Lockheed Martin Skunk Works Single Stage to Orbit/Reusable Launch Vehicle

NASA Technical Reports Server (NTRS)

1999-01-01

Lockheed Martin Skunk Works has compiled an Annual Performance Report of the X-33/RLV Program. This report consists of individual reports from all industry team members, as well as NASA team centers. This portion of the report is comprised of a status report of Lockheed Martin's contribution to the program. The following is a summary of the Lockheed Martin Centers involved and work reviewed under their portion of the agreement: (1) Lockheed Martin Skunk Works - Vehicle Development, Operations Development, X-33 and RLV Systems Engineering, Manufacturing, Ground Operations, Reliability, Maintainability/Testability, Supportability, & Special Analysis Team, and X-33 Flight Assurance; (2) Lockheed Martin Technical Operations - Launch Support Systems, Ground Support Equipment, Flight Test Operations, and RLV Operations Development Support; (3) Lockheed Martin Space Operations - TAEM and A/L Guidance and Flight Control Design, Evaluation of Vehicle Configuration, TAEM and A/L Dispersion Analysis, Modeling and Simulations, Frequency Domain Analysis, Verification and Validation Activities, and Ancillary Support; (4) Lockheed Martin Astronautics-Denver - Systems Engineering, X-33 Development; (5) Sanders - A Lockheed Martin Company - Vehicle Health Management Subsystem Progress, GSS Progress; and (6) Lockheed Martin Michoud Space Systems - X-33 Liquid Oxygen (LOX) Tank, Key Challenges, Lessons Learned, X-33/RLV Composite Technology, Reusable Cyrogenic Insulation (RCI) and Vehicle Health Monitoring, Main Propulsion Systems (MPS), Structural Testing, X-33 System Integration and Analysis, and Cyrogenic Systems Operations.

Creating and Supporting a Mixed Methods Health Services Research Team

PubMed Central

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

2013-01-01

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

Creating and supporting a mixed methods health services research team.

PubMed

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

2013-12-01

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

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.

Rosetta science operations in support of the Philae mission

NASA Astrophysics Data System (ADS)

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

2016-08-01

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

An integrated computer-based procedure for teamwork in digital nuclear power plants.

PubMed

Gao, Qin; Yu, Wenzhu; Jiang, Xiang; Song, Fei; Pan, Jiajie; Li, Zhizhong

2015-01-01

Computer-based procedures (CBPs) are expected to improve operator performance in nuclear power plants (NPPs), but they may reduce the openness of interaction between team members and harm teamwork consequently. To support teamwork in the main control room of an NPP, this study proposed a team-level integrated CBP that presents team members' operation status and execution histories to one another. Through a laboratory experiment, we compared the new integrated design and the existing individual CBP design. Sixty participants, randomly divided into twenty teams of three people each, were assigned to the two conditions to perform simulated emergency operating procedures. The results showed that compared with the existing CBP design, the integrated CBP reduced the effort of team communication and improved team transparency. The results suggest that this novel design is effective to optim team process, but its impact on the behavioural outcomes may be moderated by more factors, such as task duration. The study proposed and evaluated a team-level integrated computer-based procedure, which present team members' operation status and execution history to one another. The experimental results show that compared with the traditional procedure design, the integrated design reduces the effort of team communication and improves team transparency.

NPOESS Preparatory Project (NPP) Science Overview

NASA Technical Reports Server (NTRS)

Butler, James J.

2011-01-01

NPP Instruments are: (1) well understood thanks to instrument comprehensive test, characterization and calibration programs. (2) Government team ready for October 25 launch followed by instrument activation and Intensive Calibration/Validation (ICV). NPP Data Products preliminary work includes: (1) JPSS Center for Satellite Applications and Research (STAR) team ready to support NPP ICV and operational data products. (2) NASA NPP science team ready to support NPP ICV and EOS data continuity.

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

DTIC Science & Technology

2009-11-06

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

Shuttle remote manipulator system mission preparation and operations

NASA Technical Reports Server (NTRS)

Smith, Ernest E., Jr.

1989-01-01

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

Report of the Space Shuttle Management Independent Review Team

NASA Technical Reports Server (NTRS)

1995-01-01

At the request of the NASA Administrator a team was formed to review the Space Shuttle Program and propose a new management system that could significantly reduce operating costs. Composed of a group of people with broad and extensive experience in spaceflight and related areas, the team received briefings from the NASA organizations and most of the supporting contractors involved in the Shuttle Program. In addition, a number of chief executives from the supporting contractors provided advice and suggestions. The team found that the present management system has functioned reasonably well despite its diffuse structure. The team also determined that the shuttle has become a mature and reliable system, and--in terms of a manned rocket-propelled space launch system--is about as safe as today's technology will provide. In addition, NASA has reduced shuttle operating costs by about 25 percent over the past 3 years. The program, however, remains in a quasi-development mode and yearly costs remain higher than required. Given the current NASA-contractor structure and incentives, it is difficult to establish cost reduction as a primary goal and implement changes to achieve efficiencies. As a result, the team sought to create a management structure and associated environment that enables and motivates the Program to further reduce operational costs. Accordingly, the review team concluded that the NASA Space Shuttle Program should (1) establish a clear set of program goals, placing a greater emphasis on cost-efficient operations and user-friendly payload integration; (2) redefine the management structure, separating development and operations and disengaging NASA from the daily operation of the space shuttle; and (3) provide the necessary environment and conditions within the program to pursue these goals.

Report of the Space Shuttle Management Independent Review Team

NASA Astrophysics Data System (ADS)

1995-02-01

At the request of the NASA Administrator a team was formed to review the Space Shuttle Program and propose a new management system that could significantly reduce operating costs. Composed of a group of people with broad and extensive experience in spaceflight and related areas, the team received briefings from the NASA organizations and most of the supporting contractors involved in the Shuttle Program. In addition, a number of chief executives from the supporting contractors provided advice and suggestions. The team found that the present management system has functioned reasonably well despite its diffuse structure. The team also determined that the shuttle has become a mature and reliable system, and--in terms of a manned rocket-propelled space launch system--is about as safe as today's technology will provide. In addition, NASA has reduced shuttle operating costs by about 25 percent over the past 3 years. The program, however, remains in a quasi-development mode and yearly costs remain higher than required. Given the current NASA-contractor structure and incentives, it is difficult to establish cost reduction as a primary goal and implement changes to achieve efficiencies. As a result, the team sought to create a management structure and associated environment that enables and motivates the Program to further reduce operational costs. Accordingly, the review team concluded that the NASA Space Shuttle Program should (1) establish a clear set of program goals, placing a greater emphasis on cost-efficient operations and user-friendly payload integration; (2) redefine the management structure, separating development and operations and disengaging NASA from the daily operation of the space shuttle; and (3) provide the necessary environment and conditions within the program to pursue these goals.

Hurricane risk mitigation - Emergency Operations Center

NASA Image and Video Library

2008-07-29

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

There is No "T" in School Improvement: The Missing Team Perspective

ERIC Educational Resources Information Center

Benoliel, Pascale; Berkovich, Izhak

2017-01-01

Purpose: The concept of teams tends to be marginalized in the scholarly discussion of school improvement. The purpose of this paper is to argue that teams play a crucial role in promoting an holistic integration of school operation necessary to support school change. Specifically, the paper outlines the dynamic of effective teams at times of…

An Overview of the Role of the Unit Ministry Team (UMT) in Operation Desert/Shield/Desert Storm with a Critical Evaluation of Religious Support Activities and Technical Doctrine, and Command Team Assessment of UMT Actions, Capabilities and Effectiveness

DTIC Science & Technology

1992-04-03

CAPABILITIES AND EFFECTIVENESS U J 1 V> ELECTE ~ JUN181Ö92 BY COLONEL HERMAN KEIZER, JR., CHAPLAIN COLONEL KENNETH A. SEIFRIED, CHAPLAIN LIEUTENANT...Religious Support Activities and Tech- nical Doctrine, and Command Team Assessment of UMT Actions. Capabilities, and Effectiveness 12. PERSONAL AUTHOR...historical review in order to provide pragmatic recommendations for effective religious support in the next war. 20. DISTRIBUTION/AVAILABILITY OF

Improving Virtual Teams through Knowledge Management: A Case Study

ERIC Educational Resources Information Center

Laughridge, James F.

2012-01-01

Within the dynamic globalized operating environment, organizations are increasingly relying on virtual teams to solve their most difficult problems, leverage their expertise and expand their presence. The use of virtual teams by organizations continues to increase greatly as the technologies supporting them evolve. Despite improvements in…

Implementing Distributed Operations: A Comparison of Two Deep Space Missions

NASA Technical Reports Server (NTRS)

Mishkin, Andrew; Larsen, Barbara

2006-01-01

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

Automation of Cassini Support Imaging Uplink Command Development

NASA Technical Reports Server (NTRS)

Ly-Hollins, Lisa; Breneman, Herbert H.; Brooks, Robert

2010-01-01

"Support imaging" is imagery requested by other Cassini science teams to aid in the interpretation of their data. The generation of the spacecraft command sequences for these images is performed by the Cassini Instrument Operations Team. The process initially established for doing this was very labor-intensive, tedious and prone to human error. Team management recognized this process as one that could easily benefit from automation. Team members were tasked to document the existing manual process, develop a plan and strategy to automate the process, implement the plan and strategy, test and validate the new automated process, and deliver the new software tools and documentation to Flight Operations for use during the Cassini extended mission. In addition to the goals of higher efficiency and lower risk in the processing of support imaging requests, an effort was made to maximize adaptability of the process to accommodate uplink procedure changes and the potential addition of new capabilities outside the scope of the initial effort.

KSC-99pp0836

NASA Image and Video Library

1999-07-16

Morley Winograd (right), director of the National Partnership for Reinventing Government, presents the Hammer Award to Ed Gormel (left) and Chris Fairey (center) at a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Gormel and Fairey are co-chairs of the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base

KSC-99pp0835

NASA Image and Video Library

1999-07-16

Ed Gormel (left) and Chris Fairey (center) accept the Hammer Award at a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex. Presenting the award is Morley Winograd (right), director of the National Partnership for Reinventing Government. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Gormel and Fairey are co-chairs of the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base

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

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

Pemberton, Wendy; Mena, RaJah; Beal, William

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

Apollo experience report: Crew station integration. Volume 4: Stowage and the support team concept

NASA Technical Reports Server (NTRS)

Hix, M. W.

1973-01-01

Crew equipment stowage and stowage arrangement in spacecraft are discussed. Configuration control in order to maximize crew equipment operational performance, stowage density, and available stowage volume are analyzed. The NASA crew equipment stowage control process requires a support team concept to coordinate the integration of crew equipment into the spacecraft.

Transportable Payload Operations Control Center reusable software: Building blocks for quality ground data systems

NASA Technical Reports Server (NTRS)

Mahmot, Ron; Koslosky, John T.; Beach, Edward; Schwarz, Barbara

1994-01-01

The Mission Operations Division (MOD) at Goddard Space Flight Center builds Mission Operations Centers which are used by Flight Operations Teams to monitor and control satellites. Reducing system life cycle costs through software reuse has always been a priority of the MOD. The MOD's Transportable Payload Operations Control Center development team established an extensive library of 14 subsystems with over 100,000 delivered source instructions of reusable, generic software components. Nine TPOCC-based control centers to date support 11 satellites and achieved an average software reuse level of more than 75 percent. This paper shares experiences of how the TPOCC building blocks were developed and how building block developer's, mission development teams, and users are all part of the process.

Clinical Space Medicine Products as Developed by the Medical Operations Support Team (MOST)

NASA Technical Reports Server (NTRS)

Polk, James D.; Doerr, Harold K.; Hurst, Victor W., IV; Schmid, Josef

2007-01-01

Medical Operations Support Team (MOST) is introducing/integrating teaching practices associated with high fidelity human patient simulation into the NASA culture, in particular, into medical training sessions and medical procedure evaluations. Current/Future Products iclude: a) Development of Sub-optimal Airway Protocols for the International Space Station (ISS) using the ILMA; b) Clinical Core Competency Training for NASA Flight Surgeons (FS); c) Post-Soyuz Landing Clinical Training for NASA FS; d) Experimental Integrated Training for Astronaut Crew Medical Officers and NASA FS; and e) Private Clinical Refresher Training.

Extensible Adaptable Simulation Systems: Supporting Multiple Fidelity Simulations in a Common Environment

NASA Technical Reports Server (NTRS)

McLaughlin, Brian J.; Barrett, Larry K.

2012-01-01

Common practice in the development of simulation systems is meeting all user requirements within a single instantiation. The Joint Polar Satellite System (JPSS) presents a unique challenge to establish a simulation environment that meets the needs of a diverse user community while also spanning a multi-mission environment over decades of operation. In response, the JPSS Flight Vehicle Test Suite (FVTS) is architected with an extensible infrastructure that supports the operation of multiple observatory simulations for a single mission and multiple mission within a common system perimeter. For the JPSS-1 satellite, multiple fidelity flight observatory simulations are necessary to support the distinct user communities consisting of the Common Ground System development team, the Common Ground System Integration & Test team, and the Mission Rehearsal Team/Mission Operations Team. These key requirements present several challenges to FVTS development. First, the FVTS must ensure all critical user requirements are satisfied by at least one fidelity instance of the observatory simulation. Second, the FVTS must allow for tailoring of the system instances to function in diverse operational environments from the High-security operations environment at NOAA Satellite Operations Facility (NSOF) to the ground system factory floor. Finally, the FVTS must provide the ability to execute sustaining engineering activities on a subset of the system without impacting system availability to parallel users. The FVTS approach of allowing for multiple fidelity copies of observatory simulations represents a unique concept in simulator capability development and corresponds to the JPSS Ground System goals of establishing a capability that is flexible, extensible, and adaptable.

Flight Team Development in Support of LCROSS - A Class D Mission

NASA Technical Reports Server (NTRS)

Tompkins, Paul D.; Hunt, Rusty; Bresina, John; Galal, Ken; Shirley, Mark; Munger, James; Sawyer, Scott

2010-01-01

The LCROSS (Lunar Crater Observation and Sensing Satellite) project presented a number of challenges to the preparation for mission operations. A class D mission under NASA s risk tolerance scale, LCROSS was governed by a $79 million cost cap and a 29 month schedule from "authority to proceed" to flight readiness. LCROSS was NASA Ames Research Center s flagship mission in its return to spacecraft flight operations after many years of pursuing other strategic goals. As such, ARC needed to restore and update its mission support infrastructure, and in parallel, the LCROSS project had to newly define operational practices and to select and train a flight team combining experienced operators and staff from other arenas of ARC research. This paper describes the LCROSS flight team development process, which deeply involved team members in spacecraft and ground system design, implementation and test; leveraged collaborations with strategic partners; and conducted extensive testing and rehearsals that scaled in realism and complexity in coordination with ground system and spacecraft development. As a testament to the approach, LCROSS successfully met its full mission objectives, despite many in-flight challenges, with its impact on the lunar south pole on October 9, 2009.

KSC-99pp0833

NASA Image and Video Library

1999-07-16

Commander of the Air Force Space Command, General Richard B. Myers (left) joins Ed Gormel (center) and Commander of the 45th Space Wing Brig. Gen. F. Randall Starbuck (right) after the presentation of the Hammer Award. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. Morley Winograd, director of the National Partnership for Reinventing Government, presented the award to the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Gormel is a co-chair of the SEB. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the J-BOSC SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base

KSC-99pp0832

NASA Image and Video Library

1999-07-16

At a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex, KSC and 45th Space Wing employees share the honors as recipients of the Hammer Award. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. Morley Winograd, director of the National Partnership for Reinventing Government, presented the award to Ed Gormel and Chris Fairey, co-chairs of the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the J-BOSC SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base

The Hammer Award is presented to KSC and 45th Space Wing.

NASA Technical Reports Server (NTRS)

1999-01-01

At a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex, KSC and 45th Space Wing employees share the honors as recipients of the Hammer Award. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. Morley Winograd, director of the National Partnership for Reinventing Government, presented the award to Ed Gormel and Chris Fairey, co-chairs of the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the J-BOSC SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base.

KSC-99pp0834

NASA Image and Video Library

1999-07-16

KSC's Director of Public Affairs Joe Gordon (left) applauds as Ed Gormel and Chris Fairey are named recipients of the Hammer Award at a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex. Presenting the award is Morley Winograd (at the podium), director of the National Partnership for Reinventing Government. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Gormel and Fairey are co-chairs of the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base

The Hammer Award is presented to KSC and 45th Space Wing.

NASA Technical Reports Server (NTRS)

1999-01-01

Commander of the Air Force Space Command, General Richard B. Myers (left) joins Ed Gormel (center) and Commander of the 45th Space Wing Brig. Gen. F. Randall Starbuck (right) after the presentation of the Hammer Award. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. Morley Winograd, director of the National Partnership for Reinventing Government, presented the award to the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Gormel is a co-chair of the SEB. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the J-BOSC SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base.

NASA Space Life Sciences

NASA Technical Reports Server (NTRS)

Hayes, Judith

2009-01-01

This slide presentation reviews the requirements that NASA has for the medical service of a crew returning to earth after long duration space flight. The scenarios predicate a water landing. Two scenarios are reviewed that outline the ship-board medical operations team and the ship board science reseach team. A schedule for the each crew upon landing is posited for each of scenarios. The requirement for a heliport on board the ship is reviewed and is on the requirement for a helicopter to return the Astronauts to the Baseline Data Collection Facility (BDCF). The ideal is to integrate the medical and science requirements, to minimize the risks and Inconveniences to the returning astronauts. The medical support that is required for all astronauts returning from long duration space flight (30 days or more) is reviewed. The personnel required to support the team is outlined. The recommendations for medical operations and science research for crew support are stated.

KSC-99pp0831

NASA Image and Video Library

1999-07-16

Ed Gormel (left) and Chris Fairey (center) display the Hammer Award they received at a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. At the podium is Morley Winograd director of the National Partnership for Reinventing Government, who presented the award. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Fairey and Gormel are co-chairs of the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base

The AMADEE-15 Mars simulation

NASA Astrophysics Data System (ADS)

Groemer, Gernot; Losiak, Anna; Soucek, Alexander; Plank, Clemens; Zanardini, Laura; Sejkora, Nina; Sams, Sebastian

2016-12-01

We report on the AMADEE-15 mission, a 12-day Mars analog field test at the Kaunertal Glacier in Austria. Eleven experiments were conducted by a field crew at the test site under simulated martian surface exploration conditions and coordinated by a Mission Support Center in Innsbruck, Austria. The experiments' research fields encompassed geology, human factors, astrobiology, robotics, tele-science, exploration, and operations research. A Remote Science Support team analyzed field data in near real time, providing planning input for a flight control team to manage a complex system of field assets in a realistic work flow, including: two advanced space suit simulators; and four robotic and aerial vehicles. Field operations were supported by a dedicated flight planning group, an external control center tele-operating the PULI-rover, and a medical team. A 10-min satellite communication delay and other limitations pertinent to human planetary surface activities were introduced. This paper provides an overview of the geological context and environmental conditions of the test site and the mission architecture, with a focus on the mission's communication infrastructure. We report on the operational workflows and the experiments conducted, as well as a novel approach of measuring mission success through the introduction of general analog mission transferrable performance indicators.

Reducing the complexity of NASA's space communications infrastructure

NASA Technical Reports Server (NTRS)

Miller, Raymond E.; Liu, Hong; Song, Junehwa

1995-01-01

This report describes the range of activities performed during the annual reporting period in support of the NASA Code O Success Team - Lifecycle Effectiveness for Strategic Success (COST LESS) team. The overall goal of the COST LESS team is to redefine success in a constrained fiscal environment and reduce the cost of success for end-to-end mission operations. This goal is more encompassing than the original proposal made to NASA for reducing complexity of NASA's Space Communications Infrastructure. The COST LESS team approach for reengineering the space operations infrastructure has a focus on reversing the trend of engineering special solutions to similar problems.

Measurement of Team Behaviors in a Navy Environment. Final Report.

ERIC Educational Resources Information Center

Morgan, Ben B., Jr.; And Others

Report of the first year of a three-year study attempting to understand the processes of Teen Evaluation and Maturation (TEAM) in operational Navy contexts, seeking to document changes occurring when team members learn about their tasks, each other, and the environmental demands of the scenarios of the Naval Gunfire Support (NGFS) Department,…

An engineering database management system for spacecraft operations

NASA Technical Reports Server (NTRS)

Cipollone, Gregorio; Mckay, Michael H.; Paris, Joseph

1993-01-01

Studies at ESOC have demonstrated the feasibility of a flexible and powerful Engineering Database Management System in support for spacecraft operations documentation. The objectives set out were three-fold: first an analysis of the problems encountered by the Operations team in obtaining and managing operations documents; secondly, the definition of a concept for operations documentation and the implementation of prototype to prove the feasibility of the concept; and thirdly, definition of standards and protocols required for the exchange of data between the top-level partners in a satellite project. The EDMS prototype was populated with ERS-l satellite design data and has been used by the operations team at ESOC to gather operational experience. An operational EDMS would be implemented at the satellite prime contractor's site as a common database for all technical information surrounding a project and would be accessible by the cocontractor's and ESA teams.

Apollo experience report: Engineering and analysis mission support

NASA Technical Reports Server (NTRS)

Fricke, R. W., Jr.

1975-01-01

The tasks performed by the team of specialists that evaluated hardware performance during prelaunch checkout and in-flight operation are discussed. The organizational structure, operational procedures, and interfaces as well as the facilities and software required to perform these tasks are discussed. The scope of the service performed by the team and the evaluation philosophy are described. Summaries of problems and their resolution are included as appendixes.

The Hatch-Smolensk exchange

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

Sproles, A.

1993-03-01

During summer 1992, the World Association of Nuclear Operators (WANO) sponsored an exchange visit between Georgia Power Company's Edwin I. Hatch nuclear plant, a two-unit boiling water reactor site, and the Smolensk atomic energy station, a three-unit RBMK (graphite-moderated and light-water-cooled) plant located 350 km west of Moscow, in Desnogorsk, Russia. The Plant Hatch team included Glenn Goode, manager of engineering support; Curtis Coggin, manager of training and emergency preparedness; Wayne Kirkley, manager of health physics and chemistry; John Lewis, manager of operations; Ray Baker, coordinator of nuclear fuels and contracts; and Bruce McLeod, manager of nuclear maintenance support. Alsomore » traveling with the team was Jerald Towgood, of WANO's Atlanta Centre. The Hatch team visited the Smolensk plant during the week of July 27, 1992.« less

Air Support Control Officer Individual Position Training Simulation

DTIC Science & Technology

2017-06-01

Analysis design development implementation evaluation ASCO Air support control officer ASLT Air support liaison team ASNO Air support net operator...Instructional system design LSTM Long-short term memory MACCS Marine Air Command and Control System MAGTF Marine Air Ground Task Force MASS Marine Air...information to designated MACCS agencies. ASCOs play an important part in facilitating the safe and successful conduct of air operations in DASC- controlled

An approach to the design of operations systems

NASA Technical Reports Server (NTRS)

Chafin, Roy L.; Curran, Patrick S.

1993-01-01

The MultiMission Control Team (MMCT) consists of mission controllers which provides Real-Time operations support for the Mars Observer project. The Real-Time Operations task is to insure the integrity of the ground data system, to insure that the configuration is correct to support the mission, and to monitor the spacecraft for the Spacecraft Team. Operations systems are typically developed by adapting operations systems from previous projects. Problems tend to be solved empirically when they are either anticipated or observed in testing. This development method has worked in the past when time was available for extensive Ops testing. In the present NASA budget environment, a more cost conscious design approach has become necessary. Cost is a concern because operations is an ongoing, continuous activity. Reducing costs entails reducing staff. Reducing staffing levels potentially increases the risk of mission failure. Therefore, keeping track of the risk level is necessary.

Using AUTORAD for Cassini File Uplinks: Incorporating Automated Commanding into Mission Operations

NASA Technical Reports Server (NTRS)

Goo, Sherwin

2014-01-01

As the Cassini spacecraft embarked on the Solstice Mission in October 2010, the flight operations team faced a significant challenge in planning and executing the continuing tour of the Saturnian system. Faced with budget cuts that reduced the science and engineering staff by over a third in size, new and streamlined processes had to be developed to allow the Cassini mission to maintain a high level of science data return with a lower amount of available resources while still minimizing the risk. Automation was deemed an important key in enabling mission operations with reduced workforce and the Cassini flight team has made this goal a priority for the Solstice Mission. The operations team learned about a utility called AUTORAD which would give the flight operations team the ability to program selected command files for radiation up to seven days in advance and help minimize the need for off-shift support that could deplete available staffing during the prime shift hours. This paper will describe how AUTORAD is being utilized by the Cassini flight operations team and the processes that were developed or modified to ensure that proper oversight and verification is maintained in the generation and execution of radiated command files.

Science Operations Management

NASA Astrophysics Data System (ADS)

Squibb, Gael F.

1984-10-01

The operation teams for the Infrared Astronomical Satellite (IRAS) included scientists from the IRAS International Science Team. The scientific decisions on an hour-to-hour basis, as well as the long-term strategic decisions, were made by science team members. The IRAS scientists were involved in the analysis of the instrument performance, the analysis of the quality of the data, the decision to reacquire data that was contaminated by radiation effects, the strategy for acquiring the survey data, and the process for using the telescope for additional observations, as well as the processing decisions required to ensure the publication of the final scientific products by end of flight operations plus one year. Early in the project, two science team members were selected to be responsible for the scientific operational decisions. One, located at the operations control center in England, was responsible for the scientific aspects of the satellite operations; the other, located at the scientific processing center in Pasadena, was responsible for the scientific aspects of the processing. These science team members were then responsible for approving the design and test of the tools to support their responsibilities and then, after launch, for using these tools in making their decisions. The ability of the project to generate the final science data products one year after the end of flight operations is due in a large measure to the active participation of the science team members in the operations. This paper presents a summary of the operational experiences gained from this scientific involvement.

