astronauts and refine their microbiological requirements. To assess these techniques, NASA began an evaluation of the potable water system on the International Space Station to determine how the microbial risk from water consumption during flight differed from terrestrial sources, such as municipal water systems. The ultimate goal of this work is to optimize microbial requirements which would minimize unnecessary cargo and use of crew time, while still protecting the health of the crew. Successful demonstration of this risk assessment framework with the water system holds the potential to maximize the use of available resources during spaceflight missions and facilitate investigations into the evaluation of other routes of infection, such as through the spaceflight foods system.

Estimated Radiation on Mars, Hits per Cell Nucleus

NASA Technical Reports Server (NTRS)

2002-01-01

This global map of Mars shows estimates for amounts of high-energy-particle cosmic radiation reaching the surface, a serious health concern for any future human exploration of the planet.

The estimates are based on cosmic-radiation measurements made on the way to Mars by the Mars radiation environment experiment, an instrument on NASA's 2001 Mars Odyssey spacecraft, plus information about Mars' surface elevations from the laser altimeter instrument on NASA's Mars Global Surveyor. The areas of Mars expected to have least radiation are where elevation is lowest, because those areas have more atmosphere above them to block out some of the radiation. Earth's thick atmosphere shields us from most cosmic radiation, but Mars has a much thinner atmosphere than Earth does.

Colors in the map refer to the estimated average number of times per year each cell nucleus in a human there would be hit by a high-energy cosmic ray particle. The range is generally from two hits (color-coded green), a moderate risk level, to eight hits (coded red), a high risk level.

NASA's Jet Propulsion Laboratory, Pasadena, Calif. manages the 2001 Mars Odyssey and Mars Global Surveyor missions for NASA's Office of Space Science, Washington D.C. The Mars radiation environment experiment was developed by NASA's Johnson Space Center. Lockheed Martin Astronautics, Denver, is the prime contractor for Odyssey, and developed and built the orbiter. Mission operations are conducted jointly from Lockheed Martin and from JPL, a division of the California Institute of Technology in Pasadena.

US computer research networks: Current and future

NASA Technical Reports Server (NTRS)

Kratochvil, D.; Sood, D.; Verostko, A.

1989-01-01

During the last decade, NASA LeRC's Communication Program has conducted a series of telecommunications forecasting studies to project trends and requirements and to identify critical telecommunications technologies that must be developed to meet future requirements. The Government Networks Division of Contel Federal Systems has assisted NASA in these studies, and the current study builds upon these earlier efforts. The current major thrust of the NASA Communications Program is aimed at developing the high risk, advanced, communications satellite and terminal technologies required to significantly increase the capacity of future communications systems. Also, major new technological, economic, and social-political events and trends are now shaping the communications industry of the future. Therefore, a re-examination of future telecommunications needs and requirements is necessary to enable NASA to make management decisions in its Communications Program and to ensure the proper technologies and systems are addressed. This study, through a series of Task Orders, is helping NASA define the likely communication service needs and requirements of the future and thereby ensuring that the most appropriate technology developments are pursued.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor)

1994-01-01

This volume is the eighth in an ongoing series addressing current topics and lessons learned in NASA program and project management. Articles in this volume cover the following topics: (1) power sources for the Galileo and Ulysses Missions; (2) managing requirements; (3) program control of the Tropical Rainfall Measuring Mission; (4) project management method; (5) career development for project managers; and (6) resources for NASA managers.

Strategies for Information Retrieval and Virtual Teaming to Mitigate Risk on NASA's Missions

NASA Technical Reports Server (NTRS)

Topousis, Daria; Williams, Gregory; Murphy, Keri

2007-01-01

Following the loss of NASA's Space Shuttle Columbia in 2003, it was determined that problems in the agency's organization created an environment that led to the accident. One component of the proposed solution resulted in the formation of the NASA Engineering Network (NEN), a suite of information retrieval and knowledge sharing tools. This paper describes the implementation of this set of search, portal, content management, and semantic technologies, including a unique meta search capability for data from distributed engineering resources. NEN's communities of practice are formed along engineering disciplines where users leverage their knowledge and best practices to collaborate and take informal learning back to their personal jobs and embed it into the procedures of the agency. These results offer insight into using traditional engineering disciplines for virtual teaming and problem solving.

Issues in NASA program and project management. Special report: 1995 conference

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1995-01-01

This volume is the tenth in an ongoing series on aerospace project management at NASA. Articles in this volume cover the 1996 Conference as follows: international partnerships; industry/interagency collaboration; technology transfer; and project management development process. A section on resources for NASA managers rounds out the publication.

KENNEDY SPACE CENTER, FLA. -- From front row left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik and NASA Space Shuttle Program Manager William Parsons are trained on the proper use of the Emergency Life Support Apparatus (ELSA). NASA and United Space Alliance (USA) Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- From front row left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik and NASA Space Shuttle Program Manager William Parsons are trained on the proper use of the Emergency Life Support Apparatus (ELSA). NASA and United Space Alliance (USA) Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik and NASA Space Shuttle Program Manager William Parsons each don an Emergency Life Support Apparatus (ELSA) during training on the proper use of the escape devices. NASA and United Space Alliance (USA) Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik and NASA Space Shuttle Program Manager William Parsons each don an Emergency Life Support Apparatus (ELSA) during training on the proper use of the escape devices. NASA and United Space Alliance (USA) Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik, United Space Alliance (USA) Director of Orbiter Operations Patty Stratton, and NASA Space Shuttle Program Manager William Parsons view the underside of Shuttle Discovery in Orbiter Processing Facility Bay 3. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik, United Space Alliance (USA) Director of Orbiter Operations Patty Stratton, and NASA Space Shuttle Program Manager William Parsons view the underside of Shuttle Discovery in Orbiter Processing Facility Bay 3. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

The Role and Quality of Software Safety in the NASA Constellation Program

NASA Technical Reports Server (NTRS)

Layman, Lucas; Basili, Victor R.; Zelkowitz, Marvin V.

2010-01-01

In this study, we examine software safety risk in the early design phase of the NASA Constellation spaceflight program. Obtaining an accurate, program-wide picture of software safety risk is difficult across multiple, independently-developing systems. We leverage one source of safety information, hazard analysis, to provide NASA quality assurance managers with information regarding the ongoing state of software safety across the program. The goal of this research is two-fold: 1) to quantify the relative importance of software with respect to system safety; and 2) to quantify the level of risk presented by software in the hazard analysis. We examined 154 hazard reports created during the preliminary design phase of three major flight hardware systems within the Constellation program. To quantify the importance of software, we collected metrics based on the number of software-related causes and controls of hazardous conditions. To quantify the level of risk presented by software, we created a metric scheme to measure the specificity of these software causes. We found that from 49-70% of hazardous conditions in the three systems could be caused by software or software was involved in the prevention of the hazardous condition. We also found that 12-17% of the 2013 hazard causes involved software, and that 23-29% of all causes had a software control. Furthermore, 10-12% of all controls were software-based. There is potential for inaccuracy in these counts, however, as software causes are not consistently scoped, and the presence of software in a cause or control is not always clear. The application of our software specificity metrics also identified risks in the hazard reporting process. In particular, we found a number of traceability risks in the hazard reports may impede verification of software and system safety.

How do we Remain Us in a Time of Change: Culture and Knowledge Management at NASA

NASA Technical Reports Server (NTRS)

Linde, Charlotte

2003-01-01

This viewgraph representation presents an overview of findings of a NASA agency-wide Knowledge Management Team considering culture and knowledge management issues at the agency. Specific issues identified by the team include: (1) NASA must move from being a knowledge hoarding culture to a knowledge sharing culture; (2) NASA must move from being center focused to being Agency focused; (3) NASA must capture the knowledge of a departing workforce. Topics considered include: what must NASA know to remain NASA, what were previous forms of knowledge reproduction and how has technological innovations changed these systems, and what changes in funding and relationships between contractors and NASA affected knowledge reproduction.

Issues in NASA program and project management

NASA Technical Reports Server (NTRS)

Hoban, Francis T. (Editor)

1989-01-01

This new collection of papers on aerospace management issues contains a history of NASA program and project management, some lessons learned in the areas of management and budget from the Space Shuttle Program, an analysis of tools needed to keep large multilayer programs organized and on track, and an update of resources for NASA managers. A wide variety of opinions and techniques are presented.

Understanding the Manager of the Project Front-End

NASA Technical Reports Server (NTRS)

Mulenburg, Gerald M.; Imprescia, Cliff (Technical Monitor)

2000-01-01

Historical data and new findings from interviews with managers of major National Aeronautics and Space Administration (NASA) projects confirm literature reports about the criticality of the front-end phase of project development, where systems engineering plays such a key role. Recent research into the management of ten contemporary NASA projects, combined with personal experience of the author in NASA, provide some insight into the relevance and importance of the project manager in this initial part of the project life cycle. The research findings provide evidence of similar approaches taken by the NASA project manager.

14 CFR 1232.106 - Management authority and responsibility.

Code of Federal Regulations, 2013 CFR

2013-01-01

... individual in § 1232.105(h); and (5) Sign the annual USDA report. (c) NASA Field Installation(s) ACUC... USE OF ANIMALS IN THE CONDUCT OF NASA ACTIVITIES § 1232.106 Management authority and responsibility. (a) Authorized NASA Official. The Authorized NASA Official is the NASA Administrator's representative...

14 CFR 1232.106 - Management authority and responsibility.

Code of Federal Regulations, 2010 CFR

2010-01-01

... individual in § 1232.105(h); and (5) Sign the annual USDA report. (c) NASA Field Installation(s) ACUC... USE OF ANIMALS IN THE CONDUCT OF NASA ACTIVITIES § 1232.106 Management authority and responsibility. (a) Authorized NASA Official. The Authorized NASA Official is the NASA Administrator's representative...

14 CFR 1232.106 - Management authority and responsibility.

Code of Federal Regulations, 2011 CFR

2011-01-01

... individual in § 1232.105(h); and (5) Sign the annual USDA report. (c) NASA Field Installation(s) ACUC... USE OF ANIMALS IN THE CONDUCT OF NASA ACTIVITIES § 1232.106 Management authority and responsibility. (a) Authorized NASA Official. The Authorized NASA Official is the NASA Administrator's representative...

14 CFR 1232.106 - Management authority and responsibility.

Code of Federal Regulations, 2012 CFR

2012-01-01

... individual in § 1232.105(h); and (5) Sign the annual USDA report. (c) NASA Field Installation(s) ACUC... USE OF ANIMALS IN THE CONDUCT OF NASA ACTIVITIES § 1232.106 Management authority and responsibility. (a) Authorized NASA Official. The Authorized NASA Official is the NASA Administrator's representative...

KENNEDY SPACE CENTER, FLA. -- From left, a United Space Alliance (USA) technician briefs NASA Deputy Program Manager of the Space Shuttle Program Michael Wetmore, USA Vice President and Space Shuttle Program Manager Howard DeCastro, and NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik on the use of cold plates in Orbiter Processing Facility Bay 2. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- From left, a United Space Alliance (USA) technician briefs NASA Deputy Program Manager of the Space Shuttle Program Michael Wetmore, USA Vice President and Space Shuttle Program Manager Howard DeCastro, and NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik on the use of cold plates in Orbiter Processing Facility Bay 2. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

System security in the space flight operations center

NASA Technical Reports Server (NTRS)

Wagner, David A.

1988-01-01

The Space Flight Operations Center is a networked system of workstation-class computers that will provide ground support for NASA's next generation of deep-space missions. The author recounts the development of the SFOC system security policy and discusses the various management and technology issues involved. Particular attention is given to risk assessment, security plan development, security implications of design requirements, automatic safeguards, and procedural safeguards.

NASA directives: Master list and index

NASA Technical Reports Server (NTRS)

1994-01-01

This Handbook sets forth in two parts the following information for the guidance of users of the NASA Management Directives System. Chapter 1 contains introductory information material on how to use this Handbook. Chapter 2 is a complete master list of Agency-wide management directives, describing each directive by type, number, effective date, expiration date, title, and organization code of the office responsible for the directive. Chapter 3 includes a consolidated numerical list of all delegations of authority and a breakdown of such delegation by the office of Installation to which special authority is assigned. Chapter 4 sets forth a consolidated list of all NASA Handbooks (NHB's) and important footnotes covering the control and ordering of such documents. Chapter 5 is a consolidated list of NASA management directives applicable to the Jet Propulsion Laboratory. Chapter 6 is a consolidated list of NASA management directives published in the code of Federal Regulations. Complementary manuals to the NASA Management Directives System are described in Chapter 7. Part B contains an in-depth alphabetical index to all NASA management directives other than Handbooks.

Model based verification of the Secure Socket Layer (SSL) Protocol for NASA systems

NASA Technical Reports Server (NTRS)

Powell, John D.; Gilliam, David

2004-01-01

The National Aeronautics and Space Administration (NASA) has tens of thousands of networked computer systems and applications. Software Security vulnerabilities present risks such as lost or corrupted data, information theft, and unavailability of critical systems. These risks represent potentially enormous costs to NASA. The NASA Code Q research initiative 'Reducing Software Security Risk (RSSR) Trough an Integrated Approach' offers formal verification of information technology (IT), through the creation of a Software Security Assessment Instrument (SSAI), to address software security risks.

KSC-2013-1046

NASA Image and Video Library

2013-01-09

CAPE CANAVERAL, Fla. -- At a news conference NASA officials and industry partners discuss progress of the agency's Commercial Crew Program CCP. Participating in the briefing, from the left are, Mike Curie, NASA Public Affairs, Ed Mango, NASA Commercial Crew Program manager, Phil McAlister, NASA Commercial Spaceflight Development director, Rob Meyerson, Blue Origin president and program manager, John Mulholland, The Boeing Company Commercial Programs Space Exploration vice president and program manager, Mark Sirangelo, Sierra Nevada Corp. vice president and SNC Space Systems chairman and Garrett Reisman, Space Exploration Technologies SpaceX Commercial Crew project manager. Through CCP, NASA is facilitating the development of U.S. commercial crew space transportation capabilities to achieve safe, reliable and cost-effective access to and from low-Earth orbit for potential future government and commercial customers. For more information, visit http://www.nasa.gov/commercialcrew Photo credit: NASA/Kim Shiflett

The Faster, Better, Cheaper Approach to Space Missions: An Engineering Management Assessment

NASA Technical Reports Server (NTRS)

Hamaker, Joseph W.

1999-01-01

NASA was chartered as an independent civilian space agency in 1958 following the Soviet Union's dramatic launch of the Sputnik 1 (1957). In his state of the union address in May of 1961, President Kennedy issued to the fledging organization his famous challenge for a manned lunar mission by the end of the decade. The Mercury, Gemini and Apollo programs that followed put the utmost value on high quality, low risk (as low as possible within the context of space flight), quick results, all with little regard for cost. These circumstances essentially melded NASAs culture as an organization capable of great technological achievement but at extremely high cost. The Space Shuttle project, the next major agency endeavor, was put under severe annual budget constraints in the 1970's. NASAs response was to hold to the high quality standards, low risk and annual cost and let schedule suffer. The result was a significant delay in the introduction of the Shuttle as well as overall total cost growth. By the early 1990's, because NASA's budget was declining, the number of projects was also declining. Holding the same cost and schedule productivity levels as before was essentially causing NASA to price itself out of business. In 1992, the helm of NASA was turned over to a new Administrator. Dan Goldin's mantra was "faster, better, cheaper" and his enthusiasm and determination to change the NASA culture was not to be ignored. This research paper documents the various implementations of "faster, better, cheaper" that have been attempted, analyzes their impact and compares the cost performance of these new projects to previous NASA benchmarks. Fundamentally, many elements of "faster, better, cheaper" are found to be working well, especially on smaller projects. Some of the initiatives are found to apply only to smaller or experimental projects however, so that extrapolation to "flagship" projects may be problematic.

Towards Risk Based Design for NASA's Missions

NASA Technical Reports Server (NTRS)

Tumer, Irem Y.; Barrientos, Francesca; Meshkat, Leila

2004-01-01

This paper describes the concept of Risk Based Design in the context of NASA s low volume, high cost missions. The concept of accounting for risk in the design lifecycle has been discussed and proposed under several research topics, including reliability, risk analysis, optimization, uncertainty, decision-based design, and robust design. This work aims to identify and develop methods to enable and automate a means to characterize and optimize risk, and use risk as a tradeable resource to make robust and reliable decisions, in the context of the uncertain and ambiguous stage of early conceptual design. This paper first presents a survey of the related topics explored in the design research community as they relate to risk based design. Then, a summary of the topics from the NASA-led Risk Colloquium is presented, followed by current efforts within NASA to account for risk in early design. Finally, a list of "risk elements", identified for early-phase conceptual design at NASA, is presented. The purpose is to lay the foundation and develop a roadmap for future work and collaborations for research to eliminate and mitigate these risk elements in early phase design.

Environmental Regulations as Drivers of Materials Obsolescence

NASA Technical Reports Server (NTRS)

Scroggins, Sharon

2010-01-01

This slide presentation reviews the operations of the Principal Center for Regulatory Risk Analysis and Communication (RRAC-PC) and the impact of environmental regulations in making some materials obsolete. The center is NASA's resource for identifying and managing risks associated with changing environmental regulations. To this end the center acts as an regulatory early warning system, to review track and analyze emerging regulations, collaborate with the technical community on regulatory risk analysis and interpretation and to represent NASA's interests to the regulatory agencies. Regulations frequently result in making some materials unavailable forcing a change to another material. Processes may also be changed due to environmental regulations. For example some items that were sprayed with a chemical may now have to be painted or dipped with the chemical. Sometimes a regulation changes the use of a certain product, which does not affect the usage on Earth, but has significant implications in space. An example of this is the use of lead-free solders of basically tin, which don't appear to have any problem on Earth, but in space applications tin whiskers have resulted in several confirmed satellite failures.

Prebreathe Protocol for Extravehicular Activity Technical Consultation Report

NASA Technical Reports Server (NTRS)

Ross, Jerry; Duncan, Michael

2008-01-01

In the performance of EVA by that National Aeronautics and Space Administration (NASA) astronauts, there exists a risk of DCS as the suit pressure is reduced to 4.3 pounds per square inch, absolute (psia) from the International Space Station (ISS) pressure of 14.7 psia. Several DCS-preventive procedures have been developed and implemented. Each of these procedures involve the use of oxygen (O2) prebreathe to effectively washout tissue nitrogen (N2).The management of the ISS Programs convened an expert independent peer review Team to conduct a review of the Decompression Sickness (DCS) risks associated with the Extra Vehicular Activity (EVA) Campout Prebreathe (PB) protocol for its consideration for use on future missions. The major findings and recommendations of the expert panel are: There is no direct experimental data to confirm the potential DCS risks of the Campout PB protocol. However, based on model data, statistical probability, physiology, and information derived from similar PB protocols, there is no compelling evidence to suggest that the Campout PB protocol is less safe than the other NASA approved PB protocols.

Performance and Accountability Report

NASA Technical Reports Server (NTRS)

2003-01-01

The NASA Fiscal Year 2002 Performance and Accountability Report is presented. Over the past year, significant changes have been implemented to greatly improve NASA's management while continuing to break new ground in science and technology. Excellent progress has been made in implementing the President's Management Agenda. NASA is leading the government in its implementation of the five government-wide initiatives. NASA received an unqualified audit opinion on FY 2002 financial statements. The vast majority of performance goals have been achieved, furthering each area of NASA's mission. The contents include: 1) NASA Vision and Mission; 2) Management's Discussion and Analysis; 3) Performance; and 4) Financial.

NASA Automatic Information Security Handbook

NASA Technical Reports Server (NTRS)

1993-01-01

This handbook details the Automated Information Security (AIS) management process for NASA. Automated information system security is becoming an increasingly important issue for all NASA managers and with rapid advancements in computer and network technologies and the demanding nature of space exploration and space research have made NASA increasingly dependent on automated systems to store, process, and transmit vast amounts of mission support information, hence the need for AIS systems and management. This handbook provides the consistent policies, procedures, and guidance to assure that an aggressive and effective AIS programs is developed, implemented, and sustained at all NASA organizations and NASA support contractors.

KSC-99pp0390

NASA Image and Video Library

1999-04-06

On the site of Launch Complex 34, key participants sign a Memorandum of Agreement, formalizing cooperative efforts of NASA, the U.S. Air Force, and federal agencies in ground-water cleanup initiatives. Seated from left to right are Timothy Oppelt, director, National Risk Management Research Laboratory, U.S. Environmental Protection Agency; Tom Heenan, assistant manager of environmental management, Savannah River Site, U.S. Department of Energy; Col. James Heald, Vice Commander, Air Force Research Laboratory, U.S. Air Force; Gerald Boyd, acting deputy assistant secretary, Office of Science and Technology, U.S. Department of Energy; James Fiore, acting deputy assistant secretary, Office of Environmental Restoration, Department of Energy; Brig. Gen. Randall R. Starbuck, Commander 45th Space Wing, U.S. Air Force; Roy Bridges Jr., director of John F. Kennedy Space Center; Walter Kovalick Jr., Ph.D., director, Technology Innovation Office, U.S. Environmental Protection Agency. NASA, the U.S. Air Force and the agencies have formed a consortium and are participating in a comparative study of three innovative techniques to be used in cleaning a contaminated area of Launch Complex 34. The study will be used to help improve groundwater cleanup processes nationally

A Practical Approach to Starting Fission Surface Power Development

NASA Technical Reports Server (NTRS)

Mason, Lee S.

2006-01-01

The Prometheus Power and Propulsion Program has been reformulated to address NASA needs relative to lunar and Mars exploration. Emphasis has switched from the Jupiter Icy Moons Orbiter (JIMO) flight system development to more generalized technology development addressing Fission Surface Power (FSP) and Nuclear Thermal Propulsion (NTP). Current NASA budget priorities and the deferred mission need date for nuclear systems prohibit a fully funded reactor Flight Development Program. However, a modestly funded Advanced Technology Program can and should be conducted to reduce the risk and cost of future flight systems. A potential roadmap for FSP technology development leading to possible flight applications could include three elements: 1) Conceptual Design Studies, 2) Advanced Component Technology, and 3) Non-Nuclear System Testing. The Conceptual Design Studies would expand on recent NASA and DOE analyses while increasing the depth of study in areas of greatest uncertainty such as reactor integration and human-rated shielding. The Advanced Component Technology element would address the major technology risks through development and testing of reactor fuels, structural materials, primary loop components, shielding, power conversion, heat rejection, and power management and distribution (PMAD). The Non-Nuclear System Testing would provide a modular, technology testbed to investigate and resolve system integration issues.

NASA's Agency-Wide Strategy for Environmental Regulatory Risk Analysis and Communication

NASA Technical Reports Server (NTRS)

Scroggins, Sharon; Duda, Kristen

2008-01-01

This viewgraph presentation gives an overview of NASA's risk analysis communication programs associated with changing environmental policies. The topics include: 1) NASA Program Transition; 2) Principal Center for Regulatory Risk Analysis and Communication (RRAC PC); and 3) Regulatory Tracking and Communication Process.

Assessing the Likelihood of Rare Medical Events in Astronauts

NASA Technical Reports Server (NTRS)

Myers, Jerry G., Jr.; Leandowski, Beth E.; Brooker, John E.; Weaver, Aaron S.