Split Forward Surgical Teams

DTIC Science & Technology

2008-06-13

Introduction................................................................................................................... 42  Interpretation of results... Manual FOB Forward Operating Base FSMC Forward Support Medical Company FST Forward Surgical Team HQ Headquarters HMMWV High Mobility...The manual states that non-linear battlefields and urban battles will increase the need for forward surgical care and flexibility from medical

The Case for Unit-Based Teams: A Model for Front-line Engagement and Performance Improvement

PubMed Central

Cohen, Paul M; Ptaskiewicz, Mark; Mipos, Debra

2010-01-01

Unit-based teams (UBTs)—defined as natural work groups of physicians, managers, and frontline staff who work collaboratively to solve problems, improve performance, and enhance quality—were established by the 2005 national agreement between Kaiser Permanente (KP) and the Coalition of KP Unions. They use established performance-improvement techniques and employee-engagement principles (including social-movement theory) to achieve clinical and operational goals. UBT members identify performance gaps and opportunities within their purview—issues they can address in the course of the day-to-day work, such as workflow or process improvement. By focusing on clear, agreed-on goals, UBTs encourage greater accountability and allow members to perform their full scope of work. UBTs are designed to deliver measurable benefits in clinical outcomes and operations, patient-experience enhancements, and physician-team performance or work life. For many physicians, UBTs will require new ways of engaging with their teams. However, evidence suggests that with organizational and physician support, these teams can achieve their goals. This article presents case examples of successful UBTs' outcomes; physicians' comments on their experience working with teams; an overview of UBTs' employee-engagement principles; and advice on how physicians can support and participate in the work of such teams. PMID:20740124

Multi-kernel aggregation of local and global features in long-wave infrared for detection of SWAT teams in challenging environments

NASA Astrophysics Data System (ADS)

Arya, Ankit S.; Anderson, Derek T.; Bethel, Cindy L.; Carruth, Daniel

2013-05-01

A vision system was designed for people detection to provide support to SWAT team members operating in challenging environments such as low-to-no light, smoke, etc. When the vision system is mounted on a mobile robot platform: it will enable the robot to function as an effective member of the SWAT team; to provide surveillance information; to make first contact with suspects; and provide safe entry for team members. The vision task is challenging because SWAT team members are typically concealed, carry various equipment such as shields, and perform tactical and stealthy maneuvers. Occlusion is a particular challenge because team members operate in close proximity to one another. An uncooled electro-opticaljlong wav e infrared (EO/ LWIR) camera, 7.5 to 13.5 m, was used. A unique thermal dataset was collected of SWAT team members from multiple teams performing tactical maneuvers during monthly training exercises. Our approach consisted of two stages: an object detector trained on people to find candidate windows, and a secondary feature extraction, multi-kernel (MK) aggregation and classification step to distinguish between SWAT team members and civilians. Two types of thermal features, local and global, are presented based on ma ximally stable extremal region (MSER) blob detection. Support vector machine (SVM) classification results of approximately [70, 93]% for SWAT team member detection are reported based on the exploration of different combinations of visual information in terms of training data.

Using A Model-Based Systems Engineering Approach For Exploration Medical System Development

NASA Technical Reports Server (NTRS)

Hanson, A.; Mindock, J.; McGuire, K.; Reilly, J.; Cerro, J.; Othon, W.; Rubin, D.; Urbina, M.; Canga, M.

2017-01-01

NASA's Human Research Program's Exploration Medical Capabilities (ExMC) element is defining the medical system needs for exploration class missions. ExMC's Systems Engineering (SE) team will play a critical role in successful design and implementation of the medical system into exploration vehicles. The team's mission is to "Define, develop, validate, and manage the technical system design needed to implement exploration medical capabilities for Mars and test the design in a progression of proving grounds." Development of the medical system is being conducted in parallel with exploration mission architecture and vehicle design development. Successful implementation of the medical system in this environment will require a robust systems engineering approach to enable technical communication across communities to create a common mental model of the emergent engineering and medical systems. Model-Based Systems Engineering (MBSE) improves shared understanding of system needs and constraints between stakeholders and offers a common language for analysis. The ExMC SE team is using MBSE techniques to define operational needs, decompose requirements and architecture, and identify medical capabilities needed to support human exploration. Systems Modeling Language (SysML) is the specific language the SE team is utilizing, within an MBSE approach, to model the medical system functional needs, requirements, and architecture. Modeling methods are being developed through the practice of MBSE within the team, and tools are being selected to support meta-data exchange as integration points to other system models are identified. Use of MBSE is supporting the development of relationships across disciplines and NASA Centers to build trust and enable teamwork, enhance visibility of team goals, foster a culture of unbiased learning and serving, and be responsive to customer needs. The MBSE approach to medical system design offers a paradigm shift toward greater integration between vehicle and the medical system and directly supports the transition of Earth-reliant ISS operations to the Earth-independent operations envisioned for Mars. Here, we describe the methods and approach to building this integrated model.

NASA Lewis' Telescience Support Center Supports Orbiting Microgravity Experiments

NASA Technical Reports Server (NTRS)

Hawersaat, Bob W.

1998-01-01

The Telescience Support Center (TSC) at the NASA Lewis Research Center was developed to enable Lewis-based science teams and principal investigators to monitor and control experimental and operational payloads onboard the International Space Station. The TSC is a remote operations hub that can interface with other remote facilities, such as universities and industrial laboratories. As a pathfinder for International Space Station telescience operations, the TSC has incrementally developed an operational capability by supporting space shuttle missions. The TSC has evolved into an environment where experimenters and scientists can control and monitor the health and status of their experiments in near real time. Remote operations (or telescience) allow local scientists and their experiment teams to minimize their travel and maintain a local complement of expertise for hardware and software troubleshooting and data analysis. The TSC was designed, developed, and is operated by Lewis' Engineering and Technical Services Directorate and its support contractors, Analex Corporation and White's Information System, Inc. It is managed by Lewis' Microgravity Science Division. The TSC provides operational support in conjunction with the NASA Marshall Space Flight Center and NASA Johnson Space Center. It enables its customers to command, receive, and view telemetry; monitor the science video from their on-orbit experiments; and communicate over mission-support voice loops. Data can be received and routed to experimenter-supplied ground support equipment and/or to the TSC data system for display. Video teleconferencing capability and other video sources, such as NASA TV, are also available. The TSC has a full complement of standard services to aid experimenters in telemetry operations.

The MARS2013 Mars analog mission.

PubMed

Groemer, Gernot; Soucek, Alexander; Frischauf, Norbert; Stumptner, Willibald; Ragonig, Christoph; Sams, Sebastian; Bartenstein, Thomas; Häuplik-Meusburger, Sandra; Petrova, Polina; Evetts, Simon; Sivenesan, Chan; Bothe, Claudia; Boyd, Andrea; Dinkelaker, Aline; Dissertori, Markus; Fasching, David; Fischer, Monika; Föger, Daniel; Foresta, Luca; Fritsch, Lukas; Fuchs, Harald; Gautsch, Christoph; Gerard, Stephan; Goetzloff, Linda; Gołebiowska, Izabella; Gorur, Paavan; Groemer, Gerhard; Groll, Petra; Haider, Christian; Haider, Olivia; Hauth, Eva; Hauth, Stefan; Hettrich, Sebastian; Jais, Wolfgang; Jones, Natalie; Taj-Eddine, Kamal; Karl, Alexander; Kauerhoff, Tilo; Khan, Muhammad Shadab; Kjeldsen, Andreas; Klauck, Jan; Losiak, Anna; Luger, Markus; Luger, Thomas; Luger, Ulrich; McArthur, Jane; Moser, Linda; Neuner, Julia; Orgel, Csilla; Ori, Gian Gabriele; Paternesi, Roberta; Peschier, Jarno; Pfeil, Isabella; Prock, Silvia; Radinger, Josef; Ramirez, Barbara; Ramo, Wissam; Rampey, Mike; Sams, Arnold; Sams, Elisabeth; Sandu, Oana; Sans, Alejandra; Sansone, Petra; Scheer, Daniela; Schildhammer, Daniel; Scornet, Quentin; Sejkora, Nina; Stadler, Andrea; Stummer, Florian; Taraba, Michael; Tlustos, Reinhard; Toferer, Ernst; Turetschek, Thomas; Winter, Egon; Zanella-Kux, Katja

2014-05-01

We report on the MARS2013 mission, a 4-week Mars analog field test in the northern Sahara. Nineteen experiments were conducted by a field crew in Morocco under simulated martian surface exploration conditions, supervised by a Mission Support Center in Innsbruck, Austria. A Remote Science Support team analyzed field data in near real time, providing planning input for the management of a complex system of field assets; two advanced space suit simulators, four robotic vehicles, an emergency shelter, and a stationary sensor platform in a realistic work flow were coordinated by a Flight Control Team. A dedicated flight planning group, external control centers for rover tele-operations, and a biomedical monitoring team supported the field operations. A 10 min satellite communication delay and other limitations pertinent to human planetary surface activities were introduced. The fields of research for the experiments were geology, human factors, astrobiology, robotics, tele-science, exploration, and operations research. This paper provides an overview of the geological context and environmental conditions of the test site and the mission architecture, in particular the communication infrastructure emulating the signal travel time between Earth and Mars. We report on the operational work flows and the experiments conducted, including a deployable shelter prototype for multiple-day extravehicular activities and contingency situations.

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

NASA Astrophysics Data System (ADS)

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

2017-05-01

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

Apollo experience report: Communications system flight evaluation and verification

NASA Technical Reports Server (NTRS)

Travis, D.; Royston, C. L., Jr.

1972-01-01

Flight tests of the synergetic operation of the spacecraft and earth based communications equipment were accomplished during Apollo missions AS-202 through Apollo 12. The primary goals of these tests were to verify that the communications system would adequately support lunar landing missions and to establish the inflight communications system performance characteristics. To attain these goals, a communications system flight verification and evaluation team was established. The concept of the team operations, the evolution of the evaluation processes, synopses of the team activities associated with each mission, and major conclusions and recommendations resulting from the performance evaluation are represented.

The combat experience of military surgical assets in Iraq and Afghanistan: a historical review.

PubMed

Schoenfeld, Andrew J

2012-09-01

The Forward Surgical Team and Combat Support Hospital have been used extensively only during the past decade in Iraq and Afghanistan. The scope of their operational experience and historical development remain to be described. The literature was searched to obtain publications regarding the historical development of Forward Surgical Teams and Combat Support Hospitals, as well as their surgical experiences in Iraq and Afghanistan. Relevant publications were reviewed in full and their results summarized. The doctrine behind the use of modern military surgical assets was not well developed at the start of the Iraq and Afghanistan conflicts. The Forward Surgical Team and Combat Support Hospital were used in practice only over the past decade. Because of the nature of these conflicts, both types of modern military surgical assets have not been used as intended and such units have operated in various roles, including combat support elements and civilian medical treatment facilities. As more research comes to light, a better appreciation for the future of American military medicine and surgery will develop. Published by Elsevier Inc.

DisTeam: A decision support tool for surgical team selection

PubMed Central

Ebadi, Ashkan; Tighe, Patrick J.; Zhang, Lei; Rashidi, Parisa

2018-01-01

Objective Surgical service providers play a crucial role in the healthcare system. Amongst all the influencing factors, surgical team selection might affect the patients’ outcome significantly. The performance of a surgical team not only can depend on the individual members, but it can also depend on the synergy among team members, and could possibly influence patient outcome such as surgical complications. In this paper, we propose a tool for facilitating decision making in surgical team selection based on considering history of the surgical team, as well as the specific characteristics of each patient. Methods DisTeam (a decision support tool for surgical team selection) is a metaheuristic framework for objective evaluation of surgical teams and finding the optimal team for a given patient, in terms of number of complications. It identifies a ranked list of surgical teams personalized for each patient, based on prior performance of the surgical teams. DisTeam takes into account the surgical complications associated with teams and their members, their teamwork history, as well as patient’s specific characteristics such as age, body mass index (BMI) and Charlson comorbidity index score. Results We tested DisTeam using intra-operative data from 6065 unique orthopedic surgery cases. Our results suggest high effectiveness of the proposed system in a health-care setting. The proposed framework converges quickly to the optimal solution and provides two sets of answers: a) The best surgical team over all the generations, and b) The best population which consists of different teams that can be used as an alternative solution. This increases the flexibility of the system as a complementary decision support tool. Conclusion DisTeam is a decision support tool for assisting in surgical team selection. It can facilitate the job of scheduling personnel in the hospital which involves an overwhelming number of factors pertaining to patients, individual team members, and team dynamics and can be used to compose patient-personalized surgical teams with minimum (potential) surgical complications. PMID:28363285

DisTeam: A decision support tool for surgical team selection.

PubMed

Ebadi, Ashkan; Tighe, Patrick J; Zhang, Lei; Rashidi, Parisa

2017-02-01

Surgical service providers play a crucial role in the healthcare system. Amongst all the influencing factors, surgical team selection might affect the patients' outcome significantly. The performance of a surgical team not only can depend on the individual members, but it can also depend on the synergy among team members, and could possibly influence patient outcome such as surgical complications. In this paper, we propose a tool for facilitating decision making in surgical team selection based on considering history of the surgical team, as well as the specific characteristics of each patient. DisTeam (a decision support tool for surgical team selection) is a metaheuristic framework for objective evaluation of surgical teams and finding the optimal team for a given patient, in terms of number of complications. It identifies a ranked list of surgical teams personalized for each patient, based on prior performance of the surgical teams. DisTeam takes into account the surgical complications associated with teams and their members, their teamwork history, as well as patient's specific characteristics such as age, body mass index (BMI) and Charlson comorbidity index score. We tested DisTeam using intra-operative data from 6065 unique orthopedic surgery cases. Our results suggest high effectiveness of the proposed system in a health-care setting. The proposed framework converges quickly to the optimal solution and provides two sets of answers: a) The best surgical team over all the generations, and b) The best population which consists of different teams that can be used as an alternative solution. This increases the flexibility of the system as a complementary decision support tool. DisTeam is a decision support tool for assisting in surgical team selection. It can facilitate the job of scheduling personnel in the hospital which involves an overwhelming number of factors pertaining to patients, individual team members, and team dynamics and can be used to compose patient-personalized surgical teams with minimum (potential) surgical complications. Copyright © 2017 Elsevier B.V. All rights reserved.

Intelligent Command and Control Systems for Satellite Ground Operations

NASA Technical Reports Server (NTRS)

Mitchell, Christine M.

1999-01-01

This grant, Intelligent Command and Control Systems for Satellite Ground Operations, funded by NASA Goddard Space Flight Center, has spanned almost a decade. During this time, it has supported a broad range of research addressing the changing needs of NASA operations. It is important to note that many of NASA's evolving needs, for example, use of automation to drastically reduce (e.g., 70%) operations costs, are similar requirements in both government and private sectors. Initially the research addressed the appropriate use of emerging and inexpensive computational technologies, such as X Windows, graphics, and color, together with COTS (commercial-off-the-shelf) hardware and software such as standard Unix workstations to re-engineer satellite operations centers. The first phase of research supported by this grant explored the development of principled design methodologies to make effective use of emerging and inexpensive technologies. The ultimate performance measures for new designs were whether or not they increased system effectiveness while decreasing costs. GT-MOCA (The Georgia Tech Mission Operations Cooperative Associate) and GT-VITA (Georgia Tech Visual and Inspectable Tutor and Assistant), whose latter stages were supported by this research, explored model-based design of collaborative operations teams and the design of intelligent tutoring systems, respectively. Implemented in proof-of-concept form for satellite operations, empirical evaluations of both, using satellite operators for the former and personnel involved in satellite control operations for the latter, demonstrated unequivocally the feasibility and effectiveness of the proposed modeling and design strategy underlying both research efforts. The proof-of-concept implementation of GT-MOCA showed that the methodology could specify software requirements that enabled a human-computer operations team to perform without any significant performance differences from the standard two-person satellite operations team. GT-VITA, using the same underlying methodology, the operator function model (OFM), and its computational implementation, OFMspert, successfully taught satellite control knowledge required by flight operations team members. The tutor structured knowledge in three ways: declarative knowledge (e.g., What is this? What does it do?), procedural knowledge, and operational skill. Operational skill is essential in real-time operations. It combines the two former knowledge types, assisting a student to use them effectively in a dynamic, multi-tasking, real-time operations environment. A high-fidelity simulator of the operator interface to the ground control system, including an almost full replication of both the human-computer interface and human interaction with the dynamic system, was used in the GT-MOCA and GT-VITA evaluations. The GT-VITA empirical evaluation, conducted with a range of'novices' that included GSFC operations management, GSFC operations software developers, and new flight operations team members, demonstrated that GT-VITA effectively taught a wide range of knowledge in a succinct and engaging manner.

The Hammer Award is presented to KSC and 45th Space Wing.

NASA Technical Reports Server (NTRS)

1999-01-01

KSC's Director of Public Affairs Joe Gordon (left) applauds as Ed Gormel and Chris Fairey are named recipients of the Hammer Award at a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex. Presenting the award is Morley Winograd (at the podium), director of the National Partnership for Reinventing Government. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Gormel and Fairey are co-chairs of the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base.

KSC-99pp0837

NASA Image and Video Library

1999-07-16

At a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex, the Hammer Award is presented to Kennedy Space Center and the 45th Space Wing. Present for the awards are (left to right) Commander of the Air Force Space Command General Richard B. Myers, Ed Gormel, Chris Fairey, NASA Administrator Daniel Goldin, and Director of the National Partnership for Reinventing Government, Morley Winograd, who presented the award. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Gormel and Fairey are co-chairs of the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base

SPHERES: From Ground Development to Operations on ISS

NASA Technical Reports Server (NTRS)

Katterhagen, A.

2015-01-01

SPHERES (Synchronized Position Hold Engage and Reorient Experimental Satellites) is an internal International Space Station (ISS) Facility that supports multiple investigations for the development of multi-spacecraft and robotic control algorithms. The SPHERES Facility on ISS is managed and operated by the SPHERES National Lab Facility at NASA Ames Research Center (ARC) at Moffett Field California. The SPHERES Facility on ISS consists of three self-contained eight-inch diameter free-floating satellites which perform the various flight algorithms and serve as a platform to support the integration of experimental hardware. To help make science a reality on the ISS, the SPHERES ARC team supports a Guest Scientist Program (GSP). This program allows anyone with new science the possibility to interface with the SPHERES team and hardware. In addition to highlighting the available SPHERES hardware on ISS and on the ground, this presentation will also highlight ground support, facilities, and resources available to guest researchers. Investigations on the ISS evolve through four main phases: Strategic, Tactical, Operations, and Post Operations. The Strategic Phase encompasses early planning beginning with initial contact by the Principle Investigator (PI) and the SPHERES program who may work with the PI to assess what assistance the PI may need. Once the basic parameters are understood, the investigation moves to the Tactical Phase which involves more detailed planning, development, and testing. Depending on the nature of the investigation, the tactical phase may be split into the Lab Tactical Phase or the ISS Tactical Phase due to the difference in requirements for the two destinations. The Operations Phase is when the actual science is performed; this can be either in the lab, or on the ISS. The Post Operations Phase encompasses data analysis and distribution, and generation of summary status and reports. The SPHERES Operations and Engineering teams at ARC is composed of experts who can guide the Payload Developer (PD) and Principle Investigator (PI) in reaching critical milestones to make their science a reality using the SPHERES platform. From performing integrated safety and verification assessments, to assisting in developing crew procedures and operations products, to organizing, planning, and executing all test sessions, to helping manage data products, the SPHERES team at ARC is available to support microgravity research with the SPEHRES Guest Scientist Program.

Around Marshall

NASA Image and Video Library

1992-01-28

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

Regional operations research program for development of geothermal energy in the southwest United States. Final technical report, June 1977-August 1978

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

Marlin, J.M.; Christ, R.; McDevitt, P.

1979-01-01

The efforts by the Core and State Teams in data acquisition, electric and non-electric economic studies, development of computer support functions and operations, and preparation of geothermal development scenarios are described. Team reports for the states of Arizona, Colorado, Nevada, New Mexico, and Utah are included in the appendices along with a summary of the state scenarios. (MHR)

Using task analysis to understand the Data System Operations Team

NASA Technical Reports Server (NTRS)

Holder, Barbara E.

1994-01-01

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

Computer support for cooperative tasks in Mission Operations Centers

NASA Technical Reports Server (NTRS)

Fox, Jeffrey; Moore, Mike

1994-01-01

Traditionally, spacecraft management has been performed by fixed teams of operators in Mission Operations Centers. The team cooperatively: (1) ensures that payload(s) on spacecraft perform their work; and (2) maintains the health and safety of the spacecraft through commanding and monitoring the spacecraft's subsystems. In the future, the task demands will increase and overload the operators. This paper describes the traditional spacecraft management environment and describes a new concept in which groupware will be used to create a Virtual Mission Operations Center. Groupware tools will be used to better utilize available resources through increased automation and dynamic sharing of personnel among missions.

A modern space simulation facility to accommodate high production acceptance testing

NASA Technical Reports Server (NTRS)

Glover, J. D.

1986-01-01

A space simulation laboratory that supports acceptance testing of spacecraft and associated subsystems at throughput rates as high as nine per year is discussed. The laboratory includes a computer operated 27' by 30' space simulation, a 20' by 20' by 20' thermal cycle chamber and an eight station thermal cycle/thermal vacuum test system. The design philosophy and unique features of each system are discussed. The development of operating procedures, test team requirements, test team integration, and other peripheral activation details are described. A discussion of special accommodations for the efficient utilization of the systems in support of high rate production is presented.

A Data-Based Console Logger for Mission Operations Team Coordination

NASA Technical Reports Server (NTRS)

Thronesbery, Carroll; Malin, Jane T.; Jenks, Kenneth; Overland, David; Oliver, Patrick; Zhang, Jiajie; Gong, Yang; Zhang, Tao

2005-01-01

Concepts and prototypes1,2 are discussed for a data-based console logger (D-Logger) to meet new challenges for coordination among flight controllers arising from new exploration mission concepts. The challenges include communication delays, increased crew autonomy, multiple concurrent missions, reduced-size flight support teams that include multidisciplinary flight controllers during quiescent periods, and migrating some flight support activities to flight controller offices. A spiral development approach has been adopted, making simple, but useful functions available early and adding more extensive support later. Evaluations have guided the development of the D-Logger from the beginning and continue to provide valuable user influence about upcoming requirements. D-Logger is part of a suite of tools designed to support future operations personnel and crew. While these tools can be used independently, when used together, they provide yet another level of support by interacting with one another. Recommendations are offered for the development of similar projects.

Lessons Learned from Optical Payload for Lasercomm Science (OPALS) Mission Operations

NASA Technical Reports Server (NTRS)

Sindiy, Oleg V.; Abrahamson, Matthew J.; Biswas, Abhijit; Wright, Malcolm W.; Padams, Jordan H.; Konyha, Alexander L.

2015-01-01

This paper provides an overview of Optical Payload for Lasercomm Science (OPALS) activities and lessons learned during mission operations. Activities described cover the periods of commissioning, prime, and extended mission operations, during which primary and secondary mission objectives were achieved for demonstrating space-to-ground optical communications. Lessons learned cover Mission Operations System topics in areas of: architecture verification and validation, staffing, mission support area, workstations, workstation tools, interfaces with support services, supporting ground stations, team training, procedures, flight software upgrades, post-processing tools, and public outreach.

Hypermedia and intelligent tutoring applications in a mission operations environment

NASA Technical Reports Server (NTRS)

Ames, Troy; Baker, Clifford

1990-01-01

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

Building Team Belay

DTIC Science & Technology

2014-09-01

information, including suggestions for reducing this burden, to Washington headquarters Services, Directorate for Information Operations and Reports... remunerations actuating one to conform to group mores.6 4 Institute of Medicine, Building a... remunerations actuating one to conform to group mores. The social support that is elemental among “home” emergency response teams can be viewed and

Joint Communications Support Element: The Voice Heard Round the World

DTIC Science & Technology

2013-01-01

Initial Entry Package ( IEP ), Early Entry Package (EEP), and Joint Mobil- ity Package provide secure and nonsecure voice, video, and data to small mobile...teams operating worldwide. The IEP and EEP can be rapidly scaled to meet force surge require- ments from small dismounted teams up to an advance

Glenn's Telescience Support Center Provided Around-the-Clock Operations Support for Space Experiments on the International Space Station

NASA Technical Reports Server (NTRS)

Malarik, Diane C.

2005-01-01

NASA Glenn Research Center s Telescience Support Center (TSC) allows researchers on Earth to operate experiments onboard the International Space Station (ISS) and the space shuttles. NASA s continuing investment in the required software, systems, and networks provides distributed ISS ground operations that enable payload developers and scientists to monitor and control their experiments from the Glenn TSC. The quality of scientific and engineering data is enhanced while the long-term operational costs of experiments are reduced because principal investigators and engineering teams can operate their payloads from their home institutions.

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

NASA Astrophysics Data System (ADS)

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

2013-10-01

The NASA Desert Research and Technology Studies (Desert RATS) is an annual field test of advanced concepts, prototype hardware, and potential modes of operation to be used on human planetary surface space exploration missions. For the 2009 and 2010 NASA Desert RATS field tests, various engineering concepts and operational exercises were incorporated into mission timelines with the focus of the majority of daily operations being on simulated lunar geological field operations and executed in a manner similar to current Space Shuttle and International Space Station missions. The field test for 2009 involved a two week lunar exploration simulation utilizing a two-man rover. The 2010 Desert RATS field test took this two week simulation further by incorporating a second two-man rover working in tandem with the 2009 rover, as well as including docked operations with a Pressurized Excursion Module (PEM). Personnel for the field test included the crew, a mission management team, engineering teams, a science team, and the mission operations team. The mission operations team served as the core of the Desert RATS mission control team and included certified NASA Mission Operations Directorate (MOD) flight controllers, former flight controllers, and astronaut personnel. The backgrounds of the flight controllers were in the areas of Extravehicular Activity (EVA), onboard mechanical systems and maintenance, robotics, timeline planning (OpsPlan), and spacecraft communicator (Capcom). With the simulated EVA operations, mechanized operations (the rover), and expectations of replanning, these flight control disciplines were especially well suited for the execution of the 2009 and 2010 Desert RATS field tests. The inclusion of an operations team has provided the added benefit of giving NASA mission operations flight control personnel the opportunity to begin examining operational mission control techniques, team compositions, and mission scenarios. This also gave the mission operations team the opportunity to gain insight into functional hardware requirements via lessons learned from executing the Desert RATS field test missions. This paper will detail the mission control team structure that was used during the 2009 and 2010 Desert RATS Lunar analog missions. It will also present a number of the lessons learned by the operations team during these field tests. Major lessons learned involved Mission Control Center (MCC) operations, pre-mission planning and training processes, procedure requirements, communication requirements, and logistic support for analogs. This knowledge will be applied to future Desert RATS field tests, and other Earth based analog testing for space exploration, to continue the evolution of manned space operations in preparation for human planetary exploration. It is important that operational knowledge for human space exploration missions be obtained during Earth-bound field tests to the greatest extent possible. This allows operations personnel the ability to examine various flight control and crew operations scenarios in preparation for actual space missions.

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

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

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

1994-12-01

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

The U.S. Army Corps of Engineers (USACE) in Stability Operations

DTIC Science & Technology

2008-12-12

advance (FEST-A) or forward engineer support team-main (FEST- M ) is another vital asset that USACE can provide in stability operations. The FEST- M ...engineer units and if deployed with a FEST- M will fall under that element. FEST are small teams with specialized expertise based on where they are...in Afghanistan and set the conditions for the creation of an Afghan political system ( Donini et al., 46). Major reconstruction projects were not

Orion's Neutral Buoyancy Lab (NBL) Activities

NASA Image and Video Library

2016-09-21

U.S. Navy divers, Air Force pararescuemen and Coast Guard rescue swimmers practice Orion recovery techniques at the Neutral Buoyancy Laboratory (NBL) at the agency’s Johnson Space Center in Houston. The recovery team is practicing underway recovery techniques using a test version of the Orion spacecraft. Training will help the team prepare for Underway Recovery Test 5 for Exploration Mission 1 aboard the USS San Diego in the Pacific Ocean off the coast of California in October. The Ground Systems Development and Operations Program, along with the U.S. Navy and Lockheed Martin, are preparing the recovery team, hardware and operations to support EM-1 recovery.

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

NASA Technical Reports Server (NTRS)

Batson, Robert C.

1986-01-01

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

The Command Operations Dashboard: A Common Operating Picture of the Operators

DTIC Science & Technology

2014-06-01

applications in order to collect data: it utilizes Apache Camel as a light-weight enterprise system bus for routing communications through...Mesmer-Magnus & DeChurch, 2009) to focus their limited resources on those teams needing more support. In terms of productivity , new information

Designing an Alternate Mission Operations Control Room

NASA Technical Reports Server (NTRS)

Montgomery, Patty; Reeves, A. Scott

2014-01-01

The Huntsville Operations Support Center (HOSC) is a multi-project facility that is responsible for 24x7 real-time International Space Station (ISS) payload operations management, integration, and control and has the capability to support small satellite projects and will provide real-time support for SLS launches. The HOSC is a service-oriented/ highly available operations center for ISS payloads-directly supporting science teams across the world responsible for the payloads. The HOSC is required to endure an annual 2-day power outage event for facility preventive maintenance and safety inspection of the core electro-mechanical systems. While complete system shut-downs are against the grain of a highly available sub-system, the entire facility must be powered down for a weekend for environmental and safety purposes. The consequence of this ground system outage is far reaching: any science performed on ISS during this outage weekend is lost. Engineering efforts were focused to maximize the ISS investment by engineering a suitable solution capable of continuing HOSC services while supporting safety requirements. The HOSC Power Outage Contingency (HPOC) System is a physically diversified compliment of systems capable of providing identified real-time services for the duration of a planned power outage condition from an alternate control room. HPOC was designed to maintain ISS payload operations for approximately three continuous days during planned HOSC power outages and support a local Payload Operations Team, International Partners, as well as remote users from the alternate control room located in another building.

Intelligent resources for satellite ground control operations

NASA Technical Reports Server (NTRS)

Jones, Patricia M.

1994-01-01

This paper describes a cooperative approach to the design of intelligent automation and describes the Mission Operations Cooperative Assistant for NASA Goddard flight operations. The cooperative problem solving approach is being explored currently in the context of providing support for human operator teams and also in the definition of future advanced automation in ground control systems.

Coast to Coast Support of the E-2C Hawkeye using Distributed TSP

DTIC Science & Technology

2008-05-02

Share history of each subgroup and establish a vision f th f t f thi l f d to e u ure or s new y orme eam 3. Establish team operating principles...visits were made by team t th ld k t b d b ild th b id b t th Th ff t NAVAIR Systems/Software Support Center (NSSC) Slide 18 managemen so ey cou now...Success • High quality products from multiple teams delivered on ti d t d tme an cos o no happen in a vacuum • There is a need for common processes

Science sequence design

NASA Technical Reports Server (NTRS)

Koskela, P. E.; Bollman, W. E.; Freeman, J. E.; Helton, M. R.; Reichert, R. J.; Travers, E. S.; Zawacki, S. J.

1973-01-01

The activities of the following members of the Navigation Team are recorded: the Science Sequence Design Group, responsible for preparing the final science sequence designs; the Advanced Sequence Planning Group, responsible for sequence planning; and the Science Recommendation Team (SRT) representatives, responsible for conducting the necessary sequence design interfaces with the teams during the mission. The interface task included science support in both advance planning and daily operations. Science sequences designed during the mission are also discussed.

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

NASA Technical Reports Server (NTRS)

Thronson, Harley; Lester, Dan

2013-01-01

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

National Guard Support to Drug Interdiction.

DTIC Science & Technology

1994-10-28

Passenger Analysis Unit, Sterling, VA Enforcement Branch, Birmingham, AL Inspection Facility, Birmingham, AL JFK Airport Contraband Enforcement Team...Operations, New York, NY JFK Airport Mail Facility Operations, New York, NY Mail Facility, Sterling, VA Office of Enforcement, Jackson, MS Office

Rendezvous, proximity operations and capture quality function deployment report

NASA Technical Reports Server (NTRS)

Lamkin, Stephen L. (Editor)

1991-01-01

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

The Hammer Award is presented to KSC and 45th Space Wing.

NASA Technical Reports Server (NTRS)

1999-01-01

At a special presentation of the Hammer Award in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex, former Apollo astronauts Neil Armstrong (left) and Edwin 'Buzz' Aldrin (second from right) applauded the recipients, Kennedy Space Center and the 45th Space Wing. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Ed Gormel and Chris Fairey, co-chairs of the SEB, accepted the awards for the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base. Armstrong and Aldrin were at KSC to attend a banquet and other activities for the 30th anniversary of the Apollo 11 mission, which landed the first man on the moon.

KSC-99pp0839

NASA Image and Video Library

1999-07-16

At a special presentation of the Hammer Award in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex, former Apollo astronauts Neil Armstrong (left) and Edwin "Buzz" Aldrin (second from right) applauded the recipients, Kennedy Space Center and the 45th Space Wing. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Ed Gormel and Chris Fairey, co-chairs of the SEB, accepted the awards for the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base. Armstrong and Aldrin were at KSC to attend a banquet and other activities for the 30th anniversary of the Apollo 11 mission, which landed the first man on the moon

Mishap Investigation Team (MIT) - Barksdale AFB, Louisiana

NASA Technical Reports Server (NTRS)

Stepaniak, Philip

2005-01-01

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

Product Quality of ESA's Atmospheric-Chemistry Missions

NASA Astrophysics Data System (ADS)

Dehn, Angelika; Bojkov, Bojan; Fehr, Thorsten

2012-11-01

ESA's Atmospheric Chemistry Mission is providing fundamental information for the understanding of atmospheric chemistry processes. The global datasets are supporting climate research, air quality assessments, stratospheric ozone monitoring and many other science areas and operational services.ENVISAT with GOMOS, MIPAS and SCIAMACHY has contributed to a unique data set over a period of 10 years, before its major anomaly in April 2012, leading to the end of the operational part of the mission. GOME, on board ERS-2 has been acquiring data for 16 years, before it's de-commissioning in July 2011.The quality of the corresponding data sets is continuously being improved, also beyond the termination of the satellite's operational phases. This is realised with the support of numerous teams of science experts, evolving the algorithm and calibration baseline and validation teams assessing the resulting upgraded data sets.

WFIRST Science Operations at STScI

NASA Astrophysics Data System (ADS)

Gilbert, Karoline; STScI WFIRST Team

2018-06-01

With sensitivity and resolution comparable the Hubble Space Telescope, and a field of view 100 times larger, the Wide Field Instrument (WFI) on WFIRST will be a powerful survey instrument. STScI will be the Science Operations Center (SOC) for the WFIRST Mission, with additional science support provided by the Infrared Processing and Analysis Center (IPAC) and foreign partners. STScI will schedule and archive all WFIRST observations, calibrate and produce pipeline-reduced data products for imaging with the Wide Field Instrument, support the High Latitude Imaging and Supernova Survey Teams, and support the astronomical community in planning WFI imaging observations and analyzing the data. STScI has developed detailed concepts for WFIRST operations, including a data management system integrating data processing and the archive which will include a novel, cloud-based framework for high-level data processing, providing a common environment accessible to all users (STScI operations, Survey Teams, General Observers, and archival investigators). To aid the astronomical community in examining the capabilities of WFIRST, STScI has built several simulation tools. We describe the functionality of each tool and give examples of its use.

The 2010 Desert Rats Science Operations Test: Outcomes and Lessons Learned

NASA Technical Reports Server (NTRS)

Eppler, D. B.

2011-01-01

The Desert RATS 2010 Team tested a variety of science operations management techniques, applying experience gained during the manned Apollo missions and the robotic Mars missions. This test assessed integrated science operations management of human planetary exploration using real-time, tactical science operations to oversee daily crew science activities, and a night shift strategic science operations team to conduct strategic level assessment of science data and daily traverse results. In addition, an attempt was made to collect numerical metric data on the outcome of the science operations to assist test evaluation. The two most important outcomes were 1) the production of significant (almost overwhelming) volume of data produced during daily traverse operations with two rovers, advanced imaging systems and well trained, scientifically proficient crew-members, and 2) the degree to which the tactical team s interaction with the surface crew enhanced science return. This interaction depended on continuous real-time voice and data communications, and the quality of science return from any human planetary exploration mission will be based strongly on the aggregate interaction between a well trained surface crew and a dedicated science operations support team using voice and imaging data from a planet s surface. In addition, the scientific insight developed by both the science operations team and the crews could not be measurable by simple numerical quantities, and its value will be missed by a purely metric-based evaluation of test outcome. In particular, failure to recognize the critical importance of this qualitative type interaction may result in mission architecture choices that will reduce science return.

Technology evaluation, assessment, modeling, and simulation: the TEAMS capability

NASA Astrophysics Data System (ADS)

Holland, Orgal T.; Stiegler, Robert L.

1998-08-01

The United States Marine Corps' Technology Evaluation, Assessment, Modeling and Simulation (TEAMS) capability, located at the Naval Surface Warfare Center in Dahlgren Virginia, provides an environment for detailed test, evaluation, and assessment of live and simulated sensor and sensor-to-shooter systems for the joint warfare community. Frequent use of modeling and simulation allows for cost effective testing, bench-marking, and evaluation of various levels of sensors and sensor-to-shooter engagements. Interconnectivity to live, instrumented equipment operating in real battle space environments and to remote modeling and simulation facilities participating in advanced distributed simulations (ADS) exercises is available to support a wide- range of situational assessment requirements. TEAMS provides a valuable resource for a variety of users. Engineers, analysts, and other technology developers can use TEAMS to evaluate, assess and analyze tactical relevant phenomenological data on tactical situations. Expeditionary warfare and USMC concept developers can use the facility to support and execute advanced warfighting experiments (AWE) to better assess operational maneuver from the sea (OMFTS) concepts, doctrines, and technology developments. Developers can use the facility to support sensor system hardware, software and algorithm development as well as combat development, acquisition, and engineering processes. Test and evaluation specialists can use the facility to plan, assess, and augment their processes. This paper presents an overview of the TEAMS capability and focuses specifically on the technical challenges associated with the integration of live sensor hardware into a synthetic environment and how those challenges are being met. Existing sensors, recent experiments and facility specifications are featured.

From Prime to Extended Mission: Evolution of the MER Tactical Uplink Process

NASA Technical Reports Server (NTRS)

Mishkin, Andrew H.; Laubach, Sharon

2006-01-01

To support a 90-day surface mission for two robotic rovers, the Mars Exploration Rover mission designed and implemented an intensive tactical operations process, enabling daily commanding of each rover. Using a combination of new processes, custom software tools, a Mars-time staffing schedule, and seven-day-a-week operations, the MER team was able to compress the traditional weeks-long command-turnaround for a deep space robotic mission to about 18 hours. However, the pace of this process was never intended to be continued indefinitely. Even before the end of the three-month prime mission, MER operations began evolving towards greater sustainability. A combination of continued software tool development, increasing team experience, and availability of reusable sequences first reduced the mean process duration to approximately 11 hours. The number of workshifts required to perform the process dropped, and the team returned to a modified 'Earth-time' schedule. Additional process and tool adaptation eventually provided the option of planning multiple Martian days of activity within a single workshift, making 5-day-a-week operations possible. The vast majority of the science team returned to their home institutions, continuing to participate fully in the tactical operations process remotely. MER has continued to operate for over two Earth-years as many of its key personnel have moved on to other projects, the operations team and budget have shrunk, and the rovers have begun to exhibit symptoms of aging.

The critical care air transport program.

PubMed

Beninati, William; Meyer, Michael T; Carter, Todd E

2008-07-01

The critical care air transport team program is a component of the U.S. Air Force Aeromedical Evacuation system. A critical care air transport team consists of a critical care physician, critical care nurse, and respiratory therapist along with the supplies and equipment to operate a portable intensive care unit within a cargo aircraft. This capability was developed to support rapidly mobile surgical teams with high capability for damage control resuscitation and limited capacity for postresuscitation care. The critical care air transport team permits rapid evacuation of stabilizing casualties to a higher level of care. The aeromedical environment presents important challenges for the delivery of critical care. All equipment must be tested for safety and effectiveness in this environment before use in flight. The team members must integrate the current standards of care with the limitation imposed by stresses of flight on their patient. The critical care air transport team capability has been used successfully in a range of settings from transport within the United States, to disaster response, to support of casualties in combat.

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

DTIC Science & Technology

1991-10-01

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

International Space Station Payload Operations Integration

NASA Technical Reports Server (NTRS)

Fanske, Elizabeth Anne

2011-01-01

The Payload Operations Integrator (POINT) plays an integral part in the Certification of Flight Readiness process for the Mission Operations Laboratory and the Payload Operations Integration Function that supports International Space Station Payload operations. The POINTs operate in support of the POIF Payload Operations Manager to bring together and integrate the Certification of Flight Readiness inputs from various MOL teams through maintaining an open work tracking log. The POINTs create monthly metrics for current and future payloads that the Payload Operations Integration Function supports. With these tools, the POINTs assemble the Certification of Flight Readiness package before a given flight, stating that the Mission Operations Laboratory is prepared to support it. I have prepared metrics for Increment 29/30, maintained the Open Work Tracking Logs for Flights ULF6 (STS-134) and ULF7 (STS-135), and submitted the Mission Operations Laboratory Certification of Flight Readiness package for Flight 44P to the Mission Operations Directorate (MOD/OZ).

Ensuring U.S. Air Force Operations During Cyber Attacks Against Combat Support Systems: Guidance for Where to Focus Mitigation Efforts

DTIC Science & Technology

2015-01-01

York: Oxford University Press, 2013, pp. 196–201. 11 See, for example: Verizon RISK Team, 2013 Data Breach Investigations Report, Verizon, 2013; David...doctrine/new_pubs/jp1_02.pdf Verizon RISK Team, 2013 Data Breach Investigations Report, Verizon, 2013. As of December 29, 2013: http

The Fetal Care Team: Care for Pregnant Women Carrying a Fetus with a Serious Diagnosis.

PubMed

Loyet, Margaret; McLean, Amy; Graham, Karen; Antoine, Cheryl; Fossick, Kathy

Women carrying a fetus with a suspected or known fetal anomaly have complex needs such as emotional and informational support and help with the logistical aspects of arranging care and treatment from numerous specialists. IMPROVEMENT IN QUALITY OF CARE FOR WOMEN CARRYING A FETUS WITH A SUSPECTED OR KNOWN FETAL ANOMALY:: Our fetal care team was initiated in 2012 to meet the needs of this high-risk pregnant population. The fetal care team nurse coordinator supports the woman and her family through all aspects of care during the pregnancy and neonatal period including scheduling appointments with multiple specialists, being there with her as a support person, keeping her updated, making sure she has accurate information about the fetal diagnosis, and helping her to navigate the complex healthcare system. Since the program was started, the number of women enrolled has nearly doubled. Women overwhelmingly are satisfied with the various services and care provided by the nurse coordinators and believe the fetal care team has value for them. We present the development and operations of our fetal care team with a focus on the role of the fetal care team nurse coordinator.

Overcoming obstacles to establish a multidisciplinary team approach to hepatobiliary diseases: a working model in a Caribbean setting.

PubMed

Cawich, Shamir O; Johnson, Peter B; Shah, Sundeep; Roberts, Patrick; Arthurs, Milton; Murphy, Trevor; Bonadie, Kimon O; Crandon, Ivor W; Harding, Hyacinth E; Abu Hilal, Mohammed; Pearce, Neil W

2014-01-01

By providing a structured forum to exchange information and ideas, multidisciplinary team meetings improve working relationships, expedite investigations, promote evidence-based treatment, and ultimately improve clinical outcomes. This discursive paper reports the introduction of a multidisciplinary team approach to manage hepatobiliary diseases in Jamaica, focusing on the challenges encountered and the methods used to overcome these obstacles. Despite multiple challenges in resource-limited environments, a multidisciplinary team approach can be incorporated into clinical practice in developing nations. Policy makers should make it a priority to support clinical, operational, and governance aspects of the multidisciplinary teams.

The Evolution of Extravehicular Activity Operations to Lunar Exploration Based on Operational Lessons Learned During 2009 NASA Desert RATS Field Testing

NASA Technical Reports Server (NTRS)

Bell, Ernest R., Jr.; Welsh, Daren; Coan, Dave; Johnson, Kieth; Ney, Zane; McDaniel, Randall; Looper, Chris; Guirgis, Peggy

2010-01-01

This paper will present options to evolutionary changes in several philosophical areas of extravehicular activity (EVA) operations. These areas will include single person verses team EVAs; various loss of communications scenarios (with Mission Control, between suited crew, suited crew to rover crew, and rover crew A to rover crew B); EVA termination and abort time requirements; incapacitated crew ingress time requirements; autonomous crew operations during loss of signal periods including crew decisions on EVA execution (including decision for single verses team EVA). Additionally, suggestions as to the evolution of the make-up of the EVA flight control team from the current standard will be presented. With respect to the flight control team, the major areas of EVA flight control, EVA Systems and EVA Tasks, will be reviewed, and suggested evolutions of each will be presented. Currently both areas receive real-time information, and provide immediate feedback during EVAs as well as spacesuit (extravehicular mobility unit - EMU) maintenance and servicing periods. With respect to the tasks being performed, either EMU servicing and maintenance, or the specific EVA tasks, daily revising of plans will need to be able to be smoothly implemented to account for unforeseen situations and findings. Many of the presented ideas are a result of lessons learned by the NASA Johnson Space Center Mission Operations Directorate operations team support during the 2009 NASA Desert Research and Technology Studies (Desert RATS). It is important that the philosophy of both EVA crew operations and flight control be examined now, so that, where required, adjustments can be made to a next generation EMU and EVA equipment that will complement the anticipated needs of both the EVA flight control team and the crews.

Mars Observer screen display design for a multimission environment

NASA Technical Reports Server (NTRS)

Chafin, Roy L.

1993-01-01

The Multi Mission Control Team (MMCT) is responsible for support to real time operations of the Mars Observer Mission. The team has the responsibility for monitoring the ground data system for the integrity of the telemetry and command data links. It also supports the Mars Observers Spacecraft Team in monitoring spacecraft events. The Data Monitor and Display subsystem (DMD) workstation provides the data interface with the ground data system. DMD workstation displays were developed to support the Mission Controllers in accomplishing their assigned tasks for supporting the Mars Observer mission. The display design concepts that were used in the Mar Observer MMCT displays to minimize the cognitive demands on the controllers and enhance the MMCT operations were presented. The Data Monitor and Display subsystem (DMD) is the controllers window into the spacecraft and the ground data system. The DMD is a workstation that provides a variety of formatted data displays to the controller. The displays present both spacecraft telemetry data and ground system monitor data. Some displays are preplanned and developed prior to the operations in which they are used. These are called fixed displays and are quite versatile in format and content. Other displays and plots can be created in real time. These displays have limited formats but flexibility in content. These are called list or message displays. They can be rapidly generated by the controller as needed. The MMCT display repertoire provides a mix of displays appropriate to the needs of the MMCT controllers.

New Human-Computer Interface Concepts for Mission Operations

NASA Technical Reports Server (NTRS)

Fox, Jeffrey A.; Hoxie, Mary Sue; Gillen, Dave; Parkinson, Christopher; Breed, Julie; Nickens, Stephanie; Baitinger, Mick

2000-01-01

The current climate of budget cuts has forced the space mission operations community to reconsider how it does business. Gone are the days of building one-of-kind control centers with teams of controllers working in shifts 24 hours per day, 7 days per week. Increasingly, automation is used to significantly reduce staffing needs. In some cases, missions are moving towards lights-out operations where the ground system is run semi-autonomously. On-call operators are brought in only to resolve anomalies. Some operations concepts also call for smaller operations teams to manage an entire family of spacecraft. In the not too distant future, a skeleton crew of full-time general knowledge operators will oversee the operations of large constellations of small spacecraft, while geographically distributed specialists will be assigned to emergency response teams based on their expertise. As the operations paradigms change, so too must the tools to support the mission operations team's tasks. Tools need to be built not only to automate routine tasks, but also to communicate varying types of information to the part-time, generalist, or on-call operators and specialists more effectively. Thus, the proper design of a system's user-system interface (USI) becomes even more importance than before. Also, because the users will be accessing these systems from various locations (e.g., control center, home, on the road) via different devices with varying display capabilities (e.g., workstations, home PCs, PDAS, pagers) over connections with various bandwidths (e.g., dial-up 56k, wireless 9.6k), the same software must have different USIs to support the different types of users, their equipment, and their environments. In other words, the software must now adapt to the needs of the users! This paper will focus on the needs and the challenges of designing USIs for mission operations. After providing a general discussion of these challenges, the paper will focus on the current efforts of creatin(y an effective USI for one specific suite of tools, SERS (The Spacecraft Emergency Response System), which has been built to enable lights-out operations. SERS is a Web-based collaborative environment that enables secure distributed fault management.

Orion's Neutral Buoyancy Lab (NBL) Activities

NASA Image and Video Library

2016-09-21

Tim Goddard, center, NASA Open Water Recovery Operations director, briefs U.S. Navy divers, Air Force pararescuemen and Coast Guard rescue swimmers during training in the Neutral Buoyancy Laboratory at NASA’s Johnson Space Center in Houston. The group will practice Orion underway recovery techniques using a test version of the Orion spacecraft. Training will help the team prepare for Underway Recovery Test 5 for Exploration Mission 1 aboard the USS San Diego in the Pacific Ocean off the coast of California in October. The Ground Systems Development and Operations Program, along with the U.S. Navy and Lockheed Martin, are preparing the recovery team, hardware and operations to support EM-1 recovery.

Red gaming in support of the war on terrorism : Sandia Red Game report.

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

Moore, Judy Hennessey; Whitley, John B.; Craft, Richard Layne, II

2004-02-01

The Advanced Concepts Group (ACG) at Sandia National Laboratories is exploring the use of Red Teaming to help intelligence analysts with two key processes: determining what a piece or pieces of information might imply and deciding what other pieces of information need to be found to support or refute hypotheses about what actions a suspected terrorist organization might be pursuing. In support of this effort, the ACG hosted a terrorism red gaming event in Albuquerque on July 22-24, 2003. The game involved two 'red teams' playing the roles of two terrorist cells - one focused on implementing an RDD attackmore » on the DC subway system and one focused on a bio attack against the same target - and two 'black teams' playing the role of the intelligence collection system and of intelligence analysts trying to decide what plans the red teams might be pursuing. This exercise successfully engaged human experts to seed a proposed compute engine with detailed operational plans for hypothetical terrorist scenarios.« less

Remote science support during MARS2013: testing a map-based system of data processing and utilization for future long-duration planetary missions.

PubMed

Losiak, Anna; Gołębiowska, Izabela; Orgel, Csilla; Moser, Linda; MacArthur, Jane; Boyd, Andrea; Hettrich, Sebastian; Jones, Natalie; Groemer, Gernot

2014-05-01

MARS2013 was an integrated Mars analog field simulation in eastern Morocco performed by the Austrian Space Forum between February 1 and 28, 2013. The purpose of this paper is to discuss the system of data processing and utilization adopted by the Remote Science Support (RSS) team during this mission. The RSS team procedures were designed to optimize operational efficiency of the Flightplan, field crew, and RSS teams during a long-term analog mission with an introduced 10 min time delay in communication between "Mars" and Earth. The RSS workflow was centered on a single-file, easy-to-use, spatially referenced database that included all the basic information about the conditions at the site of study, as well as all previous and planned activities. This database was prepared in Google Earth software. The lessons learned from MARS2013 RSS team operations are as follows: (1) using a spatially referenced database is an efficient way of data processing and data utilization in a long-term analog mission with a large amount of data to be handled, (2) mission planning based on iterations can be efficiently supported by preparing suitability maps, (3) the process of designing cartographical products should start early in the planning stages of a mission and involve representatives of all teams, (4) all team members should be trained in usage of cartographical products, (5) technical problems (e.g., usage of a geological map while wearing a space suit) should be taken into account when planning a work flow for geological exploration, (6) a system that helps the astronauts to efficiently orient themselves in the field should be designed as part of future analog studies.

Factors Influencing Team Behaviors in Surgery: A Qualitative Study to Inform Teamwork Interventions.

PubMed

Aveling, Emma-Louise; Stone, Juliana; Sundt, Thoralf; Wright, Cameron; Gino, Francesca; Singer, Sara

2018-07-01

Surgical excellence demands teamwork. Poor team behaviors negatively affect team performance and are associated with adverse events and worse outcomes. Interventions to improve surgical teamwork focusing on frontline team members' nontechnical skills have proliferated but shown mixed results. Literature on teamwork in organizations suggests that team behaviors are also contingent on psychosocial, cultural, and organizational factors. This study examined factors influencing surgical team behaviors to inform more contextually sensitive and effective approaches to optimizing surgical teamwork. This qualitative study of cardiac surgical teams in a large United States teaching hospital included 34 semistructured interviews. Thematic network analysis was used to examine perceptions of ideal teamwork and factors influencing team behaviors in the operating room. Perceptions of ideal teamwork were largely shared, but team members held discrepant views of which team and leadership behaviors enhanced or undermined teamwork. Other factors affecting team behaviors were related to the local organizational culture, including management of staff behavior, variable case demands, and team members' technical competence, and fitness of organizational structures and processes to support teamwork. These factors affected perceptions of what constituted optimal interpersonal and team behaviors in the operating room. Team behaviors are contextually contingent and organizationally determined, and beliefs about optimal behaviors are not necessarily shared. Interventions to optimize surgical teamwork require establishing consensus regarding best practice, ability to adapt as circumstances require, and organizational commitment to addressing contextual factors that affect teams. Copyright © 2018 The Society of Thoracic Surgeons. Published by Elsevier Inc. All rights reserved.