2011-01-01

Despite over half a century of manned space flight, the space flight community is only now coming to fully assess the short and long term medical dangers of exposure to reduced gravity environments. Further, as new manned spacecraft are designed and with the advent of commercial flight capabilities to the general public, a full understanding of medical risk becomes even more critical for maintaining and understanding mission safety and crew health. To address these critical issues, the National Aeronautics and Space Administration (NASA) Human Research Program (HRP) has begun to address the medical hazards with a formalized risk management approach by effectively identifying and attempting to mitigate acute and chronic medical risks to manned space flight. This paper describes NASA Glenn Research Center?s (GRC) efforts to develop a systematic methodology to assess the likelihood of in-flight medical conditions. Using a probabilistic approach, medical risks are assessed using well established and accepted biomedical and human performance models in combination with fundamentally observed data that defines the astronauts? physical conditions, environment and activity levels. Two different examples of space flight risk are used to show the versatility of our approach and how it successfully integrates disparate information to provide HRP decision makers with a valuable source of information which is otherwise lacking.

Funding and Strategic Alignment Guidance for Infusing Small Business Innovation Research Technology Into Human Exploration and Operations Mission Directorate Projects at Glenn Research Center for 2015

NASA Technical Reports Server (NTRS)

Nguyen, Hung D.; Steele, Gynelle C.

2016-01-01

This report is intended to help NASA program and project managers incorporate Glenn Research Center Small Business Innovation Research/Small Business Technology Transfer (SBIR)/(STTR) technologies into NASA Human Exploration and Operations Mission Directorate (HEOMD) programs and projects. Other Government and commercial project managers can also find this useful. Introduction Incorporating Small Business Innovation Research (SBIR)-developed technology into NASA projects is important, especially given the Agency's limited resources for technology development. The SBIR program's original intention was for technologies that had completed Phase II to be ready for integration into NASA programs, however, in many cases there is a gap between Technology Readiness Levels (TRLs) 5 and 6 that needs to be closed. After SBIR Phase II projects are completed, the technology is evaluated against various parameters and a TRL rating is assigned. Most programs tend to adopt more mature technologies-at least TRL 6 to reduce the risk to the mission rather than adopt TRLs between 3 and 5 because those technologies are perceived as too risky. The gap between TRLs 5 and 6 is often called the "Valley of Death" (Figure 1), and historically it has been difficult to close because of a lack of funding support from programs. Several papers have already suggested remedies on how to close the gap (Refs. 1 to 4).

National Aeronautics and Space Administration (NASA) Earth Science Research for Energy Management. Part 1; Overview of Energy Issues and an Assessment of the Potential for Application of NASA Earth Science Research

NASA Technical Reports Server (NTRS)

Zell, E.; Engel-Cox, J.

2005-01-01

Effective management of energy resources is critical for the U.S. economy, the environment, and, more broadly, for sustainable development and alleviating poverty worldwide. The scope of energy management is broad, ranging from energy production and end use to emissions monitoring and mitigation and long-term planning. Given the extensive NASA Earth science research on energy and related weather and climate-related parameters, and rapidly advancing energy technologies and applications, there is great potential for increased application of NASA Earth science research to selected energy management issues and decision support tools. The NASA Energy Management Program Element is already involved in a number of projects applying NASA Earth science research to energy management issues, with a focus on solar and wind renewable energy and developing interests in energy modeling, short-term load forecasting, energy efficient building design, and biomass production.

NASA information resources management handbook

NASA Technical Reports Server (NTRS)

1992-01-01

This National Aeronautics and Space Administration (NASA) Handbook (NHB) implements recent changes to Federal laws and regulations involving the acquisition, management, and use of Federal Information Processing (FIP) resources. This document defines NASA's Information Resources Management (IRM) practices and procedures and is applicable to all NASA personnel. The dynamic nature of the IRM environment requires that the controlling management practices and procedures for an Agency at the leading edge of technology, such as NASA, must be periodically updated to reflect the changes in this environment. This revision has been undertaken to accommodate changes in the technology and the impact of new laws and regulations dealing with IRM. The contents of this document will be subject to a complete review annually to determine its continued applicability to the acquisition, management, and use of FIP resources by NASA. Updates to this document will be accomplished by page changes. This revision cancels NHB 2410.1D, dated April 1985.

Aerospace Safety Advisory Panel

NASA Technical Reports Server (NTRS)

1999-01-01

This report covers the activities of the Aerospace Safety Advisory Panel (ASAP) for calendar year 1998-a year of sharp contrasts and significant successes at NASA. The year opened with the announcement of large workforce cutbacks. The slip in the schedule for launching the International Space Station (ISS) created a five-month hiatus in Space Shuttle launches. This slack period ended with the successful and highly publicized launch of the STS-95 mission. As the year closed, ISS assembly began with the successful orbiting and joining of the Functional Cargo Block (FGB), Zarya, from Russia and the Unity Node from the United States. Throughout the year, the Panel maintained its scrutiny of NASA's safety processes. Of particular interest were the potential effects on safety of workforce reductions and the continued transition of functions to the Space Flight Operations Contractor. Attention was also given to the risk management plans of the Aero-Space Technology programs, including the X-33, X-34, and X-38. Overall, the Panel concluded that safety is well served for the present. The picture is not as clear for the future. Cutbacks have limited the depth of talent available. In many cases, technical specialties are 'one deep.' The extended hiring freeze has resulted in an older workforce that will inevitably suffer significant departures from retirements in the near future. The resulting 'brain drain' could represent a future safety risk unless appropriate succession planning is started expeditiously. This and other topics are covered in the section addressing workforce. The major NASA programs are also limited in their ability to plan property for the future. This is of particular concern for the Space Shuttle and ISS because these programs are scheduled to operate well into the next century. In the case of the Space Shuttle, beneficial and mandatory safety and operational upgrades are being delayed because of a lack of sufficient present funding. Likewise, the ISS has little flexibility to begin long lead-time items for upgrades or contingency planning. For example, the section on computer hardware and software contains specific findings related to required longer range safety-related actions. NASA can be proud of its accomplishments this past year, but must remain ever vigilant, particularly as ISS assembly begins to accelerate. The Panel will continue to focus on both the short- and long-term aspects of risk management and safety planning. This task continues to be made manageable and productive by the excellent cooperation the Panel receives from both NASA and its contractors. Particular emphasis will continue to be directed to longer term workforce and program planning issues as well as the immediate risks associated with ISS assembly and the initial flights of the X-33 and X-34. Section 2 of this report presents specific findings and recommendations generated by ASAP activities during 1998. Section 3 contains more detailed information in support of these findings and recommendations. Appendix A is a current roster of Panel members, consultants, and staff. Appendix B contains NASA's response to the findings and recommendations from the 1997 ASAP Annual Report. Appendix C details the fact-finding activities of the Panel in 1998. During the year, Mr. Richard D. Blomberg was elected chair of the Panel and Vice Admiral (VADM) Robert F Dunn was elected deputy chair. VADM Bernard M. Kauderer moved from consultant to member. Mr. Charles J. Donlan retired from the Panel after many years of meritorious service. Ms. Shirley C. McCarty and Mr. Robert L. ('Hoot') Gibson joined the Panel as consultants.

Passive Thermal Design Approach for the Space Communications and Navigation (SCaN) Testbed Experiment on the International Space Station (ISS)

NASA Technical Reports Server (NTRS)

Siamidis, John; Yuko, Jim

2014-01-01

The Space Communications and Navigation (SCaN) Program Office at NASA Headquarters oversees all of NASAs space communications activities. SCaN manages and directs the ground-based facilities and services provided by the Deep Space Network (DSN), Near Earth Network (NEN), and the Space Network (SN). Through the SCaN Program Office, NASA GRC developed a Software Defined Radio (SDR) testbed experiment (SCaN testbed experiment) for use on the International Space Station (ISS). It is comprised of three different SDR radios, the Jet Propulsion Laboratory (JPL) radio, Harris Corporation radio, and the General Dynamics Corporation radio. The SCaN testbed experiment provides an on-orbit, adaptable, SDR Space Telecommunications Radio System (STRS) - based facility to conduct a suite of experiments to advance the Software Defined Radio, Space Telecommunications Radio Systems (STRS) standards, reduce risk (Technology Readiness Level (TRL) advancement) for candidate Constellation future space flight hardware software, and demonstrate space communication links critical to future NASA exploration missions. The SCaN testbed project provides NASA, industry, other Government agencies, and academic partners the opportunity to develop and field communications, navigation, and networking technologies in the laboratory and space environment based on reconfigurable, software defined radio platforms and the STRS Architecture.The SCaN testbed is resident on the P3 Express Logistics Carrier (ELC) on the exterior truss of the International Space Station (ISS). The SCaN testbed payload launched on the Japanese Aerospace Exploration Agency (JAXA) H-II Transfer Vehicle (HTV) and was installed on the ISS P3 ELC located on the inboard RAM P3 site. The daily operations and testing are managed out of NASA GRC in the Telescience Support Center (TSC).

A perspective on the Human-Rating process of US spacecraft: Both past and present

NASA Astrophysics Data System (ADS)

Zupp, George

1995-04-01

The purpose of this report is to characterize the process of Human-Rating as employed by NASA for human spaceflight. An Agency-wide committee was formed in November 1992 to develop a Human-Rating Requirements Definition for Launch Vehicles based on conventional (historical) methods. The committee members were from NASA Headquarters, Marshall Space Flight Center, Kennedy Space Center, Stennis Space Center, and Johnson Space Center. After considerable discussion and analysis, committee members concluded that Human-Rating is the process of satisfying the mutual constraints of cost, schedule, mission performance, and risk while addressing the requirements for human safety, human performance, and human health management and care.

A perspective on the Human-Rating process of US spacecraft: Both past and present

NASA Technical Reports Server (NTRS)

Zupp, George (Editor)

1995-01-01

The purpose of this report is to characterize the process of Human-Rating as employed by NASA for human spaceflight. An Agency-wide committee was formed in November 1992 to develop a Human-Rating Requirements Definition for Launch Vehicles based on conventional (historical) methods. The committee members were from NASA Headquarters, Marshall Space Flight Center, Kennedy Space Center, Stennis Space Center, and Johnson Space Center. After considerable discussion and analysis, committee members concluded that Human-Rating is the process of satisfying the mutual constraints of cost, schedule, mission performance, and risk while addressing the requirements for human safety, human performance, and human health management and care.

Space Shuttle Probabilistic Risk Assessment (SPRA) Iteration 3.2

NASA Technical Reports Server (NTRS)

Boyer, Roger L.

2010-01-01

The Shuttle is a very reliable vehicle in comparison with other launch systems. Much of the risk posed by Shuttle operations is related to fundamental aspects of the spacecraft design and the environments in which it operates. It is unlikely that significant design improvements can be implemented to address these risks prior to the end of the Shuttle program. The model will continue to be used to identify possible emerging risk drivers and allow management to make risk-informed decisions on future missions. Potential uses of the SPRA in the future include: - Calculate risk impact of various mission contingencies (e.g. late inspection, crew rescue, etc.). - Assessing the risk impact of various trade studies (e.g. flow control valves). - Support risk analysis on mission specific events, such as in flight anomalies. - Serve as a guiding star and data source for future NASA programs.

Biophysics of NASA radiation quality factors.

PubMed

Cucinotta, Francis A

2015-09-01

NASA has implemented new radiation quality factors (QFs) for projecting cancer risks from space radiation exposures to astronauts. The NASA QFs are based on particle track structure concepts with parameters derived from available radiobiology data, and NASA introduces distinct QFs for solid cancer and leukaemia risk estimates. The NASA model was reviewed by the US National Research Council and approved for use by NASA for risk assessment for International Space Station missions and trade studies of future exploration missions to Mars and other destinations. A key feature of the NASA QFs is to represent the uncertainty in the QF assessments and evaluate the importance of the QF uncertainty to overall uncertainties in cancer risk projections. In this article, the biophysical basis for the probability distribution functions representing QF uncertainties was reviewed, and approaches needed to reduce uncertainties were discussed. © The Author 2015. Published by Oxford University Press. All rights reserved. For Permissions, please email: journals.permissions@oup.com.

14 CFR § 1232.106 - Management authority and responsibility.

Code of Federal Regulations, 2014 CFR

2014-01-01

... requirements assigned to this individual in § 1232.105(h); and (5) Sign the annual USDA report. (c) NASA Field... AND USE OF ANIMALS IN THE CONDUCT OF NASA ACTIVITIES (Eff. until 2-14-14) § 1232.106 Management authority and responsibility. (a) Authorized NASA Official. The Authorized NASA Official is the NASA...

Materials in NASA's Space Launch System: The Stuff Dreams are Made of

NASA Technical Reports Server (NTRS)

May, Todd A.

2012-01-01

Mr. Todd May, Program Manager for NASA's Space Launch System, will showcase plans and progress the nation s new super-heavy-lift launch vehicle, which is on track for a first flight to launch an Orion Multi-Purpose Crew Vehicle around the Moon in 2017. Mr. May s keynote address will share NASA's vision for future human and scientific space exploration and how SLS will advance those plans. Using new, in-development, and existing assets from the Space Shuttle and other programs, SLS will provide safe, affordable, and sustainable space launch capabilities for exploration payloads starting at 70 metric tons (t) and evolving through 130 t for entirely new deep-space missions. Mr. May will also highlight the impact of material selection, development, and manufacturing as they contribute to reducing risk and cost while simultaneously supporting the nation s exploration goals.

Requirements for significant problem reporting and trend analysis

NASA Technical Reports Server (NTRS)

1988-01-01

This handbook supplements policies, requirements, and procedures of NMI 8070.3 to ensure that NASA management at each organizational level is: fully aware of trends affecting both the level of safety and the potential for mission success established for both NASA manned space programs and its supporting institutions; fully and independently informed of problems that represent significant risk to the safety of all personnel (including the general populace) and to the success of a mission or operation through a program mechanism herein defined as Significant Problem Reporting; and in full agreement with the level of elimination of these problems through the closed-loop accounting of corrective actions. The requirements of this handbook are supportive of the agency's safety, reliability, maintainability, and quality assurance (SRM&QA) program objectives and are applicable to all organizational elements of NASA connected with or supporting developmental or operational manned space program/projects (including associated payloads) and the related institutional facilities.

An Evaluation of the High Level Architecture (HLA) as a Framework for NASA Modeling and Simulation

NASA Technical Reports Server (NTRS)

Reid, Michael R.; Powers, Edward I. (Technical Monitor)

2000-01-01

The High Level Architecture (HLA) is a current US Department of Defense and an industry (IEEE-1516) standard architecture for modeling and simulations. It provides a framework and set of functional rules and common interfaces for integrating separate and disparate simulators into a larger simulation. The goal of the HLA is to reduce software costs by facilitating the reuse of simulation components and by providing a runtime infrastructure to manage the simulations. In order to evaluate the applicability of the HLA as a technology for NASA space mission simulations, a Simulations Group at Goddard Space Flight Center (GSFC) conducted a study of the HLA and developed a simple prototype HLA-compliant space mission simulator. This paper summarizes the prototyping effort and discusses the potential usefulness of the HLA in the design and planning of future NASA space missions with a focus on risk mitigation and cost reduction.

NASA directives master list and index

NASA Technical Reports Server (NTRS)

1993-01-01

This Handbook sets forth in two parts the information for the guidance of users of the NASA Management Directives System. Complementary to this Handbook is the NASA Online Directives Information System (NODIS), an electronic computer text retrieval system. The first part contains the Master List of Management Directives in force as of 30 Sep. 1993. The second part contains an Index to NASA Management Directives in force as of 30 Sep. 1993.

Waste management in space: a NASA symposium. Special issue

NASA Technical Reports Server (NTRS)

Wydeven, T. (Principal Investigator)

1991-01-01

This special issue contains papers from the NASA Symposium on Waste Processing for Advanced Life Support, which was held at NASA Ames Research Center on September 11-13, 1990. Specialists in waste management from academia, government, and industry convened to exchange ideas and advise NASA in developing effective methods for waste management in a Controlled Ecological Life Support System (CELSS). Innovative and well-established methods were presented to assist in developing and managing wastes in closed systems for future long-duration space missions, especially missions to Mars.

KSC-2009-1505

NASA Image and Video Library

2009-02-03

CAPE CANAVERAL, Fla. – Mike Curie (left), with NASA Public Affairs, introduces NASA managers following their day-long Flight Readiness Review of space shuttle Discovery for the STS-119 mission. Next to Curie are (from left) William H. Gerstenmaier, associate administrator for Space Operations, John Shannon, Shuttle Program manager, Mike Suffredini, program manager for the International Space Station, and Mike Leinbach, shuttle launch director. NASA managers decided to plan a launch no earlier than Feb. 19, pending additional analysis and particle impact testing associated with a flow control valve in the shuttle's main engine system. Photo credit: NASA/Cory Huston

Fast Track Study

NASA Technical Reports Server (NTRS)

1996-01-01

The NASA Fast Track Study supports the efforts of a Special Study Group (SSG) made up of members of the Advanced Project Management Class number 23 (APM-23) that met at the Wallops Island Management Education Center from April 28 - May 8, 1996. Members of the Class expressed interest to Mr. Vem Weyers in having an input to the NASA Policy Document (NPD) 7120.4, that will replace NASA Management Institute (NMI) 7120.4, and the NASA Program/Project Management Guide. The APM-23 SSG was tasked with assisting in development of NASA policy on managing Fast Track Projects, defined as small projects under $150 million and completed within three years. 'Me approach of the APM-23 SSG was to gather data on successful projects working in a 'Better, Faster, Cheaper' environment, within and outside of NASA and develop the Fast Track Project section of the NASA Program/Project Management Guide. Fourteen interviews and four other data gathering efforts were conducted by the SSG, and 16 were conducted by Strategic Resources, Inc. (SRI), including five interviews at the Jet Propulsion Laboratory (JPL) and one at the Applied Physics Laboratory (APL). The interviews were compiled and analyzed for techniques and approaches commonly used to meet severe cost and schedule constraints.

Space Transportation System Liftoff Debris Mitigation Process Overview

NASA Technical Reports Server (NTRS)

Mitchell, Michael; Riley, Christopher

2011-01-01

Liftoff debris is a top risk to the Space Shuttle Vehicle. To manage the Liftoff debris risk, the Space Shuttle Program created a team with in the Propulsion Systems Engineering & Integration Office. The Shutt le Liftoff Debris Team harnesses the Systems Engineering process to i dentify, assess, mitigate, and communicate the Liftoff debris risk. T he Liftoff Debris Team leverages off the technical knowledge and expe rtise of engineering groups across multiple NASA centers to integrate total system solutions. These solutions connect the hardware and ana lyses to identify and characterize debris sources and zones contribut ing to the Liftoff debris risk. The solutions incorporate analyses sp anning: the definition and modeling of natural and induced environmen ts; material characterizations; statistical trending analyses, imager y based trajectory analyses; debris transport analyses, and risk asse ssments. The verification and validation of these analyses are bound by conservative assumptions and anchored by testing and flight data. The Liftoff debris risk mitigation is managed through vigilant collab orative work between the Liftoff Debris Team and Launch Pad Operation s personnel and through the management of requirements, interfaces, r isk documentation, configurations, and technical data. Furthermore, o n day of launch, decision analysis is used to apply the wealth of ana lyses to case specific identified risks. This presentation describes how the Liftoff Debris Team applies Systems Engineering in their proce sses to mitigate risk and improve the safety of the Space Shuttle Veh icle.

14 CFR 1216.202 - Responsibility of NASA officials.

Code of Federal Regulations, 2011 CFR

2011-01-01

... 14 Aeronautics and Space 5 2011-01-01 2010-01-01 true Responsibility of NASA officials. 1216.202... Floodplain and Wetlands Management § 1216.202 Responsibility of NASA officials. (a) Directors of Field Installations and, as appropriate, the Associate Administrator for Management at NASA Headquarters, are...

14 CFR 1216.202 - Responsibility of NASA officials.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 14 Aeronautics and Space 5 2010-01-01 2010-01-01 false Responsibility of NASA officials. 1216.202... Floodplain and Wetlands Management § 1216.202 Responsibility of NASA officials. (a) Directors of Field Installations and, as appropriate, the Associate Administrator for Management at NASA Headquarters, are...

14 CFR 1216.202 - Responsibility of NASA officials.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 14 Aeronautics and Space 5 2013-01-01 2013-01-01 false Responsibility of NASA officials. 1216.202... Floodplain and Wetlands Management § 1216.202 Responsibility of NASA officials. (a) Directors of Field Installations and, as appropriate, the Associate Administrator for Management at NASA Headquarters, are...

14 CFR 1216.202 - Responsibility of NASA officials.

Code of Federal Regulations, 2012 CFR

2012-01-01

... 14 Aeronautics and Space 5 2012-01-01 2012-01-01 false Responsibility of NASA officials. 1216.202... Floodplain and Wetlands Management § 1216.202 Responsibility of NASA officials. (a) Directors of Field Installations and, as appropriate, the Associate Administrator for Management at NASA Headquarters, are...

QuEST: Qualifying Environmentally Sustainable Technologies, Volume 5

NASA Technical Reports Server (NTRS)

Lewis, Pattie

2010-01-01

This edition of the QuEST newsletter contains brief articles that discuss the NASA Technology Evaluation for Environmental Risk Mitigation (TEERM) program, and the importance of collaboration, efforts in materials management and substitution for coatings for launch structures, Low volatile organic compound (VOC) Coatings Field Testing, Non-Chrome Coating Systems, Life Cycle Corrosion Testing, Lead-Free Electronics Testing and Corn Based Depainting and efforts in Pollution Control in the area of Hypergolic Propellant Destruction Evaluation, efforts in development of alternative energy in particular Hydrogen Sensors, Energy and Water Management, and efforts in remediation in the removal of Polychlorinated Biphenyl (PCB) contamination

Probing Aircraft Flight Test Hazard Mitigation for the Alternative Fuel Effects on Contrails and Cruise Emissions (ACCESS) Research Team . Volume 2; Appendices

NASA Technical Reports Server (NTRS)

Kelly, Michael J.

2013-01-01

The Alternative Fuel Effects on Contrails and Cruise Emissions (ACCESS) Project Integration Manager requested in July 2012 that the NASA Engineering and Safety Center (NESC) form a team to independently assess aircraft structural failure hazards associated with the ACCESS experiment and to identify potential flight test hazard mitigations to ensure flight safety. The ACCESS Project Integration Manager subsequently requested that the assessment scope be focused predominantly on structural failure risks to the aircraft empennage (horizontal and vertical tail). This report contains the Appendices to Volume I.

Program Helps Standardize Documentation Of Software

NASA Technical Reports Server (NTRS)

Howe, G.

1994-01-01

Intelligent Documentation Management System, IDMS, computer program developed to assist project managers in implementing information system documentation standard known as NASA-STD-2100-91, NASA STD, COS-10300, of NASA's Software Management and Assurance Program. Standard consists of data-item descriptions or templates, each of which governs particular component of software documentation. IDMS helps program manager in tailoring documentation standard to project. Written in C language.

Using Integrated Earth and Social Science Data for Disaster Risk Assessment

NASA Astrophysics Data System (ADS)

Downs, R. R.; Chen, R. S.; Yetman, G.

2016-12-01

Society faces many different risks from both natural and technological hazards. In some cases, disaster risk managers focus on only a few risks, e.g., in regions where a single hazard such as earthquakes dominate. More often, however, disaster risk managers deal with multiple hazards that pose diverse threats to life, infrastructure, and livelihoods. From the viewpoint of scientists, hazards are often studied based on traditional disciplines such as seismology, hydrology, climatology, and epidemiology. But from the viewpoint of disaster risk managers, data are needed on all hazards in a specific region and on the exposure and vulnerability of population, infrastructure, and economic resources and activity. Such managers also need to understand how hazards, exposures, and vulnerabilities may interact, and human and environmental systems respond, to hazard events, as in the case of the Fukushima nuclear disaster that followed from the Sendai earthquake and tsunami. In this regard, geospatial tools that enable visualization and analysis of both Earth and social science data can support the use case of disaster risk managers who need to quickly assess where specific hazard events occur relative to population and critical infrastructure. Such information can help them assess the potential severity of actual or predicted hazard events, identify population centers or key infrastructure at risk, and visualize hazard dynamics, e.g., earthquakes and their aftershocks or the paths of severe storms. This can then inform efforts to mitigate risks across multiple hazards, including reducing exposure and vulnerability, strengthening system resiliency, improving disaster response mechanisms, and targeting mitigation resources to the highest or most critical risks. We report here on initial efforts to develop hazard mapping tools that draw on open web services and support simple spatial queries about population exposure. The NASA Socioeconomic Data and Applications Center (SEDAC) Hazards Mapper, a web-based mapping tool, enables users to estimate population living in areas subject to flood or tornado warnings, near recent earthquakes, or around critical infrastructure. The HazPop mobile app, implemented for iOS devices, utilizes location services to support disaster risk managers working in field conditions.

14 CFR § 1216.202 - Responsibility of NASA officials.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 14 Aeronautics and Space 5 2014-01-01 2014-01-01 false Responsibility of NASA officials. § 1216... ENVIRONMENTAL QUALITY Floodplain and Wetlands Management § 1216.202 Responsibility of NASA officials. (a) Directors of Field Installations and, as appropriate, the Associate Administrator for Management at NASA...

Managing Fault Management Development

NASA Technical Reports Server (NTRS)

McDougal, John M.

2010-01-01

As the complexity of space missions grows, development of Fault Management (FM) capabilities is an increasingly common driver for significant cost overruns late in the development cycle. FM issues and the resulting cost overruns are rarely caused by a lack of technology, but rather by a lack of planning and emphasis by project management. A recent NASA FM Workshop brought together FM practitioners from a broad spectrum of institutions, mission types, and functional roles to identify the drivers underlying FM overruns and recommend solutions. They identified a number of areas in which increased program and project management focus can be used to control FM development cost growth. These include up-front planning for FM as a distinct engineering discipline; managing different, conflicting, and changing institutional goals and risk postures; ensuring the necessary resources for a disciplined, coordinated approach to end-to-end fault management engineering; and monitoring FM coordination across all mission systems.

A New Method for Near Real Time Precipitation Estimates Using a Derived Statistical Relationship between Precipitable Water Vapor and Precipitation

NASA Astrophysics Data System (ADS)

Roman, J.

2015-12-01

The IPCC 5th Assessment found that the predicted warming of 1oC would increase the risk of extreme events such as heat waves, droughts, and floods. Weather extremes, like floods, have shown the vulnerability and susceptibility society has to these extreme weather events, through impacts such as disruption of food production, water supply, health, and damage of infrastructure. This paper examines a new way of near-real time forecasting of precipitation. A 10-year statistical climatological relationship was derived between precipitable water vapor (PWV) and precipitation by using the NASA Atmospheric Infrared Sounder daily gridded PWV product and the NASA Tropical Rainfall Measuring Mission daily gridded precipitation total. Forecasting precipitation estimates in real time is dire for flood monitoring and disaster management. Near real time PWV observations from AIRS on Aqua are available through the Goddard Earth Sciences Data and Information Service Center. In addition, PWV observations are available through direct broadcast from the NASA Suomi-NPP ATMS/CrIS instrument, the operational follow on to AIRS. The derived climatological relationship can be applied to create precipitation estimates in near real time by utilizing the direct broadcasting capabilities currently available in the CONUS region. The application of this relationship will be characterized through case-studies by using near real-time NASA AIRS Science Team v6 PWV products and ground-based SuomiNet GPS to estimate the current precipitation potential; the max amount of precipitation that can occur based on the moisture availability. Furthermore, the potential contribution of using the direct broadcasting of the NUCAPS ATMS/CrIS PWV products will be demonstrated. The analysis will highlight the advantages of applying this relationship in near-real time for flash flood monitoring and risk management. Relevance to the NWS River Forecast Centers will be discussed.

Protecting the Health of Astronauts: Enhancing Occupational Health Monitoring and Surveillance for Former NASA Astronauts to Understand Long-Term Outcomes of Spaceflight-Related Exposures

NASA Technical Reports Server (NTRS)

Rossi, Meredith; Lee, Lesley; Wear, Mary; Van Baalen, Mary; Rhodes, Bradley

2017-01-01

The astronaut community is unique, and may be disproportionately exposed to occupational hazards not commonly seen in other communities. The extent to which the demands of the astronaut occupation and exposure to spaceflight-related hazards affect the health of the astronaut population over the life course is not completely known. A better understanding of the individual, population, and mission impacts of astronaut occupational exposures is critical to providing clinical care, targeting occupational surveillance efforts, and planning for future space exploration. The ability to characterize the risk of latent health conditions is a significant component of this understanding. Provision of health screening services to active and former astronauts ensures individual, mission, and community health and safety. Currently, the NASA-Johnson Space Center (JSC) Flight Medicine Clinic (FMC) provides extensive medical monitoring to active astronauts throughout their careers. Upon retirement, astronauts may voluntarily return to the JSC FMC for an annual preventive exam. However, current retiree monitoring includes only selected screening tests, representing an opportunity for augmentation. The potential long-term health effects of spaceflight demand an expanded framework of testing for former astronauts. The need is two-fold: screening tests widely recommended for other aging populations are necessary to rule out conditions resulting from the natural aging process (e.g., colonoscopy, mammography); and expanded monitoring will increase NASA's ability to better characterize conditions resulting from astronaut occupational exposures. To meet this need, NASA has begun an extensive exploration of the overall approach, cost, and policy implications of e an Astronaut Occupational Health program to include expanded medical monitoring of former NASA astronauts. Increasing the breadth of monitoring services will ultimately enrich the existing evidence base of occupational health risks to astronauts. Such an expansion would therefore improve the understanding of the health of the astronaut population as a whole, and the ability to identify, mitigate, and manage such risks in preparation for deep space exploration missions.

Software Configuration Management Guidebook

NASA Technical Reports Server (NTRS)

1995-01-01

The growth in cost and importance of software to NASA has caused NASA to address the improvement of software development across the agency. One of the products of this program is a series of guidebooks that define a NASA concept of the assurance processes which are used in software development. The Software Assurance Guidebook, SMAP-GB-A201, issued in September, 1989, provides an overall picture of the concepts and practices of NASA in software assurance. Lower level guidebooks focus on specific activities that fall within the software assurance discipline, and provide more detailed information for the manager and/or practitioner. This is the Software Configuration Management Guidebook which describes software configuration management in a way that is compatible with practices in industry and at NASA Centers. Software configuration management is a key software development process, and is essential for doing software assurance.

Current and Future Parts Management at NASA

NASA Technical Reports Server (NTRS)

Sampson, Michael J.

2011-01-01

This presentation provides a high level view of current and future electronic parts management at NASA. It describes a current perspective of the new human space flight direction that NASA is beginning to take and how that could influence parts management in the future. It provides an overview of current NASA electronic parts policy and how that is implemented at the NASA flight Centers. It also describes some of the technical challenges that lie ahead and suggests approaches for their mitigation. These challenges include: advanced packaging, obsolescence and counterfeits, the global supply chain and Commercial Crew, a new direction by which NASA will utilize commercial launch vehicles to get astronauts to the International Space Station.

KSC-2014-4647

NASA Image and Video Library

2014-12-02

CAPE CANAVERAL, Fla. – NASA managers participate in a live online Ask Me Anything, or AMA, session for reddit.com followers during Orion preflight activities at NASA Kennedy Space Center's News Center in Florida. At left, is Mike Bolger, Ground Systems Development and Operations program manager. Not shown, but also participating were Mark Geyer, Orion program manager, and Todd May, Space Launch System program manager. Discussion topics include Mars and technology. Photo credit: NASA/Frankie Martin

Guidelines for the development of a Project Data Management Plan (PDMP)

NASA Technical Reports Server (NTRS)

Green, James L.; King, Joseph H.

1988-01-01

The purpose of this document is to assist NASA Project personnel in the preparation of their Project Data Management Plans (PDMP) in accordance with NASA Management Instruction (NMI) 8030.3A. In addition, this report summarizes the scope of a PDMP and establishes important aspects that must be addressed for the long term management and archiving of the data from a NASA space flight investigation.

Managing Space Radiation Risks on Lunar and Mars Missions: Risk Assessment and Mitigation

NASA Technical Reports Server (NTRS)

Cucinotta, F. A.; George, K.; Hu, X.; Kim, M. H.; Nikjoo, H.

2006-01-01

Radiation-induced health risks are a primary concern for human exploration outside the Earth's magnetosphere, and require improved approaches to risk estimation and tools for mitigation including shielding and biological countermeasures. Solar proton events are the major concern for short-term lunar missions (<60 d), and for long-term missions (>60 d) such as Mars exploration, the exposures to the high energy and charge (HZE) ions that make-up the galactic cosmic rays are the major concern. Health risks from radiation exposure are chronic risks including carcinogenesis and degenerative tissue risks, central nervous system effects, and acute risk such as radiation sickness or early lethality. The current estimate is that a more than four-fold uncertainty exists in the projection of lifetime mortality risk from cosmic rays, which severely limits analysis of possible benefits of shielding or biological countermeasure designs. Uncertainties in risk projections are largely due to insufficient knowledge of HZE ion radiobiology, which has led NASA to develop a unique probabilistic approach to radiation protection. We review NASA's approach to radiation risk assessment including its impact on astronaut dose limits and application of the ALARA (As Low as Reasonably Achievable) principle. The recently opened NASA Space Radiation Laboratory (NSRL) provides the capability to simulate the cosmic rays in controlled ground-based experiments with biological and shielding models. We discuss how research at NSRL will lead to reductions in the uncertainties in risk projection models. In developing mission designs, the reduction of health risks and mission constraints including costs are competing concerns that need to be addressed through optimization procedures. Mitigating the risks from space radiation is a multi-factorial problem involving individual factors (age, gender, genetic makeup, and exposure history), operational factors (planetary destination, mission length, and period in the solar cycle), and shielding characteristics (materials, mass, and topology). We review optimization metrics for radiation protection including scenarios that integrate biophysics models of radiation risks, operational variables, and shielding design tools needed to assess exploration mission designs. We discuss the application of a crosscutting metric, based on probabilistic risk assessment, to lunar and Mars mission trade studies including the assessment of multi-factorial problems and the potential benefits of new radiation health research strategies or mitigation technologies.

Managing Space Radiation Risks On Lunar and Mars Missions: Risk Assessment and Mitigation

NASA Technical Reports Server (NTRS)

Cucinotta, F. A.; George, K.; Hu, X.; Kim, M. H.; Nikjoo, H.

2005-01-01

Radiation-induced health risks are a primary concern for human exploration outside the Earth's magnetosphere, and require improved approaches to risk estimation and tools for mitigation including shielding and biological countermeasures. Solar proton events are the major concern for short-term lunar missions (<60 d), and for long-term missions (>60 d) such as Mars exploration, the exposures to the high energy and charge (HZE) ions that make-up the galactic cosmic rays are the major concern. Health risks from radiation exposure are chronic risks including carcinogenesis and degenerative tissue risks, central nervous system effects, and acute risk such as radiation sickness or early lethality. The current estimate is that a more than four-fold uncertainty exists in the projection of lifetime mortality risk from cosmic rays, which severely limits analysis of possible benefits of shielding or biological countermeasure designs. Uncertainties in risk projections are largely due to insufficient knowledge of HZE ion radiobiology, which has led NASA to develop a unique probabilistic approach to radiation protection. We review NASA's approach to radiation risk assessment including its impact on astronaut dose limits and application of the ALARA (As Low as Reasonably Achievable) principle. The recently opened NASA Space Radiation Laboratory (NSRL) provides the capability to simulate the cosmic rays in controlled ground-based experiments with biological and shielding models. We discuss how research at NSRL will lead to reductions in the uncertainties in risk projection models. In developing mission designs, the reduction of health risks and mission constraints including costs are competing concerns that need to be addressed through optimization procedures. Mitigating the risks from space radiation is a multi-factorial problem involving individual factors (age, gender, genetic makeup, and exposure history), operational factors (planetary destination, mission length, and period in the solar cycle), and shielding characteristics (materials, mass, and topology). We review optimization metrics for radiation protection including scenarios that integrate biophysics models of radiation risks, operational variables, and shielding design tools needed to assess exploration mission designs. We discuss the application of a crosscutting metric, based on probabilistic risk assessment, to lunar and Mars mission trade studies including the assessment of multi-factorial problems and the potential benefits of new radiation health research strategies or mitigation technologies.

Managing Space Radiation Risks on Lunar and Mars Missions: Risk Assessment and Mitigation

NASA Technical Reports Server (NTRS)

Cucinotta, F. A.; George, K.; Hu, X.; Kim, M. H.; Nikjoo, H.; Ponomarev, A.; Ren, L.; Shavers, M. R.; Wu, H.

2005-01-01

Radiation-induced health risks are a primary concern for human exploration outside the Earth's magnetosphere, and require improved approaches to risk estimation and tools for mitigation including shielding and biological countermeasures. Solar proton events are the major concern for short-term lunar missions (<60 d), and for long-term missions (>60 d) such as Mars exploration, the exposures to the high energy and charge (HZE) ions that make-up the galactic cosmic rays are the major concern. Health risks from radiation exposure are chronic risks including carcinogenesis and degenerative tissue risks, central nervous system effects, and acute risk such as radiation sickness or early lethality. The current estimate is that a more than four-fold uncertainty exists in the projection of lifetime mortality risk from cosmic rays, which severely limits analysis of possible benefits of shielding or biological countermeasure designs. Uncertainties in risk projections are largely due to insufficient knowledge of HZE ion radiobiology, which has led NASA to develop a unique probabilistic approach to radiation protection. We review NASA's approach to radiation risk assessment including its impact on astronaut dose limits and application of the ALARA (As Low as Reasonably Achievable) principle. The recently opened NASA Space Radiation Laboratory (NSRL) provides the capability to simulate the cosmic rays in controlled ground-based experiments with biological and shielding models. We discuss how research at NSRL will lead to reductions in the uncertainties in risk projection models. In developing mission designs, the reduction of health risks and mission constraints including costs are competing concerns that need to be addressed through optimization procedures. Mitigating the risks from space radiation is a multi-factorial problem involving individual factors (age, gender, genetic makeup, and exposure history), operational factors (planetary destination, mission length, and period in the solar cycle), and shielding characteristics (materials, mass, and topology). We review optimization metrics for radiation protection including scenarios that integrate biophysics models of radiation risks, operational variables, and shielding design tools needed to assess exploration mission designs. We discuss the application of a crosscutting metric, based on probabilistic risk assessment, to lunar and Mars mission trade studies including the assessment of multi-factorial problems and the potential benefits of new radiation health research strategies or mitigation technologies.

X-40A Free Flight #5

NASA Technical Reports Server (NTRS)

2001-01-01

X-40A Free Flight #5. The unpowered X-40A, an 85 percent scale risk reduction version of the proposed X-37, proved the capability of an autonomous flight control and landing system in a series of glide flights at NASA's Dryden Flight Research Center in California. NASA's Marshall Space Flight Center in Huntsville, Alabama, manages the X-37 project. At Dryden, the X-40A underwent a series of ground and air tests to reduce possible risks to the larger X-37, including drop tests from a helicopter to check guidance and navigation systems planned for use in the X-37. The X-37 is designed to demonstrate technologies in the orbital and reentry environments for next-generation reusable launch vehicles that will increase both safety and reliability, while reducing launch costs from $10,000 per pound to $1,000 per pound. The X-37, carried into orbit by the Space Shuttle, is planned to fly two orbital missions to test reusable launch vehicle technologies.

Cryogenic Fluid Storage Technology Development: Recent and Planned Efforts at NASA

NASA Technical Reports Server (NTRS)

Moran, Matthew E.

2009-01-01

Recent technology development work conducted at NASA in the area of Cryogenic Fluid Management (CFM) storage is highlighted, including summary results, key impacts, and ongoing efforts. Thermodynamic vent system (TVS) ground test results are shown for hydrogen, methane, and oxygen. Joule-Thomson (J-T) device tests related to clogging in hydrogen are summarized, along with the absence of clogging in oxygen and methane tests. Confirmation of analytical relations and bonding techniques for broad area cooling (BAC) concepts based on tube-to-tank tests are presented. Results of two-phase lumped-parameter computational fluid dynamic (CFD) models are highlighted, including validation of the model with hydrogen self pressurization test data. These models were used to simulate Altair representative methane and oxygen tanks subjected to 210 days of lunar surface storage. Engineering analysis tools being developed to support system level trades and vehicle propulsion system designs are also cited. Finally, prioritized technology development risks identified for Constellation cryogenic propulsion systems are presented, and future efforts to address those risks are discussed.

Range Systems Simulation for the NASA Shuttle: Emphasis on Disaster and Prevention Management During Lift-Off

NASA Technical Reports Server (NTRS)

Rabelo, Lisa; Sepulveda, Jose; Moraga, Reinaldo; Compton, Jeppie; Turner, Robert

2005-01-01

This article describes a decision-making system composed of a number of safety and environmental models for the launch phase of a NASA Space Shuttle mission. The components of this distributed simulation environment represent the different systems that must collaborate to establish the Expectation of Casualties (E(sub c)) caused by a failed Space Shuttle launch and subsequent explosion (accidental or instructed) of the spacecraft shortly after liftoff. This decision-making tool employs Space Shuttle reliability models, trajectory models, a blast model, weather dissemination systems, population models, amount and type of toxicants, gas dispersion models, human response functions to toxicants, and a geographical information system. Since one of the important features of this proposed simulation environment is to measure blast, toxic, and debris effects, the clear benefits is that it can help safety managers not only estimate the population at risk, but also to help plan evacuations, make sheltering decisions, establish the resources required to provide aid and comfort, and mitigate damages in case of a disaster.

An Effective Health and Medical Technical Authority

NASA Technical Reports Server (NTRS)

Fogarty, Jennifer A.

2009-01-01

The NASA Governance model directed the formation of three Technical Authorities, Engineering; Safety and Mission Assurance; and Health and Medical, to ensure that risks are identified and adjudicated efficiently and transparently in concert with the spaceflight programs and projects. The Health and Medical Technical Authority (HMTA) has been implemented at the Johnson Space Center (JSC) and consists of the Chief Medical Office (CMO), the Deputy CMO, and HMTA Delegates. The JSC HMTA achieves the goals of risk identification and adjudication through the discharge of the appropriate technical expertise to human space flight programs and projects and the escalation of issues within program and technical authority boards. The JSC HMTA relies on subject matter experts (SMEs) in the Space Life Sciences Directorate at JSC as well as experts from other Centers to work crew health and performance issues at the technical level, develop requirements, oversee implementation and validation of requirements, and identify risks and non-compliances. Once a risk or potential noncompliance has been identified and reported to the programs or projects, the JSC HMTA begins to track it and closely monitor the program's or project's response. As a risk is developed or a non-compliance negotiated, positions from various levels of decision makers are sought at the program and project control boards. The HMTA may support a program or project position if it is satisfied with the decision making and vetting processes (ex. the subject matter expert voiced his/her concerns and all dissenting opinions were documented) and finds that the position both acknowledges the risk and cost of the mitigation and resolves the issue without changing NASA risk posture. The HMTA may disagree with a program or project position if the NASA risk posture has been elevated or obfuscated. If the HMTA does disagree with the program or project position, it will appeal to successively higher levels of authority so that risk acceptance and risk trades will be acknowledged and sanctioned at the highest appropriate level; this includes Program Managers, Mission Directorate Associate Administrators and the Agency Administrator.

Learning from Past Experiences

NASA Technical Reports Server (NTRS)

Hulet, Michael W.

2007-01-01

Space flight is a risky business. This truism has been bandied about since the earliest days of the space program. When asked by the young daughter of a coworker, one of the Mercury astronauts likened launching into space to "riding a Roman candle" -- it was both exciting and dangerous. Even in these more technologically advanced days, the solid rocket boosters and external tanks of the space shuttle provide a no less exciting, or dangerous, ride into space. However much the phrase "risk mitigation" is bandied about within the U.S. space program, there is still the history of the Apollo 1 fire during a ground test at Cape Canaveral, Fla., the loss of the shuttle Challenger during liftoff, and the loss of the shuttle Columbia when returning to Earth to remind us that while we give lip-service to risk management, we have not learned to manage risk as well as we ought. Moreover, there are many more less dramatic, but equally critical, incidents that have occurred in association with the space program that also highlight our inability to accurately gauge and manage risk. Why do we seem caught in a senseless spiral in which we focus most on risk only after a tragedy? Why do we repeat serious mishaps and not learn from our mistakes? This paper reviews some possible explanations for our risk-taking behavior and provides examples of interest to the NASA centers, while also discussing inter center and intra-center opportunities for sharing information to mitigate risk.

KSC-2012-3637

NASA Image and Video Library

2012-07-02

CAPE CANAVERAL, Fla. – Distinguished speakers are seated in the front row in Kennedy Space Center's Operations and Checkout Building high bay for an event marking the arrival of NASA's first space-bound Orion capsule in Florida. From left are Dan Dumbacher, NASA deputy associate administrator for Exploration Systems Development, NASA Kennedy Space Center Director Robert Cabana, NASA Deputy Administrator Lori Garver, U.S. Senator Bill Nelson, Mark Geyer, Orion program manager, David Beaman, NASA Space Launch System spacecraft and payload integration manager, Pepper Phillips, program manager for NASA's Ground Systems Development and Operations, and John Karas, vice president and general manager of Human Spaceflight for Lockheed Martin Space Systems. Slated for Exploration Flight Test-1, an uncrewed mission planned for 2014, the capsule will travel farther into space than any human spacecraft has gone in more than 40 years. The capsule was shipped to Kennedy from NASA's Michoud Assembly Facility in New Orleans where the crew module pressure vessel was built. The Orion production team will prepare the module for flight at Kennedy by installing heat-shielding thermal protection systems, avionics and other subsystems. For more information, visit http://www.nasa.gov/orion. Photo credit: NASA/Kim Shiflett

Commercial Crew Development Environmental Control and Life Support System Status

NASA Technical Reports Server (NTRS)

Williams, David E.

2011-01-01

The National Aeronautics and Space Administration (NASA) Commercial Crew Development (CCDev) Project was a short term Project that was managed within the Commercial Crew and Cargo Program Office (C3PO) to help develop and demonstrate a small number of key human spaceflight capabilities in support of moving towards a possible commercial crew transportation system to low earth orbit (LEO). It was intended to foster entrepreneurial activities with a few selected companies. The other purpose of the Project was to try to reduce some of the possible risk with a commercial crew transportation system to LEO. The entrepreneurial activities were encouraged with these few selected companies by NASA providing only part of the total funding to complete specific tasks that were jointly agreed to by NASA and the company. These joint agreements were documented in a Space Act Agreement (SAA) that was signed by NASA and the company. This paper will provide an overview of the CCDev Project and it will also discuss in detail the Environmental Control and Life Support (ECLS) tasks that were performed under CCDev.