Supervising and Controlling Unmanned Systems: A Multi-Phase Study with Subject Matter Experts

PubMed Central

Porat, Talya; Oron-Gilad, Tal; Rottem-Hovev, Michal; Silbiger, Jacob

2016-01-01

Proliferation in the use of Unmanned Aerial Systems (UASs) in civil and military operations has presented a multitude of human factors challenges; from how to bridge the gap between demand and availability of trained operators, to how to organize and present data in meaningful ways. Utilizing the Design Research Methodology (DRM), a series of closely related studies with subject matter experts (SMEs) demonstrate how the focus of research gradually shifted from “how many systems can a single operator control” to “how to distribute missions among operators and systems in an efficient way”. The first set of studies aimed to explore the modal number, i.e., how many systems can a single operator supervise and control. It was found that an experienced operator can supervise up to 15 UASs efficiently using moderate levels of automation, and control (mission and payload management) up to three systems. Once this limit was reached, a single operator's performance was compared to a team controlling the same number of systems. In general, teams led to better performances. Hence, shifting design efforts toward developing tools that support teamwork environments of multiple operators with multiple UASs (MOMU). In MOMU settings, when the tasks are similar or when areas of interest overlap, one operator seems to have an advantage over a team who needs to collaborate and coordinate. However, in all other cases, a team was advantageous over a single operator. Other findings and implications, as well as future directions for research are discussed. PMID:27252662

Desert RATS 2011: Near-Earth Asteroid Human Exploration Operations

NASA Technical Reports Server (NTRS)

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

2012-01-01

The Desert Research and Technology Studies (D-RATS) 2011 field test involved the planning and execution of a series of exploration scenarios under operational conditions similar to those that would be expected during a human exploration mission to a near-Earth asteroid (NEA). The focus was on understanding the operations tempo during simulated NEA exploration and the implications of communications latency and limited data bandwidth. Anchoring technologies and sampling techniques were not evaluated due to the immaturity of those technologies and the inability to meaningfully test them at D-RATS. Reduced gravity analogs and simulations are being used to fully evaluate Multi-Mission Space Exploration Vehicle (MMSEV) and extravehicular (EVA) operations and interactions in near-weightlessness at a NEA as part of NASA s integrated analogs program. Hypotheses were tested by planning and performing a series of 1-day simulated exploration excursions comparing test conditions all of which involved a single Deep Space Habitat (DSH) and either zero, one, or two MMSEVs; three or four crewmembers; one of two different communications bandwidths; and a 100-second roundtrip communications latency between the field site and Houston. Excursions were executed at the Black Point Lava Flow test site with a Mission Control Center and Science Support Room at Johnson Space Center (JSC) being operated with 100-second roundtrip communication latency to the field. Crews were composed of astronauts and professional field geologists and teams of Mission Operations, Science, and Education & Public Outreach (EPO) experts also supported the mission simulations each day. Data were collected separately from the Crew, Mission Operations, Science, and EPO teams to assess the test conditions from multiple perspectives. For the operations tested, data indicates practically significant benefits may be realized by including at least one MMSEV and by including 4 versus 3 crewmembers in the NEA exploration architecture as measured by increased Scientific Data Quality, EVA Exploration Time, Capability Assessment Ratings, and Overall Acceptability ratings by Crew, Mission Operations, Science, and Education & Public Outreach teams. A combination of text and voice was used to effectively communicate over the 100-second roundtrip communications latency and increased communication bandwidth yielded a small but practically significant improvement in Overall Acceptability as rated by the Science team, although the impact of bandwidth on scientific strategic planning was not assessed. No effect of increased bandwidth was observed with respect to Crew, Mission Operations, or EPO team ratings of Overall Acceptability.

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

NASA Technical Reports Server (NTRS)

Cook, Beth

1993-01-01

NOET is a NASA-wide team which supports the research and development community by sharing information both in person and via a computerized network, assisting in specification and standard revisions, developing cleaner propulsion systems, and exploring environmentally compliant alternatives to current processes. NOET's structure, dissemination of materials, electronic information, EPA compliance, specifications and standards, and environmental research and development are discussed.

KSC-2011-7245

NASA Image and Video Library

2011-10-04

CAPE CANAVERAL, Fla. -- NASA managers at NASA's Kennedy Space Center in Florida show off the Florida Project of the Year trophies that the crawlerway system evaluation team received from the American Society of Civil Engineers (ASCE). From left are Michael Benik, director of Center Operations; Pepper Phillips, manager of the 21st Century Ground Systems Program Office; and Russell Romanella, associate director for Engineering and Technical Operations. The Cape Canaveral branch of the ASCE nominated the team for its project, the Crawlerway Evaluation to Support a Heavy-Lift Program. The crawlerway is a 130-foot-wide, specialty-built roadway between Kennedy's Vehicle Assembly Building (VAB), where rockets and spacecraft are prepared for flight, and Launch Pad 39A and 39B. The team's more than two-year evaluation confirmed the crawlerway system would be able to support the weight of moving the agency's future heavy-lift rockets and potential commercial vehicles from the VAB to the launch pads. The award honors the team's outstanding engineering efforts in research, design, construction and management, recognizing the complexity of multi-agency coordination and cost-effective engineering advances. For more information on the American Society of Civil Engineers, visit: http://www.asce.org. Photo credit: NASA/Kim Shiflett

Breaking new ground for remote sensing in support of disaster relief efforts: Detecting and pinpointing earthquake damage in near real-time (El Salvador, January 2001)

NASA Astrophysics Data System (ADS)

Nezry, Edmond; Romeijn, Paul P.; Sarti, Francesco; Inglada, Jordi; Zagolski, Francis; Yakam-Simen, Francis

2002-01-01

On January 13th 2001, a very strong earthquake struck El-Salvador, causing almost 1000 deaths and huge destruction, leaving more than one million people homeless. As support to the rescue teams, a project was initiated to provide up-to date maps and to identify damages to housing and infrastructures, covering the whole country. Based on the analysis of SPOT Panchromatic satellite imagery, updated maps were delivered to the rescue teams within 72 hours after the earthquake. In addition, during the 10 days following the earthquake, high resolution mapping of the damages was carried out in cooperation and coordination with rescue teams and relief organizations. Some areas of particular interest were even processed and damage maps delivered through the Internet, three hours after the request. For the first time in the history of spaceborne Earth observation, identification and evaluation of the damages were delivered on-site, in real-time (during the interventions), to local authorities, rescue teams and humanitarian organizations. In this operation, operating 24 hours a day and technical ability were the keys for success and contributed to saving lives.

Analysis of Maritime Support Vessels and Acquisition Methods Utilized to Support Maritime Irregular Warfare

DTIC Science & Technology

2010-06-01

1 identifies five fundamental IW operations as they relate to the maritime environment and domain. Maritime IrregularWarfare Activities...they relate to MIW. Figure 2 identifies five fundamental IW operations as they relate to the maritime environment and domain. Maritime...meter RHIB is designed for the insertion and extraction of SEAL Team personnel. It is a twin- turbocharged diesel engine, waterjet-propelled personnel

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

NASA Technical Reports Server (NTRS)

Cook, Beth

1993-01-01

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

Medical support to Sri Lanka in the wake of tsunamis: planning considerations and lessons learned.

PubMed

Lane, David A

2006-10-01

When massive tsunamis affected the coast of Sri Lanka and other Indian Ocean littorals, elements of the Third Force Service Support Group and assigned Navy, Air Force, Army, and Coast Guard units from the U.S. Pacific Command were "task organized" to form Combined Support Group-Sri Lanka (CSG-SL), charged to conduct humanitarian assistance/disaster relief (HA/DR) operations. The specific mission was to provide immediate relief to the affected population of Sri Lanka and the Maldives, to minimize loss of life, and to mitigate human suffering. A 30-person health care team deployed to the northern province of Jaffna and provided medical assistance to that chronically underserved and acutely overstressed region. For a 12-day period, the team served as the principal medical staff of an under-resourced government hospital and conducted mobile primary care clinics at nearby welfare camps housing > 7,000 internally displaced persons made homeless by the tsunamis. By every measurable standard, CSG-SL accomplished its assigned HA/DR task in Sri Lanka, including the medical mission. In doing so, the medical team learned many important lessons, including five of particular value to planners of similar relief operations in the future. This article discusses the context in which CSG-SL planned and executed the medical aspects of its HA/DR operations in Sri Lanka, and it describes the most significant medical lessons learned.

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

NASA Technical Reports Server (NTRS)

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

2017-01-01

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

Code Blue Emergencies: A Team Task Analysis and Educational Initiative.

PubMed

Price, James W; Applegarth, Oliver; Vu, Mark; Price, John R

2012-01-01

The objective of this study was to identify factors that have a positive or negative influence on resuscitation team performance during emergencies in the operating room (OR) and post-operative recovery unit (PAR) at a major Canadian teaching hospital. This information was then used to implement a team training program for code blue emergencies. In 2009/10, all OR and PAR nurses and 19 anesthesiologists at Vancouver General Hospital (VGH) were invited to complete an anonymous, 10 minute written questionnaire regarding their code blue experience. Survey questions were devised by 10 recovery room and operation room nurses as well as 5 anesthesiologists representing 4 different hospitals in British Columbia. Three iterations of the survey were reviewed by a pilot group of nurses and anesthesiologists and their feedback was integrated into the final version of the survey. Both nursing staff (n = 49) and anesthesiologists (n = 19) supported code blue training and believed that team training would improve patient outcome. Nurses noted that it was often difficult to identify the leader of the resuscitation team. Both nursing staff and anesthesiologists strongly agreed that too many people attending the code blue with no assigned role hindered team performance. Identifiable leadership and clear communication of roles were identified as keys to resuscitation team functioning. Decreasing the number of people attending code blue emergencies with no specific role, increased access to mock code blue training, and debriefing after crises were all identified as areas requiring improvement. Initial team training exercises have been well received by staff.

How to Do Science From an Engineering Organization

NASA Technical Reports Server (NTRS)

Suggs, Robert M.

2003-01-01

MSFC's Space Environments Team performs engineering support for a number of NASA spaceflight projects by defining the space environment, developing design requirements, supporting the design process, and supporting operations. Examples of this type of support are given including meteoroid environment work for the Jovian Icy Moon Orbiter mission, ionizing radiation support for the Chandra X-Ray Observatory, and astronomicaVgeophysica1 observation planning for International Space Station.

KSC-2014-4219

NASA Image and Video Library

2014-09-25

CAPE CANAVERAL, Fla. -- At NASA's Kennedy Space Center in Florida, Mike Tillema, chief of Flight Operations in the Operations Support Division of NASA Center Operations, center, discusses plans for a training session to practice use of a Bambi Bucket in honing firefighting techniques. Bill Martin, a URS Federal Technical Services pilot in NASA Flight Operations, is on the left, with crew chief Mark Smith, also of URS. Firefighters respond to wildfires with teams on the ground and in the air. The most up-to-date tools include helicopters that use Bambi Buckets large quantities of water. NASA Flight Operations teams are training to perfect the skills needed to ensure they are ready to use tools, such as the Bambi Bucket, in the event of an out-of-control blaze at the spaceport. Photo credit: NASA/Frankie Martin

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

NASA Technical Reports Server (NTRS)

Khan, Ahmed

2010-01-01

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

Implementation of team training in medical education in Denmark

PubMed Central

Ostergaard, H; Ostergaard, D; Lippert, A

2004-01-01

In the field of medicine, team training aiming at improving team skills such as leadership, communication, co-operation, and followership at the individual and the team level seems to reduce risk of serious events and therefore increase patient safety. The preferred educational method for this type of training is simulation. Team training is not, however, used routinely in the hospital. In this paper, we describe a framework for the development of a team training course based on need assessment, learning objectives, educational methods including full-scale simulation and evaluations strategies. The use of this framework is illustrated by the present multiprofessional team training in advanced cardiac life support, trauma team training and neonatal resuscitation in Denmark. The challenges of addressing all aspects of team skills, the education of the facilitators, and establishment of evaluation strategies to document the effect of the different types of training on patient safety are discussed. PMID:15465962

Implementation of team training in medical education in Denmark.

PubMed

Østergaard, H T; Østergaard, D; Lippert, A

2004-10-01

In the field of medicine, team training aiming at improving team skills such as leadership, communication, co-operation, and followership at the individual and the team level seems to reduce risk of serious events and therefore increase patient safety. The preferred educational method for this type of training is simulation. Team training is not, however, used routinely in the hospital. In this paper, we describe a framework for the development of a team training course based on need assessment, learning objectives, educational methods including full-scale simulation and evaluations strategies. The use of this framework is illustrated by the present multiprofessional team training in advanced cardiac life support, trauma team training and neonatal resuscitation in Denmark. The challenges of addressing all aspects of team skills, the education of the facilitators, and establishment of evaluation strategies to document the effect of the different types of training on patient safety are discussed.

Implementation of team training in medical education in Denmark.

PubMed

Østergaard, H T; Østergaard, D; Lippert, A

2008-10-01

In the field of medicine, team training aiming at improving team skills such as leadership, communication, co-operation, and followership at the individual and the team level seems to reduce risk of serious events and therefore increase patient safety. The preferred educational method for this type of training is simulation. Team training is not, however, used routinely in the hospital. In this paper, we describe a framework for the development of a team training course based on need assessment, learning objectives, educational methods including full-scale simulation and evaluations strategies. The use of this framework is illustrated by the present multiprofessional team training in advanced cardiac life support, trauma team training and neonatal resuscitation in Denmark. The challenges of addressing all aspects of team skills, the education of the facilitators, and establishment of evaluation strategies to document the effect of the different types of training on patient safety are discussed.

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

PubMed

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

2016-09-01

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

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

PubMed

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

2016-01-01

The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards and transformational (team-oriented) leaders inspire performance beyond expectations. We videorecorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (Multifactor Leadership Questionnaire) was correlated with surgeon behavior (Surgical Leadership Inventory) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. All surgeons scored similarly on transactional leadership (range 2.38 to 2.69), but varied more widely on transformational leadership (range 1.98 to 3.60). Each 1-point increase in transformational score corresponded to 3 times more information-sharing behaviors (p < 0.0001) and 5.4 times more voice behaviors (p = 0.0005) among the team. With each 1-point increase in transformational score, leaders displayed 10 times more supportive behaviors (p < 0.0001) and displayed poor behaviors 12.5 times less frequently (p < 0.0001). Excerpts of representative dialogue are included for illustration. We provide a framework for evaluating surgeons' leadership and its impact on team performance in the operating room. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development, therefore, has the potential to improve the efficiency and safety of operative care. Copyright © 2016 American College of Surgeons. Published by Elsevier Inc. All rights reserved.

NASA Johnson Space Center Aircraft Operations Division

NASA Technical Reports Server (NTRS)

Bakalyar, John A.

2018-01-01

This presentation provides a high-level overview of JSC aircraft and missions. The capabilities, including previous missions and support team, for the Super Guppy Transport (SGT) aircraft are highlighted.

Bridging the Gap: Extending the Life of Marine Corps F/A-18 Hornets

DTIC Science & Technology

2011-04-28

Flight Support Team Fatigue Usage Index Full Up System Level High Flight Hours Initial Operational Capability Initial Operational Test and Evaluation...SLMP SRA STOVL TAT TMS T&R TRAP VMFAT WRA Naval Aviation Enterprise Naval Air Systems Command Naval Inventory Control Point Operational ...suggestions for reducing this burden Ia Washingl!ln Headquarters Service, Directorate for Information Operations and Reports, 1215 Jefferson Davis

Photo-realistic Terrain Modeling and Visualization for Mars Exploration Rover Science Operations

NASA Technical Reports Server (NTRS)

Edwards, Laurence; Sims, Michael; Kunz, Clayton; Lees, David; Bowman, Judd

2005-01-01

Modern NASA planetary exploration missions employ complex systems of hardware and software managed by large teams of. engineers and scientists in order to study remote environments. The most complex and successful of these recent projects is the Mars Exploration Rover mission. The Computational Sciences Division at NASA Ames Research Center delivered a 30 visualization program, Viz, to the MER mission that provides an immersive, interactive environment for science analysis of the remote planetary surface. In addition, Ames provided the Athena Science Team with high-quality terrain reconstructions generated with the Ames Stereo-pipeline. The on-site support team for these software systems responded to unanticipated opportunities to generate 30 terrain models during the primary MER mission. This paper describes Viz, the Stereo-pipeline, and the experiences of the on-site team supporting the scientists at JPL during the primary MER mission.

Establishment of CDC Global Rapid Response Team to Ensure Global Health Security.

PubMed

Stehling-Ariza, Tasha; Lefevre, Adrienne; Calles, Dinorah; Djawe, Kpandja; Garfield, Richard; Gerber, Michael; Ghiselli, Margherita; Giese, Coralie; Greiner, Ashley L; Hoffman, Adela; Miller, Leigh Ann; Moorhouse, Lisa; Navarro-Colorado, Carlos; Walsh, James; Bugli, Dante; Shahpar, Cyrus

2017-12-01

The 2014-2016 Ebola virus disease epidemic in West Africa highlighted challenges faced by the global response to a large public health emergency. Consequently, the US Centers for Disease Control and Prevention established the Global Rapid Response Team (GRRT) to strengthen emergency response capacity to global health threats, thereby ensuring global health security. Dedicated GRRT staff can be rapidly mobilized for extended missions, improving partner coordination and the continuity of response operations. A large, agencywide roster of surge staff enables rapid mobilization of qualified responders with wide-ranging experience and expertise. Team members are offered emergency response training, technical training, foreign language training, and responder readiness support. Recent response missions illustrate the breadth of support the team provides. GRRT serves as a model for other countries and is committed to strengthening emergency response capacity to respond to outbreaks and emergencies worldwide, thereby enhancing global health security.

Attitudes to teamwork and safety among Italian surgeons and operating room nurses.

PubMed

Prati, Gabriele; Pietrantoni, Luca

2014-01-01

Previous studies have shown that surgical team members' attitudes about safety and teamwork in the operating theatre may play a role in patient safety. The aim of this study was to assess attitudes about teamwork and safety among Italian surgeons and operating room nurses. Fifty-five surgeons and 48 operating room nurses working in operating theatres at one hospital in Italy completed the Operating Room Management Attitudes Questionnaire (ORMAQ). Results showed several discrepancies in attitudes about teamwork and safety between surgeons and operating room nurses. Surgeons had more positive views on the quality of surgical leadership, communication, teamwork, and organizational climate in the theatre than operating room nurses. Operating room nurses reported that safety rules and procedures were more frequently disregarded than the surgeons. The results are only partially aligned with previous ORMAQ surveys of surgical teams in other countries. The differences emphasize the influence of national culture, as well as the particular healthcare system. This study shows discrepancies on many aspects in attitudes to teamwork and safety between surgeons and operating room nurses. The findings support implementation and use of team interventions and human factor training. Finally, attitude surveys provide a method for assessing safety culture in surgery, for evaluating the effectiveness of training initiatives, and for collecting data for a hospital's quality assurance programme.

Resistance is Futile: STScI's Science Planning and Scheduling Team Switches From VMS to Unix Operations

NASA Astrophysics Data System (ADS)

Adler, D. S.

2000-12-01

The Science Planning and Scheduling Team (SPST) of the Space Telescope Science Institute (STScI) has historically operated exclusively under VMS. Due to diminished support for VMS-based platforms at STScI, SPST is in the process of transitioning to Unix operations. In the summer of 1999, SPST selected Python as the primary scripting language for the operational tools and began translation of the VMS DCL code. As of October 2000, SPST has installed a utility library of 16 modules consisting of 8000 lines of code and 80 Python tools consisting of 13000 lines of code. All tasks related to calendar generation have been switched to Unix operations. Current work focuses on translating the tools used to generate the Science Mission Specifications (SMS). The software required to generate the Mission Schedule and Command Loads (PASS), maintained by another team at STScI, will take longer to translate than the rest of the SPST operational code. SPST is planning on creating tools to access PASS from Unix in the short term. We are on schedule to complete the work needed to fully transition SPST to Unix operations (while remotely accessing PASS on VMS) by the fall of 2001.

Design and implementation of an inter-agency, multi-mission space flight operations network interface

NASA Technical Reports Server (NTRS)

Byrne, R.; Scharf, M.; Doan, D.; Liu, J.; Willems, A.

2004-01-01

An advanced network interface was designed and implemented by a team from the Jet Propulsion Lab with support from the European Space Operations Center. This poster shows the requirements for the interface, the design, the topology, the testing and lessons learned from the whole implementation.

Around Marshall

NASA Image and Video Library

1990-12-12

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures the activity of WUPPE data review at the Science Operations Area during the mission.

Around Marshall

NASA Image and Video Library

1990-12-02

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures the activity of BBKRT data review in the Science Operations Area during the mission.

Around Marshall

NASA Image and Video Library

1990-12-02

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures the activity at the Operations Control Facility during the mission as Dr. Urban and Paul Whitehouse give a “thumbs up”.

Orion Neutral Buoyancy Lab (NBL) Activities

NASA Image and Video Library

2016-09-20

Tim Goddard, NASA Open Water Recovery Operations director, briefs U.S. Navy divers, Air Force pararescuemen and Coast Guard rescue swimmers during training in the Neutral Buoyancy Laboratory at NASA’s Johnson Space Center in Houston. The group is preparing to practice Orion underway recovery techniques using a test version of the Orion spacecraft. Training will help the team prepare for Underway Recovery Test 5 for Exploration Mission 1 aboard the USS San Diego in the Pacific Ocean off the coast of California in October. The Ground Systems Development and Operations Program, along with the U.S. Navy and Lockheed Martin, are preparing the recovery team, hardware and operations to support EM-1 recovery.

Orion's Neutral Buoyancy Lab (NBL) Activities

NASA Image and Video Library

2016-09-21

Tim Goddard, center, NASA Open Water Recovery Operations director, reviews recovery procedures with U.S. Navy divers, Air Force pararescuemen and Coast Guard rescue swimmers during training in the Neutral Buoyancy Laboratory at NASA’s Johnson Space Center in Houston. The group is practicing Orion underway recovery techniques using a test version of the Orion spacecraft. Training will help the team prepare for Underway Recovery Test 5 for Exploration Mission 1 aboard the USS San Diego in the Pacific Ocean off the coast of California in October. The Ground Systems Development and Operations Program, along with the U.S. Navy and Lockheed Martin, are preparing the recovery team, hardware and operations to support EM-1 recovery.

Orion Neutral Buoyancy Lab (NBL) Activities

NASA Image and Video Library

2016-09-20

Tim Goddard, far right, NASA Open Water Recovery Operations director, briefs U.S. Navy divers, Air Force pararescuemen and Coast Guard rescue swimmers during training in the Neutral Buoyancy Laboratory at NASA’s Johnson Space Center in Houston. The group is preparing to practice Orion underway recovery techniques using a test version of the Orion spacecraft. Training will help the team prepare for Underway Recovery Test 5 for Exploration Mission 1 aboard the USS San Diego in the Pacific Ocean off the coast of California in October. The Ground Systems Development and Operations Program, along with the U.S. Navy and Lockheed Martin, are preparing the recovery team, hardware and operations to support EM-1 recovery.

Winning the Soft War: The Employment of Tactical PSYOP Teams in Combat Operations

DTIC Science & Technology

2012-06-08

elements thereof guide their actions in support of national objectives. It is authoritative but requires judgment in application.7 Information Operations...Delimitations This thesis defines delimitations as self -imposed research boundaries. The study does not examine strategic MISO, or look at MISO outside of...horizontally, not vertically; e.g., ask an esteemed “old timer” to support your new initiative if other veterans resist. CONSISTENCY: People fulfill written

Medical support of the Sinai Multinational Force and Observers: an update, 2001.

PubMed

Rowe, John R

2003-02-01

The Multinational Force and Observers is an 11-nation coalition force with the mission of peacekeeping in the Sinai. It commenced operations in 1982 and continues today after two decades of successful enforcement of the 1979 Egyptian-Israeli Treaty of Peace. The fielding of a medical support team for this mission was the first effort of its kind for the U.S. Army Medical Department, resulting in a uniquely organized medical unit. A U.S. Army physician heads the medical team, which includes nine other physicians from six different countries. The team provides health care for the 2,500-person coalition in the remote Sinai desert. This writing compares earlier medical support with that of August 2000 through July 2001 and describes medical conditions and problems encountered during the 12-month tour of duty. This article updates two previous articles on the subject published in Military Medicine in 1983 and 1991.

NASA Planning for Orion Multi-Purpose Crew Vehicle Ground Operations

NASA Technical Reports Server (NTRS)

Letchworth, Gary; Schlierf, Roland

2011-01-01

The NASA Orion Ground Processing Team was originally formed by the Kennedy Space Center (KSC) Constellation (Cx) Project Office's Orion Division to define, refine and mature pre-launch and post-landing ground operations for the Orion human spacecraft. The multidisciplined KSC Orion team consisted of KSC civil servant, SAIC, Productivity Apex, Inc. and Boeing-CAPPS engineers, project managers and safety engineers, as well as engineers from Constellation's Orion Project and Lockheed Martin Orion Prime contractor. The team evaluated the Orion design configurations as the spacecraft concept matured between Systems Design Review (SDR), Systems Requirement Review (SRR) and Preliminary Design Review (PDR). The team functionally decomposed prelaunch and post-landing steps at three levels' of detail, or tiers, beginning with functional flow block diagrams (FFBDs). The third tier FFBDs were used to build logic networks and nominal timelines. Orion ground support equipment (GSE) was identified and mapped to each step. This information was subsequently used in developing lower level operations steps in a Ground Operations Planning Document PDR product. Subject matter experts for each spacecraft and GSE subsystem were used to define 5th - 95th percentile processing times for each FFBD step, using the Delphi Method. Discrete event simulations used this information and the logic network to provide processing timeline confidence intervals for launch rate assessments. The team also used the capabilities of the KSC Visualization Lab, the FFBDs and knowledge of the spacecraft, GSE and facilities to build visualizations of Orion pre-launch and postlanding processing at KSC. Visualizations were a powerful tool for communicating planned operations within the KSC community (i.e., Ground Systems design team), and externally to the Orion Project, Lockheed Martin spacecraft designers and other Constellation Program stakeholders during the SRR to PDR timeframe. Other operations planning tools included Kaizen/Lean events, mockups and human factors analysis. The majority of products developed by this team are applicable as KSC prepares 21st Century Ground Systems for the Orion Multi-Purpose Crew Vehicle and Space Launch System.

Pacific Northwest Aquatic Monitoring Partnership 2017 Annual Report

USGS Publications Warehouse

Puls, Amy L.; Scully, Rebecca A.; Dethloff, Megan M.; Bayer, Jennifer M.; Olson, Sheryn J.; Cimino, Samuel A.

2018-01-01

The Pacific Northwest Aquatic Monitoring Partnership (PNAMP) continued to promote the integration of monitoring resources and development of tools to support monitoring in 2017. Improved coordination and integration of goals, objectives, and activities among Pacific Northwest monitoring programs is essential to improving the quality and consistency of monitoring in the region.PNAMP operates through inter-organizational teams to make progress on a variety of projects identified to support partner needs and PNAMP goals. These teams are largely ad hoc and formed for the specific purpose of achieving the objectives of the identified projects. For each project, the PNAMP Coordination Team identified interested Steering Committee (SC) members and subject matter experts to form the working teams that provide guidance and leadership. In addition, the teams acted as an intermediate between the larger group of interested participants and the SC, thus maintaining the concept of better SC/participant exchange. The PNAMP Coordination Team continued to facilitate dialog among experts to move forward with ongoing and new projects. In addition, the Coordination Team continued their efforts to track in-kind contributions of time from participants at meetings, workshops, and other PNAMP hosted events; in 2017 this estimate amounted to 2,039 hours by 67 organizations.

Range Commanders Council Meteorology Group 88th Meeting: NASA Marshall Space Flight Center Task Report, 2004

NASA Technical Reports Server (NTRS)

Roberts, Barry C.

2004-01-01

Supported Return-to-Flight activities by providing surface climate data from Kennedy Space Center used primarily for ice and dew formation studies, and upper air wind analysis primarily used for ascent loads analyses. The MSFC Environments Group's Terrestrial and Planetary Environments Team documented Space Shuttle day-of-launch support activities by publishing a document in support of SSP Return-to-Flight activities entitled "Space Shuttle Program Flight Operations Support". The team also formalized the Shuttle Natural Environments Technical Panel and chaired the first special session of the SSP Natural Environments Panel meeting at KSC, November 4-7,2003.58 participants from NASA, DOD and other government agencies from across the country attended the meeting.

Project Cheddarfield: Supporting Co-Curricular Themes through Creative Use of Video Course-Casting

ERIC Educational Resources Information Center

Simpson, Natalie C.; Hancock, Philip G.

2011-01-01

This article chronicles the coordination and better integration of existing institutional resources to support "cocurricular" themes embedded in the provision of a large enrollment, video-mediated undergraduate operations management (OM) course. The name Project Cheddarfield refers to a 2008 initiative in which two professors team-taught…

Multi-team dynamics and distributed expertise in imission operations.

PubMed

Caldwell, Barrett S

2005-06-01

The evolution of space exploration has brought an increased awareness of the social and socio-technical issues associated with team performance and task coordination, both for the onboard astronauts and in mission control. Spaceflight operations create a unique environment in which to address classic group dynamics topics including communication, group process, knowledge development and sharing, and time-critical task performance. Mission operations in the early years of the 21st century have developed into a set of complex, multi-team task settings incorporating multiple mission control teams and flight crews interacting in novel ways. These more complex operational settings help highlight the emergence of a new paradigm of distributed supervisory coordination, and the need to consider multiple dimensions of expertise being supported and exchanged among team members. The creation of new mission profiles with very long-duration time scales (months, rather than days) for the International Space Station, as well as planned exploration missions to the Moon and Mars, emphasize fundamental distinctions from the 40 yr from Mercury to the Space Shuttle. Issues in distributed expertise and information flow in mission control settings from two related perspectives are described. A general conceptual view of knowledge sharing and task synchronization is presented within the context of the mission control environment. This conceptual presentation is supplemented by analysis of quasi-experimental data collected from actual flight controllers at NASA-Johnson Space Center, Houston, TX.

Multimodal interaction for human-robot teams

NASA Astrophysics Data System (ADS)

Burke, Dustin; Schurr, Nathan; Ayers, Jeanine; Rousseau, Jeff; Fertitta, John; Carlin, Alan; Dumond, Danielle

2013-05-01

Unmanned ground vehicles have the potential for supporting small dismounted teams in mapping facilities, maintaining security in cleared buildings, and extending the team's reconnaissance and persistent surveillance capability. In order for such autonomous systems to integrate with the team, we must move beyond current interaction methods using heads-down teleoperation which require intensive human attention and affect the human operator's ability to maintain local situational awareness and ensure their own safety. This paper focuses on the design, development and demonstration of a multimodal interaction system that incorporates naturalistic human gestures, voice commands, and a tablet interface. By providing multiple, partially redundant interaction modes, our system degrades gracefully in complex environments and enables the human operator to robustly select the most suitable interaction method given the situational demands. For instance, the human can silently use arm and hand gestures for commanding a team of robots when it is important to maintain stealth. The tablet interface provides an overhead situational map allowing waypoint-based navigation for multiple ground robots in beyond-line-of-sight conditions. Using lightweight, wearable motion sensing hardware either worn comfortably beneath the operator's clothing or integrated within their uniform, our non-vision-based approach enables an accurate, continuous gesture recognition capability without line-of-sight constraints. To reduce the training necessary to operate the system, we designed the interactions around familiar arm and hand gestures.

Air Force Operational Medicine: Using the Estimating Supplies Program to Develop Materiel Solutions for the Operational Clinical Requirements for the U.S. Air Force Otolaryngology Team (FFENT)

DTIC Science & Technology

2007-10-10

Nose and Throat UTC self -sufficient for a 7-day period, and will support tasks like OR Team Preparation and Patient Assessment. Category Weight Cube...These line items would need to be added to the FFENT AS for the FFENT to be self -sufficient for 7 days, as discussed in the current FFENT CONOPS...additions enable the Ear, Nose and Throat UTC to be self -sufficient for a 7-day period and meet its capabilities as stated in the CONOPS. Discussion

Orion's Neutral Buoyancy Lab (NBL) Activities

NASA Image and Video Library

2016-09-21

U.S. Navy divers are training in the Neutral Buoyancy Laboratory at NASA’s Johnson Space Center in Houston. Navy divers, Air Force pararescuemen and Coast Guard rescue swimmers practice Orion underway recovery techniques using a test version of the Orion spacecraft. Training will help the team prepare for Underway Recovery Test 5 for Exploration Mission 1 aboard the USS San Diego in the Pacific Ocean off the coast of California in October. The Ground Systems Development and Operations Program, along with the U.S. Navy and Lockheed Martin, are preparing the recovery team, hardware and operations to support EM-1 recovery.

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

PubMed

1993-09-01

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

NASA deep space network operations planning and preparation

NASA Technical Reports Server (NTRS)

Jensen, W. N.

1982-01-01

The responsibilities and structural organization of the Operations Planning Group of NASA Deep Space Network (DSN) Operations are outlined. The Operations Planning group establishes an early interface with a user's planning organization to educate the user on DSN capabilities and limitations for deep space tracking support. A team of one or two individuals works through all phases of the spacecraft launch and also provides planning and preparation for specific events such as planetary encounters. Coordinating interface is also provided for nonflight projects such as radio astronomy and VLBI experiments. The group is divided into a Long Range Support Planning element and a Near Term Operations Coordination element.

Twelve Scientific Specialists of the Peenemuende Team

NASA Technical Reports Server (NTRS)

2004-01-01

Twelve scientific specialists of the Peenemuende team at the front of Building 4488, Redstone Arsenal, Huntsville, Alabama. They led the Army's space efforts at ABMA before transfer of the team to National Aeronautic and Space Administration (NASA), George C. Marshall Space Flight Center (MSFC). (Left to right) Dr. Ernst Stuhlinger, Director, Research Projects Office; Dr. Helmut Hoelzer, Director, Computation Laboratory: Karl L. Heimburg, Director, Test Laboratory; Dr. Ernst Geissler, Director, Aeroballistics Laboratory; Erich W. Neubert, Director, Systems Analysis Reliability Laboratory; Dr. Walter Haeussermarn, Director, Guidance and Control Laboratory; Dr. Wernher von Braun, Director Development Operations Division; William A. Mrazek, Director, Structures and Mechanics Laboratory; Hans Hueter, Director, System Support Equipment Laboratory;Eberhard Rees, Deputy Director, Development Operations Division; Dr. Kurt Debus, Director Missile Firing Laboratory; Hans H. Maus, Director, Fabrication and Assembly Engineering Laboratory

Professional and collegiate team assistance programs: services and utilization patterns.

PubMed

McDuff, David R; Morse, Eric D; White, Robert K

2005-10-01

Elite professional and collegiate athletes underuse stress control, mental health, and substance abuse treatment services. Behavioral health services use can be increased by establishing on-site, sports-specific services. Like Employee Assistance Programs of industry and government, Team Assistance Programs (TAPs) address critical issues such as substance abuse prevention, tobacco cessation, stress recognition, mental illness management, injury rehabilitation, performance enhancement, and cultural support. Strong links with the team's medical and conditioning staff can ensure a steady stream of TAP referrals and build trust with players and team staff. This article describes nine years of operation for two professional TAPs and three years for one college TAP. Use patterns and linkage strategies with team physicians, trainers, strength staff, chiropractors, and nutritionists are discussed.

What's in a Rash? Viral Exanthem Versus CBRNE Exposure: Teleconsultation Support for Two Special Forces Soldiers With Diffuse Rash in an Austere Environment.

PubMed

Lee, Howard D; Butterfield, Samuel; Maddry, Joseph; Powell, Douglas; Vasios, William N; Yun, Heather; Ferraro, David; Pamplin, Jeremy C

2018-01-01

Review clinical thought process and key principles for diagnosing weaponized chemical and biologic injuries. Clinical Context: Special Operation Forces (SOF) team deployed in an undisclosed, austere environment. Organic Expertise: Two SOF Soldiers with civilian EMT-Basic certification. Closest Medical Support: Mobile Forward Surgical Team (2 hours away); medical consults available by e-mail, phone, or video-teleconsultation. Earliest Evacuation: Earliest military evacuation from country 12-24 hours. With teleconsultation, patients departed to Germany as originally scheduled without need for Medical Evacuation. 2018.

Teamwork and error in the operating room: analysis of skills and roles.

PubMed

Catchpole, K; Mishra, A; Handa, A; McCulloch, P

2008-04-01

To analyze the effects of surgical, anesthetic, and nursing teamwork skills on technical outcomes. The value of team skills in reducing adverse events in the operating room is presently receiving considerable attention. Current work has not yet identified in detail how the teamwork and communication skills of surgeons, anesthetists, and nurses affect the course of an operation. Twenty-six laparoscopic cholecystectomies and 22 carotid endarterectomies were studied using direct observation methods. For each operation, teams' skills were scored for the whole team, and for nursing, surgical, and anesthetic subteams on 4 dimensions (leadership and management [LM]; teamwork and cooperation; problem solving and decision making; and situation awareness). Operating time, errors in surgical technique, and other procedural problems and errors were measured as outcome parameters for each operation. The relationships between teamwork scores and these outcome parameters within each operation were examined using analysis of variance and linear regression. Surgical (F(2,42) = 3.32, P = 0.046) and anesthetic (F(2,42) = 3.26, P = 0.048) LM had significant but opposite relationships with operating time in each operation: operating time increased significantly with higher anesthetic but decreased with higher surgical LM scores. Errors in surgical technique had a strong association with surgical situation awareness (F(2,42) = 7.93, P < 0.001) in each operation. Other procedural problems and errors were related to the intraoperative LM skills of the nurses (F(5,1) = 3.96, P = 0.027). Detailed analysis of team interactions and dimensions is feasible and valuable, yielding important insights into relationships between nontechnical skills, technical performance, and operative duration. These results support the concept that interventions designed to improve teamwork and communication may have beneficial effects on technical performance and patient outcome.

Supporting the joint warfighter by development, training, and fielding of man-portable UGVs

NASA Astrophysics Data System (ADS)

Ebert, Kenneth A.; Stratton, Benjamin V.

2005-05-01

The Robotic Systems Pool (RSP), sponsored by the Joint Robotics Program (JRP), is an inventory of small robotic systems, payloads, and components intended to expedite the development and integration of technology into effective, supportable, fielded robotic assets. The RSP loans systems to multiple users including the military, first-responders, research organizations, and academia. These users provide feedback in their specific domain, accelerating research and development improvements of robotic systems, which in turn allow the joint warfighter to benefit from such changes more quickly than from traditional acquisition cycles. Over the past year, RSP assets have been used extensively for pre-deployment operator and field training of joint Explosive Ordnance Disposal (EOD) teams, and for the training of Navy Reservist repair technicians. These Reservists are part of the Robotic Systems Combat Support Platoon (RSCSP), attached to Space and Naval Warfare Systems Center, San Diego. The RSCSP maintains and repairs RSP assets and provides deployable technical support for users of robotic systems. Currently, a small team from the RSCSP is deployed at Camp Victory repairing and maintaining man-portable unmanned ground vehicles (UGVs) used by joint EOD teams in Operation Iraqi Freedom. The focus of this paper is to elaborate on the RSP and RSCSP and their role as invaluable resources for spiral development in the robotics community by gaining first-hand technical feedback from the warfighter and other users.

Space Mission Operations Ground Systems Integration Customer Service

NASA Technical Reports Server (NTRS)

Roth, Karl

2014-01-01

The facility, which is now the Huntsville Operations Support Center (HOSC) at Marshall Space Flight Center in Huntsville, AL, has provided continuous space mission and related services for the space industry since 1961, from Mercury Redstone through the International Space Station (ISS). Throughout the long history of the facility and mission support teams, the HOSC has developed a stellar customer support and service process. In this era, of cost cutting, and providing more capability and results with fewer resources, space missions are looking for the most efficient way to accomplish their objectives. One of the first services provided by the facility was fax transmission of documents to, then, Cape Canaveral in Florida. The headline in the Marshall Star, the newspaper for the newly formed Marshall Space Flight Center, read "Exact copies of Documents sent to Cape in 4 minutes." The customer was Dr. Wernher von Braun. Currently at the HOSC we are supporting, or have recently supported, missions ranging from simple ISS payloads requiring little more than "bentpipe" telemetry access, to a low cost free-flyer Fast, Affordable, Science and Technology Satellite (FASTSAT), to a full service ISS payload Alpha Magnetic Spectrometer 2 (AMS2) supporting 24/7 operations at three operations centers around the world with an investment of over 2 billion dollars. The HOSC has more need and desire than ever to provide fast and efficient customer service to support these missions. Here we will outline how our customer-centric service approach reduces the cost of providing services, makes it faster and easier than ever for new customers to get started with HOSC services, and show what the future holds for our space mission operations customers. We will discuss our philosophy concerning our responsibility and accessibility to a mission customer as well as how we deal with the following issues: initial contact with a customer, reducing customer cost, changing regulations and security, and cultural differences, to ensure an efficient response to customer issues using a small Customer Service Team (CST) and adaptability, constant communication with customers, technical expertise and knowledge of services, and dedication to customer service. The HOSC Customer Support Team has implemented a variety of processes, and procedures that help to mitigate the potential problems that arise when integrating ground system services for a variety of complex missions and the lessons learned from this experience will lead the future of customer service in the space operations industry.

Lunar and Mars Exploration: The Autonomy Factor

NASA Technical Reports Server (NTRS)

Rando, Cynthia M.; Schuh, Susan V.

2008-01-01

Long duration space flight crews have relied heavily on almost constant communication with ground control mission support. Ground control teams provide vehicle status and system monitoring, while offering near real time support for specific tasks, emergencies, and ensuring crew health and well being. With extended exploration goals to lunar and Mars outposts, real time communication with ground control teams and the ground s ability to conduct mission monitoring will be very limited compared to the resources provided to current International Space Station (ISS) crews. An operational shift toward more autonomy and a heavier reliance on the crew to monitor their vehicle and operations will be required for these future missions. NASA s future exploration endeavors and the subsequent increased autonomy will require a shift in crew skill composition, i.e. engineer, doctor, mission specialist etc. and lead to new training challenges and mission scenarios. Specifically, operational and design changes will be necessary in many areas including: Habitat Infrastructure and Support Systems, Crew Composition, Training, Procedures and Mission Planning. This paper will specifically address how to apply ISS lessons learned to further use ISS as a test bed to address decreased amounts of ground support to achieve full autonomous operations for lunar and Mars missions. Understanding these lessons learned and applying them to current operations will help to address the future impacts of increased crew autonomy for the lunar and Mars outposts and pave the way for success in increasingly longer mission durations.

From Strategic to Tactical and Nowhere in Between: The USAF at the Operational Level

DTIC Science & Technology

2012-06-01

stove piped, lacking the balance to operate effectively across the full ROMO. Finally, the lack of balance combined with the dual responsibilities...was able to reorganize and lead effectively . As for 12AF (AFSOUTH), despite a lack of balance on the staff leading to a slow transition to support...development, the teams focused on three central elements: a standardized organizational structure, manned with a cross-functionally balance staff to support

Managing the health of the elite athlete: a new integrated performance health management and coaching model.

PubMed

Dijkstra, H Paul; Pollock, N; Chakraverty, R; Alonso, J M

2014-04-01

Elite athletes endeavour to train and compete even when ill or injured. Their motivation may be intrinsic or due to coach and team pressures. The sports medicine physician plays an important role to risk-manage the health of the competing athlete in partnership with the coach and other members of the support team. The sports medicine physician needs to strike the right ethical and operational balance between health management and optimising performance. It is necessary to revisit the popular delivery model of sports medicine and science services to elite athletes based on the current reductionist multispecialist system lacking in practice an integrated approach and effective communication. Athlete and coach in isolation or with a member of the multidisciplinary support team, often not qualified or experienced to do so, decide on the utilisation of services and how to apply the recommendations. We propose a new Integrated Performance Health Management and Coaching model based on the UK Athletics experience in preparation for the London Olympic and Paralympic Games. The Medical and Coaching Teams are managed by qualified and experienced individuals operating in synergy towards a common performance goal, accountable to a Performance Director and ultimately to the Board of Directors. We describe the systems, processes and implementation strategies to assist the athlete, coach and support teams to continuously monitor and manage athlete health and performance. These systems facilitate a balanced approach to training and competing decisions, especially while the athlete is ill or injured. They take into account the best medical advice and athlete preference. This Integrated Performance Health Management and Coaching model underpinned the Track and Field Gold Medal performances at the London Olympic and Paralympic Games.

Managing the health of the elite athlete: a new integrated performance health management and coaching model

PubMed Central

Dijkstra, H Paul; Pollock, N; Chakraverty, R; Alonso, J M

2014-01-01

Elite athletes endeavour to train and compete even when ill or injured. Their motivation may be intrinsic or due to coach and team pressures. The sports medicine physician plays an important role to risk-manage the health of the competing athlete in partnership with the coach and other members of the support team. The sports medicine physician needs to strike the right ethical and operational balance between health management and optimising performance. It is necessary to revisit the popular delivery model of sports medicine and science services to elite athletes based on the current reductionist multispecialist system lacking in practice an integrated approach and effective communication. Athlete and coach in isolation or with a member of the multidisciplinary support team, often not qualified or experienced to do so, decide on the utilisation of services and how to apply the recommendations. We propose a new Integrated Performance Health Management and Coaching model based on the UK Athletics experience in preparation for the London Olympic and Paralympic Games. The Medical and Coaching Teams are managed by qualified and experienced individuals operating in synergy towards a common performance goal, accountable to a Performance Director and ultimately to the Board of Directors. We describe the systems, processes and implementation strategies to assist the athlete, coach and support teams to continuously monitor and manage athlete health and performance. These systems facilitate a balanced approach to training and competing decisions, especially while the athlete is ill or injured. They take into account the best medical advice and athlete preference. This Integrated Performance Health Management and Coaching model underpinned the Track and Field Gold Medal performances at the London Olympic and Paralympic Games. PMID:24620040

Geostationary Operational Environmental Satellite (GOES)-8 mission flight experience

NASA Technical Reports Server (NTRS)

Noonan, C. H.; Mcintosh, R. J.; Rowe, J. N.; Defazio, R. L.; Galal, K. F.

1995-01-01

The Geostationary Operational Environmental Satellite (GOES)-8 spacecraft was launched on April 13, 1994, at 06:04:02 coordinated universal time (UTC), with separation from the Atlas-Centaur launch vehicle occurring at 06:33:05 UTC. The launch was followed by a series of complex, intense operations to maneuver the spacecraft into its geosynchronous mission orbit. The Flight Dynamics Facility (FDF) of the Goddard Space Flight Center (GSFC) Flight Dynamics Division (FDD) was responsible for GOES-8 attitude, orbit maneuver, orbit determination, and station acquisition support during the ascent phase. This paper summarizes the efforts of the FDF support teams and highlights some of the unique challenges the launch team faced during critical GOES-8 mission support. FDF operations experience discussed includes: (1) The abort of apogee maneuver firing-1 (AMF-1), cancellation of AMF-3, and the subsequent replans of the maneuver profile; (2) The unexpectedly large temperature dependence of the digital integrating rate assembly (DIRA) and its effect on GOES-8 attitude targeting in support of perigee raising maneuvers; (3) The significant effect of attitude control thrusting on GOES-8 orbit determination solutions; (4) Adjustment of the trim tab to minimize torque due to solar radiation pressure; and (5) Postlaunch analysis performed to estimate the GOES-8 separation attitude. The paper also discusses some key FDF GOES-8 lessons learned to be considered for the GOES-J launch which is currently scheduled for May 19, 1995.

Medical Scenarios Relevant to Spaceflight

NASA Technical Reports Server (NTRS)

Bacal, Kira; Hurs, Victor; Doerr, Harold

2004-01-01

The Medical Operational Support Team (MOST) was tasked by the JSC Space Medicine and Life Sciences Directorate (SLSD) to incorporate medical simulation into 1) medical training for astronaut-crew medical officers (CMO) and medical flight control teams and 2) evaluations of procedures and resources required for medical care aboard the International Space Station (ISS). Development of evidence-based medical scenarios that mimic the physiology observed during spaceflight will be needed for the MOST to complete these two tasks. The MOST used a human patient simulator, the ISS-like resources in the Medical Simulation Laboratory (MSL), and evidence from space operations, military operations and medical literature to develop space relevant medical scenarios. These scenarios include conditions concerning airway management, Advanced Cardiac Life Support (ACLS) and mitigating anaphylactic symptoms. The MOST has used these space relevant medical scenarios to develop a preliminary space medical training regimen for NASA flight surgeons, Biomedical Flight Controllers (Biomedical Engineers; BME) and CMO-analogs. This regimen is conducted by the MOST in the MSL. The MOST has the capability to develop evidence-based space-relevant medical scenarios that can help SLSD I) demonstrate the proficiency of medical flight control teams to mitigate space-relevant medical events and 2) validate nextgeneration medical equipment and procedures for space medicine applications.

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

PubMed

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

2016-10-21

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

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

PubMed Central

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

2016-01-01

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

STAR Algorithm Integration Team - Facilitating operational algorithm development

NASA Astrophysics Data System (ADS)

Mikles, V. J.

2015-12-01

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

Staged abdominal re-operation for abdominal trauma.

PubMed

Taviloglu, Korhan

2003-07-01

To review the current developments in staged abdominal re-operation for abdominal trauma. To overview the steps of damage control laparotomy. The ever increasing importance of the resuscitation phase with current intensive care unit (ICU) support techniques should be emphasized. General surgeons should be familiar to staged abdominal re-operation for abdominal trauma and collaborate with ICU teams, interventional radiologists and several other specialties to overcome this entity.

The Hammer Award is presented to KSC and 45th Space Wing.

NASA Technical Reports Server (NTRS)

1999-01-01

At a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex, the Hammer Award is presented to Kennedy Space Center and the 45th Space Wing. Among the attendees in the audience are (center) Center Director Roy D. Bridges Jr., flanked by (at left) Commander of the 45th Space Wing Brig. Gen. F. Randall Starbuck and (at right) Commander of the Air Force Space Command General Richard B. Myers. Standing second from right is NASA Administrator Daniel S. Goldin. At the far right is Morley Winograd, director of the National Partnership for Reinventing Government, who presented the award. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J- BOSC) Source Evaluation Board (SEB). Ed Gormel and Chris Fairey, co-chairs of the SEB, accepted the awards for the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base.

KSC-99pp0838

NASA Image and Video Library

1999-07-16

At a special presentation in the IMAX 2 Theater in the Kennedy Space Center Visitor Complex, the Hammer Award is presented to Kennedy Space Center and the 45th Space Wing. Among the attendees in the audience are (center) Center Director Roy D. Bridges Jr., flanked by (at left) Commander of the 45th Space Wing Brig. Gen. F. Randall Starbuck and (at right) Commander of the Air Force Space Command General Richard B. Myers. Standing second from right is NASA Administrator Daniel S. Goldin. At the far right is Morley Winograd, director of the National Partnership for Reinventing Government, who presented the award. The Hammer Award is Vice President Al Gore's special recognition of teams of federal employees who have made significant contributions in support of the principles of the National Partnership for Reinventing Government. This Hammer Award acknowledges the accomplishments of a joint NASA and Air Force team that established the Joint Base Operations and Support Contract (J-BOSC) Source Evaluation Board (SEB). Ed Gormel and Chris Fairey, co-chairs of the SEB, accepted the awards for the SEB. The team developed and implemented the acquisition strategy for establishing a single set of base operations and support service requirements for KSC, Cape Canaveral Air Station and Patrick Air Force Base

Teamwork and patient safety in dynamic domains of healthcare: a review of the literature.

PubMed

Manser, T

2009-02-01

This review examines current research on teamwork in highly dynamic domains of healthcare such as operating rooms, intensive care, emergency medicine, or trauma and resuscitation teams with a focus on aspects relevant to the quality and safety of patient care. Evidence from three main areas of research supports the relationship between teamwork and patient safety: (1) Studies investigating the factors contributing to critical incidents and adverse events have shown that teamwork plays an important role in the causation and prevention of adverse events. (2) Research focusing on healthcare providers' perceptions of teamwork demonstrated that (a) staff's perceptions of teamwork and attitudes toward safety-relevant team behavior were related to the quality and safety of patient care and (b) perceptions of teamwork and leadership style are associated with staff well-being, which may impact clinician' ability to provide safe patient care. (3) Observational studies on teamwork behaviors related to high clinical performance have identified patterns of communication, coordination, and leadership that support effective teamwork. In recent years, research using diverse methodological approaches has led to significant progress in team research in healthcare. The challenge for future research is to further develop and validate instruments for team performance assessment and to develop sound theoretical models of team performance in dynamic medical domains integrating evidence from all three areas of team research identified in this review. This will help to improve team training efforts and aid the design of clinical work systems supporting effective teamwork and safe patient care.