Managing the Perception of Advanced Technology Risks in Mission Proposals

NASA Technical Reports Server (NTRS)

Bellisario, Sebastian Nickolai

2012-01-01

Through my work in the project proposal office I became interested in how technology advancement efforts affect competitive mission proposals. Technology development allows for new instruments and functionality. However, including technology advancement in a mission proposal often increases perceived risk. Risk mitigation has a major impact on the overall evaluation of the proposal and whether the mission is selected. In order to evaluate the different approaches proposals took I compared the proposals claims of heritage and technology advancement to the sponsor feedback provided in the NASA debriefs. I examined a set of Discovery 2010 Mission proposals to draw patterns in how they were evaluated and come up with a set of recommendations for future mission proposals in how they should approach technology advancement to reduce the perceived risk.

Applicability of NASA contract quality management and failure mode effect analysis procedures to the USGS Outer Continental Shelf oil and gas lease management program

NASA Technical Reports Server (NTRS)

Dyer, M. K.; Little, D. G.; Hoard, E. G.; Taylor, A. C.; Campbell, R.

1972-01-01

An approach that might be used for determining the applicability of NASA management techniques to benefit almost any type of down-to-earth enterprise is presented. A study was made to determine the following: (1) the practicality of adopting NASA contractual quality management techniques to the U.S. Geological Survey Outer Continental Shelf lease management function; (2) the applicability of failure mode effects analysis to the drilling, production, and delivery systems in use offshore; (3) the impact on industrial offshore operations and onshore management operations required to apply recommended NASA techniques; and (4) the probable changes required in laws or regulations in order to implement recommendations. Several management activities that have been applied to space programs are identified, and their institution for improved management of offshore and onshore oil and gas operations is recommended.

KSC-2014-4762

NASA Image and Video Library

2014-12-05

CAPE CANAVERAL, Fla. -- In the Kennedy Space Center’s Press Site auditorium, agency leaders spoke to members of the news media about the successful Orion Flight Test. From left are: Rachel Kraft, of NASA Public Affairs, Bill Gerstenmaier, NASA associate administrator for Human Exploration and Operations, Mark Geyer, Orion program manager, Mike Hawes, Lockheed Martin Orion Program manager, and NASA astronaut Rex Walheim. For more information, visit www.nasa.gov/orion Photo credit: NASA/Kim Shiflett

KSC-06pd0376

NASA Image and Video Library

2006-02-28

KENNEDY SPACE CENTER, FLA. - NASA managers brief the media about the Space Shuttle Program and mission STS-121 from the press site at NASA's Kennedy Space Center in Florida. Public Information Officer Jessica Rye moderated. Seated at her right are Space Shuttle Program Manager Wayne Hale, NASA Launch Director Mike Leinbach and STS-114 External Tank Tiger Team lead Tim Wilson, with the NASA Engineering & Safety Center. Photo credit: NASA/Jack Pfaller

Operational environmental satellite archives in the 21st Century

NASA Astrophysics Data System (ADS)

Barkstrom, Bruce R.; Bates, John J.; Privette, Jeff; Vizbulis, Rick

2007-09-01

NASA, NOAA, and USGS collections of Earth science data are large, federated, and have active user communities and collections. Our experience raises five categories of issues for long-term archival: *Organization of the data in the collections is not well-described by text-based categorization principles *Metadata organization for these data is not well-described by Dublin Core and needs attention to data access and data use patterns *Long-term archival requires risk management approaches to dealing with the unique threats to knowledge preservation specific to digital information *Long-term archival requires careful attention to archival cost management *Professional data stewards for these collections may require special training. This paper suggests three mechanisms for improving the quality of long-term archival: *Using a maturity model to assess the readiness of data for accession, for preservation, and for future data usefulness *Developing a risk management strategy for systematically dealing with threats of data loss *Developing a life-cycle cost model for continuously evolving the collections and the data centers that house them.

Energy and Water Management

NASA Technical Reports Server (NTRS)

Valek, Susan E.

2008-01-01

Energy efficiency isn't just a good idea; it's a necessity, both for cost reasons and to meet federal regulatory requirements. First, rising energy unit costs continue to erode NASA's mission budget. NASA spent roughly $156M on facility energy in FY 2007. Although that represents less than one per cent of NASA's overall annual budget, the upward trend in energy costs concerns the agency. While NASA reduced consumption 13%, energy unit costs have risen 63%. Energy cost increases counteract the effects of energy conservation, which results in NASA buying less yet spending more. The second factor is federal energy legislation. The National Energy Conservation Policy Act, as amended by the Energy Policy Act of 2005, Executive Order (EO) 13423 (January, 2007), and the Energy Independence and Security Act (December, 2007), mandates energy/water conservation goals for all federal agencies, including NASA. There are also reporting requirements associated with this legislation. The Energy/Water Management Task was created to support NASA Headquarters Environmental Management Division (HO EMD) in meeting these requirements. With assistance from TEERM, HQ EMD compiled and submitted the NASA Annual Report to the Department of Energy FY 2007. The report contains information on how NASA is meeting federally mandated energy and water management goals. TEERM monitored input for timeliness, errors, and conformity to the new energy/water reporting guidelines and helped compile the information into the final report. TEERM also assists NASA Energy/Water Management with proposal and award calls, updates to the energy/water management database, and facilitating communication within the energy/water management community. TEERM is also supporting NASA and the Interagency Working Group (IWG) on Hydrogen and Fuel Cells. Established shortly after the President announced the Hydrogen Fuel Initiative in 2003, this IWG serves as the mechanism for collaboration among the Federal agencies involved in hydrogen-related research, development, and demonstration. TEERM developed a matrix showing all Hydrogen and Fuel Cell activities from the various NASA centers to be included in the Group's extensive hydrogen research taxonomy of past, present, and future hydrogen activities of the Federal government.

Harnessing the Risk-Related Data Supply Chain: An Information Architecture Approach to Enriching Human System Research and Operations Knowledge

NASA Technical Reports Server (NTRS)

Buquo, Lynn; Johnson-Throop, Kathy

2010-01-01

NASA's Human Research Program (HRP) and Space Life Sciences Directorate (SLSD), not unlike many NASA organizations today, struggle with the inherent inefficiencies caused by dependencies on heterogeneous data systems and silos of data and information spread across decentralized discipline domains. The capture of operational and research-based data/information (both in-flight and ground-based) in disparate IT systems impedes the extent to which that data/information can be efficiently and securely shared, analyzed, and enriched into knowledge that directly and more rapidly supports HRP's research-focused human system risk mitigation efforts and SLSD s operationally oriented risk management efforts. As a result, an integrated effort is underway to more fully understand and document how specific sets of risk-related data/information are generated and used and in what IT systems that data/information currently resides. By mapping the risk-related data flow from raw data to useable information and knowledge (think of it as the data supply chain), HRP and SLSD are building an information architecture plan to leverage their existing, shared IT infrastructure. In addition, it is important to create a centralized structured tool to represent risks including attributes such as likelihood, consequence, contributing factors, and the evidence supporting the information in all these fields. Representing the risks in this way enables reasoning about the risks, e.g. revisiting a risk assessment when a mitigation strategy is unavailable, updating a risk assessment when new information becomes available, etc. Such a system also provides a concise way to communicate the risks both within the organization as well as with collaborators. Understanding and, hence, harnessing the human system risk-related data supply chain enhances both organizations' abilities to securely collect, integrate, and share data assets that improve human system research and operations.

Electrical Characterizations of Lightning Strike Protection Techniques for Composite Materials

NASA Technical Reports Server (NTRS)

Szatkowski, George N.; Nguyen, Truong X.; Koppen, Sandra V.; Ely, Jay J.; Mielnik, John J.

2009-01-01

The growing application of composite materials in commercial aircraft manufacturing has significantly increased the risk of aircraft damage from lightning strikes. Composite aircraft designs require new mitigation strategies and engineering practices to maintain the same level of safety and protection as achieved by conductive aluminum skinned aircraft. Researchers working under the NASA Aviation Safety Program s Integrated Vehicle Health Management (IVHM) Project are investigating lightning damage on composite materials to support the development of new mitigation, diagnosis & prognosis techniques to overcome the increased challenges associated with lightning protection on composite aircraft. This paper provides an overview of the electrical characterizations being performed to support IVHM lightning damage diagnosis research on composite materials at the NASA Langley Research Center.

NASA Lunar Regolith Simulant Program

NASA Technical Reports Server (NTRS)

Edmunson, J.; Betts, W.; Rickman, D.; McLemore, C.; Fikes, J.; Stoeser, D.; Wilson, S.; Schrader, C.

2010-01-01

Lunar regolith simulant production is absolutely critical to returning man to the Moon. Regolith simulant is used to test hardware exposed to the lunar surface environment, simulate health risks to astronauts, practice in situ resource utilization (ISRU) techniques, and evaluate dust mitigation strategies. Lunar regolith simulant design, production process, and management is a cooperative venture between members of the NASA Marshall Space Flight Center (MSFC) and the U.S. Geological Survey (USGS). The MSFC simulant team is a satellite of the Dust group based at Glenn Research Center. The goals of the cooperative group are to (1) reproduce characteristics of lunar regolith using simulants, (2) produce simulants as cheaply as possible, (3) produce simulants in the amount needed, and (4) produce simulants to meet users? schedules.

Decision Support Methods and Tools

NASA Technical Reports Server (NTRS)

Green, Lawrence L.; Alexandrov, Natalia M.; Brown, Sherilyn A.; Cerro, Jeffrey A.; Gumbert, Clyde r.; Sorokach, Michael R.; Burg, Cecile M.

2006-01-01

This paper is one of a set of papers, developed simultaneously and presented within a single conference session, that are intended to highlight systems analysis and design capabilities within the Systems Analysis and Concepts Directorate (SACD) of the National Aeronautics and Space Administration (NASA) Langley Research Center (LaRC). This paper focuses on the specific capabilities of uncertainty/risk analysis, quantification, propagation, decomposition, and management, robust/reliability design methods, and extensions of these capabilities into decision analysis methods within SACD. These disciplines are discussed together herein under the name of Decision Support Methods and Tools. Several examples are discussed which highlight the application of these methods within current or recent aerospace research at the NASA LaRC. Where applicable, commercially available, or government developed software tools are also discussed

KSC-2014-4645

NASA Image and Video Library

2014-12-02

CAPE CANAVERAL, Fla. – NASA managers participate in a live online Ask Me Anything, or AMA, session for reddit.com followers during Orion preflight activities at NASA Kennedy Space Center's News Center in Florida. From left, are Mike Bolger, Ground Systems Development and Operations program manager and Mark Geyer, Orion program manager. Also participating, but not shown in the photo is Todd May, Space Launch System program manager. Discussion topics include Mars and technology. Photo credit: NASA/Frankie Martin

KSC-2014-4644

NASA Image and Video Library

2014-12-02

CAPE CANAVERAL, Fla. – NASA managers participate in a live online Ask Me Anything, or AMA, session for reddit.com followers during Orion preflight activities at NASA Kennedy Space Center's News Center in Florida. From left, are Mike Bolger, Ground Systems Development and Operations program manager and Mark Geyer, Orion program manager. Across from them, in the plaid shirt is Todd May, Space Launch System program manager. Discussion topics include Mars and technology. Photo credit: NASA/Frankie Martin

NASA UAV Airborne Science Capabilities in Support of Water Resource Management

NASA Technical Reports Server (NTRS)

Fladeland, Matthew

2015-01-01

This workshop presentation focuses on potential uses of unmanned aircraft observations in support of water resource management and agriculture. The presentation will provide an overview of NASA Airborne Science capabilities with an emphasis on past UAV missions to provide context on accomplishments as well as technical challenges. I will also focus on recent NASA Ames efforts to assist in irrigation management and invasive species management using airborne and satellite datasets.

KSC-99pp0392

NASA Image and Video Library

1999-04-06

Key participants in the signing of a Memorandum of Agreement, formalizing cooperative efforts of NASA, the U.S. Air Force, and federal agencies in ground-water cleanup initiatives, gather on top of the block house at Launch Complex 34. Motioning at right is Skip Chamberlain, program manager, Office of Science and Technology, U.S. Department of Energy. Others on the tour include Timothy Oppelt, director, National Risk Management Research Laboratory, U.S. Environmental Protection Agency; Tom Heenan, assistant manager of environmental management, Savannah River Site, U.S. Department of Energy; Col. James Heald, Vice Commander, Air Force Research Laboratory, U.S. Air Force; Gerald Boyd, acting deputy assistant secretary, Office of Science and Technology, U.S. Department of Energy; James Fiore, acting deputy assistant secretary, Office of Environmental Restoration, Department of Energy; Brig. Gen. Randall R. Starbuck, Commander 45th Space Wing, U.S. Air Force; Roy Bridges Jr., director of John F. Kennedy Space Center; Walter Kovalick Jr., Ph.D., director, Technology Innovation Office, U.S. Environmental Protection Agency. NASA, the U.S. Air Force and the agencies have formed a consortium and are participating in a comparative study of three innovative techniques to be used in cleaning a contaminated area of Launch Complex 34. The study will be used to help improve groundwater cleanup processes nationally

Some comments on space flight and radiation limits

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

Thornton, W E

Setting limits on human exposure to space-related radiation involves two very different processes - the appropriate hard science, and certain emotional aspects and expectations of the groups involved. These groups include the general public and their elected politicians, the astronauts and flight crews, and NASA managers, each group with different expectations and concerns. Public and political views of human space flight and human radiation exposures are often poorly informed and are often based on emotional reactions to current events which may be distorted by {open_quotes}experts{close_quotes} and the media. Career astronauts` and cosmonauts` views are much more realistic about the risksmore » involved and there is a willingness on their part to accept increased necessary risks. However, there is a concern on their part about career-threatening dose limits, the potential for overexposures, and the health effects from all sources of radiation. There is special concern over radiation from medical studies. This last concern continues to raise the question of {open_quotes}voluntary{close_quotes} participation in studies involving radiation exposure. There is greatly diversity in spaceflight crews and their expectations; and {open_quotes}official{close_quotes} Astronaut Office positions will reflect strong management direction. NASA management has its own priorities and concerns and this fact will be reflected in their crucial influence on radiation limits. NASA, and especially spaceflight crews, might be best served by exposure limits which address all sources of spaceflight radiation and all potential effects from such exposure.« less

NASA's Advanced Information Systems Technology (AIST) Program: Advanced Concepts and Disruptive Technologies

NASA Astrophysics Data System (ADS)

Little, M. M.; Moe, K.; Komar, G.

2014-12-01

NASA's Earth Science Technology Office (ESTO) manages a wide range of information technology projects under the Advanced Information Systems Technology (AIST) Program. The AIST Program aims to support all phases of NASA's Earth Science program with the goal of enabling new observations and information products, increasing the accessibility and use of Earth observations, and reducing the risk and cost of satellite and ground based information systems. Recent initiatives feature computational technologies to improve information extracted from data streams or model outputs and researchers' tools for Big Data analytics. Data-centric technologies enable research communities to facilitate collaboration and increase the speed with which results are produced and published. In the future NASA anticipates more small satellites (e.g., CubeSats), mobile drones and ground-based in-situ sensors will advance the state-of-the-art regarding how scientific observations are performed, given the flexibility, cost and deployment advantages of new operations technologies. This paper reviews the success of the program and the lessons learned. Infusion of these technologies is challenging and the paper discusses the obstacles and strategies to adoption by the earth science research and application efforts. It also describes alternative perspectives for the future program direction and for realizing the value in the steps to transform observations from sensors to data, to information, and to knowledge, namely: sensor measurement concepts development; data acquisition and management; data product generation; and data exploitation for science and applications.

Bouvet Island near Antarctica

Atmospheric Science Data Center

2013-04-16

... in 1935. However, this protection was incorporated into international agreement in 1959. MISR was built and is managed by NASA's ... D.C. The Terra spacecraft is managed by NASA's Goddard Space Flight Center, Greenbelt, MD. The MISR data were obtained from the NASA ...

KSC-2013-3415

NASA Image and Video Library

2013-08-26

PORT CANAVERAL, Fla. – At Port Canaveral, Fla., NASA and United Launch Alliance managers brief members of the news media on the arrival of the ULA Atlas V rocket that will boost the Mars Atmosphere and Volatile Evolution, or MAVEN, spacecraft to the Red Planet. From the left, are Chuck Tatro, NASA's MAVEN mission manager, Vernon Thorp, ULA's NASA and Commercial Program manager and Omar Baez, NASA's launch director. MAVEN is being prepared for its scheduled launch in November from Cape Canaveral Air Force Station, Fla. atop a United Launch Alliance Atlas V rocket. Positioned in an orbit above the Red Planet, MAVEN will study the upper atmosphere of Mars in unprecedented detail. For more information, visit: http://www.nasa.gov/mission_pages/maven/main/index.html Photo credit: NASA/Kim Shiflett

KSC-2013-3398

NASA Image and Video Library

2013-08-26

PORT CANAVERAL, Fla. – At Port Canaveral, Fla., NASA and United Launch Alliance managers brief members of the news media on the arrival of the ULA Atlas V rocket that will boost the Mars Atmosphere and Volatile Evolution, or MAVEN, spacecraft to the Red Planet. From the left, are Chuck Tatro, NASA's MAVEN mission manager, Vernon Thorp, ULA's NASA and Commercial Program manager and Omar Baez, NASA's launch director. MAVEN is being prepared for its scheduled launch in November from Cape Canaveral Air Force Station, Fla. atop a United Launch Alliance Atlas V rocket. Positioned in an orbit above the Red Planet, MAVEN will study the upper atmosphere of Mars in unprecedented detail. For more information, visit: http://www.nasa.gov/mission_pages/maven/main/index.html Photo credit: NASA/ Dimitri Gerondidakis

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

NASA Technical Reports Server (NTRS)

2003-01-01

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

Workshop Report On Sustainable Urban Development

NASA Technical Reports Server (NTRS)

Langhoff, Stephanie; Martin, Gary; Barone, Larry; Wagener, Wolfgang

2010-01-01

The key workshop goal was to explore and document how NASA technologies, such as remote sensing, climate modeling, and high-end computing and visualization along with NASA assets such as Earth Observing Satellites (EOS) and Unmanned Aerial Vehicles (UAVs) can contribute to creating and managing a sustainable urban environment. The focus was on the greater Bay Area, but many aspects of the workshop were applicable to urban management at the local, regional and global scales. A secondary goal was to help NASA better understand the problems facing urban managers and to make city leaders in the Bay Area more aware of NASA's capabilities. By bringing members of these two groups together we hope to see the beginnings of new collaborations between NASA and those faced with instituting sustainable urban management in Bay Area cities.

NASA Uniform Files Index

NASA Technical Reports Server (NTRS)

1987-01-01

This handbook is a guide for the use of all personnel engaged in handling NASA files. It is issued in accordance with the regulations of the National Archives and Records Administration, in the Code of Federal Regulations Title 36, Part 1224, Files Management; and the Federal Information Resources Management Regulation, Subpart 201-45.108, Files Management. It is intended to provide a standardized classification and filing scheme to achieve maximum uniformity and ease in maintaining and using agency records. It is a framework for consistent organization of information in an arrangement that will be useful to current and future researchers. The NASA Uniform Files Index coding structure is composed of the subject classification table used for NASA management directives and the subject groups in the NASA scientific and technical information system. It is designed to correlate files throughout NASA and it is anticipated that it may be useful with automated filing systems. It is expected that in the conversion of current files to this arrangement it will be necessary to add tertiary subjects and make further subdivisions under the existing categories. Established primary and secondary subject categories may not be changed arbitrarily. Proposals for additional subject categories of NASA-wide applicability, and suggestions for improvement in this handbook, should be addressed to the Records Program Manager at the pertinent installation who will forward it to the NASA Records Management Office, Code NTR, for approval. This handbook is issued in loose-leaf form and will be revised by page changes.

NASA operations: An agency wide approach to reduce cost

NASA Technical Reports Server (NTRS)

Squibb, Gael F.

1996-01-01

The NASA Space Operations Management Office (SOMO) is presented. The SOMO concept is based on continuing the distributed participation of the various NASA field centers and agencies, while employing consolidated management through a single lead center. The aim is to determine the duplicity and the overlap between the different agencies that independently developed their own operations management approaches in order to enable more cost effective mission operations by providing common services to the NASA programs. The space operations management will be performed in a distributed manner with a greater degree of contractor involvement than in the past. The changes, approaches and anticipated benefits of this approach to operations are discussed.

A Guideline for the Management of Renal Stones in Astronauts

NASA Technical Reports Server (NTRS)

Reyes, David; Locke, James; Johnston, Smith

2014-01-01

There are no specific guidelines for the management of renal stones in astronauts. Given the increased risk for bone loss, hypercalcuria, and stone formation due to microgravity, a clinical practice guideline is needed. Methods An extensive review of the literature and current aeromedical standards for the management of renal stones was done. The NASA Flight Medicine Clinic's electronic medical record and Longitudinal Survey of Astronaut Health were also reviewed. This information was used to create an algorithm for the management of renal stones in astronauts. Results Guidelines are proposed based on accepted standards of care, with consideration to the environment of spaceflight. In a usual medical setting, asymptomatic, small stones less than 7 mm are often observed over time. Given the constraints of schedule, and the risks to crew health and mission, this approach is too liberal. An upper limit of 3 mm stone diameter was adopted before requiring intervention, because this is the largest size that has a significant chance of spontaneous passage on its own. Other specific guidelines were also created. Discussion The spaceflight environment requires more aggressive treatment than would otherwise be found with the usual practice of medicine. A small stone can become a major problem because it may ultimately require medical evacuation from orbit. Thus renal stones are a significant mission threat and should be managed in a systematic way to mitigate risks to crew health and mission success.

Assessing the Fire Risk for a Historic Hangar

NASA Technical Reports Server (NTRS)

Datta, Koushik; Morrison, Richard S.

2010-01-01

NASA Ames Research Center (ARC) is evaluating options of reuse of its historic Hangar 1. As a part of this evaluation, a qualitative fire risk assessment study was performed to evaluate the potential threat of combustion of the historic hangar. The study focused on the fire risk trade-off of either installing or not installing a Special Hazard Fire Suppression System in the Hangar 1 deck areas. The assessment methodology was useful in discussing the important issues among various groups within the Center. Once the methodology was deemed acceptable, the results were assessed. The results showed that the risk remained in the same risk category, whether Hangar 1 does or does not have a Special Hazard Fire Suppression System. Note that the methodology assessed the risk to Hangar 1 and not the risk to an aircraft in the hangar. If one had a high value aircraft, the aircraft risk analysis could potentially show a different result. The assessed risk results were then communicated to management and other stakeholders.

A parallel data management system for large-scale NASA datasets

NASA Technical Reports Server (NTRS)

Srivastava, Jaideep

1993-01-01

The past decade has experienced a phenomenal growth in the amount of data and resultant information generated by NASA's operations and research projects. A key application is the reprocessing problem which has been identified to require data management capabilities beyond those available today (PRAT93). The Intelligent Information Fusion (IIF) system (ROEL91) is an ongoing NASA project which has similar requirements. Deriving our understanding of NASA's future data management needs based on the above, this paper describes an approach to using parallel computer systems (processor and I/O architectures) to develop an efficient parallel database management system to address the needs. Specifically, we propose to investigate issues in low-level record organizations and management, complex query processing, and query compilation and scheduling.