Research Nurse | Center for Cancer Research

Cancer.gov

We are looking for a Research Nurse (Accrual Site Coordinator) to join our neuro-oncology clinical team to help us provide administrative and coordination support for the Brain Tumor Trials Collaborative (BTTC). Duties include, but are not limited to, monitoring and overseeing activities pertaining to clinical protocols and administrative operations supporting the BTTC, with

Implementing Schoolwide Positive Behavior Interventions and Supports in High Schools: Contextual Factors and Stages of Implementation

ERIC Educational Resources Information Center

Swain-Bradway, Jessica; Pinkney, Christopher; Flannery, K. Brigid

2015-01-01

Schoolwide positive behavior interventions and supports (SWPBIS) are an increasingly popular framework for school improvement practices, but many high schools are still lagging behind their elementary counterparts. High school leadership teams can struggle with merging the SWPBIS framework with current operations, and there are limited examples of…

CRIS Cyber Range Lexicon Version 1.0 (Report 59 0001)

DTIC Science & Technology

2015-11-27

Evaluation (T&E) Support Cell, TRMC/ Northrop Grumman ) Dr. David “Fuzzy” Wells (USPACOM) Mr. Bennett Wilson (NAVSEA GOV – CDSA, Damneck...9 Figure 4: Planes and Teams...Communities supported by the CRIS WG include, but are not limited to, Science & Technology (S&T) experimentation , Developmental and Operational Test and

Geospatial Engineering

DTIC Science & Technology

2017-02-22

manages operations through guidance, policies, programs, and organizations. The NSG is designed to be a mutually supportive enterprise that...deliberate technical design and deliberate human actions. Geospatial engineer teams (GETs) within the geospatial intelligence cells are the day-to-day...standards working group and are designated by the AGC Geospatial Acquisition Support Directorate as required for interoperability. Applicable standards

Equipment compatibility and logistics assessment for containment foam deployment.

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

McRoberts, Vincent M.; Martell, Mary-Alena; Jones, Joseph A.

2005-09-01

The deployment of the Joint Technical Operations Team (JTOT) is evolving toward a lean and mobile response team. As a result, opportunities to support more rapid mobilization are being investigated. This study investigates three specific opportunities including: (1) the potential of using standard firefighting equipment to support deployment of the aqueous foam concentrate (AFC-380); (2) determining the feasibility and needs for regional staging of equipment to reduce the inventory currently mobilized during a JTOT response; and (3) determining the feasibility and needs for development of the next generation AFC-380 to reduce the volume of foam concentrate required for a response.more » This study supports the need to ensure that requirements for alternative deployment schemes are understood and in place to support improved response activities.« less

Early Assessment of VIIRS On-Orbit Calibration and Support Activities

NASA Technical Reports Server (NTRS)

Xiong, Xiaoxiong; Chiang, Kwofu; McIntire, Jeffrey; Oudrari, Hassan; Wu, Aisheng; Schwaller, Mathew; Butler, James

2012-01-01

The Suomi National Polar-orbiting Partnership (S-NPP) satellite, formally the National Polar-orbiting Operational Environmental Satellite System (NPOESS) Preparatory Project (NPP), provides a bridge between current and future low-Earth orbiting weather and environmental observation satellite systems. The NASA s NPP VIIRS Characterization Support Team (VCST) is designed to assess the long term geometric and radiometric performance of the Visible Infrared Imaging Radiometer Suite (VIIRS) instrument onboard the S-NPP spacecraft and to support NPP Science Team Principal Investigators (PI) for their independent evaluation of VIIRS Environmental Data Records (EDRs). This paper provides an overview of Suomi NPP VIIRS on-orbit calibration activities and examples of sensor initial on-orbit performance. It focuses on the radiometric calibration support activities and capabilities provided by the NASA VCST.

Designing an Alternate Mission Operations Control Room

NASA Technical Reports Server (NTRS)

Montgomery, Patty; Reeves, A. Scott

2014-01-01

The Huntsville Operations Support Center (HOSC) is a multi-project facility that is responsible for 24x7 real-time International Space Station (ISS) payload operations management, integration, and control and has the capability to support small satellite projects and will provide real-time support for SLS launches. The HOSC is a serviceoriented/ highly available operations center for ISS payloads-directly supporting science teams across the world responsible for the payloads. The HOSC is required to endure an annual 2-day power outage event for facility preventive maintenance and safety inspection of the core electro-mechanical systems. While complete system shut-downs are against the grain of a highly available sub-system, the entire facility must be powered down for a weekend for environmental and safety purposes. The consequence of this ground system outage is far reaching: any science performed on ISS during this outage weekend is lost. Engineering efforts were focused to maximize the ISS investment by engineering a suitable solution capable of continuing HOSC services while supporting safety requirements. The HOSC Power Outage Contingency (HPOC) System is a physically diversified compliment of systems capable of providing identified real-time services for the duration of a planned power outage condition from an alternate control room. HPOC was designed to maintain ISS payload operations for approximately three continuous days during planned HOSC power outages and support a local Payload Operations Team, International Partners, as well as remote users from the alternate control room located in another building. This paper presents the HPOC architecture and lessons learned during testing and the planned maiden operational commissioning. Additionally, this paper documents the necessity of an HPOC capability given the unplanned HOSC Facility power outage on April 27th, 2011, as a result of the tornado outbreak that damaged the electrical grid to such a degree that significantly inhibited the Tennessee Valley Authority's ability to transmit electricity throughout the North Alabama region.

Around Marshall

NASA Image and Video Library

1990-12-03

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo is an overview of the MSFC Payload Control Room (PCR).

Around Marshall

NASA Image and Video Library

1990-12-04

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures a press briefing at MSFC during STS-35, ASTRO-1 Mission.

Around Marshall

NASA Image and Video Library

1990-12-02

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures the activity of viewing HUT data in the Mission Manager Actions Room during the mission.

Spacelab

NASA Image and Video Library

1990-12-02

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. Pictured onboard the shuttle is astronaut Robert Parker using a Manual Pointing Controller (MPC) for the ASTRO-1 mission Instrument Pointing System (IPS).

Around Marshall

NASA Image and Video Library

1990-12-02

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures the activities at the Mission Manager Actions Room during the mission.

78 FR 70581 - Notice of Determinations Regarding Eligibility To Apply for Worker Adjustment Assistance

Federal Register 2010, 2011, 2012, 2013, 2014

2013-11-26

... investigation resulting in-- (A) An affirmative determination of serious injury or threat thereof under section...., Mortgage Default Operations, Home Owner Support Team, etc. 83,123 Osram Sylvania, Inc., Manpower...

Increases in efficiency and enhancements to the Mars Observer non-stored commanding process

NASA Technical Reports Server (NTRS)

Brooks, Robert N., Jr.; Torgerson, J. Leigh

1994-01-01

The Mars Observer team was, until the untimely loss of the spacecraft on August 21, 1993, performing flight operations with greater efficiency and speed than any previous JPL mission of its size. This level of through-put was made possible by a mission operations system which was composed of skilled personnel using sophisticated sequencing and commanding tools. During cruise flight operations, however, it was realized by the project that this commanding level was not going to be sufficient to support the activities planned for mapping operations. The project had committed to providing the science instrument principle investigators with a much higher level of commanding during mapping. Thus, the project began taking steps to enhance the capabilities of the flight team. One mechanism used by project management was a tool available from total quality management (TQM). This tool is known as a process action team (PAT). The Mars Observer PAT was tasked to increase the capacity of the flight team's nonstored commanding process by fifty percent with no increase in staffing and a minimal increase in risk. The outcome of this effort was, in fact, to increase the capacity by a factor of 2.5 rather than the desired fifty percent and actually reduce risk. The majority of these improvements came from the automation of the existing command process. These results required very few changes to the existing mission operations system. Rather, the PAT was able to take advantage of automation capabilities inherent in the existing system and make changes to the existing flight team procedures.

Spanish adaptation of the internal functioning of the Work Teams Scale (QFI-22).

PubMed

Ficapal-Cusí, Pilar; Boada-Grau, Joan; Torrent-Sellens, Joan; Vigil-Colet, Andreu

2014-05-01

The aim of this article is to develop the Spanish adaptation of the internal functioning of Work Teams Scale (QFI-22). The scale was adapted from the French version, and was applied to a sample of 1,055 employees working for firms operating in Spain. The article analyses the internal structure (exploratory and confirmatory factor analysis) and internal consistency, and provides convergent validity evidence of the scale. The QFI-22 scale shows the same internal structure as the original. Factor analysis confirmed the existence of two factors: interpersonal support and team work management, with good internal consistency coefficients (α1 = .93, α2 = .92). Regarding validity evidence, the QFI-22 scale has significant correlations with other correlates and alternative scales used for comparison purposes. The two factors correlated positively with team vision, participation safety, task orientation and support for innovation (Team Climate Inventory, TCI scale), with progressive culture (Organisational Culture, X-Y scale), and with creating change, customer focus and organisational learning (Denison Organizational Culture Survey, DOCS scale). In contrast, the two factors correlated negatively with traditional culture (X-Y scale). The QFI-22 scale is a useful instrument for assessing the internal functioning of work teams.

Efficient, quality-assured data capture in operational research through innovative use of open-access technology

PubMed Central

Naik, B.; Guddemane, D. K.; Bhat, P.; Wilson, N.; Sreenivas, A. N.; Lauritsen, J. M.; Rieder, H. L.

2013-01-01

Ensuring quality of data during electronic data capture has been one of the most neglected components of operational research. Multicentre studies are also challenged with issues about logistics of travel, training, supervision, monitoring and troubleshooting support. Allocating resources to these issues can pose a significant bottleneck for operational research in resource-limited settings. In this article, we describe an innovative and efficient way of coordinating data capture in multicentre operational research using a combination of three open access technologies—EpiData for data capture, Dropbox for sharing files and TeamViewer for providing remote support. PMID:26392997

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

NASA Technical Reports Server (NTRS)

1992-01-01

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

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

NASA Technical Reports Server (NTRS)

1992-01-01

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

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

NASA Technical Reports Server (NTRS)

1992-01-01

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

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

NASA Technical Reports Server (NTRS)

1992-01-01

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

Operational support to collision avoidance activities by ESA's space debris office

NASA Astrophysics Data System (ADS)

Braun, V.; Flohrer, T.; Krag, H.; Merz, K.; Lemmens, S.; Bastida Virgili, B.; Funke, Q.

2016-09-01

The European Space Agency's (ESA) Space Debris Office provides a service to support operational collision avoidance activities. This support currently covers ESA's missions Cryosat-2, Sentinel-1A and -2A, the constellation of Swarm-A/B/C in low-Earth orbit (LEO), as well as missions of third-party customers. In this work, we describe the current collision avoidance process for ESA and third-party missions in LEO. We give an overview on the upgrades developed and implemented since the advent of conjunction summary messages (CSM)/conjunction data messages (CDM), addressing conjunction event detection, collision risk assessment, orbit determination, orbit and covariance propagation, process control, and data handling. We pay special attention to the effect of warning thresholds on the risk reduction and manoeuvre rates, as they are established through risk mitigation and analysis tools, such as ESA's Debris Risk Assessment and Mitigation Analysis (DRAMA) software suite. To handle the large number of CDMs and the associated risk analyses, a database-centric approach has been developed. All CDMs and risk analysis results are stored in a database. In this way, a temporary local "mini-catalogue" of objects close to our target spacecraft is obtained, which can be used, e.g., for manoeuvre screening and to update the risk analysis whenever a new ephemeris becomes available from the flight dynamics team. The database is also used as the backbone for a Web-based tool, which consists of the visualization component and a collaboration tool that facilitates the status monitoring and task allocation within the support team as well as communication with the control team. The visualization component further supports the information sharing by displaying target and chaser motion over time along with the involved uncertainties. The Web-based solution optimally meets the needs for a concise and easy-to-use way to obtain a situation picture in a very short time, and the support for third-party missions not operated from the European Space Operations Centre (ESOC). Finally, we provide statistics on the identified conjunction events, taking into account the known significant changes in the LEO orbital environment and share ESA's experience along with recent examples.

Prehospital Care of Canine Gastric Dilatation and Volvulus.

PubMed

Palmer, Lee E

The intent of the Operational K9 (OpK9) ongoing series is to provide the Special Operations Medical Association community with clinical concepts and scientific information on preventive and prehospital emergency care relevant to the OpK9. Often the only medical support immediately available for an injured or ill OpK9 in the field is their handler or the human Special Operations Combat Medic or civilian tactical medic attached to the team (e.g., Pararescueman, 18D, SWAT medic). The information is applicable to personnel operating within the US Special Operations Command as well as civilian Tactical Emergency Medical Services communities that may have the responsibility of supporting an OpK9. 2018.

International Space Station Configuration Analysis and Integration

NASA Technical Reports Server (NTRS)

Anchondo, Rebekah

2016-01-01

Ambitious engineering projects, such as NASA's International Space Station (ISS), require dependable modeling, analysis, visualization, and robotics to ensure that complex mission strategies are carried out cost effectively, sustainably, and safely. Learn how Booz Allen Hamilton's Modeling, Analysis, Visualization, and Robotics Integration Center (MAVRIC) team performs engineering analysis of the ISS Configuration based primarily on the use of 3D CAD models. To support mission planning and execution, the team tracks the configuration of ISS and maintains configuration requirements to ensure operational goals are met. The MAVRIC team performs multi-disciplinary integration and trade studies to ensure future configurations meet stakeholder needs.

Operator Performance Support System (OPSS)

NASA Technical Reports Server (NTRS)

Conklin, Marlen Z.

1993-01-01

In the complex and fast reaction world of military operations, present technologies, combined with tactical situations, have flooded the operator with assorted information that he is expected to process instantly. As technologies progress, this flow of data and information have both guided and overwhelmed the operator. However, the technologies that have confounded many operators today can be used to assist him -- thus the Operator Performance Support Team. In this paper we propose an operator support station that incorporates the elements of Video and Image Databases, productivity Software, Interactive Computer Based Training, Hypertext/Hypermedia Databases, Expert Programs, and Human Factors Engineering. The Operator Performance Support System will provide the operator with an integrating on-line information/knowledge system that will guide expert or novice to correct systems operations. Although the OPSS is being developed for the Navy, the performance of the workforce in today's competitive industry is of major concern. The concepts presented in this paper which address ASW systems software design issues are also directly applicable to industry. the OPSS will propose practical applications in how to more closely align the relationships between technical knowledge and equipment operator performance.

Loglines. March - April 2011

DTIC Science & Technology

2011-04-01

These team members serve as vital links in the global supply chain and keep commanders aware of DLA’s ever-expanding capabilities and how we can...when it was amended in 1986. Story by Beth Reece Logistics Operations. “The Joint Staff had to look at it from a global perspective to see, if we...Zabul province, Afghanistan. DLA’s Army Service Team ensures that Soldiers deployed globally get the logistics support they require to accomplish

ARRA FEMP Technical Assistance -- Federal Aviation Administration Project 209 -- Control Tower and Support Building, Palm Springs, CA

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

Arends, J.; Sandusky, William F.

2010-03-31

This report represents findings of a design review team that evaluated construction documents (at the 100% level) and operating specifications for a new control tower and support building that will be built in Palm Springs, California by the Federal Aviation Administration (FAA). The focus of the review was to identify measures that could be incorporated into the final design and operating specifications that would result in additional energy savings for the FAA that would not have otherwise occurred.

Experiences of an Engineer working in Reactor Safety and Emergency Response

NASA Astrophysics Data System (ADS)

Osborn, Douglas

2015-04-01

The U.S. Department of Energy's Federal Radiological Monitoring and Assessment Center Consequence Management Home Team (FRMAC/CMHT) Assessment Scientist's roles, responsibilities incorporate the FRMAC with other federal, state, and local agencies during a nuclear/radiological emergency. Before the Consequence Management Response Team arrives on-site, the FRMAC/CMHT provides technical and logistical support to the FRMAC and to state, local, and tribal authorities following a nuclear/radiological event. The FRMAC/CMHT support includes analyzing event data, evaluating hazards that relate to protection of the public, and providing event information and data products to protective action decision makers. The Assessment Scientist is the primary scientist responsible for performing calculations and analyses and communicating results to the field during any activation of the FRMAC/CMHT assets. As such, the FRMAC/CMHT Assessment Scientist has a number of different roles and responsibilities to fill depending upon the type of response that is required. Additionally, the Sandia National Laboratories (SNL) Consequence Assessment Team (CAT) Consequence Assessor roles, responsibilities involve hazardous materials operational emergency at SNL New Mexico facilities (SNL/NM) which include loss of control over radioactive, chemical, or explosive hazardous materials. When a hazardous materials operational emergency occurs, key decisions must be made in order to regain control over the hazards, protect personnel from the effects of the hazards, and mitigate impacts on operations, facilities, property, and the environment. Many of these decisions depend in whole or in part on the evaluation of potential consequences from a loss of control over the hazards. As such, the CAT has a number of different roles and responsibilities to fill depending upon the type of response that is required. Primary consequence-based decisions supported by the CAT during a hazardous materials operational emergency at SNL/NM include: (1) Onsite Protective Actions (2) Offsite Protective Action Recommendations (3) Event categorization (4) Event classification Other consequence-based decisions supported by the CAT include: (1) Response planning and operations (2) Event termination (3) Reentry planning and operations (4) Recovery planning and operations Sandia National Laboratories is a multi-program laboratory managed and operated by Sandia Corporation, a wholly owned subsidiary of Lockheed Martin Corporation, for the U.S. Department of Energy's National Nuclear Security Administration.

Experience of collaboration between a Dutch surgical team in a Ghanaian Orthopaedic Teaching Hospital.

PubMed

Timmers, T K; Kortekaas, E; Beyer, Bpc; Huizinga, E; V Hezik van, S M; Twagirayezu, E; Bemelman, M

2016-09-01

Surgery is an indivisible, indispensable part of healthcare. In Africa, surgery may be thought of as the neglected stepchild of global public health. We describe our experience over a 3-year period of intensive collaboration between specialized teams from a Dutch hospital and local teams of an orthopaedic hospital in Effiduase-Koforidua, Ghana. During 2010-2012, medical teams from our hospital were deployed to St. Joseph's Hospital. These teams were completely self-supporting. They were encouraged to work together with the local-staff. Apart from clinical work, effort was also spent on education/ teaching operation techniques/ regional anaesthesia techniques/ scrubbing techniques/ and principles around sterility. Knowledge and quality of care has improved. Nevertheless, the overall level of quality of care still lags behind compared to what we see in the Western world. This is mainly due to financial constraints; restricting the capacity to purchase good equipment, maintaining it, and providing regular education. The relief provided by institutions like Care-to-Move is very valuable and essential to improve the level of healthcare. The hospital has evolved to such a high level that general European teams have become redundant. Focused and dedicated teams should be the next step of support within the nearby future.

Streamlining: Reducing costs and increasing STS operations effectiveness

NASA Technical Reports Server (NTRS)

Petersburg, R. K.

1985-01-01

The development of streamlining as a concept, its inclusion in the space transportation system engineering and operations support (STSEOS) contract, and how it serves as an incentive to management and technical support personnel is discussed. The mechanics of encouraging and processing streamlining suggestions, reviews, feedback to submitters, recognition, and how individual employee performance evaluations are used to motivation are discussed. Several items that were implemented are mentioned. Information reported and the methodology of determining estimated dollar savings are outlined. The overall effect of this activity on the ability of the McDonnell Douglas flight preparation and mission operations team to support a rapidly increasing flight rate without a proportional increase in cost is illustrated.

STS-35 Mission Manager Actions Room at the Marshall Space Flight Center Spacelab Payload Operations

NASA Technical Reports Server (NTRS)

1990-01-01

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures the activities at the Mission Manager Actions Room during the mission.

Distributed situation awareness in complex collaborative systems: A field study of bridge operations on platform supply vessels.

PubMed

Sandhåland, Hilde; Oltedal, Helle A; Hystad, Sigurd W; Eid, Jarle

2015-06-01

This study provides empirical data about shipboard practices in bridge operations on board a selection of platform supply vessels (PSVs). Using the theoretical concept of distributed situation awareness, the study examines how situation awareness (SA)-related information is distributed and coordinated at the bridge. This study thus favours a systems approach to studying SA, viewing it not as a phenomenon that solely happens in each individual's mind but rather as something that happens between individuals and the tools that they use in a collaborative system. Thus, this study adds to our understanding of SA as a distributed phenomenon. Data were collected in four field studies that lasted between 8 and 14 days on PSVs that operate on the Norwegian continental shelf and UK continental shelf. The study revealed pronounced variations in shipboard practices regarding how the bridge team attended to operational planning, communication procedures, and distracting/interrupting factors during operations. These findings shed new light on how SA might decrease in bridge teams during platform supply operations. The findings from this study emphasize the need to assess and establish shipboard practices that support the bridge teams' SA needs in day-to-day operations. Provides insights into how shipboard practices that are relevant to planning, communication and the occurrence of distracting/interrupting factors are realized in bridge operations.Notes possible areas for improvement to enhance distributed SA in bridge operations.

Enhanced International Space Station Ku-Band Telemetry Service

NASA Technical Reports Server (NTRS)

Cecil, Andrew; Pitts, Lee; Welch, Steven; Bryan, Jason

2014-01-01

(1) The ISS is diligently working to increase utilization of the resources this unique laboratory provides; (2) Recent upgrades enabled the use of Internet Protocol communication using the CCSDS IP Encapsulation protocol; and (3) The Huntsville Operations Support Center has extended the onboard LAN to payload teams enabling the use of standard IP protocols for payload operations.

Error or "act of God"? A study of patients' and operating room team members' perceptions of error definition, reporting, and disclosure.

PubMed

Espin, Sherry; Levinson, Wendy; Regehr, Glenn; Baker, G Ross; Lingard, Lorelei

2006-01-01

Calls abound for a culture change in health care to improve patient safety. However, effective change cannot proceed without a clear understanding of perceptions and beliefs about error. In this study, we describe and compare operative team members' and patients' perceptions of error, reporting of error, and disclosure of error. Thirty-nine interviews of team members (9 surgeons, 9 nurses, 10 anesthesiologists) and patients (11) were conducted at 2 teaching hospitals using 4 scenarios as prompts. Transcribed responses to open questions were analyzed by 2 researchers for recurrent themes using the grounded-theory method. Yes/no answers were compared across groups using chi-square analyses. Team members and patients agreed on what constitutes an error. Deviation from standards and negative outcome were emphasized as definitive features. Patients and nurse professionals differed significantly in their perception of whether errors should be reported. Nurses were willing to report only events within their disciplinary scope of practice. Although most patients strongly advocated full disclosure of errors (what happened and how), team members preferred to disclose only what happened. When patients did support partial disclosure, their rationales varied from that of team members. Both operative teams and patients define error in terms of breaking the rules and the concept of "no harm no foul." These concepts pose challenges for treating errors as system failures. A strong culture of individualism pervades nurses' perception of error reporting, suggesting that interventions are needed to foster collective responsibility and a constructive approach to error identification.

Surgeons' Leadership Styles and Team Behavior in the Operating Room

PubMed Central

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

2016-01-01

Background The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards, whereas transformational (team-oriented) leaders inspire performance beyond expectations. Study Design We video-recorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon-researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information-sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (MLQ) was correlated with surgeon behavior (SLI) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. Results All surgeons scored similarly on transactional leadership (2.38-2.69), but varied more widely on transformational leadership (1.98-3.60). Each 1-point increase in transformational score corresponded to 3× more information-sharing behaviors (p<0.0001) and 5.4× more voice behaviors (p=0.0005) amongst the team. With each 1-point increase in transformational score, leaders displayed 10× more supportive behaviors (p<0.0001) and 12.5× less frequently displayed poor behaviors (p<0.0001). Excerpts of representative dialogue are included for illustration. Conclusions We provide a framework for evaluating surgeons' leadership and its impact on team performance in the OR. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development therefore has the potential to improve the efficiency and safety of operative care. PMID:26481409

Iraq Provincial Reconstruction Team Handbook: Observations, Insights, and Lessons

DTIC Science & Technology

2010-11-01

predominantly stability tasks, operational gaps can exist that prevent the development of an indigenous capability and capacity that supports the country’s...than the military, to operate in unstable areas can contribute to operational gaps that lead to an area getting stuck in instability. In order for the... gaps PRTs were created because of the lack of local capacity within government and traditional governing bodies. As local governance structures

Space shuttle operations at the NASA Kennedy Space Center: the role of emergency medicine

NASA Technical Reports Server (NTRS)

Rodenberg, H.; Myers, K. J.

1995-01-01

The Division of Emergency Medicine at the University of Florida coordinates a unique program with the NASA John F. Kennedy Space Center (KSC) to provide emergency medical support (EMS) for the United States Space Transportation System. This report outlines the organization of the KSC EMS system, training received by physicians providing medical support, logistic and operational aspects of the mission, and experiences of team members. The participation of emergency physicians in support of manned space flight represents another way that emergency physicians provide leadership in prehospital care and disaster management.

Space shuttle operations at the NASA Kennedy Space Center: the role of emergency medicine.

PubMed

Rodenberg, H; Myers, K J

1995-01-01

The Division of Emergency Medicine at the University of Florida coordinates a unique program with the NASA John F. Kennedy Space Center (KSC) to provide emergency medical support (EMS) for the United States Space Transportation System. This report outlines the organization of the KSC EMS system, training received by physicians providing medical support, logistic and operational aspects of the mission, and experiences of team members. The participation of emergency physicians in support of manned space flight represents another way that emergency physicians provide leadership in prehospital care and disaster management.

Implementing instructions for KSC systems and safety training

NASA Technical Reports Server (NTRS)

1973-01-01

The requirements for the safety training program are reported for KSC including transportation, inspection, checkout operations, maintenance of launch vehicles, spacecraft, ground support equipment, and launch teams. The responsibilities and mechanics for implementing the program are outlined.

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

PubMed

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

2005-06-01

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

The unit field sanitation team: a square peg in a round hole.

PubMed

Bosetti, Timothy; Bridges, Davin

2009-01-01

Basic field sanitation and hygiene is a lost art in today's modern Army. Today, more than ever, there is a need for the unit field sanitation team (FST) to serve as advisors to unit commanders in the area of basic field sanitation and hygiene. Soldiers should know how to construct field latrines, construct waste disposal devices, conduct pest management and control activities, disinfect field water supplies, and practice personal hygiene under field conditions. The current unit FST concept is centered on company-sized formations operating in open terrain. This concept does not support current operations, transformed formations, rapidly changing doctrine, and the expeditionary nature of the Army. This article does not present a new concept, but rather a new look at an existing concept and practice based upon the lessons-learned and after-action reports from the Global War on Terrorism to support the Army in transformation during an era of persistent conflict.

Human-Robot Teaming: From Space Robotics to Self-Driving Cars

NASA Technical Reports Server (NTRS)

Fong, Terry

2017-01-01

In this talk, I describe how NASA Ames has been developing and testing robots for space exploration. In our research, we have focused on studying how human-robot teams can increase the performance, reduce the cost, and increase the success of space missions. A key tenet of our work is that humans and robots should support one another in order to compensate for limitations of manual control and autonomy. This principle has broad applicability beyond space exploration. Thus, I will conclude by discussing how we have worked with Nissan to apply our methods to self-driving cars, enabling humans to support autonomous vehicles operating in unpredictable and difficult situations.

Propulsion Technology Lifecycle Operational Analysis

NASA Technical Reports Server (NTRS)

Robinson, John W.; Rhodes, Russell E.

2010-01-01

The paper presents the results of a focused effort performed by the members of the Space Propulsion Synergy Team (SPST) Functional Requirements Sub-team to develop propulsion data to support Advanced Technology Lifecycle Analysis System (ATLAS). This is a spreadsheet application to analyze the impact of technology decisions at a system-of-systems level. Results are summarized in an Excel workbook we call the Technology Tool Box (TTB). The TTB provides data for technology performance, operations, and programmatic parameters in the form of a library of technical information to support analysis tools and/or models. The lifecycle of technologies can be analyzed from this data and particularly useful for system operations involving long running missions. The propulsion technologies in this paper are listed against Chemical Rocket Engines in a Work Breakdown Structure (WBS) format. The overall effort involved establishing four elements: (1) A general purpose Functional System Breakdown Structure (FSBS). (2) Operational Requirements for Rocket Engines. (3) Technology Metric Values associated with Operating Systems (4) Work Breakdown Structure (WBS) of Chemical Rocket Engines The list of Chemical Rocket Engines identified in the WBS is by no means complete. It is planned to update the TTB with a more complete list of available Chemical Rocket Engines for United States (US) engines and add the Foreign rocket engines to the WBS which are available to NASA and the Aerospace Industry. The Operational Technology Metric Values were derived by the SPST Sub-team in the form of the TTB and establishes a database for users to help evaluate and establish the technology level of each Chemical Rocket Engine in the database. The Technology Metric Values will serve as a guide to help determine which rocket engine to invest technology money in for future development.

Suomi NPP VIIRS spectral characterization: understanding multiple RSR releases

NASA Astrophysics Data System (ADS)

Moeller, Chris; McIntire, Jeff; Schwarting, Tom; Moyer, Dave; Costa, Juliette

2012-09-01

The Suomi National Polar-orbiting Partnership (S-NPP) satellite was successfully launched on October 28, 2011, beginning the on-orbit era of the Visible Infrared Imager Radiometer Suite (VIIRS). In support of atlaunch readiness, VIIRS underwent a rigorous pre-launch test program to characterize its spatial, radiometric, and spectral performance. Spectral measurements, the subject of this paper, were collected during instrument level testing at Raytheon Corp. (summer 2009), and then again in a special spectral test for VisNIR bands during spacecraft level testing at Ball Aerospace and Technologies Corp. (spring 2010). These spectral performance measurements were analyzed by industry (Northrop Grumman, NG) and by the Relative Spectral Response (RSR) subgroup of the Government team, (NASA, Aerospace Corp., MIT/Lincoln Lab, Univ. Wisconsin) leading to releases of the S-NPP VIIRS RSR characterization by both NG and the Government team. The NG RSR analysis was planned to populate the Look-Up-Tables (LUTs) that support the various VIIRS operational products, while the Government team analysis was initially intended as a verification of the NG RSR product as well as an early release RSR characterization for the science community's pre-launch application. While the Government team deemed the NG December 2010 RSR release as acceptable for the "at-launch" RSR characterization during the pre-launch phase, the Government team has now (post-launch checkout phase) recommended for using the NG October 2011 RSR release as an update for the LUTs used in VIIRS SDR and EDR operational processing. Meanwhile the Government team RSR releases remain available to the community for their investigative interests, and may evolve if new understanding of VIIRS spectral performance is revealed in the S-NPP post-launch era.

Around Marshall

NASA Image and Video Library

1990-12-04

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures the activity of WUPPE (Wisconsin Ultraviolet Photo-Polarimeter Experiment) data review at the Science Operations Area during the mission. This image shows mission activities at the Broad Band X-Ray Telescope (BBXRT) Work Station in the Science Operations Area (SOA).

Mentoring SFRM: A New Approach to International Space Station Flight Controller Training

NASA Technical Reports Server (NTRS)

Huning, Therese; Barshi, Immanuel; Schmidt, Lacey

2008-01-01

The Mission Operations Directorate (MOD) of the Johnson Space Center is responsible for providing continuous operations support for the International Space Station (ISS). Operations support requires flight controllers who are skilled in team performance as well as the technical operations of the ISS. Space Flight Resource Management (SFRM), a NASA adapted variant of Crew Resource Management (CRM), is the competency model used in the MOD. ISS flight controller certification has evolved to include a balanced focus on development of SFRM and technical expertise. The latest challenge the MOD faces is how to certify an ISS flight controller (operator) to a basic level of effectiveness in 1 year. SFRM training uses a two-pronged approach to expediting operator certification: 1) imbed SFRM skills training into all operator technical training and 2) use senior flight controllers as mentors. This paper focuses on how the MOD uses senior flight controllers as mentors to train SFRM skills. Methods: A mentor works with an operator throughout the training flow. Inserted into the training flow are guided-discussion sessions and on-the-job observation opportunities focusing on specific SFRM skills, including: situational leadership, conflict management, stress management, cross-cultural awareness, self care and team care while on-console, communication, workload management, and situation awareness. The mentor and operator discuss the science and art behind the skills, cultural effects on skills applications, recognition of good and bad skills applications, recognition of how skills application changes subtly in different situations, and individual goals and techniques for improving skills. Discussion: This mentoring program provides an additional means of transferring SFRM knowledge compared to traditional CRM training programs. Our future endeavors in training SFRM skills (as well as other organization s) may benefit from adding team performance skills mentoring. This paper explains our mentoring approach and discusses its effectiveness and future applicability in promoting SFRM/CRM skills.

Outsourcing strategy and tendering methodology for the operation and maintenance of CERN’s cryogenic facilities

NASA Astrophysics Data System (ADS)

Serio, L.; Bremer, J.; Claudet, S.; Delikaris, D.; Ferlin, G.; Ferrand, F.; Pezzetti, M.; Pirotte, O.

2017-12-01

CERN operates and maintains the world largest cryogenic infrastructure ranging from ageing but well maintained installations feeding detectors, test facilities and general services, to the state-of-the-art cryogenic system serving the flagship LHC machine complex. A study was conducted and a methodology proposed to outsource to industry the operation and maintenance of the whole cryogenic infrastructure. The cryogenic installations coupled to non LHC-detectors, test facilities and general services infrastructure have been fully outsourced for operation and maintenance on the basis of performance obligations. The contractor is responsible for the operational performance of the installations based on a yearly operation schedule provided by CERN. The maintenance of the cryogenic system serving the LHC machine and its detectors has been outsourced on the basis of tasks oriented obligations, monitored by key performance indicators. CERN operation team, with the support of the contractor operation team, remains responsible for the operational strategy and performances. We report the analysis, strategy, definition of the requirements and technical specifications as well as the achieved technical and economic performances after one year of operation.

Social structures in the operating theatre: how contradicting rationalities and trust affect work.

PubMed

Rydenfält, Christofer; Johansson, Gerd; Larsson, Per Anders; Akerman, Kristina; Odenrick, Per

2012-04-01

This article is a report of a study of how healthcare professionals involved in surgery orientate themselves to their common task, and how this orientation can be affected by the social and organizational context. Previous research indicates that surgical teams are not as cohesive as could be expected and that communication failures frequently occur. However, little is known about how these problems are related to their social, cultural and organizational context. Semi-structured interviews were conducted with 15 healthcare professionals, representing all personnel categories of the surgical team. During the interview, a virtual model, visualizing a real operating theatre, was used to facilitate reflection. The interviews were conducted in 2009. Themes were created from the interviews, with a focus on similarities and differences. An activity analysis was conducted based on the themes. Poor team functionality and communication failures in the operating theatre can to some degree be explained by differences in activity orientation between professions and by insufficient support from social and organizational structures. Differences in activity orientation resulted in different views between professional groups in their perceptions of work activities, resulting in tension. Insufficient support resulted in communication thresholds that inhibited the sharing of information. Organizing work to promote cross-professional interaction can help the creation of social relations and norms, providing support for a common view. It can also help to decrease communication thresholds and establish stronger relations of trust. How this organization structure should be developed needs to be further investigated. © 2011 The Authors. Journal of Advanced Nursing © 2011 Blackwell Publishing Ltd.

Sixteen Years of Terra MODIS On-Orbit Operation, Calibration, and Performance

NASA Technical Reports Server (NTRS)

Xiong, X.; Angal, A.; Wu, A.; Link, D.; Geng, X.; Barnes, W.; Solomonson, V.

2016-01-01

Terra MODIS has successfully operated for more than 16 years since its launch in December 1999. From its observations, many science data products have been generated in support of a broad range of research activities and remote sensing applications. Terra MODIS has operated in a number of configurations and experienced a few anomalies, including spacecraft and instrument related events. MODIS collects data in 36 spectral bands that are calibrated regularly by a set of on-board calibrators for their radiometric, spectral, and spatial performance. Periodic lunar observations and long-term radiometric trending over well-characterized ground targets are also used to support sensor on-orbit calibration. Dedicated efforts made by the MODIS Characterization Support Team (MCST) and continuing support from the MODIS Science Team have contributed to the mission success, enabling well-calibrated data products to be continuously generated and routinely delivered to users worldwide. This paper presents an overview of Terra MODIS mission operations, calibration activities, and instrument performance of the past 16 years. It illustrates and describes the results of key sensor performance parameters derived from on-orbit calibration and characterization, such as signal-to-noise ratio (SNR), noise equivalent temperature difference (NEdT), solar diffuser (SD) degradation, changes in sensor responses, center wavelengths, and band-to-band registration (BBR). Also discussed in this paper are the calibration approaches and strategies developed and implemented in support of MODIS Level 1B data production and re-processing, major challenging issues, and lessons learned. (2016) COPYRIGHT Society of Photo-Optical Instrumentation Engineers (SPIE). Downloading of the abstract is permitted for personal use only.

Benefits and challenges of health information systems for operations research: an illustrative example to improve surgical scheduling.

PubMed

Chow, Vincent S; Huang, Wenhai; Puterman, Martin L

2009-01-01

Operations research (OR) is playing an increasing role in the support of many health care initiatives. However one of the main challenges facing OR practitioners is the availability and the integrity of operations data. Hospital information systems (HIS) are often designed with a clinical or accounting focus and may lack the data necessary for operational studies. In this paper, we illustrate the data processing methods and data challenges faced by our team during a study of surgical scheduling practices at the Vancouver Island Health Authority. We also provide some general recommendations to improve HIS from an operations perspective. In general, more integration between operations researchers and HIS specialists are required to support ongoing operational improvements in the health care sector.

Conceptual Inquiry of the Space Shuttle and International Space Station GNC Flight Controllers

NASA Technical Reports Server (NTRS)

Kranzusch, Kara

2007-01-01

The concept of Mission Control was envisioned by Christopher Columbus Kraft in the 1960's. Instructed to figure out how to operate human space flight safely, Kraft envisioned a room of sub-system experts troubleshooting problems and supporting nominal flight activities under the guidance of one Flight Director who is responsible for the success of the mission. To facilitate clear communication, MCC communicates with the crew through a Capsule Communicator (CAPCOM) who is an astronaut themselves. Gemini 4 was the first mission to be supported by such a MCC and successfully completed the first American EVA. The MCC seen on television is called the Flight Control Room (FCR, pronounced ficker) or otherwise known as the front room. While this room is the most visible aspect, it is a very small component of the entire control center. The Shuttle FCR is known as the White FCR (WFCR) and Station's as FCR-1. (FCR-1 was actually the first FCR built at JSC which was used through the Gemini, Apollo and Shuttle programs until the WFCR was completed in 1992. Afterwards FCR-1 was refurbished first for the Life Sciences Center and then for the ISS in 2006.) Along with supporting the Flight Director, each FCR operator is also the supervisor for usually two or three support personnel in a back room called the Multi-Purpose Support Room (MPSR, pronounced mipser). MPSR operators are more deeply focused on their specific subsystems and have the responsible to analyze patterns, and diagnose and assess consequences of faults. The White MPSR (WMPSR) operators are always present for Shuttle operations; however, ISS FCR controllers only have support from their Blue MPSR (BMPSR) while the Shuttle is docked and during critical operations. Since ISS operates 24-7, the FCR team reduces to a much smaller Gemini team of 4-5 operators for night and weekend shifts when the crew is off-duty. The FCR is also supported by the Mission Evaluation Room (MER) which is a collection of contractor engineers who provide analysis and long-term troubleshooting support. Each MER operator is an expert in a very small portion of a sub-system and each FCR console usually interfaces with several MER positions.

Development of a Community-Based Palliative Care Model for Advance Cancer Patients in Public Health Centers in Busan, Korea.

PubMed

Kim, Sook-Nam; Choi, Soon-Ock; Shin, Seong Hoon; Ryu, Ji-Sun; Baik, Jeong-Won

2017-07-01

A feasible palliative care model for advance cancer patients is needed in Korea with its rapidly aging population and corresponding increase in cancer prevalence. This study describes the process involved in the development of a community-based palliative care (CBPC) model implemented originally in a Busan pilot project. The model development included steps I and II of the pilot project, identification of the service types, a survey exploring the community demand for palliative care, construction of an operational infrastructure, and the establishment of a service delivery system. Public health centers (including Busan regional cancer centers, palliative care centers, and social welfare centers) served as the regional hubs in the development of a palliative care model. The palliative care project included the provision of palliative care, establishment of a support system for the operations, improvement of personnel capacity, development of an educational and promotional program, and the establishment of an assessment system to improve quality. The operational infrastructure included a service management team, provision teams, and a support team. The Busan Metropolitan City CBPC model was based on the principles of palliative care as well as the characteristics of public health centers that implemented the community health projects. The potential use of the Busan CBPC model in Korea should be explored further through service evaluations.

Behavioral Design Teams: The Next Frontier in Clinical Delivery Innovation?

PubMed

Robertson, Ted; Darling, Matthew; Leifer, Jennifer; Footer, Owen; Gordski, Dani

2017-11-01

A deep understanding of human behavior is critical to designing effective health care delivery models, tools, and processes. Currently, however, few mechanisms exist to systematically apply insights about human behavior to improve health outcomes. Behavioral design teams (BDTs) are a successful model for applying behavioral insights within an organization. Already operational within government, this model can be adapted to function in a health care setting. To explore how BDTs could be applied to clinical care delivery and review models for integrating these teams within health care organizations. Interviews with experts in clinical delivery innovation and applied behavioral science, as well as leaders of existing government BDTs. BDTs are most effective when they enjoy top-level executive support, are co-led by a domain expert and behavioral scientist, collaborate closely with key staff and departments, have access to data and IT support, and operate a portfolio of projects. BDTs could be embedded in health care organizations in multiple ways, including in or just below the CEO’s office, within a quality improvement unit, or within an internal innovation center. When running a portfolio, BDTs achieve a greater number and diversity of insights at lower costs. They also become a platform for strategic learning and scaling.

A Dynamical Approach Toward Understanding Mechanisms of Team Science: Change, Kinship, Tension, and Heritage in a Transdisciplinary Team

PubMed Central

2013-01-01

Abstract Since the concept of team science gained recognition among biomedical researchers, social scientists have been challenged with investigating evidence of team mechanisms and functional dynamics within transdisciplinary teams. Identification of these mechanisms has lacked substantial research using grounded theory models to adequately describe their dynamical qualities. Research trends continue to favor the measurement of teams by isolating occurrences of production over relational mechanistic team tendencies. This study uses a social constructionist‐grounded multilevel mixed methods approach to identify social dynamics and mechanisms within a transdisciplinary team. A National Institutes of Health—funded research team served as a sample. Data from observations, interviews, and focus groups were qualitatively coded to generate micro/meso level analyses. Social mechanisms operative within this biomedical scientific team were identified. Dynamics that support such mechanisms were documented and explored. Through theoretical and emergent coding, four social mechanisms dominated in the analysis—change, kinship, tension, and heritage. Each contains relational social dynamics. This micro/meso level study suggests such mechanisms and dynamics are key features of team science and as such can inform problems of integration, praxis, and engagement in teams. PMID:23919361

A dynamical approach toward understanding mechanisms of team science: change, kinship, tension, and heritage in a transdisciplinary team.

PubMed

Lotrecchiano, Gaetano R

2013-08-01

Since the concept of team science gained recognition among biomedical researchers, social scientists have been challenged with investigating evidence of team mechanisms and functional dynamics within transdisciplinary teams. Identification of these mechanisms has lacked substantial research using grounded theory models to adequately describe their dynamical qualities. Research trends continue to favor the measurement of teams by isolating occurrences of production over relational mechanistic team tendencies. This study uses a social constructionist-grounded multilevel mixed methods approach to identify social dynamics and mechanisms within a transdisciplinary team. A National Institutes of Health-funded research team served as a sample. Data from observations, interviews, and focus groups were qualitatively coded to generate micro/meso level analyses. Social mechanisms operative within this biomedical scientific team were identified. Dynamics that support such mechanisms were documented and explored. Through theoretical and emergent coding, four social mechanisms dominated in the analysis-change, kinship, tension, and heritage. Each contains relational social dynamics. This micro/meso level study suggests such mechanisms and dynamics are key features of team science and as such can inform problems of integration, praxis, and engagement in teams. © 2013 Wiley Periodicals, Inc.

Beyond Control Centers

NASA Technical Reports Server (NTRS)

Trimble, Jay

2017-01-01

For NASA's Resource Prospector (RP) Lunar Rover Mission, we are moving away from a control center concept, to a fully distributed operation utilizing control nodes, with decision support from anywhere via mobile devices. This operations concept will utilize distributed information systems, notifications, mobile data access, and optimized mobile data display for off-console decision support. We see this concept of operations as a step in the evolution of mission operations from a central control center concept to a mission operations anywhere concept. The RP example is part of a trend, in which mission expertise for design, development and operations is distributed across countries and across the globe. Future spacecraft operations will be most cost efficient and flexible by following this distributed expertise, enabling operations from anywhere. For the RP mission we arrived at the decision to utilize a fully distributed operations team, where everyone operates from their home institution, based on evaluating the following factors: the requirement for physical proximity for near-real time command and control decisions; the cost of distributed control nodes vs. a centralized control center; the impact on training and mission preparation of flying the team to a central location. Physical proximity for operational decisions is seldom required, though certain categories of decisions, such as launch abort, or close coordination for mission or safety-critical near-real-time command and control decisions may benefit from co-location. The cost of facilities and operational infrastructure has not been found to be a driving factor for location in our studies. Mission training and preparation benefit from having all operators train and operate from home institutions.

EHS and FME Lend Their Expertise to NCI Campus Refurbishment Project | Poster

Cancer.gov

In October 2015, the NCI executive officer and the director of NCI’s Office of Space and Facilities Management (OSFM) announced a wide-ranging refurbishment plan for NCI at Frederick. Since then, a project team comprising members from the Office of Scientific Operations, the Management Operations Support Branch, OSFM, the Center for Cancer Research, the Environment, Health,

How to manage organisational change and create practice teams: experiences of a South African primary care health centre.

PubMed

Mash, B J; Mayers, P; Conradie, H; Orayn, A; Kuiper, M; Marais, J

2008-07-01

In South Africa, first-contact primary care is delivered by nurses in small clinics and larger community health centres (CHC). CHCs also employ doctors, who often work in isolation from the nurses, with poor differentiation of roles and little effective teamwork or communication. Worcester CHC, a typical public sector CHC in rural South Africa, decided to explore how to create more successful practice teams of doctors and nurses. This paper is based on their experience of both unsuccessful and successful attempts to introduce practice teams and reports on their learning regarding organisational change. An emergent action research study design utilised a co-operative inquiry group. The first nine months of inquiry focused on understanding the initial unsuccessful attempt to create practice teams. This paper reports primarily on the subsequent nine months (four cycles of planning, action, observation and reflection) during which practice teams were re-introduced. The central question was how more effective practice teams of doctors and nurses could be created. The group utilised outcome mapping to assist with planning, monitoring and evaluation. Outcome mapping defined a vision, mission, boundary partners, outcome challenges, progress markers and strategies for the desired changes and supported quantitative monitoring of the process. Qualitative data were derived from the co-operative inquiry group (CIG) meetings and interviews with doctors, nurses, practice teams and patients. The CIG engaged effectively with 68% of the planned strategies, and more than 60% of the progress markers were achieved for clinical nurse practitioners, doctors, support staff and managers, but not for patients. Key themes that emerged from the inquiry group's reflection on their experience of the change process dealt with the amount of interaction, type of communication, team resilience, staff satisfaction, leadership style, reflective capacity, experimentation and evolution of new structures. The group's learning supported a view of change that sees the organisation as a living system in which information flow, participation and the development of resilience are key aspects. These themes fit well into an understanding of change based on complexity theory. If managers of the health system wish to enhance organisational change, then their goal may need to shift from optimising health care delivery in a mechanistic model to optimising health care workers in a living system.

Developing a corss-project support system during mission operations: Deep Space 1 extended mission flight control

NASA Technical Reports Server (NTRS)

Scarffe, V. A.

2002-01-01

NASA is focusing on small, low-cost spacecraft for both planetary and earth science missions. Deep Space 1 (DS1) was the first mission to be launched by the NMP. The New Millennium Project (NMP) is designed to develop and test new technology that can be used on future science missions with lower cost and risk. The NMP is finding ways to reduce cost not only in development, but also in operations. DS 1 was approved for an extended mission, but the budget was not large, so the project began looking into part time team members shared with other projects. DS1 launched on October 24, 1998, in it's primary mission it successfully tested twelve new technologies. The extended mission started September 18, 1999 and ran through the encounter with Comet Borrelly on September 22,2001. The Flight Control Team (FCT) was one team that needed to use part time or multi mission people. Circumstances led to a situation where for the few months before the Borrelly encounter in September of 2001 DSl had no certified full time Flight Control Engineers also known as Aces. This paper examines how DS 1 utilized cross-project support including the communication between different projects, and the how the tools used by the Flight Control Engineer fit into cross-project support.

Mission Manager Area of the Spacelab Payload Operations Control Center (SL POCC)

NASA Technical Reports Server (NTRS)

1990-01-01

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Pictured is Jack Jones in the Mission Manager Area.

Around Marshall

NASA Image and Video Library

1990-12-07

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. This photo is of Space classroom students in the Discovery Optics Lab at MSFC during STS-35, ASTRO-1 mission payload operations.

When managers and their teams disagree: a longitudinal look at the consequences of differences in perceptions of organizational support.

PubMed

Bashshur, Michael R; Hernández, Ana; González-Romá, Vicente

2011-05-01

The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of the organizational support received by the team has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves. With a longitudinal sample of 179 teams at Time 1 and 154 teams at Time 2, the authors tested their predictions using a combined polynomial regression and response surface analyses approach. The results supported the authors' predictions. When team managers and team members' perceptions of organizational support were high and in agreement, outcomes were maximized. When team managers and team members disagreed, team negative affect increased and team performance and team positive affect decreased. The negative effects of disagreement were most amplified when managers perceived that the team received higher levels of support than did the team itself.

Orion Neutral Buoyancy Lab (NBL) Activities

NASA Image and Video Library

2016-09-20

NASA astronaut Dan Burbank speaks to a group of U.S. Navy divers at the Neutral Buoyancy Laboratory (NBL) at the agency’s Johnson Space Center in Houston. Navy divers, Air Force pararescuemen and Coast Guard rescue swimmers are preparing to practice Orion underway recovery techniques with a test version of the Orion spacecraft. Training will help the team prepare for Underway Recovery Test 5 for Exploration Mission 1 aboard the USS San Diego in the Pacific Ocean off the coast of California in October. The Ground Systems Development and Operations Program, along with the U.S. Navy and Lockheed Martin, are preparing the recovery team, hardware and operations to support EM-1 recovery.

Space Flight Resource Management for ISS Operations

NASA Technical Reports Server (NTRS)

Schmidt, Lacey L.; Slack, Kelley; Holland, Albert; Huning, Therese; O'Keefe, William; Sipes, Walter E.

2010-01-01

Although the astronaut training flow for the International Space Station (ISS) spans 2 years, each astronaut or cosmonaut often spends most of their training alone. Rarely is it operationally feasible for all six ISS crewmembers to train together, even more unlikely that crewmembers can practice living together before launch. Likewise, ISS Flight Controller training spans 18 months of learning to manage incredibly complex systems remotely in plug-and-play ground teams that have little to no exposure to crewmembers before a mission. How then do all of these people quickly become a team - a team that must respond flexibly yet decisively to a variety of situations? The answer implemented at NASA is Space Flight Resource Management (SFRM), the so-called "soft skills" or team performance skills. Based on Crew Resource Management, SFRM was developed first for shuttle astronauts and focused on managing human errors during time-critical events (Rogers, et al. 2002). Given the nature of life on ISS, the scope of SFRM for ISS broadened to include teamwork during prolonged and routine operations (O'Keefe, 2008). The ISS SFRM model resembles a star with one competency for each point: Communication, Cross-Culture, Teamwork, Decision Making, Team Care, Leadership/Followership, Conflict Management, and Situation Awareness. These eight competencies were developed with international participation by the Human Behavior and Performance Training Working Group. Over the last two years, these competencies have been used to build a multi-modal SFRM training flow for astronaut candidates and flight controllers that integrates team performance skills into the practice of technical skills. Preliminary results show trainee skill increases as the flow progresses; and participants find the training invaluable to performing well and staying healthy during ISS operations. Future development of SFRM training will aim to help support indirect handovers as ISS operations evolve further with the retirement of the Space Shuttle Program.