Climate risks workshop

NASA Image and Video Library

2012-10-16

Participants in an Oct. 16-18 workshop at John C. Stennis Space Center focused on identifying current and future climate risks and developing strategies to address them. NASA Headquarters sponsored the Resilience and Adaptation to Climate Risks Workshop to understand climate change risks and adaptation strategies. The workshop was part of an effort that joins the science and operations arms of the agency in a coordinated response to climate change. NASA Headquarters is holding workshops on the subject at all NASA centers.

NASA's Orbital Space Plane Risk Reduction Strategy

NASA Technical Reports Server (NTRS)

Dumbacher, Dan

2003-01-01

This paper documents the transformation of NASA s Space Launch Initiative (SLI) Second Generation Reusable Launch Vehicle Program under the revised Integrated Space Transportation Plan, announced November 2002. Outlining the technology development approach followed by the original SLI, this paper gives insight into the current risk-reduction strategy that will enable confident development of the Nation s first orbital space plane (OSP). The OSP will perform an astronaut and contingency cargo transportation function, with an early crew rescue capability, thus enabling increased crew size and enhanced science operations aboard the International Space Station. The OSP design chosen for full-scale development will take advantage of the latest innovations American industry has to offer. The OSP Program identifies critical technologies that must be advanced to field a safe, reliable, affordable space transportation system for U.S. access to the Station and low-Earth orbit. OSP flight demonstrators will test crew safety features, validate autonomous operations, and mature thermal protection systems. Additional enabling technologies may be identified during the OSP design process as part of an overall risk-management strategy. The OSP Program uses a comprehensive and evolutionary systems acquisition approach, while applying appropriate lessons learned.

Second Generation RLV Space Vehicle Concept

NASA Astrophysics Data System (ADS)

Bailey, M. D.; Daniel, C. C.

2002-01-01

NASA has a long history of conducting development programs and projects in a consistant fashion. Systems Engineering within those programs and projects has also followed a given method outlined by such documents as the NASA Systems Engineering Handbook. The relatively new NASA Space Launch Initiative (SLI) is taking a new approach to developing a space vehicle, with innovative management methods as well as new Systems Engineering processes. With the program less than a year into its life cycle, the efficacy of these new processes has yet to be proven or disproven. At 776M for phase I, SLI represents a major portion of the NASA focus; however, the new processes being incorporated are not reflected in the training provided by NASA to its engineers. The NASA Academy of Program and Project Leadership (APPL) offers core classes in program and project management and systems engineering to NASA employees with the purpose of creating a "knowledge community where ideas, skills, and experiences are exchanged to increase each other's capacity for strong leadership". The SLI program is, in one sense, a combination of a conceptual design program and a technology program. The program as a whole doesn't map into the generic systems engineering project cycle as currently, and for some time, taught. For example, the NASA APPL Systems Engineering training course teaches that the "first step in developing an architecture is to define the external boundaries of the system", which will require definition of the interfaces with other systems and the next step will be to "define all the components that make up the next lower level of the system hierarchy" where fundamental requirements are allocated to each component. Whereas, the SLI technology risk reduction approach develops architecture subsystem technologies prior to developing architectures. The higher level architecture requirements are not allowed to fully develop and undergo decomposition and allocation down to the subsystems before the subsystems must develop allocated requirements based on the highest level of requirements. In the vernacular of the project cycles prior to the mid 1990's, the architecture definition portion of the program appears to be at a generic Phase A stage, while the subsystems are operating at Phase B. Even the management structure of the SLI program is innovative in its approach to Systems Engineering and is not reflected in the APPL training modules. The SLI program has established a Systems Engineering office as an office separate from the architecture development or the subsystem technology development, while that office does have representatives within these other offices. The distributed resources of the Systems Engineering Office are co=located with the respect Project Offices. This template is intended to provide systems engineering as an integrated function at the Program Level. . Undoubtedly, the program management of SLI and the NIAT agree that "program/project managers and the systems engineering team must work closely together towards the single objective of delivering quality products that meet the customer needs". This paper will explore the differences between the methods being taught by NASA, which represent decades of ideas, and those currently in practice in SLI. Time will tell if the innovation employed by SLI will prove to be the model of the future. For now, it is suggested that the training of the present exercise the flexibility of recognizing the new processes employed by a major new NASA program.

Second Generation RLV Space Vehicle Concept

NASA Technical Reports Server (NTRS)

Bailey, Michelle; Daniel, Charles; Throckmorton, David A. (Technical Monitor)

2002-01-01

NASA has a long history of conducting development programs and projects in a consistent fashion. Systems Engineering within those programs and projects has also followed a given method outlined by such documents as the NASA Systems Engineering Handbook. The relatively new NASA Space Launch Initiative (SLI) is taking a new approach to developing a space vehicle, with innovative management methods as well as new Systems Engineering processes. With the program less than a year into its life cycle, the efficacy of these new processes has yet to be proven or disproven. At $776M for phase 1, SLI represents a major portion of the NASA focus; however, the new processes being incorporated are not reflected in the training provided by NASA to its engineers. The NASA Academy of Program and Project Leadership (APPL) offers core classes in program and project management and systems engineering to NASA employees with the purpose of creating a "knowledge community where ideas, skills, and experiences are exchanged to increase each other's capacity for strong leadership". The SLI program is, in one sense, a combination of a conceptual design program and a technology program. The program as a whole doesn't map into the generic systems engineering project cycle as currently, and for some time, taught. For example, the NASA APPL Systems Engineering training course teaches that the "first step in developing an architecture is to define the external boundaries of the system", which will require definition of the interfaces with other systems and the next step will be to "define all the components that make up the next lower level of the system hierarchy" where fundamental requirements are allocated to each component. Whereas, the SLI technology risk reduction approach develops architecture subsystem technologies prior to developing architectures. The higher level architecture requirements are not allowed to fully develop and undergo decomposition and allocation down to the subsystems before the subsystems must develop allocated requirements based on the highest level of requirements. In the vernacular of the project cycles prior to the mid 1990's, the architecture definition portion of the program appears to be at a generic Phase A stage, while the subsystems are operating at Phase B. Even the management structure of the SLI program is innovative in its approach to Systems Engineering and is not reflected in the APPL training modules. The SLI program has established a Systems Engineering office as an office separate from the architecture development or the subsystem technology development, while that office does have representatives within these other offices. The distributed resources of the Systems Engineering Office are co-located with the respective Project Offices. This template is intended to provide systems engineering as an integrated function at the Program Level. the program management of SLI and the MAT agree that "program/project managers and the systems engineering team must work closely together towards the single objective of delivering quality products that meet the customer needs". This paper will explore the differences between the methods being taught by NASA, which represent decades of ideas, and those currently in practice in SLI. Time will tell if the innovation employed by SLI will prove to be the model of the future. For now, it is suggested that the training of the present exercise the flexibility of recognizing the new processes employed by a major new NASA program.

KSC-99pp0391

NASA Image and Video Library

1999-04-06

On the site of Launch Complex 34, key participants sign a Memorandum of Agreement, formalizing cooperative efforts of NASA, the U.S. Air Force, and federal agencies in ground-water cleanup initiatives. Seated at the table, from left to right, are Timothy Oppelt, director, National Risk Management Research Laboratory, U.S. Environmental Protection Agency; Tom Heenan, assistant manager of environmental management, Savannah River Site, U.S. Department of Energy; Col. James Heald, Vice Commander, Air Force Research Laboratory, U.S. Air Force; Gerald Boyd, acting deputy assistant secretary, Office of Science and Technology, U.S. Department of Energy; James Fiore, acting deputy assistant secretary, Office of Environmental Restoration, Department of Energy; Brig. Gen. Randall R. Starbuck, Commander 45th Space Wing, U.S. Air Force; Roy Bridges Jr., director of John F. Kennedy Space Center; Walter Kovalick Jr., Ph.D., director, Technology Innovation Office, U.S. Environmental Protection Agency. NASA, the U.S. Air Force and the agencies have formed a consortium and are participating in a comparative study of three innovative techniques to be used in cleaning a contaminated area of Launch Complex 34. The study will be used to help improve groundwater cleanup processes nationally

Orbiter Window Hypervelocity Impact Strength Evaluation

NASA Technical Reports Server (NTRS)

Estes, Lynda R.

2011-01-01

When the Space Shuttle Orbiter incurs damage on its windowpane during flight from particles traveling at hypervelocity speeds, it produces a distinctive damage that reduces the overall strength of the pane. This damage has the potential to increase the risk associated with a safe return to Earth. Engineers at Boeing and NASA/JSC are called to Mission Control to evaluate the damage and provide an assessment on the risk to the crew. Historically, damages like these were categorized as "accepted risk" associated with manned spaceflight, and as long as the glass was intact, engineers gave a "go ahead" for entry for the Orbiter. Since the Columbia accident, managers have given more scrutiny to these assessments, and this has caused the Orbiter window engineers to capitalize on new methods of assessments for these damages. This presentation will describe the original methodology that was used to asses the damages, and introduce a philosophy new to the Shuttle program for assessing structural damage, reliability/risk-based engineering. The presentation will also present a new, recently adopted method for assessing the damage and providing management with a reasonable assessment on the realities of the risk to the crew and vehicle for return.

Rapid Spacecraft Development: Results and Lessons Learned

NASA Technical Reports Server (NTRS)

Watson, William A.

2002-01-01

The Rapid Spacecraft Development Office (RSDO) at NASA's Goddard Space Flight Center is responsible for the management and direction of a dynamic and versatile program for the definition, competition, and acquisition of multiple indefinite delivery and indefinite quantity contracts - resulting in a catalog of spacecraft buses. Five spacecraft delivery orders have been placed by the RSDO and one spacecraft has been launched. Numerous concept and design studies have been performed, most with the intent of leading to a future spacecraft acquisition. A collection of results and lessons learned is recorded to highlight management techniques, methods and processes employed in the conduct of spacecraft acquisition. Topics include working relationships under fixed price delivery orders, price and value, risk management, contingency reserves, and information restrictions.

Managemant of NASA's major projects

NASA Technical Reports Server (NTRS)

James, L. B.

1973-01-01

Approaches used to manage major projects are studied and the existing documents on NASA management are reviewed. The work consists of: (1) the project manager's role, (2) request for proposal, (3) project plan, (4) management information system, (5) project organizational thinking, (6) management disciplines, (7) important decisions, and (8) low cost approach.

NASA's new Mars Exploration Program: the trajectory of knowledge.

PubMed

Garvin, J B; Figueroa, O; Naderi, F M

2001-01-01

NASA's newly restructured Mars Exploration Program (MEP) is finally on the way to Mars with the successful April 7 launch of the 2001 Mars Odyssey Orbiter. In addition, the announcement by the Bush Administration that the exploration of Mars will be a priority within NASA's Office of Space Science further cements the first decade of the new millennium as one of the major thrusts to understand the "new" Mars. Over the course of the past year and a half, an integrated team of managers, scientists, and engineers has crafted a revamped MEP to respond to the scientific as well as management and resource challenges associated with deep space exploration of the Red Planet. This article describes the new program from the perspective of its guiding philosophies, major events, and scientific strategy. It is intended to serve as a roadmap to the next 10-15 years of Mars exploration from the NASA viewpoint. [For further details, see the Mars Exploration Program web site (URL): http://mars.jpl.nasa.gov]. The new MEP will certainly evolve in response to discoveries, to successes, and potentially to setbacks as well. However, the design of the restructured strategy is attentive to risks, and a major attempt to instill resiliency in the program has been adopted. Mars beckons, and the next decade of exploration should provide the impetus for a follow-on decade in which multiple sample returns and other major program directions are executed. Ultimately the vision to consider the first human scientific expeditions to the Red Planet will be enabled. By the end of the first decade of this program, we may know where and how to look for the elusive clues associated with a possible martian biological record, if any was every preserved, even if only as "chemical fossils."

NASA's new Mars Exploration Program: the trajectory of knowledge

NASA Technical Reports Server (NTRS)

Garvin, J. B.; Figueroa, O.; Naderi, F. M.

2001-01-01

NASA's newly restructured Mars Exploration Program (MEP) is finally on the way to Mars with the successful April 7 launch of the 2001 Mars Odyssey Orbiter. In addition, the announcement by the Bush Administration that the exploration of Mars will be a priority within NASA's Office of Space Science further cements the first decade of the new millennium as one of the major thrusts to understand the "new" Mars. Over the course of the past year and a half, an integrated team of managers, scientists, and engineers has crafted a revamped MEP to respond to the scientific as well as management and resource challenges associated with deep space exploration of the Red Planet. This article describes the new program from the perspective of its guiding philosophies, major events, and scientific strategy. It is intended to serve as a roadmap to the next 10-15 years of Mars exploration from the NASA viewpoint. [For further details, see the Mars Exploration Program web site (URL): http://mars.jpl.nasa.gov]. The new MEP will certainly evolve in response to discoveries, to successes, and potentially to setbacks as well. However, the design of the restructured strategy is attentive to risks, and a major attempt to instill resiliency in the program has been adopted. Mars beckons, and the next decade of exploration should provide the impetus for a follow-on decade in which multiple sample returns and other major program directions are executed. Ultimately the vision to consider the first human scientific expeditions to the Red Planet will be enabled. By the end of the first decade of this program, we may know where and how to look for the elusive clues associated with a possible martian biological record, if any was every preserved, even if only as "chemical fossils.".

NASA's New Mars Exploration Program: The Trajectory of Knowledge

NASA Astrophysics Data System (ADS)

Garvin, James B.; Figueroa, Orlando; Naderi, Firouz M.

2001-12-01

NASA's newly restructured Mars Exploration Program (MEP) is finally on the way to Mars with the successful April 7 launch of the 2001 Mars Odyssey Orbiter. In addition, the announcement by the Bush Administration that the exploration of Mars will be a priority within NASA's Office of Space Science further cements the first decade of the new millennium as one of the major thrusts to understand the "new" Mars. Over the course of the past year and a half, an integrated team of managers, scientists, and engineers has crafted a revamped MEP to respond to the scientific as well as management and resource challenges associated with deep space exploration of the Red Planet. This article describes the new program from the perspective of its guiding philosophies, major events, and scientific strategy. It is intended to serve as a roadmap to the next 10-15 years of Mars exploration from the NASA viewpoint. [For further details, see the Mars Exploration Program web site (URL): http://mars.jpl.nasa.gov]. The new MEP will certainly evolve in response to discoveries, to successes, and potentially to setbacks as well. However, the design of the restructured strategy is attentive to risks, and a major attempt to instill resiliency in the program has been adopted. Mars beckons, and the next decade of exploration should provide the impetus for a follow-on decade in which multiple sample returns and other major program directions are executed. Ultimately the vision to consider the first human scientific expeditions to the Red Planet will be enabled. By the end of the first decade of this program, we may know where and how to look for the elusive clues associated with a possible martian biological record, if any was every preserved, even if only as "chemical fossils."

NASA's Space Launch System Takes Shape: Progress Toward Safe, Affordable, Exploration

NASA Technical Reports Server (NTRS)

Askins, Bruce R.; Robinson, Kimberly F.

2014-01-01

Development of NASA's Space Launch System (SLS) exploration-class heavy lift rocket has moved from the formulation phase to implementation in 3 years and will make significant progress this year toward its first launch, slated December 2017. SLS represents a safe, affordable, and evolutionary path to development of an unprecedented capability for future human and robotic exploration and use of space. For the United States current development is focused on a configuration with a 70 metric ton (t) payload to low Earth orbit (LEO), more than double any operational vehicle. This version will launch NASA's Orion Multi-Purpose Crew Vehicle (MPCV) on its first autonomous flight beyond the Moon and back, as well as the first crewed Orion flight. SLS is designed to evolve to a 130 t lift capability that can reduce mission costs, simplify payload design, reduce trip times, and lower overall risk. Each vehicle element completed its respective Preliminary Design Reviews, followed by the SLS Program. The Program also completed the Key Decision Point-C milestone to move from formulation to implementation in 2014. NASA hasthorized the program to proceed to Critical Design Review, scheduled for 2015. Accomplihments to date include: manufacture of core stage test hardware, as well as preparations for testing the world's most powerful solid rocket boosters and main engines that flew 135 successful Space Shuttle missions. The Program's success to date is due to prudent use of existing technology, infrastructure, and workforce; streamlined management approach; and judicious use of new technologies. This paper will discuss SLS Program successes over the past year and examine milestones and challenges ahead. The SLS Program and its elements are managed at NASA's Marshall Space Flight Center (MSFC).

KSC-2014-2962

NASA Image and Video Library

2014-06-18

CAPE CANAVERAL, Fla. – Members of the media listen as NASA Administrator Charlie Bolden marks the T-6 months and counting to the launch of Orion on Exploration Flight Test-1, or EFT-1, during a visit to the Operations and Checkout Building high bay at NASA's Kennedy Space Center in Florida. To his right is Kennedy Director Bob Cabana. To his left are Cleon Lacefield, Lockheed Martin Orion Program manager, and Mark Geyer, NASA Orion Program manager. Behind them is the crew module stacked on the service module in the Final Assembly and System Testing cell. EFT-1 will provide engineers with data about the heat shield's ability to protect Orion and its future crews from the 4,000-degree heat of reentry and an ocean splashdown following the spacecraft’s 20,000-mph reentry from space. Data gathered during the flight will inform decisions about design improvements on the heat shield and other Orion systems, and authenticate existing computer models and new approaches to space systems design and development. This process is critical to reducing overall risks and costs of future Orion missions. Orion is the exploration spacecraft designed to carry astronauts to destinations not yet explored by humans, including an asteroid and Mars. It will have emergency abort capability, sustain the crew during space travel and provide safe re-entry from deep space return velocities. The first unpiloted test flight of the Orion is scheduled to launch later this year atop a Delta IV rocket from Cape Canaveral Air Force Station in Florida to an altitude of 3,600 miles above the Earth's surface. The two-orbit, four-hour flight test will help engineers evaluate the systems critical to crew safety including the heat shield, parachute system and launch abort system. For more information, visit http://www.nasa.gov/orion. Photo credit: NASA/Kim Shiflett

Managing the Risk of Command File Errors

NASA Technical Reports Server (NTRS)

Meshkat, Leila; Bryant, Larry W.

2013-01-01

Command File Error (CFE), as defined by the Jet Propulsion Laboratory's (JPL) Mission Operations Assurance (MOA) is, regardless of the consequence on the spacecraft, either: an error in a command file sent to the spacecraft, an error in the process for developing and delivering a command file to the spacecraft, or the omission of a command file that should have been sent to the spacecraft. The risk consequence of a CFE can be mission ending and thus a concern to space exploration projects during their mission operations. A CFE during space mission operations is often the symptom of some kind of imbalance or inadequacy within the system that comprises the hardware & software used for command generation and the human experts involved in this endeavour. As we move into an era of enhanced collaboration with other NASA centers and commercial partners, these systems become more and more complex and hence it is all the more important to formally model and analyze CFEs in order to manage the risk of CFEs. Here we will provide a summary of the ongoing efforts at JPL in this area and also explain some more recent developments in the area of developing quantitative models for the purpose of managing CFE's.

STS-121/Discovery: Imagery Quick-Look Briefing

NASA Technical Reports Server (NTRS)

2006-01-01

Kyle Herring (NASA Public Affairs) introduced Wayne Hale (Space Shuttle Program Manager) who stated that the imagery for the Space shuttle external tank showed the tank performed very well. Image analysis showed small pieces of foam falling off the rocket booster and external tank. There was no risk involved in these minor incidents. Statistical models were built to assist in risk analysis. The orbiter performed excellently. Wayne also provided some close-up pictures of small pieces of foam separating from the external tank during launching. He said the crew will also perform a 100% inspection of the heat shield. This flight showed great improvement over previous flights.

Managing the Mars Science Laboratory Thermal Vacuum Test for Safety and Success

NASA Technical Reports Server (NTRS)

Evans, Jordan P.

2010-01-01

The Mars Science Laboratory is a NASA/JPL mission to send the next generation of rover to Mars. Originally slated for launch in 2009, development problems led to a delay in the project until the next launch opportunity in 2011. Amidst the delay process, the Launch/Cruise Solar Thermal Vacuum Test was undertaken as risk reduction for the project. With varying maturity and capabilities of the flight and ground systems, undertaking the test in a safe manner presented many challenges. This paper describes the technical and management challenges and the actions undertaken that led to the ultimate safe and successful execution of the test.

KSC-2013-1384

NASA Image and Video Library

2013-02-08

VANDENBERG AIR FORCE BASE, Calif. -- Media attend a prelaunch press conference at Vandenberg Air Force Base in California to discuss NASA's readiness to launch the Landsat Data Continuity Mission LDCM. From left are George Diller of NASA Public Affairs, LDCM program executive David Jarrett from NASA Headquarters, NASA Launch Director Omar Baez from Kennedy Space Center, United Launch Alliance Program Manager for NASA Missions Vernon Thorp, LDCM Project Manager Ken Schwer from Goddard Space Flight Center, and 1st Lt. Jennifer Kelley, launch weather officer for the 30th Operations Support Squadron at Vandenberg. Launch of LDCM aboard a United Launch Alliance Atlas V rocket from Vandenberg's Space Launch Complex-3E is planned for Feb. 11 during a 48-minute launch window that opens at 10:02 a.m. PST, or 1:02 p.m. EST. LDCM is the eighth satellite in the Landsat Program series of Earth-observing missions and will continue the program’s critical role in monitoring, understanding and managing the resources needed for human sustainment, such as food, water and forests. NASA's Goddard Space Flight Center in Greenbelt, Md., is responsible for LDCM project management. Orbital Sciences Corp. built the LDCM satellite. NASA's Launch Services Program at the Kennedy Space Center in Florida provides launch management. After launch and the initial checkout phase, the U. S. Geological Survey will take operational control of LDCM, and it will be renamed Landsat 8. Photo credit: NASA/Kim Shiflett

Status of the Landsat Data Continuity Mission

NASA Technical Reports Server (NTRS)

Irons, James R.; Ochs, William R.

2004-01-01

Efforts to begin implementing a successor mission to Landsat 7, called the Landsat Data Continuity Mission (LDCM), suffered a set back in 2003. NASA and the Department of Interior (DOI)/U.S. Geological Survey (USGS) currently manage the Landsat Program as an interagency partnership. The two agencies had planned to purchase data meeting LDCM specifications from a privately owned and commercially operated satellite system beginning in March, 2007. This approach represented a departure from the traditional procurement of a government owned and operated satellite system. NASA, however, cancelled a Request-for-Proposals (RFP) for providing the required data after an evaluation of proposals received from private industry. NASA concluded that the proposals failed to meet a key objective and expectation of the RFP, namely, to form a fair and equitable partnership between the Government and private industry. Alternative strategies for implementing an LDCM are now under consideration. The Executive Office of the President formed an interagency working group on the LDCM following the RFP cancellation. The working group is considering other options for implementing a successor system to Landsat 7 consistent with the Land Remote Sensing Policy Act of 1992 (Public Law 102-555). This Act lists four management options for consideration: 1) private sector funding and management; 2) an international consortium; 3) funding and management by the U.S. Government; and 4) a cooperative effort between the US. Government and the private sector. The working group is currently attempting to minimize the risk of a Landsat data gap through development of a strategy that leads to a Landsat 7 successor mission. The selected strategy and the status of the mission will be presented at the Symposium.

Acquisition-Management Program

NASA Technical Reports Server (NTRS)

Avery, Don E.; Vann, A. Vernon; Jones, Richard H.; Rew, William E.

1987-01-01

NASA Acquisition Management Subsystem (AMS) program integrated NASA-wide standard automated-procurement-system program developed in 1985. Designed to provide each NASA installation with procurement data-base concept with on-line terminals for managing, tracking, reporting, and controlling contractual actions and associated procurement data. Subsystem provides control, status, and reporting for various procurement areas. Purpose of standardization is to decrease costs of procurement and operation of automatic data processing; increases procurement productivity; furnishes accurate, on-line management information and improves customer support. Written in the ADABAS NATURAL.

KSC-2014-4646

NASA Image and Video Library

2014-12-02

CAPE CANAVERAL, Fla. – NASA managers participate in a live online Ask Me Anything, or AMA, session for reddit.com followers during Orion preflight activities at NASA Kennedy Space Center's News Center in Florida. Participating are Mike Bolger, Ground Systems Development and Operations program manager Mark Geyer, Orion program manager and Todd May, Space Launch System program manager. Discussion topics include Mars and technology. Monitoring the live discussion is Brandi Dean, public affairs specialist from Johnson Space Center in Houston. Photo credit: NASA/Frankie Martin

Software Sharing Enables Smarter Content Management

NASA Technical Reports Server (NTRS)

2007-01-01

In 2004, NASA established a technology partnership with Xerox Corporation to develop high-tech knowledge management systems while providing new tools and applications that support the Vision for Space Exploration. In return, NASA provides research and development assistance to Xerox to progress its product line. The first result of the technology partnership was a new system called the NX Knowledge Network (based on Xerox DocuShare CPX). Created specifically for NASA's purposes, this system combines Netmark-practical database content management software created by the Intelligent Systems Division of NASA's Ames Research Center-with complementary software from Xerox's global research centers and DocuShare. NX Knowledge Network was tested at the NASA Astrobiology Institute, and is widely used for document management at Ames, Langley Research Center, within the Mission Operations Directorate at Johnson Space Center, and at the Jet Propulsion Laboratory, for mission-related tasks.

Evaluation of Cardiovascular Risk Scores Applied to NASA's Astronant Corps

NASA Technical Reports Server (NTRS)

Jain, I.; Charvat, J. M.; VanBaalen, M.; Lee, L.; Wear, M. L.

2014-01-01

In an effort to improve cardiovascular disease (CVD) risk prediction, this analysis evaluates and compares the applicability of multiple CVD risk scores to the NASA Astronaut Corps which is extremely healthy at selection.

Increased Cancer Mortality Risk for NASA's ISS Astronauts: The Contribution of Diagnostic Radiological Examinations

NASA Technical Reports Server (NTRS)

Dodge, C.W.; Picco, C. E.; Gonzalez, S. M.; Johnston, S. L.; Van Baalen, M.; Shavers, M.R.

2009-01-01

This viewgraph presentation reviews the radiation exposures and risks associated with long-term spaceflight on the International Space Station. NASA's risk model of cancer mortality is also presented.

NASA Space Technology Roadmaps and Priorities: Restoring NASA's Technological Edge and Paving the Way for a New Era in Space

NASA Technical Reports Server (NTRS)

2012-01-01

Success in executing future NASA space missions will depend on advanced technology developments that should already be underway. It has been years since NASA has had a vigorous, broad-based program in advanced space technology development, and NASA's technology base is largely depleted. As noted in a recent National Research Council report on the U.S. civil space program: Future U.S. leadership in space requires a foundation of sustained technology advances that can enable the development of more capable, reliable, and lower-cost spacecraft and launch vehicles to achieve space program goals. A strong advanced technology development foundation is needed also to enhance technology readiness of new missions, mitigate their technological risks, improve the quality of cost estimates, and thereby contribute to better overall mission cost management. Yet financial support for this technology base has eroded over the years. The United States is now living on the innovation funded in the past and has an obligation to replenish this foundational element. NASA has developed a draft set of technology roadmaps to guide the development of space technologies under the leadership of the NASA Office of the Chief Technologist. The NRC appointed the Steering Committee for NASA Technology Roadmaps and six panels to evaluate the draft roadmaps, recommend improvements, and prioritize the technologies within each and among all of the technology areas as NASA finalizes the roadmaps. The steering committee is encouraged by the initiative NASA has taken through the Office of the Chief Technologist (OCT) to develop technology roadmaps and to seek input from the aerospace technical community with this study.

Technical Evaluation of the NASA Model for Cancer Risk to Astronauts Due to Space Radiation

NASA Technical Reports Server (NTRS)

2012-01-01

At the request of NASA, the National Research Council's (NRC's) Committee for Evaluation of Space Radiation Cancer Risk Model1 reviewed a number of changes that NASA proposes to make to its model for estimating the risk of radiation-induced cancer in astronauts. The NASA model in current use was last updated in 2005, and the proposed model would incorporate recent research directed at improving the quantification and understanding of the health risks posed by the space radiation environment. NASA's proposed model is defined by the 2011 NASA report Space Radiation Cancer Risk Projections and Uncertainties--2010 . The committee's evaluation is based primarily on this source, which is referred to hereafter as the 2011 NASA report, with mention of specific sections or tables. The overall process for estimating cancer risks due to low linear energy transfer (LET) radiation exposure has been fully described in reports by a number of organizations. The approaches described in the reports from all of these expert groups are quite similar. NASA's proposed space radiation cancer risk assessment model calculates, as its main output, age- and gender-specific risk of exposure-induced death (REID) for use in the estimation of mission and astronaut-specific cancer risk. The model also calculates the associated uncertainties in REID. The general approach for estimating risk and uncertainty in the proposed model is broadly similar to that used for the current (2005) NASA model and is based on recommendations by the National Council on Radiation Protection and Measurements. However, NASA's proposed model has significant changes with respect to the following: the integration of new findings and methods into its components by taking into account newer epidemiological data and analyses, new radiobiological data indicating that quality factors differ for leukemia and solid cancers, an improved method for specifying quality factors in terms of radiation track structure concepts as opposed to the previous approach based on linear energy transfer, the development of a new solar particle event (SPE) model, and the updates to galactic cosmic ray (GCR) and shielding transport models. The newer epidemiological information includes updates to the cancer incidence rates from the life span study (LSS) of the Japanese atomic bomb survivors, transferred to the U.S. population and converted to cancer mortality rates from U.S. population statistics. In addition, the proposed model provides an alternative analysis applicable to lifetime never-smokers (NSs). Details of the uncertainty analysis in the model have also been updated and revised. NASA's proposed model and associated uncertainties are complex in their formulation and as such require a very clear and precise set of descriptions. The committee found the 2011 NASA report challenging to review largely because of the lack of clarity in the model descriptions and derivation of the various parameters used. The committee requested some clarifications from NASA throughout its review and was able to resolve many, but not all, of the ambiguities in the written description.

NASA systems engineering handbook

NASA Astrophysics Data System (ADS)

Shishko, Robert; Aster, Robert; Chamberlain, Robert G.; McDuffee, Patrick; Pieniazek, Les; Rowell, Tom; Bain, Beth; Cox, Renee I.; Mooz, Harold; Polaski, Lou

1995-06-01

This handbook brings the fundamental concepts and techniques of systems engineering to NASA personnel in a way that recognizes the nature of NASA systems and environment. It is intended to accompany formal NASA training courses on systems engineering and project management when appropriate, and is designed to be a top-level overview. The concepts were drawn from NASA field center handbooks, NMI's/NHB's, the work of the NASA-wide Systems Engineering Working Group and the Systems Engineering Process Improvement Task team, several non-NASA textbooks and guides, and material from independent systems engineering courses taught to NASA personnel. Five core chapters cover systems engineering fundamentals, the NASA Project Cycle, management issues in systems engineering, systems analysis and modeling, and specialty engineering integration. It is not intended as a directive.

Technology transfer at NASA - A librarian's view

NASA Technical Reports Server (NTRS)

Buchan, Ronald L.

1991-01-01

The NASA programs, publications, and services promoting the transfer and utilization of aerospace technology developed by and for NASA are briefly surveyed. Topics addressed include the corporate sources of NASA technical information and its interest for corporate users of information services; the IAA and STAR abstract journals; NASA/RECON, NTIS, and the AIAA Aerospace Database; the RECON Space Commercialization file; the Computer Software Management and Information Center file; company information in the RECON database; and services to small businesses. Also discussed are the NASA publications Tech Briefs and Spinoff, the Industrial Applications Centers, NASA continuing bibliographies on management and patent abstracts (indexed using the NASA Thesaurus), the Index to NASA News Releases and Speeches, and the Aerospace Research Information Network (ARIN).

48 CFR 1852.242-73 - NASA contractor financial management reporting.

Code of Federal Regulations, 2010 CFR

2010-10-01

... the Contractor's established financial management information system. (b) Lower level detail used by the Contractor for its own management purposes to validate information provided to NASA shall be... management reporting. 1852.242-73 Section 1852.242-73 Federal Acquisition Regulations System NATIONAL...

Ada and software management in NASA: Assessment and recommendations

NASA Technical Reports Server (NTRS)

1989-01-01

Recent NASA missions have required software systems that are larger, more complex, and more critical than NASA software systems of the past. The Ada programming language and the software methods and support environments associated with it are seen as potential breakthroughs in meeting NASA's software requirements. The findings of a study by the Ada and Software Management Assessment Working Group (ASMAWG) are presented. The study was chartered to perform three tasks: (1) assess the agency's ongoing and planned Ada activities; (2) assess the infrastructure (standards, policies, and internal organizations) supporting software management and the Ada activities; and (3) present an Ada implementation and use strategy appropriate for NASA over the next 5 years.

NASA aviation safety program aircraft engine health management data mining tools roadmap

DOT National Transportation Integrated Search

2000-04-01

Aircraft Engine Health Management Data Mining Tools is a project led by NASA Glenn Research Center in support of the NASA Aviation Safety Program's Aviation System Monitoring and Modeling Thrust. The objective of the Glenn-led effort is to develop en...

NASA Administrator Sean O'Keefe, left, learned about the Mach 10 X-43 research vehicle from manager

NASA Technical Reports Server (NTRS)

2002-01-01

NASA Administrator Sean O'Keefe left, learned about the Mach 10 X-43 research vehicle from manager, Joel Sitz during O'Keefe's visit to the NASA Dryden Flight Research Center, Edwards, California, January 31, 2002.

NASA Systems Engineering Handbook

NASA Technical Reports Server (NTRS)

Shishko, Robert; Aster, Robert; Chamberlain, Robert G.; Mcduffee, Patrick; Pieniazek, Les; Rowell, Tom; Bain, Beth; Cox, Renee I.; Mooz, Harold; Polaski, Lou

1995-01-01

This handbook brings the fundamental concepts and techniques of systems engineering to NASA personnel in a way that recognizes the nature of NASA systems and environment. It is intended to accompany formal NASA training courses on systems engineering and project management when appropriate, and is designed to be a top-level overview. The concepts were drawn from NASA field center handbooks, NMI's/NHB's, the work of the NASA-wide Systems Engineering Working Group and the Systems Engineering Process Improvement Task team, several non-NASA textbooks and guides, and material from independent systems engineering courses taught to NASA personnel. Five core chapters cover systems engineering fundamentals, the NASA Project Cycle, management issues in systems engineering, systems analysis and modeling, and specialty engineering integration. It is not intended as a directive. Superseded by: NASA/SP-2007-6105 Rev 1 (20080008301).

Software Schedules Missions, Aids Project Management

NASA Technical Reports Server (NTRS)

2008-01-01

NASA missions require advanced planning, scheduling, and management, and the Space Agency has worked extensively to develop the programs and software suites necessary to facilitate these complex missions. These enormously intricate undertakings have hundreds of active components that need constant management and monitoring. It is no surprise, then, that the software developed for these tasks is often applicable in other high-stress, complex environments, like in government or industrial settings. NASA work over the past few years has resulted in a handful of new scheduling, knowledge-management, and research tools developed under contract with one of NASA s partners. These tools have the unique responsibility of supporting NASA missions, but they are also finding uses outside of the Space Program.

Increasing productivity through Total Reuse Management (TRM)

NASA Technical Reports Server (NTRS)

Schuler, M. P.

1991-01-01

Total Reuse Management (TRM) is a new concept currently being promoted by the NASA Langley Software Engineering and Ada Lab (SEAL). It uses concepts similar to those promoted in Total Quality Management (TQM). Both technical and management personnel are continually encouraged to think in terms of reuse. Reuse is not something that is aimed for after a product is completed, but rather it is built into the product from inception through development. Lowering software development costs, reducing risk, and increasing code reliability are the more prominent goals of TRM. Procedures and methods used to adopt and apply TRM are described. Reuse is frequently thought of as only being applicable to code. However, reuse can apply to all products and all phases of the software life cycle. These products include management and quality assurance plans, designs, and testing procedures. Specific examples of successfully reused products are given and future goals are discussed.

Quick Fix for Managing Risks

NASA Technical Reports Server (NTRS)

2002-01-01

Under a Phase II SBIR contract, Kennedy and Lumina Decision Systems, Inc., jointly developed the Schedule and Cost Risk Analysis Modeling (SCRAM) system, based on a version of Lumina's flagship software product, Analytica(R). Acclaimed as "the best single decision-analysis program yet produced" by MacWorld magazine, Analytica is a "visual" tool used in decision-making environments worldwide to build, revise, and present business models, minus the time-consuming difficulty commonly associated with spreadsheets. With Analytica as their platform, Kennedy and Lumina created the SCRAM system in response to NASA's need to identify the importance of major delays in Shuttle ground processing, a critical function in project management and process improvement. As part of the SCRAM development project, Lumina designed a version of Analytica called the Analytica Design Engine (ADE) that can be easily incorporated into larger software systems. ADE was commercialized and utilized in many other developments, including web-based decision support.

KSC-2014-4761

NASA Image and Video Library

2014-12-05

CAPE CANAVERAL, Fla. -- In the Kennedy Space Center’s Press Site auditorium, agency leaders spoke to members of the news media about the successful Orion Flight Test. From left are: Bill Gerstenmaier, NASA associate administrator for Human Exploration and Operations, Mark Geyer, Orion program manager, Mike Hawes, Lockheed Martin Orion Program manager, and NASA astronaut Rex Walheim. For more information, visit www.nasa.gov/orion Photo credit: NASA/Kim Shiflett

Annual report to the NASA Administrator by the Aerospace Safety Advisory Panel on the space shuttle program. Part 1: Observations and conclusions

NASA Technical Reports Server (NTRS)

1977-01-01

The panel reviewed the following areas of major significance for the Approach and Landing Test program: mission planning and crew training, flight-readiness of the Carrier Aircraft and the Orbiter, including its flight control and avionics system, facilities, and communications and ground support equipment. The management system for risk assessment was investigated. The Orbital Flight Test Program was also reviewed. Observations and recommendations are presented.

Psychomotor Vigilance Self Test on ISS (Reaction Self Test on Expeditions 21 and 22)

NASA Technical Reports Server (NTRS)

Dinges, David F.; Mollicone, Daniel; Ecker, Adrian

2009-01-01

The experiment addresses the following high-priority NASA Risk Gaps in the Behavioral Health and Performance (BHP) area: 1) Identify brief, valid objective measures of changes in cognitive functions during spaceflight that astronauts can use with minimal burden. 2) Find a practical objective aid for astronauts to quickly identify and manage the effects of fatigue (from sleep loss, circadian disruptions, workload and other factors) on their performance during space flight.

KSC-2011-6822

NASA Image and Video Library

2011-09-08

CAPE CANAVERAL, Fla. -- On Cape Canaveral Air Force Station in Florida, members of NASA's Gravity Recovery and Interior Laboratory (GRAIL) launch team monitor GRAIL's launch countdown from the Mission Directors Center in Hangar AE. From left are Dana Grieco, launch operations manager, Analex, NASA's Launch Services Program (LSP); Bruce Reid, GRAIL mission manager, LSP; Al Sierra, manager of the Flight Project Office, LSP; Omar Baez, GRAIL assistant launch director, LSP; and Tim Dunn, GRAIL launch director, LSP; David Lehman, spacecraft mission director and GRAIL project manager, NASA's Jet Propulsion Laboratory (JPL); and John Henk, GRAIL program manager, Lockheed Martin Space Systems. Launch is scheduled for 8:37:06 a.m. EDT Sept. 8 from Space Launch Complex 17B on Cape Canaveral Air Force Station. GRAIL will fly twin spacecraft in tandem around the moon to precisely measure and map variations in the moon's gravitational field. The mission will provide the most accurate global gravity field to date for any planet, including Earth. For more information, visit http://www.nasa.gov/grail. Photo credit: NASA/Kim Shiflett

Understanding Risk Tolerance and Building an Effective Safety Culture

NASA Technical Reports Server (NTRS)

Loyd, David

2018-01-01

Estimates range from 65-90 percent of catastrophic mishaps are due to human error. NASA's human factors-related mishaps causes are estimated at approximately 75 percent. As much as we'd like to error-proof our work environment, even the most automated and complex technical endeavors require human interaction... and are vulnerable to human frailty. Industry and government are focusing not only on human factors integration into hazardous work environments, but also looking for practical approaches to cultivating a strong Safety Culture that diminishes risk. Industry and government organizations have recognized the value of monitoring leading indicators to identify potential risk vulnerabilities. NASA has adapted this approach to assess risk controls associated with hazardous, critical, and complex facilities. NASA's facility risk assessments integrate commercial loss control, OSHA (Occupational Safety and Health Administration) Process Safety, API (American Petroleum Institute) Performance Indicator Standard, and NASA Operational Readiness Inspection concepts to identify risk control vulnerabilities.

KSC-2012-3735

NASA Image and Video Library

2012-07-02

CAPE CANAVERAL, Fla. – NASA astronaut Rex Walheim, far right, addresses an participants during a NASA social question and answer session. The group is assembled in Kennedy Space Center's Operations and Checkout Building high bay for an event marking the arrival of NASA's first space-bound Orion capsule in Florida. At the podium is Trent Perrotto of NASA Public Affairs. Joining Perrotto on stage, from the left, are Mark Geyer, Orion program manager David Beaman, NASA Space Launch System spacecraft and payload integration manager Pepper Phillips, program manager for NASA's Ground Systems Development and Operations and Walheim. The tweeters will share their experiences with followers through the social networking site Twitter. Slated for Exploration Flight Test-1, an uncrewed mission planned for 2014, the capsule will travel farther into space than any human spacecraft has gone in more than 40 years. NASA's Michoud Assembly Facility in New Orleans built the crew module pressure vessel. The Orion production team will prepare the module for flight by installing heat-shielding thermal protection systems, avionics and other subsystems. For more information, visit http://www.nasa.gov/orion Photo credit: NASA/Kim Shiflett

KSC-2012-3734

NASA Image and Video Library

2012-07-02

CAPE CANAVERAL, Fla. – Trent Perrotto of NASA Public Affairs addresses an audience of participants during a NASA social question and answer session. The group is assembled in Kennedy Space Center's Operations and Checkout Building high bay for an event marking the arrival of NASA's first space-bound Orion capsule in Florida. Joining Perrotto on stage, from the left, are Mark Geyer, Orion program manager David Beaman, NASA Space Launch System spacecraft and payload integration manager Pepper Phillips, program manager for NASA's Ground Systems Development and Operations and NASA astronaut Rex Walheim. The tweeters will share their experiences with followers through the social networking site Twitter. Slated for Exploration Flight Test-1, an uncrewed mission planned for 2014, the capsule will travel farther into space than any human spacecraft has gone in more than 40 years. NASA's Michoud Assembly Facility in New Orleans built the crew module pressure vessel. The Orion production team will prepare the module for flight by installing heat-shielding thermal protection systems, avionics and other subsystems. For more information, visit http://www.nasa.gov/orion Photo credit: NASA/Kim Shiflett

KSC-2012-3733

NASA Image and Video Library

2012-07-02

CAPE CANAVERAL, Fla. – Trent Perrotto of NASA Public Affairs addresses an audience of participants during a NASA social question and answer session. The group is assembled in Kennedy Space Center's Operations and Checkout Building high bay for an event marking the arrival of NASA's first space-bound Orion capsule in Florida. Joining Perrotto on stage, from the left, are Mark Geyer, Orion program manager David Beaman, NASA Space Launch System spacecraft and payload integration manager Pepper Phillips, program manager for NASA's Ground Systems Development and Operations and NASA astronaut Rex Walheim. The tweeters will share their experiences with followers through the social networking site Twitter. Slated for Exploration Flight Test-1, an uncrewed mission planned for 2014, the capsule will travel farther into space than any human spacecraft has gone in more than 40 years. NASA's Michoud Assembly Facility in New Orleans built the crew module pressure vessel. The Orion production team will prepare the module for flight by installing heat-shielding thermal protection systems, avionics and other subsystems. For more information, visit http://www.nasa.gov/orion Photo credit: NASA/Kim Shiflett

KENNEDY SPACE CENTER, FLA. -- United Space Alliance (USA) Manager of the Thermal Protection System (TPS) Facility Martin Wilson (right) briefs NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik (left) on the properties of a thermal blanket used in the Shuttle's TPS. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- United Space Alliance (USA) Manager of the Thermal Protection System (TPS) Facility Martin Wilson (right) briefs NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik (left) on the properties of a thermal blanket used in the Shuttle's TPS. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

KENNEDY SPACE CENTER, FLA. -- United Space Alliance (USA) Vice President and Associate Program Manager of Florida Operations Bill Pickavance (left front) and NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik (right front) tour a solid rocket booster (SRB) retrieval ship at Cape Canaveral. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- United Space Alliance (USA) Vice President and Associate Program Manager of Florida Operations Bill Pickavance (left front) and NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik (right front) tour a solid rocket booster (SRB) retrieval ship at Cape Canaveral. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

Third Report of the Task Force on the Shuttle-Mir Rendezvous and Docking Missions

NASA Technical Reports Server (NTRS)

1994-01-01

In May 1994, the Task Force on the Shuttle-Mir Rendezvous and Docking Missions was established by the NASA Advisory Council. Its purpose is to review Phase 1 (Shuttle-Mir) planning, training, operations, rendezvous and docking, and management and to provide interim reports containing specific recommendations to the Advisory Council. Phase 1 represents the building block to create the experience and technical expertise for an International Space Station. The Phase 1 program brings together the United States and Russia in a major cooperative and contractual program that takes advantage of both countries' capabilities. The content of the Phase 1 program consists of the following elements as defined by the Phase 1 Program Management Plan, dated October 6, 1994: Shuttle-Mir rendezvous and docking missions; astronaut long duration presence on Mir Requirements for Mir support of Phase 1 when astronauts are not on board; outfitting Spektr and Priroda modules with NASA science, research, and risk mitigation equipment Related ground support requirements of NASA and the Russian Space Agency (RSA) to support Phase 1 Integrated NASA and RSA launch schedules and manifests The first meeting of the Task Force was held at the Johnson Space Center (JSC) on May 24 and 25, 1994 with a preliminary report submitted to the NASA Advisory Council on June 6, 1994. The second meeting of the Task Force was held at JSC on July 12 and 13, 1994 and a detailed report containing a series of specific recommendations was submitted on July 29, 1994. This report reflects the results of the third Task Force meeting which was held at JSC on 11 and 12 October, 1994. The briefings presented at that meeting reviewed NASA's response to the Task Force recommendations made to date and provided background data and current status on several critical areas which the Task Force had not addressed in its previous reports.

KSC-2014-2963

NASA Image and Video Library

2014-06-18

CAPE CANAVERAL, Fla. – Members of the media listen as NASA Orion Program Manager Mark Geyer marks the T-6 months and counting to the launch of Orion on Exploration Flight Test-1, or EFT-1, in the Operations and Checkout Building high bay at NASA's Kennedy Space Center in Florida. To his right is Kennedy Director Bob Cabana. Partially hidden behind him is NASA Administrator Charlie Bolden. To his left is Cleon Lacefield, Lockheed Martin Orion Program manager, and Rachel Kraft, NASA Public Affairs Officer. Behind them is the crew module stacked on the service module in the Final Assembly and System Testing cell. EFT-1 will provide engineers with data about the heat shield's ability to protect Orion and its future crews from the 4,000-degree heat of reentry and an ocean splashdown following the spacecraft’s 20,000-mph reentry from space. Data gathered during the flight will inform decisions about design improvements on the heat shield and other Orion systems, and authenticate existing computer models and new approaches to space systems design and development. This process is critical to reducing overall risks and costs of future Orion missions. Orion is the exploration spacecraft designed to carry astronauts to destinations not yet explored by humans, including an asteroid and Mars. It will have emergency abort capability, sustain the crew during space travel and provide safe re-entry from deep space return velocities. The first unpiloted test flight of the Orion is scheduled to launch later this year atop a Delta IV rocket from Cape Canaveral Air Force Station in Florida to an altitude of 3,600 miles above the Earth's surface. The two-orbit, four-hour flight test will help engineers evaluate the systems critical to crew safety including the heat shield, parachute system and launch abort system. For more information, visit http://www.nasa.gov/orion. Photo credit: NASA/Kim Shiflett

KSC-2014-2961

NASA Image and Video Library

2014-06-18

CAPE CANAVERAL, Fla. – NASA Public Affairs Officer Rachel Kraft welcomes members of the media to the Operations and Checkout Building high at NASA's Kennedy Space Center in Florida to mark the T-6 months and counting to the launch of Orion on Exploration Flight Test-1, or EFT-1. To her right are NASA Administrator Charlie Bolden and Kennedy Director Bob Cabana. To her left are Cleon Lacefield, Lockheed Martin Orion Program manager, and Mark Geyer, NASA Orion Program manager. Behind them is the crew module stacked on the service module in the Final Assembly and System Testing cell. EFT-1 will provide engineers with data about the heat shield's ability to protect Orion and its future crews from the 4,000-degree heat of reentry and an ocean splashdown following the spacecraft’s 20,000-mph reentry from space. Data gathered during the flight will inform decisions about design improvements on the heat shield and other Orion systems, and authenticate existing computer models and new approaches to space systems design and development. This process is critical to reducing overall risks and costs of future Orion missions. Orion is the exploration spacecraft designed to carry astronauts to destinations not yet explored by humans, including an asteroid and Mars. It will have emergency abort capability, sustain the crew during space travel and provide safe re-entry from deep space return velocities. The first unpiloted test flight of the Orion is scheduled to launch later this year atop a Delta IV rocket from Cape Canaveral Air Force Station in Florida to an altitude of 3,600 miles above the Earth's surface. The two-orbit, four-hour flight test will help engineers evaluate the systems critical to crew safety including the heat shield, parachute system and launch abort system. For more information, visit http://www.nasa.gov/orion. Photo credit: NASA/Kim Shiflett

KSC-2014-2964

NASA Image and Video Library

2014-06-18

CAPE CANAVERAL, Fla. – Members of the media listen as NASA Orion Program Manager Mark Geyer marks the T-6 months and counting to the launch of Orion on Exploration Flight Test-1, or EFT-1, in the Operations and Checkout Building high bay at NASA's Kennedy Space Center in Florida. To his right is Kennedy Director Bob Cabana. Partially hidden behind him is NASA Administrator Charlie Bolden. To his left is Cleon Lacefield, Lockheed Martin Orion Program manager, and Rachel Kraft, NASA Public Affairs Officer. Behind them is the crew module stacked on the service module in the Final Assembly and System Testing cell. EFT-1 will provide engineers with data about the heat shield's ability to protect Orion and its future crews from the 4,000-degree heat of reentry and an ocean splashdown following the spacecraft’s 20,000-mph reentry from space. Data gathered during the flight will inform decisions about design improvements on the heat shield and other Orion systems, and authenticate existing computer models and new approaches to space systems design and development. This process is critical to reducing overall risks and costs of future Orion missions. Orion is the exploration spacecraft designed to carry astronauts to destinations not yet explored by humans, including an asteroid and Mars. It will have emergency abort capability, sustain the crew during space travel and provide safe re-entry from deep space return velocities. The first unpiloted test flight of the Orion is scheduled to launch later this year atop a Delta IV rocket from Cape Canaveral Air Force Station in Florida to an altitude of 3,600 miles above the Earth's surface. The two-orbit, four-hour flight test will help engineers evaluate the systems critical to crew safety including the heat shield, parachute system and launch abort system. For more information, visit http://www.nasa.gov/orion. Photo credit: NASA/Kim Shiflett

Improving Water Management Decision Support Tools Using NASA Satellite and Modeling Data

NASA Astrophysics Data System (ADS)

Toll, D. L.; Arsenault, K.; Nigro, J.; Pinheiro, A.; Engman, E. T.; Triggs, J.; Cosgrove, B.; Alonge, C.; Boyle, D.; Allen, R.; Townsend, P.; Ni-Meister, W.

2006-05-01

One of twelve Applications of National priority within NASA's Applied Science Program, the Water Management Program Element addresses concerns and decision making related to water availability, water forecast and water quality. The goal of the Water Management Program Element is to encourage water management organizations to use NASA Earth science data, models products, technology and other capabilities in their decision support tools for problem solving. The Water Management Program Element partners with Federal agencies, academia, private firms, and may include international organizations. This paper further describes the Water Management Program with the objective of informing the applications community of the potential opportunities for using NASA science products for problem solving. We will illustrate some ongoing and application Water Management projects evaluating and benchmarking NASA data with partnering federal agencies and their decision support tools: 1) Environmental Protection Agency for water quality; 2) Bureau of Reclamation for water supply, demand and forecast; and 3) NOAA National Weather Service for improved weather prediction. Examples of the types of NASA contributions to the these agency decision support tools include: 1) satellite observations within models assist to estimate water storage, i.e., snow water equivalent, soil moisture, aquifer volumes, or reservoir storages; 2) model derived products, i.e., evapotranspiration, precipitation, runoff, ground water recharge, and other 4-dimensional data assimilation products; 3) improve water quality, assessments by using improved inputs from NASA models (precipitation, evaporation) and satellite observations (e.g., temperature, turbidity, land cover) to nonpoint source models; and 4) water (i.e., precipitation) and temperature predictions from days to decades over local, regional and global scales.

Different Perspectives on Asthenia in Astronauts and Cosmonauts: International Research Literature

NASA Technical Reports Server (NTRS)

Sandoval, Luis; Shea, Camille; Otto, Christian; Leventon, Lauren

2010-01-01

The Behavioral Health and Performance (BHP) Element is one of the six elements within the NASA Human Research Program (HRP) and is responsible for managing four risks: a) The Risk of Performance Decrements due to inadequate Cooperation, Coordination, Communication and Psychological Adaptation within a Team (Team), b) the Risk of Performance Errors due to Sleep Loss, Circadian De-synchronization, Fatigue and Work Overload (Sleep), c) Risk of Behavioral Conditions (BMed), and d) the Risk of Psychiatric Disorders (BMed). The aim of this report is to address some of the recommendations made by the recent NASA HRP Standing Review Panel for the Behavioral Medicine Risk of Psychiatric Disorders. Such recommendations included: a) the inclusion of important national and international literature in English and non-English language materials; including journals, books, magazines, conference reports and b) an extensive literature review of certain types of psychological states to predict, detect, and assess adverse mental states that may negatively affect the psychological well being of the astronauts, specifically asthenia. This report was a collaborative international work effort focused on the evaluation and determination of the importance of continuing research on asthenia as a possible psychological problem that might affect the optimal psychological functioning among crewmembers during long-duration space flight missions. Russian medical personnel (flight surgeons and psychologist) have observed symptoms of asthenia (weakness, increased fatigue, irritability, and attention and memory disorders) in cosmonauts after four months in space (Myasnikov& Zamaleddinov1996; Grigorieve, 1996 ) and believe that asthenia is one of the greater risks that will affect crews? optimal psychological functioning.

NASA Taxonomy 2.0 Project Overview

NASA Technical Reports Server (NTRS)

Dutra, Jayne; Busch, Joseph

2004-01-01

This viewgraph presentation reviews the project to develop a Taxonomy for NASA. The benefits of this project are: Make it easy for various audiences to find relevant information from NASA programs quickly, specifically (1) Provide easy access for NASA Web resources (2) Information integration for unified queries and management reporting ve search results targeted to user interests the ability to move content through the enterprise to where it is needed most (3) Facilitate Records Management and Retention Requirements. In addition the project will assist NASA in complying with E-Government Act of 2002 and prepare NASA to participate in federal projects.

NASA Crew and Cargo Launch Vehicle Development Approach Builds on Lessons from Past and Present Missions

NASA Technical Reports Server (NTRS)

Dumbacher, Daniel L.

2006-01-01

The United States (US) Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with new space transportation systems for missions to the Moon, Mars, and beyond. The Crew Exploration Vehicle (CEV) that the new human-rated Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station (ISS) Toward the end of the next decade, a heavy-lift Cargo Launch Vehicle (CaLV) will deliver the Earth Departure Stage (EDS) carrying the Lunar Surface Access Module (LSAM) to low-Earth orbit (LEO), where it will rendezvous with the CEV launched on the CLV and return astronauts to the Moon for the first time in over 30 years. This paper outlines how NASA is building these new space transportation systems on a foundation of legacy technical and management knowledge, using extensive experience gained from past and ongoing launch vehicle programs to maximize its design and development approach, with the objective of reducing total life cycle costs through operational efficiencies such as hardware commonality. For example, the CLV in-line configuration is composed of a 5-segment Reusable Solid Rocket Booster (RSRB), which is an upgrade of the current Space Shuttle 4- segment RSRB, and a new upper stage powered by the liquid oxygen/liquid hydrogen (LOX/LH2) J-2X engine, which is an evolution of the J-2 engine that powered the Apollo Program s Saturn V second and third stages in the 1960s and 1970s. The CaLV configuration consists of a propulsion system composed of two 5-segment RSRBs and a 33- foot core stage that will provide the LOX/LED needed for five commercially available RS-68 main engines. The J-2X also will power the EDS. The Exploration Launch Projects, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operations planning for these new space transportation systems. Utilizing a foundation of heritage hardware and management lessons learned mitigates both technical and programmatic risk. Project engineers and managers work closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch systems, leveraging a wealth of knowledge from Shuffle operations. In addition, NASA and its industry partners have tapped into valuable Apollo databases and are applying corporate wisdom conveyed firsthand by Apollo-era veterans of America s original Moon missions. Learning from its successes and failures, NASA employs rigorous systems engineering and systems management processes and principles in a disciplined, integrated fashion to further improve the probability of mission success.

Cryogenic ribbon-cutting

NASA Image and Video Library

2011-03-30

NASA cut the ribbon on a new cryogenics control center at John C. Stennis Space Center on March 30. The new facility is part of a project to strengthen Stennis facilities to withstand the impacts of future storms like hurricane Katrina in 2005. Participants in the ribbon-cutting included (l to r): Jason Zuckerman, director of project management for The McDonnel Group; Keith Brock, director of the NASA Project Directorate at Stennis; Stennis Deputy Director Rick Gilbrech; Steve Jackson, outgoing program manager of the Jacobs Technology NASA Test Operations Group; and Troy Frisbie, Cryo Control Center Construction project manager for NASA Center Operations at Stennis.

Current Status of a NASA High-Altitude Balloon-Based Observatory for Planetary Science

NASA Technical Reports Server (NTRS)

Varga, Denise M.; Dischner, Zach

2015-01-01

Recent studies have shown that progress can be made on over 20% of the key questions called out in the current Planetary Science Decadal Survey by a high-altitude balloon-borne observatory. Therefore, NASA has been assessing concepts for a gondola-based observatory that would achieve the greatest possible science return in a low-risk and cost-effective manner. This paper addresses results from the 2014 Balloon Observation Platform for Planetary Science (BOPPS) mission, namely successes in the design and performance of the Fine Pointing System. The paper also addresses technical challenges facing the new Gondola for High Altitude Planetary Science (GHAPS) reusable platform, including thermal control for the Optical Telescope Assembly, power generation and management, and weight-saving considerations that the team will be assessing in 2015 and beyond.

Software Safety Risk in Legacy Safety-Critical Computer Systems

NASA Technical Reports Server (NTRS)

Hill, Janice L.; Baggs, Rhoda

2007-01-01

Safety Standards contain technical and process-oriented safety requirements. Technical requirements are those such as "must work" and "must not work" functions in the system. Process-Oriented requirements are software engineering and safety management process requirements. Address the system perspective and some cover just software in the system > NASA-STD-8719.13B Software Safety Standard is the current standard of interest. NASA programs/projects will have their own set of safety requirements derived from the standard. Safety Cases: a) Documented demonstration that a system complies with the specified safety requirements. b) Evidence is gathered on the integrity of the system and put forward as an argued case. [Gardener (ed.)] c) Problems occur when trying to meet safety standards, and thus make retrospective safety cases, in legacy safety-critical computer systems.

GEO Collisional Risk Assessment Based on Analysis of NASA-WISE Data and Modeling

DTIC Science & Technology

2015-10-18

GEO Collisional Risk Assessment Based on Analysis of NASA -WISE Data and Modeling Jeremy Murray Krezan1, Samantha Howard1, Phan D. Dao1, Derek...Surka2 1AFRL Space Vehicles Directorate,2Applied Technology Associates Incorporated From December 2009 through 2011 the NASA Wide-Field Infrared...of known debris. The NASA -WISE GEO belt debris population adds potentially thousands previously uncataloged objects. This paper describes

ASK Talks With Joseph Rothenberg

NASA Technical Reports Server (NTRS)

Rothenberg, Joseph

2002-01-01

Recently retired NASA administrator Joseph Rothenberg reflects on project management during the Apollo era at the start of his career, as well as the history of, and changes in, project management over his years at NASA. He concludes by describing what he sees as NASA's most important needs in the near future.

Application of NASA management approach to solve complex problems on earth

NASA Technical Reports Server (NTRS)

Potate, J. S.

1972-01-01

The application of NASA management approach to solving complex problems on earth is discussed. The management of the Apollo program is presented as an example of effective management techniques. Four key elements of effective management are analyzed. Photographs of the Cape Kennedy launch sites and supporting equipment are included to support the discussions.

KSC-2015-1190

NASA Image and Video Library

2015-01-26

HOUSTON, Texas - jsc2015e031248 - NASA astronaut Mike Fincke discusses the agency's Commercial Crew Program during a presentation highlighting key development activities, test plans and objectives for achieving certification of two American crew transportation systems with NASA Administrator Charlie Bolden, Commercial Crew Program Manager Kathy Lueders, Boeing Space Exploration Vice President and General Manager John Elbon, Space X President and Chief Operating Officer Gwynne Shotwell and NASA Astronaut Mike Fincke. Photo credit: NASA/Robert Markowitz

KSC-2015-1189

NASA Image and Video Library

2015-01-26

HOUSTON, Texas - jsc2015e031234 - Kathy Lueders, program manager of NASA's Commercial Crew Program, discusses the agency's approach during a presentation highlighting key development activities, test plans and objectives for achieving certification of two American crew transportation systems with NASA Administrator Charlie Bolden, Boeing Space Exploration Vice President and General Manager John Elbon, Space X President and Chief Operating Officer Gwynne Shotwell and NASA Astronaut Mike Fincke. Photo credit: NASA/Robert Markowitz

The NASA Electronic Parts and Packaging (NEPP) Program: An Overview

NASA Technical Reports Server (NTRS)

Label, Kenneth A.; Sampson, Michael J.

2016-01-01

This presentation provides an overview of the NEPP Program. The NEPP Mission is to provide guidance to NASA for the selection and application of microelectronics technologies; Improve understanding of the risks related to the use of these technologies in the space environment; Ensure that appropriate research is performed to meet NASA mission assurance needs. NEPP's Goals are to provide customers with appropriate and cost-effective risk knowledge to aid in: Selection and application of microelectronics technologies; Improved understanding of risks related to the use of these technologies in the space environment; Appropriate evaluations to meet NASA mission assurance needs; Guidelines for test and application of parts technologies in space; Assurance infrastructure and support for technologies in use by NASA space systems.

Acceptability of risk from radiation: Application to human space flight

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

NONE

This one of NASA`s sponsored activities of the NCRP. In 1983, NASA asked NCRP to examine radiation risks in space and to make recommendations about career radiation limits for astronauts (with cancer considered as the principal risk). In conjunction with that effort, NCRP was asked to convene this symposium; objective is to examine the technical, strategic, and philosophical issues pertaining to acceptable risk and radiation in space. Nine papers are included together with panel discussions and a summary. Selected papers are indexed separately for inclusion in the Energy Science and Technology Database.

KSC-2009-1871

NASA Image and Video Library

2009-02-25

CAPE CANAVERAL, Fla. – NASA's Chief Safety and Mission Assurance Officer, Bryan D. O'Connor (left), presents a Quality and Safety Achievement Recognition, or QASAR, award for 2008 to Steven M. Davis (center). Davis, an employee of the Defense Contract Management Agency at NASA's Kennedy Space Center, received the award for his attention to detail in an incident involving a space shuttle solid rocket booster. At right is Dr. Michael Ryschkewitsch, NASA's chief engineer. Davis received the award at NASA's sixth annual Project Management Challenge in Daytona Beach, Fla. The QASAR award recognizes individual government and contractor employees who have demonstrated exemplary performance in contributing to the quality and/or safety of products, services, processes or management programs and activities. Photo credit: NASA/Ben Smegelsky

NASA Schedule Management Handbook

NASA Technical Reports Server (NTRS)

2011-01-01

The purpose of schedule management is to provide the framework for time-phasing, resource planning, coordination, and communicating the necessary tasks within a work effort. The intent is to improve schedule management by providing recommended concepts, processes, and techniques used within the Agency and private industry. The intended function of this handbook is two-fold: first, to provide guidance for meeting the scheduling requirements contained in NPR 7120.5, NASA Space Flight Program and Project Management Requirements, NPR 7120.7, NASA Information Technology and Institutional Infrastructure Program and Project Requirements, NPR 7120.8, NASA Research and Technology Program and Project Management Requirements, and NPD 1000.5, Policy for NASA Acquisition. The second function is to describe the schedule management approach and the recommended best practices for carrying out this project control function. With regards to the above project management requirements documents, it should be noted that those space flight projects previously established and approved under the guidance of prior versions of NPR 7120.5 will continue to comply with those requirements until project completion has been achieved. This handbook will be updated as needed, to enhance efficient and effective schedule management across the Agency. It is acknowledged that most, if not all, external organizations participating in NASA programs/projects will have their own internal schedule management documents. Issues that arise from conflicting schedule guidance will be resolved on a case by case basis as contracts and partnering relationships are established. It is also acknowledged and understood that all projects are not the same and may require different levels of schedule visibility, scrutiny and control. Project type, value, and complexity are factors that typically dictate which schedule management practices should be employed.

Advanced Fuel Cell System Thermal Management for NASA Exploration Missions

NASA Technical Reports Server (NTRS)

Burke, Kenneth A.

2009-01-01

The NASA Glenn Research Center is developing advanced passive thermal management technology to reduce the mass and improve the reliability of space fuel cell systems for the NASA exploration program. An analysis of a state-of-the-art fuel cell cooling systems was done to benchmark the portion of a fuel cell system s mass that is dedicated to thermal management. Additional analysis was done to determine the key performance targets of the advanced passive thermal management technology that would substantially reduce fuel cell system mass.

Concept Development for Software Health Management

NASA Technical Reports Server (NTRS)

Riecks, Jung; Storm, Walter; Hollingsworth, Mark

2011-01-01

This report documents the work performed by Lockheed Martin Aeronautics (LM Aero) under NASA contract NNL06AA08B, delivery order NNL07AB06T. The Concept Development for Software Health Management (CDSHM) program was a NASA funded effort sponsored by the Integrated Vehicle Health Management Project, one of the four pillars of the NASA Aviation Safety Program. The CD-SHM program focused on defining a structured approach to software health management (SHM) through the development of a comprehensive failure taxonomy that is used to characterize the fundamental failure modes of safety-critical software.

Study of systems and techniques for data base management

NASA Technical Reports Server (NTRS)

1976-01-01

Data management areas were studied to identify pertinent problems and issues that will affect future NASA data users in terms of performance and cost. Specific topics discussed include the identifications of potential NASA data users other than those normally discussed, consideration affecting the clustering of minicomputers, low cost computer system for information retrieval and analysis, the testing of minicomputer based data base management systems, ongoing work related to the use of dedicated systems for data base management, and the problems of data interchange among a community of NASA data users.

Issues that Drive Waste Management Technology Development for Space Missions

NASA Technical Reports Server (NTRS)

Fisher, John W.; Levri, Julie A.; Hogan, John A.; Wignarajah, Kanapathipillai

2005-01-01

Waste management technologies for space life support systems are currently at low development levels. Manual compaction of waste in plastic bags and overboard disposal to earth return vehicles are the primary current waste management methods. Particularly on future missions, continuance of current waste management methods would tend to expose the crew to waste hazards, forfeit recoverable resources such as water, consume valuable crew time, contaminate planetary surfaces, and risk return to Earth of extraterrestrial life. Improvement of waste management capabilities is needed for adequate management of wastes. Improvements include recovery of water and other resources, conversion of waste to states harmless to humans, long-term containment of wastes, and disposal of waste. Current NASA requirements documents on waste management are generally not highly detailed. More detailed requirements are needed to guide the development of waste management technologies that will adequately manage waste. In addition to satisfying requirements, waste management technologies must also recover resources. Recovery of resources such as water and habitat volume can reduce mission cost. This paper explores the drivers for waste management technology development including requirements and resource recovery.

KSC-03PD-3248

NASA Technical Reports Server (NTRS)

2003-01-01

KENNEDY SPACE CENTER, FLA. -- From front row left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik and NASA Space Shuttle Program Manager William Parsons are trained on the proper use of the Emergency Life Support Apparatus (ELSA). NASA and United Space Alliance (USA) Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

KENNEDY SPACE CENTER, FLA. -- NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik (left) tours a solid rocket booster (SRB) retrieval ship at Cape Canaveral. NASA and United Space Alliance (USA) Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik (left) tours a solid rocket booster (SRB) retrieval ship at Cape Canaveral. NASA and United Space Alliance (USA) Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Technology Evaluation for Environmental Risk Mitigation Remediation Technology Collaboration Development

NASA Technical Reports Server (NTRS)

Romeo, James

2013-01-01

NASA is committed to finding solutions to agency cleanup problems that are better, cheaper, and more effective than the status quo. Unfortunately, some potential solutions involve innovative technologies for which NASA remediation managers may not have a high level of understanding or confidence. Since 2004, NASA's Stennis Space Center (SSC) in Mississippi has been pumping groundwater contaminated with trichloroethylene (TCE) and other halogenated volatile organic compounds (HVOC) from their cleanup location designated "Area G" through extraction wells to an aboveground treatment system. Over time, however, the effectiveness of this treatment strategy has diminished and an alternative approach is needed. In 2012, professionals from NASA's Principal Center for Technology Evaluation for Environmental Risk Mitigation (TEERM) introduced SSC managers to an innovative technology for enhancing the performance of SSC's existing pump and treat system. The technology, generally referred to as in situ chemical oxidation (ISCO), involves slowly and continuously injecting a strong but safe chemical oxidant into the groundwater. Treatment is enhanced by a "surfactant-type effect" which causes residual contamination from saturated soil to be released into the dissolved-phase where it can be readily oxidized. Any dissolved-phase contamination that was not oxidized can be collected by the extraction well network and treated aboveground. SSC was not familiar with the technology so to increase their confidence, TEERM identified a contractor who was willing to demonstrate their product and process at a significantly reduced price. An initial, small-scale demonstration of ISCO began at sse in March 2012 and completed in August 2012. This successful demonstration was followed by three larger-scale ISCO demonstrations between August and December 2012. The contractor's innovative Continuous Injection System (CIS) incorporated "green" and sustainable technologies and practices. A slow injection rate was maintained autonomously by the CIS, eliminating the need for multiple mobilizations of personnel and powered equipment. The CIS was calibrated to deliver only as much reagent as the formation would accept without "short circuiting", minimizing material waste. Public utility water pressure was used to mix, dilute, and inject the reagent. NASA personnel were trained to operate and maintain the system and remote monitoring and injection control capabilities were developed, further reducing the need for contractor mobilizations to the site. An integrated solar photovoltaic panel was used to power the control valves and web monitoring telemetry. SSC provided hydrogen peroxide for the process using their existing supplier for the aboveground pump and treat systems. The only consumable required from the contractor was their proprietary activator to catalyze SSC's peroxide.

Goldstone Tracking the Echo Satelloon.

NASA Image and Video Library

2016-10-27

This archival image was released as part of a gallery comparing JPL’s past and present, commemorating the 80th anniversary of NASA’s Jet Propulsion Laboratory on Oct. 31, 2016. This photograph shows the first pass of Echo 1, NASA's first communications satellite, over the Goldstone Tracking Station managed by NASA's Jet Propulsion Laboratory, in Pasadena, California, in the early morning of Aug. 12, 1960. The movement of the antenna, star trails (shorter streaks), and Echo 1 (the long streak in the middle) are visible in this image. Project Echo bounced radio signals off a 10-story-high, aluminum-coated balloon orbiting the Earth. This form of "passive" satellite communication -- which mission managers dubbed a "satelloon" -- was an idea conceived by an engineer from NASA's Langley Research Center in Hampton, Virginia, and was a project managed by NASA's Goddard Space Flight Center in Greenbelt, Maryland. JPL's role involved sending and receiving signals through two of its 85-foot-diameter (26-meter-diameter) antennas at the Goldstone Tracking Station in California's Mojave Desert. The Goldstone station later became part of NASA's Deep Space Network. JPL, a division of Caltech in Pasadena, California, manages the Deep Space Network for NASA. http://photojournal.jpl.nasa.gov/catalog/PIA21114

Systems Engineering Lessons Learned for Class D Missions

NASA Technical Reports Server (NTRS)

Rojdev, Kristina; Piatek, Irene; Moore, Josh; Calvert, Derek

2015-01-01

One of NASA's goals within human exploration is to determine how to get humans to Mars safely and to live and work on the Martian surface. To accomplish this goal, several smaller missions act as stepping-stones to the larger end goal. NASA uses these smaller missions to develop new technologies and learn about how to survive outside of Low Earth Orbit for long periods. Additionally, keeping a cadence of these missions allows the team to maintain proficiency in the complex art of bringing spacecraft to fruition. Many of these smaller missions are robotic in nature and have smaller timescales, whereas there are others that involve crew and have longer mission timelines. Given the timelines associated with these various missions, different levels of risk and rigor need to be implemented to be more in line with what is appropriate for the mission. Thus, NASA has four different classifications that range from Class A to Class D based on the mission details. One of these projects is the Resource Prospector (RP) Mission, which is a multi-center and multi-institution collaborative project to search for volatiles in the polar regions of the Moon. The RP mission is classified as a Class D mission and as such, has the opportunity to more tightly manage, and therefore accept, greater levels of risk. The requirements for Class D missions were at the forefront of the design and thus presented unique challenges in vehicle development and systems engineering processes. This paper will discuss the systems engineering process at NASA and how that process is tailored for Class D missions, specifically the RP mission.

How Project Managers Really Manage: An Indepth Look at Some Managers of Large, Complex NASA Projects

NASA Technical Reports Server (NTRS)

Mulenburg, Gerald M.; Impaeilla, Cliff (Technical Monitor)

2000-01-01

This paper reports on a research study by the author that examined ten contemporary National Aeronautics and Space Administration (NASA) complex projects. In-depth interviews with the project managers of these projects provided qualitative data about the inner workings of the project and the methodologies used in establishing and managing the projects. The inclusion of a variety of space, aeronautics, and ground based projects from several different NASA research centers helped to reduce potential bias in the findings toward any one type of project, or technical discipline. The findings address the participants and their individual approaches. The discussion includes possible implications for project managers of other large, complex, projects.

Technology Evaluation for Environmental Risk Mitigation Compendium

NASA Technical Reports Server (NTRS)

Meinhold, A.; Greene, B.; Dussich, J.; Sorkin, A.; Olsen, W.

2017-01-01

The Technology Evaluation for Environmental Risk Mitigation (TEERM) Principal Center and its predecessor organization the Acquisition Pollution Prevention Program (AP2) supported the National Aeronautics and Space Administration (NASA) in identifying technology solutions to risks and costs to NASA programs driven by environmental regulations and requirements. TEERM researched the commercial and government marketplace to locate viable and available technologies that met NASAs needs. TEERM focused on addressing environmentally-driven risks of direct concern to NASA programs and facilities, including hazardous materials in NASA operations and materials that became obsolescent because of environmental regulations. TEERM projects aimed to reduce cost; ensure the health and safety of people, assets, and the environment; promote efficiency; and minimize duplication. Major TEERM and AP2 projects focused on waste minimization and hazardous waste treatment, recycling, corrosion prevention and control, solvent and ozone depleting substances substitution, and aqueous based cleaners. In 2017, NASA made the decision to terminate the TEERM Principal Center. This Compendium Report documents TEERM and AP2 project successes. The Compendium Report traces the evolution of TEERM based on evolving risks and requirements for NASA and its relationship to the Space Shuttle Program, the United States Department of Defense, the European Space Agency, and other public and private stakeholders. This Compendium Report also documents project details from Project Summaries and Joint Test Plans and describes project stakeholders and collaborative effort results.

Status of WSTF Pyrovalve Handbook Development in Year 2000

NASA Technical Reports Server (NTRS)

Howard, Julien L.; Hart, Matthew; Smith, William; Saulsberry Regor L.; Fries, Joseph (Technical Monitor)

1999-01-01

Significant data have been generated through various spacecraft propulsion system projects involving the use of pyrotechnically operated valves (pyrovalves). These data need to be analyzed, interpreted, summarized, associated, and formatted so they can be made available for spacecraft propulsion system design involving pyrovalves and used to specify test procedures in the performance evaluation and qualification of these systems. To meet this need, a Pyrovalve Handbook is being developed at the NASA White Sands Test Facility. Standards of performance for pyrovalve applications are being formulated under the sponsorship of the NASA Technical Standards Program, as are pyrovalve testing standards under the sponsorship of the NASA Safety and Risk Management Program. The ultimate goal is to have the Handbook adopted as a voluntary standard under the guidance of the AIAA Energetic Components and Systems Technical Committee and, in a more restrictive format, become an integral part of ISO standards for Explosive Systems and Devices Used on Space Vehicles. Feedback from both Government and industry is encouraged and will be the focus of the presentation. It is especially critical that feedback be received on content and formatting of the Handbook to maximize benefit to the technical community. Submission of validated data from organizations outside of NASA is also encouraged.

Risky Business

NASA Technical Reports Server (NTRS)

Yarbrough, Katherine

2015-01-01

During my internship I worked on two major projects, recommending improvements for the Center's Risk Management Workshop and helping with the strategic planning efforts for Safety and Mission Assurance (S&MA). The risk management improvements is the key project I worked on this semester through my internship, while the strategic planning is the secondary assignment. S&MA Business Office covers both aspects in its delegation, getting both spans some of the work done in the office. A risk is a future event with a negative consequence that has some probability of occurring. Safety and Mission Assurance identifies, analyzes, plans, and tracks risk. The directorate offers the Center a Risk Management Workshop, and part of the ongoing efforts of S&MA is to make continuous improvements to the RM Workshop. By using the Project Management Institute's (PMI) Standard for Risk Management, I performed a gap analysis to make improvements for our materials. I benchmarked the PMI's Risk Management Standard, compared our Risk Management Workshop materials to PMI's standard, and identified any gaps in our material. My major findings were presented to the Business Office of S&MA for a decision on whether or not to incorporate the improvements. These suggestions were made by attending JSC working group meetings, Health, Safety and Environment (HSE) panel reviews and various risk review meetings. The improvements provide better understanding of risk management processes and enhanced risk tracking knowledge and skills. Risk management is an integral part of any engineering discipline, getting exposed to this section of engineering will greatly help shape my career in the future. Johnson Space Center is a world leader in risk management processes; learning risk management here gives me a huge advantage over my peers, as well as understanding decision making in the context of risk management will help me to be a well-rounded engineer. Strategic planning is an area I had not previously studied. Helping with the strategic planning efforts in S&MA has taught me how organizations think and function as a whole. S&MA is adopting a balanced scorecard approach to strategic planning. As part of this planning method strategic themes, objectives, and initiatives are formed. I attended strategic theme team workshops that formed the strategy map for the directorate and gave shape to the plan. Also during these workshops the objectives were discussed and built. Learning the process for strategic planning has helped me better understand how organizations and businesses function, which also helps me to be a more effective employee. Other assignments I had during my internship included completing the Safety and Mission Assurance Technical Excellent Program (STEP) Level 1, as well as doing a two week rotation through the Space Exploration division in S&MA, specifically working with a thermal protection systems (TPS) engineer. While working there, I learned about the Orion capsule and the SpaceX Dragon cargo capsule. I attended meetings to prepare the engineers for the upcoming Critical Design Reviews for both capsules and reviewed test data. Learning risk management, strategic planning, and working in the Space Exploration division has taught me about many aspects of S&MA. My internship at NASA has given me new experiences and taught me numerous subjects that I would have otherwise not learned. This opportunity has expanded my educational horizons and is helping me to become a more useful engineer and employee.

All Source Solution Decision Support Products Created for Stennis Space Center in Response to Hurricane Katrina

NASA Technical Reports Server (NTRS)

Ross, Kenton W.; Graham, William D.

2007-01-01

In the aftermath of Hurricane Katrina and in response to the needs of SSC (Stennis Space Center), NASA required the generation of decision support products with a broad range of geospatial inputs. Applying a systems engineering approach, the NASA ARTPO (Applied Research and Technology Project Office) at SSC evaluated the Center's requirements and source data quality. ARTPO identified data and information products that had the potential to meet decision-making requirements; included were remotely sensed data ranging from high-spatial-resolution aerial images through high-temporal-resolution MODIS (Moderate Resolution Imaging Spectroradiometer) products. Geospatial products, such as FEMA's (Federal Emergency Management Agency's) Advisory Base Flood Elevations, were also relevant. Where possible, ARTPO applied SSC calibration/validation expertise to both clarify the quality of various data source options and to validate that the inputs that were finally chosen met SSC requirements. ARTPO integrated various information sources into multiple decision support products, including two maps: Hurricane Katrina Inundation Effects at Stennis Space Center (highlighting surge risk posture) and Vegetation Change In and Around Stennis Space Center: Katrina and Beyond (highlighting fire risk posture).

An Overview of SBIR Phase 2 In-Space Propulsion and Cryogenic Fluids Management

NASA Technical Reports Server (NTRS)

Nguyen, Hung D.; Steele, Gynelle C.

2015-01-01

Technological innovation is the overall focus of NASA's Small Business Innovation Research (SBIR) program. The program invests in the development of innovative concepts and technologies to help NASA's mission directorates address critical research and development needs for agency projects. This report highlights innovative SBIR Phase II projects from 2007-2012 specifically addressing Areas in In-Space Propulsion and Cryogenic Fluids Management which is one of six core competencies at NASA Glenn Research Center. There are nineteen technologies featured with emphasis on a wide spectrum of applications such as high-performance Hall thruster support system, thruster discharge power converter, high-performance combustion chamber, ion thruster design tool, green liquid monopropellant thruster, and much more. Each article in this booklet describes an innovation, technical objective, and highlights NASA commercial and industrial applications. This report serves as an opportunity for NASA personnel including engineers, researchers, and program managers to learn of NASA SBIR's capabilities that might be crosscutting into this technology area. As the result, it would cause collaborations and partnerships between the small companies and NASA Programs and Projects resulting in benefit to both SBIR companies and NASA.

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik and United Space Alliance (USA) Vice President and Space Shuttle Program Manager Howard DeCastro are briefed on the properties of the tile used in the Shuttle's Thermal Protection System (TPS) by USA Manager of the TPS Facility Martin Wilson (right). NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik and United Space Alliance (USA) Vice President and Space Shuttle Program Manager Howard DeCastro are briefed on the properties of the tile used in the Shuttle's Thermal Protection System (TPS) by USA Manager of the TPS Facility Martin Wilson (right). NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Administrative Data Base Management Systems, 1984

NASA Technical Reports Server (NTRS)

Radosevich, J. D. (Editor)

1984-01-01

Strategies for converting to a data base management system (DBMS) and the implementation of the software packages necessary are discussed. Experiences with DBMS at various NASA centers are related including Langley's ADABAS/NATURAL and the NEMS subsystem of the NASA metrology informaton system. The value of the integrated workstation with a personal computer is explored.

The manager's guide to NASA graphics standards

NASA Technical Reports Server (NTRS)

1980-01-01

NASA managers have the responsibility to initiate and carry out communication projects with a degree of sophistication that properly reflects the agency's substantial work. Over the course of the last decade, it has become more important to clearly communicate NASA's objectives in aeronautical research, space exploration, and related sciences. Many factors come into play when preparing communication materials for internal and external use. Three overriding factors are: producing the materials by the most cost-efficient method; ensuring that each item reflects the vitality, knowledge, and precision of NASA; and portraying all visual materials with a unified appearance. This guide will serve as the primary tool in meeting these criteria. This publication spells out the many benefits inherent in the Unified Visual Communication System and describes how the system was developed. The last section lists the graphic coordinators at headquarters and the centers who can assist with graphic projects. By understanding the Unified Visual Communication System, NASA managers will be able to manage a project from inception through production in the most cost-effective manner while maintaining the quality of NASA communications.

KENNEDY SPACE CENTER, FLA. -- From left, United Space Alliance (USA) Deputy Space Shuttle Program Manager of Operations Loren Shriver, USA Associate Program Manager of Ground Operations Andy Allen, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik, and USA Vice President and Space Shuttle Program Manager Howard DeCastro examine a tile used in the Shuttle's Thermal Protection System (TPS) in KSC's TPS Facility. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA Image and Video Library

2003-12-19

KENNEDY SPACE CENTER, FLA. -- From left, United Space Alliance (USA) Deputy Space Shuttle Program Manager of Operations Loren Shriver, USA Associate Program Manager of Ground Operations Andy Allen, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik, and USA Vice President and Space Shuttle Program Manager Howard DeCastro examine a tile used in the Shuttle's Thermal Protection System (TPS) in KSC's TPS Facility. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

NASA's International Lunar Network Anchor Nodes and Robotic Lunar Lander Project Update

NASA Technical Reports Server (NTRS)

Cohen, Barbara A.; Bassler, Julie A.; Ballard, Benjamin; Chavers, Greg; Eng, Doug S.; Hammond, Monica S.; Hill, Larry A.; Harris, Danny W.; Hollaway, Todd A.; Kubota, Sanae;

Working with Consortia - Advanced Packaging Reliability

NASA Technical Reports Server (NTRS)

Blanche, Jim; Strickland, Mark

2010-01-01

Description: Support the responsible NASA official for lead-free solder evaluation. Serve as the NASA technical liaison to the NASA/DoD Pb-free Project. Assure NASA areas of interest are included in JG-PP follow-on work. Support NASA/DoD telcons and face-to-face meetings. Update MSFC lead-free solder lessons learned report. FY10 plans: - Reliability data on lead-free solder applications for various part lead finishes and board finishes. - Update lead-free solder risks and risk mitigation strategies for NASA. - Evaluate lead-free alloy/lead-free finish reliability in design application. - Status CAVE project on Pb-free solder aging effects. - Compile the LTESE flight and bench data.

KSC-03PD-3240

NASA Technical Reports Server (NTRS)

2003-01-01

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik, United Space Alliance (USA) Director of Orbiter Operations Patty Stratton, and NASA Space Shuttle Program Manager William Parsons view the underside of Shuttle Discovery in Orbiter Processing Facility Bay 3. NASA and USA Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

KSC-03PD-3249

NASA Technical Reports Server (NTRS)

2003-01-01

KENNEDY SPACE CENTER, FLA. -- From left, NASA Deputy Associate Administrator for Space Station and Shuttle Programs Michael Kostelnik and NASA Space Shuttle Program Manager William Parsons each don an Emergency Life Support Apparatus (ELSA) during training on the proper use of the escape devices. NASA and United Space Alliance (USA) Space Shuttle program management are participating in a leadership workday. The day is intended to provide management with an in-depth, hands-on look at Shuttle processing activities at KSC.

KSC-06pd1409

NASA Image and Video Library

2006-06-30

KENNEDY SPACE CENTER, FLA. - At a press conference at NASA's Kennedy Space Center, NASA officials announced the names of the next-generation of rockets for future space exploration. Seated (left to right) are Dolores Beasley, with NASA Public Affairs; Scott Horowitz, NASA associate administrator of the Exploration Systems Mission Directorate; Jeff Hanley, manager of the Constellation Program at Johnson Space Center; and Steve Cook, manager of the Exploration Launch Office at Marshall Space Flight Center. The crew launch vehicle will be called Ares I, and the cargo launch vehicle will be known as Ares V. The name Ares is a pseudonym for Mars and appropriate for NASA's exploration mission. Photo credit: NASA/George Shelton

KSC-2015-1264

NASA Image and Video Library

2015-01-31

VANDENBERG AIR FORCE BASE, Calif. – During a news conference at Vandenberg Air Force Base in California, NASA officials discuss the launch of the Soil Moisture Active Passive satellite, or SMAP, and its mission to study the Earth's soil moisture. Participating in the briefing, from left, are George Diller of NASA Public Affairs, Kent Kellogg, SMAP project manager at the Jet Propulsion Laboratory in Pasadena, California, Scott Higginbotham, NASA mission manager for Educational Launch of Nanosatellites, or ELaNa-X, at the Kennedy Space Center, and Geoff Yoder, deputy associate administrator of the Science Mission Directorate at NASA Headquarters. To learn more about SMAP, visit http://www.nasa.gov/smap. Photo credit: NASA/Kim Shiflett

Management of government quality assurance functions for NASA contracts

NASA Technical Reports Server (NTRS)

1993-01-01

This handbook sets forth requirements for NASA direction and management of government quality assurance functions performed for NASA contracts and is applicable to all NASA installations. These requirements will standardize management to provide the minimum oversight and effective use of resources. This handbook implements Federal Acquisition Regulation (FAR) Part 46, NASA FAR Supplement 18-46, Quality Assurance, and NMI 7410.1. Achievement of established quality and reliability goals at all levels is essential to the success of NASA programs. Active participation by NASA and other agency quality assurance personnel in all phases of contract operations, including precontract activity, will assist in the economic and timely achievement of program results. This involves broad participation in design, development, procurement, inspection, testing, and preventive and corrective actions. Consequently, government, as well as industry, must place strong emphasis on the accomplishment of all functions having a significant bearing on quality and reliability from program initiation through end-use of supplies and services produced. For purposes of implementing NASA and other agency agreements, and to provide for uniformity and consistency, the terminology and definitions prescribed herein and in a future handbook shall be utilized for all NASA quality assurance delegations and subsequent redelegations.

Management of government quality assurance functions for NASA contracts

NASA Astrophysics Data System (ADS)

1993-04-01

This handbook sets forth requirements for NASA direction and management of government quality assurance functions performed for NASA contracts and is applicable to all NASA installations. These requirements will standardize management to provide the minimum oversight and effective use of resources. This handbook implements Federal Acquisition Regulation (FAR) Part 46, NASA FAR Supplement 18-46, Quality Assurance, and NMI 7410.1. Achievement of established quality and reliability goals at all levels is essential to the success of NASA programs. Active participation by NASA and other agency quality assurance personnel in all phases of contract operations, including precontract activity, will assist in the economic and timely achievement of program results. This involves broad participation in design, development, procurement, inspection, testing, and preventive and corrective actions. Consequently, government, as well as industry, must place strong emphasis on the accomplishment of all functions having a significant bearing on quality and reliability from program initiation through end-use of supplies and services produced. For purposes of implementing NASA and other agency agreements, and to provide for uniformity and consistency, the terminology and definitions prescribed herein and in a future handbook shall be utilized for all NASA quality assurance delegations and subsequent redelegations.

Risk and Exploration: Earth, Sea and Stars

NASA Technical Reports Server (NTRS)

Dick, Steven J. (Editor); Cowing, Keith L. (Editor)

2005-01-01

The NASA History Division is pleased to present the record of a unique meeting on risk and exploration held under the auspices of the NASA Administrator, Sean O Keefe, at the Naval Postgraduate School in Monterey, California, from September 26-29, 2004. The meeting was the brainchild of Keith Cowing and astronaut John Grunsfeld, NASA's chief scientist at the time. Its goals, stated in the letter of invitation published herein, were precipitated by the ongoing dialogue on risk and exploration in the wake of the Columbia Shuttle accident, the Hubble Space Telescope servicing question, and, in a broader sense, by the many NASA programs that inevitably involve a balance between risk and forward-looking exploration. The meeting, extraordinarily broad in scope and participant experience, offers insights on why we explore, how to balance risk and exploration, how different groups defi ne and perceive risk differently, and the importance of exploration to a creative society. At NASA Headquarters, Bob Jacobs, Trish Pengra, and Joanna Adamus of NASA Public Affairs led the meeting's implementation. The Naval Postgraduate School, commanded by Rear Admiral Patrick W. Dunne, provided a congenial venue. The meeting was broadcast on NASA TV, and thanks are due in this regard to Al Feinberg, Tony Stewart, Jim Taylor, and the planners collaborative: Mark Shaddock and Spotlight Productions, Donovan Gates of Donovan Gates Production, and Michael Ditertay and his staff on this 30-person television crew. Thanks to their efforts, a DVD record of the meeting has also been produced. Thanks are also due to the moderators: Miles O Brien of CNN, Chris McKay of NASA Ames, David Halpern of the White House Office of Science and Technology Policy, and John Grunsfeld, NASA Headquarters. In order to maintain the informal flavor of the meetings, these proceedings are based on transcripts that have been lightly edited for grammar and punctuation. Most references to slides shown during the presentations have been deleted.