Iterative Development of an Application to Support Nuclear Magnetic Resonance Data Analysis of Proteins.

PubMed

Ellis, Heidi J C; Nowling, Ronald J; Vyas, Jay; Martyn, Timothy O; Gryk, Michael R

2011-04-11

The CONNecticut Joint University Research (CONNJUR) team is a group of biochemical and software engineering researchers at multiple institutions. The vision of the team is to develop a comprehensive application that integrates a variety of existing analysis tools with workflow and data management to support the process of protein structure determination using Nuclear Magnetic Resonance (NMR). The use of multiple disparate tools and lack of data management, currently the norm in NMR data processing, provides strong motivation for such an integrated environment. This manuscript briefly describes the domain of NMR as used for protein structure determination and explains the formation of the CONNJUR team and its operation in developing the CONNJUR application. The manuscript also describes the evolution of the CONNJUR application through four prototypes and describes the challenges faced while developing the CONNJUR application and how those challenges were met.

Mission Operations Planning and Scheduling System (MOPSS)

NASA Technical Reports Server (NTRS)

Wood, Terri; Hempel, Paul

2011-01-01

MOPSS is a generic framework that can be configured on the fly to support a wide range of planning and scheduling applications. It is currently used to support seven missions at Goddard Space Flight Center (GSFC) in roles that include science planning, mission planning, and real-time control. Prior to MOPSS, each spacecraft project built its own planning and scheduling capability to plan satellite activities and communications and to create the commands to be uplinked to the spacecraft. This approach required creating a data repository for storing planning and scheduling information, building user interfaces to display data, generating needed scheduling algorithms, and implementing customized external interfaces. Complex scheduling problems that involved reacting to multiple variable situations were analyzed manually. Operators then used the results to add commands to the schedule. Each architecture was unique to specific satellite requirements. MOPSS is an expert system that automates mission operations and frees the flight operations team to concentrate on critical activities. It is easily reconfigured by the flight operations team as the mission evolves. The heart of the system is a custom object-oriented data layer mapped onto an Oracle relational database. The combination of these two technologies allows a user or system engineer to capture any type of scheduling or planning data in the system's generic data storage via a GUI.

Lessons from a Space Analog on Adaptation for Long-Duration Exploration Missions.

PubMed

Anglin, Katlin M; Kring, Jason P

2016-04-01

Exploration missions to asteroids and Mars will bring new challenges associated with communication delays and more autonomy for crews. Mission safety and success will rely on how well the entire system, from technology to the human elements, is adaptable and resilient to disruptive, novel, or potentially catastrophic events. The recent NASA Extreme Environment Missions Operations (NEEMO) 20 mission highlighted this need and produced valuable "lessons learned" that will inform future research on team adaptation and resilience. A team of NASA, industry, and academic members used an iterative process to design a tripod shaped structure, called the CORAL Tower, for two astronauts to assemble underwater with minimal tools. The team also developed assembly procedures, administered training to the crew, and provided support during the mission. During the design, training, and assembly of the Tower, the team learned first-hand how adaptation in extreme environments depends on incremental testing, thorough procedures and contingency plans that predict possible failure scenarios, and effective team adaptation and resiliency for the crew and support personnel. Findings from NEEMO 20 provide direction on the design and testing process for future space systems and crews to maximize adaptation. This experience also underscored the need for more research on team adaptation, particularly how input and process factors affect adaption outcomes, the team adaptation iterative process, and new ways to measure the adaptation process.

American Recovery and Reinvestment Act (ARRA) FEMP Technical Assistance Federal Aviation Administration Project 209 - Control Tower and Support Building, Las Vegas, NV

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

Arends, J.; Sandusky, William F.

2010-03-31

This report represents findings of a design review team that evaluated construction documents (at the 70% level) and operating specifications for a new control tower and support building that will be built in Las Vegas, Nevada by the Federal Aviation Administration (FAA). The focus of the review was to identify measures that could be incorporated into the final design and operating specification that would result in additional energy savings for the FAA that would not have otherwise occurred.

American Recovery and Reinvestment Act (ARRA) FEMP Technical Assistance Federal Aviation Administration – Project 209 Control Tower and Support Building Oakland, CA

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

Arends, J.; Sandusky, William F.

2010-03-01

This report represents findings of a design review team that evaluated construction documents (at the 70% level) and operating specifications for a new control tower and support building that will be build at Oakland, California by the Federal Aviation Administration (FAA). The focus of the review was to identify measures that could be incorporated into the final design and operating specification that would result in additional energy savings for the FAA that would not have otherwise occurred.

HUT Data Inspected at Marshall Space Flight Center During the STS-35 Mission

NASA Technical Reports Server (NTRS)

1990-01-01

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures the activity of viewing HUT data in the Mission Manager Actions Room during the mission.

Unsettled teamwork: communication and learning in the operating theatres of an urban hospital.

PubMed

Bezemer, Jeff; Korkiakangas, Terhi; Weldon, Sharon-Marie; Kress, Gunther; Kneebone, Roger

2016-02-01

To explore the unsettling effects of increased mobility of nurses, surgeons and other healthcare professionals on communication and learning in the operating theatre. Increasingly, healthcare professionals step in and out of newly formed transient teams and work with colleagues they have not met before, unsettling previously relatively stable team work based on shared, local knowledge accumulated over significant periods of close collaboration. An ethnographic case study was conducted of the operating theatre department of a major teaching hospital in London. Video recordings were made of 20 operations, involving different teams. The recordings were systematically reviewed and coded. Instances where difficulties arose in the communication between scrub nurse and surgeons were identified and subjected to detailed, interactional analysis. Instrument requests frequently prompted clarification from the scrub nurse (e.g. 'Sorry, what did you want?'). Such requests were either followed by a relatively elaborate clarification, designed to maximize learning opportunities, or a by a relatively minimal clarification, designed to achieve the immediate task at hand. Significant variation exists in the degree of support given to scrub nurses requesting clarification. Some surgeons experience such requests as disruptions, while others treat them as opportunities to build shared knowledge. © 2015 John Wiley & Sons Ltd.

Evaluation of the Hanford 200 West Groundwater Treatment System: Fluidized Bed Bioreactor

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

Looney, Brian B.; Jackson, Dennis G.; Dickson, John O.

A fluidized bed reactor (FBR) in the 200W water treatment facility at Hanford is removing nitrate from groundwater as part of the overall pump-treat-reinject process. Control of the FBR bed solids has proven challenging, impacting equipment, increasing operations and maintenance (O&M), and limiting the throughput of the facility. In response to the operational challenges, the Department of Energy Richland Office (DOE-RL) commissioned a technical assistance team to facilitate a system engineering evaluation and provide focused support recommendations to the Hanford Team. The DOE Environmental Management (EM) technical assistance process is structured to identify and triage technologies and strategies that addressmore » the target problem(s). The process encourages brainstorming and dialog and allows rapid identification and prioritization of possible options. Recognizing that continuous operation of a large-scale FBR is complex, requiring careful attention to system monitoring data and changing conditions, the technical assistance process focused on explicit identification of the available control parameters (“knobs”), how these parameters interact and impact the FBR system, and how these can be adjusted under different scenarios to achieve operational goals. The technical assistance triage process was performed in collaboration with the Hanford team.« less

The changing role of the medical technologist from technologist to information specialist.

PubMed

Miller, W G

2000-01-01

Pathology laboratory services are dependent on the laboratory information system (LIS) to organize the work, manage the operation, and communicate the results for effective laboratory medicine. For maximum efficiency, staffing for the LIS should be an integral component of laboratory operations and is facilitated by a two-tier structure. A core LIS staff provides system support and continuous services. A group of bench medical technologists have multitasking responsibilities, including LIS support for a specific laboratory work area. The two components form a team that uses staff efficiently to provide ongoing operational services and flexibility for problem solving and new functionality implementation.

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

NASA Technical Reports Server (NTRS)

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

2015-01-01

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

Mental health care use by soldiers conducting counterinsurgency operations.

PubMed

Applewhite, Larry; Keller, Nathan; Borah, Adam

2012-05-01

Counterinsurgency (COIN) has become the cornerstone of the military's strategy to combat terrorist threats. COIN operations are complex and often expose soldiers to unfamiliar stressors as they fight the enemy while developing and maintaining rapport with the local populace. Utilizing a retrospective record review protocol, we examined 282 mental health files of soldiers assigned to a brigade combat team that operated from a large forward operating base in Iraq during the counterinsurgency campaign. Most reported sleep disturbance, depression, anxiety, irritability, and conflict with supervisors related to either operational stress, exposure to direct combat, or home front concerns. Most received brief individual supportive therapy or attended solution-focused group counseling emphasizing life skills training, post-traumatic stress treatment, women's support, or relationship skills. Psychopharmacologic treatment was an essential adjunct to the counseling program. Results indicate that supporting a COIN deployment requires a comprehensive mental health program that can respond to a wide range of mental health problems.

Distributed situation awareness in complex collaborative systems: A field study of bridge operations on platform supply vessels

PubMed Central

Sandhåland, Hilde; Oltedal, Helle A; Hystad, Sigurd W; Eid, Jarle

2015-01-01

This study provides empirical data about shipboard practices in bridge operations on board a selection of platform supply vessels (PSVs). Using the theoretical concept of distributed situation awareness, the study examines how situation awareness (SA)-related information is distributed and coordinated at the bridge. This study thus favours a systems approach to studying SA, viewing it not as a phenomenon that solely happens in each individual's mind but rather as something that happens between individuals and the tools that they use in a collaborative system. Thus, this study adds to our understanding of SA as a distributed phenomenon. Data were collected in four field studies that lasted between 8 and 14 days on PSVs that operate on the Norwegian continental shelf and UK continental shelf. The study revealed pronounced variations in shipboard practices regarding how the bridge team attended to operational planning, communication procedures, and distracting/interrupting factors during operations. These findings shed new light on how SA might decrease in bridge teams during platform supply operations. The findings from this study emphasize the need to assess and establish shipboard practices that support the bridge teams' SA needs in day-to-day operations. Practitioner points Provides insights into how shipboard practices that are relevant to planning, communication and the occurrence of distracting/interrupting factors are realized in bridge operations. Notes possible areas for improvement to enhance distributed SA in bridge operations. PMID:26028823

Creating Supportive Environments and Thriving in a Volatile, Uncertain, Complex, and Ambiguous World.

PubMed

Pabico, Christine

2015-10-01

Nurse executives (NEs) are operating in a volatile, uncertain, complex, and ambiguous world. NEs must create supportive environments that promote staff empowerment, resilience, and alignment, to ensure organizational success. In addition, NEs need to be transparent and create a culture of partnership with their staff. The ability of NEs to create and sustain this environment is vital in supporting teams to successfully navigate in today's healthcare environment.

Hurricane Matthew Damage Survey

NASA Image and Video Library

2016-10-08

The roof of the Operations Support Building I is seen during an aerial survey of NASA's Kennedy Space Center in Florida on Saturday. The survey was performed to identify structures and facilities that may have sustained damage from Hurricane Matthew as the storm passed to the east of Kennedy on Oct. 6 and 7, 2016. Officials determined that the center received some isolated roof damage, damaged support buildings, a few downed power lines, and limited water intrusion. Beach erosion also occurred, although the storm surge was less than expected. NASA closed the center ahead of the storm’s onset and only a small team of specialists known as the Rideout Team was on the center as the storm approached and passed.

Hurricane Matthew Damage Survey

NASA Image and Video Library

2016-10-08

The roof of the Operations Support Building II is seen during an aerial survey of NASA's Kennedy Space Center in Florida on Saturday. The survey was performed to identify structures and facilities that may have sustained damage from Hurricane Matthew as the storm passed to the east of Kennedy on Oct. 6 and 7, 2016. Officials determined that the center received some isolated roof damage, damaged support buildings, a few downed power lines, and limited water intrusion. Beach erosion also occurred, although the storm surge was less than expected. NASA closed the center ahead of the storm’s onset and only a small team of specialists known as the Rideout Team was on the center as the storm approached and passed.

End effector monitoring system: An illustrated case of operational prototyping

NASA Technical Reports Server (NTRS)

Malin, Jane T.; Land, Sherry A.; Thronesbery, Carroll

1994-01-01

Operational prototyping is introduced to help developers apply software innovations to real-world problems, to help users articulate requirements, and to help develop more usable software. Operational prototyping has been applied to an expert system development project. The expert system supports fault detection and management during grappling operations of the Space Shuttle payload bay arm. The dynamic exchanges among operational prototyping team members are illustrated in a specific prototyping session. We discuss the requirements for operational prototyping technology, types of projects for which operational prototyping is best suited and when it should be applied to those projects.

Microgravity

NASA Image and Video Library

1998-10-21

The Glenn Research Center (GRC) Telescience Support Center (TSC) is a NASA telescience ground facility that provides the capability to execute ground support operations of on-orbit International Space Station (ISS) and Space Shuttle payloads. This capability is provided with the coordination with the Marshall Space Flight Center (MSFC) Huntsville Operations Support Center (HOSC), the Johnson Space Center (JSC) Mission Control Center in Houston (MCC-H) and other remote ground control facilities. The concept of telescience is a result of NASA's vision to provide worldwide distributed ISS ground operations that will enable payload developers and scientists to control and monitor their on-board payloads from any location -- not necessarily a NASA site. This concept enhances the quality of scientific and technological data while decreasing operation costs of long-term support activities by providing ground operation services to a Principal Investigator and Engineering Team at their home site. The TSC acts as a hub in which users can either locate their operations staff within the walls of the TSC or request the TSC operation capabilities be extended to a location more convenient such as a university.

Integrated Primary Care Teams (IPCT) pilot project in Quebec: a protocol paper

PubMed Central

Contandriopoulos, Damien; Duhoux, Arnaud; Roy, Bernard; Amar, Maxime; Bonin, Jean-Pierre; Borges Da Silva, Roxane; Brault, Isabelle; Dallaire, Clémence; Dubois, Carl-Ardy; Girard, Francine; Jean, Emmanuelle; Larue, Caroline; Lessard, Lily; Mathieu, Luc; Pépin, Jacinthe; Cockenpot, Aurore

2015-01-01

Introduction The overall aim of this project is to help develop knowledge about primary care delivery models likely to improve the accessibility, quality and efficiency of care. Operationally, this objective will be achieved through supporting and evaluating 8 primary care team pilot sites that rely on an expanded nursing role within a more intensive team-based, interdisciplinary setting. Methods and analysis The first research component is aimed at supporting the development and implementation of the pilot projects, and is divided into 2 parts. The first part is a logical analysis based on interpreting available scientific data to understand the causal processes by which the objectives of the intervention being studied may be achieved. The second part is a developmental evaluation to support teams in the field in a participatory manner and thereby learn from experience. Operationally, the developmental evaluation phase mainly involves semistructured interviews. The second component of the project design focuses on evaluating pilot project results and assessing their costs. This component is in turn made up of 2 parts. Part 1 is a pre-and-post survey of patients receiving the intervention care to analyse their care experience. In part 2, each patient enrolled in part 1 (around 4000 patients) will be matched with 2 patients followed within a traditional primary care model, so that a comparative analysis of the accessibility, quality and efficiency of the intervention can be performed. The cohorts formed in this way will be followed longitudinally for 4 years. Ethics and dissemination The project, as well as all consent forms and research tools, have been accepted by 2 health sciences research ethics committees. The procedures used will conform to best practices regarding the anonymity of patients. PMID:26700294

Asteroid team

NASA Technical Reports Server (NTRS)

Matson, D. L.

1988-01-01

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

The ODDI Odyssey: Developing and Integrating Operations for the International Space Station

NASA Astrophysics Data System (ADS)

Deal, Ryan W.

2002-01-01

International Space Station (ISS) comprise the deliverable products (OP-01 Reports) of the Boeing Operations Data Development and Integration (ODDI) Integrated Product Team (IPT) to the NASA customer. The ODDI IPT's mission is to exceed the customer's expectations by providing high-quality data and sound techniques for assembling and operating the ISS. strategies in order to streamline the generation of operations products that the Mission Operations Directorate (MOD) utilizes for its crew and ground operations procedures development. Just as for other business practices, operations is a transformation process, converting inputs (resources) into outputs (products) based on a strategy that works best for the established competitive priorities of the operations organization. product reviews, and supporting other ISS operations duties (such as Mission Evaluation Room support) must be balanced with meeting schedules for delivery of the ODDI IPT's OP-01 Reports in accordance with the ISS assembly sequence timeline.

Analysis of Vessels and Acquisition Methods Utilized to Support Maritime Irregular Warfare

DTIC Science & Technology

2010-05-27

is the maritime component of irregular warfare (IW) or IW conducted from or on a body of water. Figure 1 identifies five fundamental IW operations as...important to examine the listed operations as they relate to MIW. Figure 7 identifies five fundamental IW operations as they relate to the maritime...designed for the insertion and extraction of SEAL team personnel. It is a twin- turbocharged diesel engine, waterjet-propelled personnel carrier with

Laboratory Information Systems Management and Operations.

PubMed

Cucoranu, Ioan C

2015-06-01

The main mission of a laboratory information system (LIS) is to manage workflow and deliver accurate results for clinical management. Successful selection and implementation of an anatomic pathology LIS is not complete unless it is complemented by specialized information technology support and maintenance. LIS is required to remain continuously operational with minimal or no downtime and the LIS team has to ensure that all operations are compliant with the mandated rules and regulations. Copyright © 2015 Elsevier Inc. All rights reserved.

Framework for the Integration of Multi-Instrument Pipelines in the BepiColombo Science Operations Control System

NASA Astrophysics Data System (ADS)

Pérez-López, F.; Vallejo, J. C.; Martínez, S.; Ortiz, I.; Macfarlane, A.; Osuna, P.; Gill, R.; Casale, M.

2015-09-01

BepiColombo is an interdisciplinary ESA mission to explore the planet Mercury in cooperation with JAXA. The mission consists of two separate orbiters: ESA's Mercury Planetary Orbiter (MPO) and JAXA's Mercury Magnetospheric Orbiter (MMO), which are dedicated to the detailed study of the planet and its magnetosphere. The MPO scientific payload comprises eleven instruments packages covering different disciplines developed by several European teams. This paper describes the design and development approach of the framework required to support the operation of the distributed BepiColombo MPO instruments pipelines, developed and operated from different locations, but designed as a single entity. An architecture based on primary-redundant configuration, fully integrated into the BepiColombo Science Operations Control System (BSCS), has been selected, where some instrument pipelines will be operated from the instrument team's data processing centres, having a pipeline replica that can be run from the Science Ground Segment (SGS), while others will be executed as primary pipelines from the SGS, adopting the SGS the pipeline orchestration role.

76 FR 30229 - Shipping Coordinating Committee; Notice of Committee Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2011-05-24

.... --Strategy and planning. --Organizational reforms. --Resource management. --Technical Co-operation Fund--biennial allocation to support the ITCP Programme for 2012-2013. --Results-based budget. --Voluntary IMO... FSS Code for communication equipment for fire-fighting teams. --Development of guidelines for use of...

Integrated Speech and Language Technology for Intelligence, Surveillance, and Reconnaissance (ISR)

DTIC Science & Technology

2017-07-01

applying submodularity techniques to address computing challenges posed by large datasets in speech and language processing. MT and speech tools were...aforementioned research-oriented activities, the IT system administration team provided necessary support to laboratory computing and network operations...operations of SCREAM Lab computer systems and networks. Other miscellaneous activities in relation to Task Order 29 are presented in an additional fourth

Detect and Avoid (DAA) Automation Maneuver Study

DTIC Science & Technology

2017-02-01

88ABW-2017-2261. 14. ABSTRACT The study described herein was an operator–in–the–loop assessment supporting the development of a Sense and Avoid ( SAA ...display that enables effective teaming of an Unmanned Aerial Systems (UAS) operator with an advanced SAA maneuver algorithm to safely avoid proximal...air traffic. This study examined performance differences between candidate SAA display configurations and automation thresholds while UAS operators

Next-generation Strategies for Human Lunar Sorties

NASA Technical Reports Server (NTRS)

Cohen, B. A.

2013-01-01

The science community has had success in remote field experiences using two distinctly different models for humans-in-the-loop: the Apollo Science Support team (science backroom), and the robotic exploration of Mars. In the Apollo experience, the science team helped train the crew, designed geologic traverses, and made real-time decisions by reviewing audio and video transmissions and providing recommendations for geologic sampling. In contrast, the Mars Exploration Rover (MER) and Mars Science Lab (MSL) missions have been conducted entirely robotically, with significant time delays between science- driven decisions and remote field activities. Distinctive operations methods and field methodologies were developed for MER/MSL [1,2] because of the reliance on the "backroom" science team (rather than astronaut crew members) to understand the surroundings. Additionally, data are relayed to the team once per day, giving the team many hours or even days to assimilate the data and decide on a plan of action.

44 CFR 206.43 - Emergency support teams.

Code of Federal Regulations, 2012 CFR

2012-10-01

... 44 Emergency Management and Assistance 1 2012-10-01 2011-10-01 true Emergency support teams. 206... Emergency support teams. The Federal Coordinating Officer may activate emergency support teams, composed of... emergency. These emergency support teams assist the FCO in carrying out his/her responsibilities under the...

44 CFR 206.43 - Emergency support teams.

Code of Federal Regulations, 2014 CFR

2014-10-01

... 44 Emergency Management and Assistance 1 2014-10-01 2014-10-01 false Emergency support teams. 206... Emergency support teams. The Federal Coordinating Officer may activate emergency support teams, composed of... emergency. These emergency support teams assist the FCO in carrying out his/her responsibilities under the...

44 CFR 206.43 - Emergency support teams.

Code of Federal Regulations, 2010 CFR

2010-10-01

... 44 Emergency Management and Assistance 1 2010-10-01 2010-10-01 false Emergency support teams. 206... Emergency support teams. The Federal Coordinating Officer may activate emergency support teams, composed of... emergency. These emergency support teams assist the FCO in carrying out his/her responsibilities under the...

44 CFR 206.43 - Emergency support teams.

Code of Federal Regulations, 2013 CFR

2013-10-01

... 44 Emergency Management and Assistance 1 2013-10-01 2013-10-01 false Emergency support teams. 206... Emergency support teams. The Federal Coordinating Officer may activate emergency support teams, composed of... emergency. These emergency support teams assist the FCO in carrying out his/her responsibilities under the...

44 CFR 206.43 - Emergency support teams.

Code of Federal Regulations, 2011 CFR

2011-10-01

... 44 Emergency Management and Assistance 1 2011-10-01 2011-10-01 false Emergency support teams. 206... Emergency support teams. The Federal Coordinating Officer may activate emergency support teams, composed of... emergency. These emergency support teams assist the FCO in carrying out his/her responsibilities under the...

National early warning score (NEWS) - evaluation in surgery.

PubMed

Neary, Peter M; Regan, Mark; Joyce, Myles J; McAnena, Oliver J; Callanan, Ian

2015-01-01

The purpose of this paper is to evaluate staff opinion on the impact of the National Early Warning Score (NEWS) system on surgical wards. In 2012, the NEWS system was introduced to Irish hospitals on a phased basis as part of a national clinical programme in acute care. A modified established questionnaire was given to surgical nursing staff, surgical registrars, surgical senior house officers and surgical interns for completion six months following the introduction of the NEWS system into an Irish university hospital. Amongst the registrars, 89 per cent were unsure if the NEWS system would improve patient care. Less than half of staff felt consultants and surgical registrars supported the NEWS system. Staff felt the NEWS did not correlate well clinically with patients within the first 24 hours (Day zero) post-operatively. Furthermore, 78-85 per cent of nurses and registrars felt a rapid response team should be part of the escalation protocol. Senior medical staff were not convinced that the NEWS system may improve patient care. Appropriate audit proving a beneficial impact of the NEWS system on patient outcome may be essential in gaining support from senior doctors. Deficiencies with the system were also observed including the absence of a rapid response team as part of the escalation protocol and a lack of concordance of the NEWS in patients Day zero post-operatively. These issues should be addressed moving forward. Appropriate audit of the impact of the NEWS system on patient outcome may be pertinent to obtain the support from senior doctors. Deficiencies with the system were also observed including the absence of a rapid response team as part of the escalation protocol and a lack of concordance of the NEWS in patients Day zero post-operatively. These issues should be addressed moving forward.

A Constrained and Versioned Data Model for TEAM Data

NASA Astrophysics Data System (ADS)

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

2009-04-01

The objective of the Tropical Ecology Assessment and Monitoring Network (www.teamnetwork.org) is "To generate real time data for monitoring long-term trends in tropical biodiversity through a global network of TEAM sites (i.e. field stations in tropical forests), providing an early warning system on the status of biodiversity to effectively guide conservation action". To achieve this, the TEAM Network operates by collecting data via standardized protocols at TEAM Sites. The standardized TEAM protocols include the Climate, Vegetation and Terrestrial Vertebrate Protocols. Some sites also implement additional protocols. There are currently 7 TEAM Sites with plans to grow the network to 15 by June 30, 2009 and 50 TEAM Sites by the end of 2010. At each TEAM Site, data is gathered as defined by the protocols and according to a predefined sampling schedule. The TEAM data is organized and stored in a database based on the TEAM spatio-temporal data model. This data model is at the core of the TEAM Information System - it consumes and executes spatio-temporal queries, and analytical functions that are performed on TEAM data, and defines the object data types, relationships and operations that maintain database integrity. The TEAM data model contains object types including types for observation objects (e.g. bird, butterfly and trees), sampling unit, person, role, protocol, site and the relationship of these object types. Each observation data record is a set of attribute values of an observation object and is always associated with a sampling unit, an observation timestamp or time interval, a versioned protocol and data collectors. The operations on the TEAM data model can be classified as read operations, insert operations and update operations. Following are some typical operations: The operation get(site, protocol, [sampling unit block, sampling unit,] start time, end time) returns all data records using the specified protocol and collected at the specified site, block, sampling unit and time range. The operation insertSamplingUnit(sampling unit, site, protocol) saves a new sampling unit into the data model and links it with the site and protocol. The operation updateSampligUnit(sampling_unit_id, attribute, value) changes the attribute (e.g. latitude or longitude) of the sampling unit to the specified value. The operation insertData(observation record, site, protocol, sampling unit, timestamps, data collectors) saves a new observation record into the database and associates it with specified objects. The operation updateData(protocol, data_id, attribute, value) modifies the attribute of an existing observation record to the specified value. All the insert or update operations require: 1) authorization to ensure the user has necessary privileges to perform the operation; 2) timestamp validation to ensure the observation timestamps are in the designated time range specified in the sampling schedule; 3) data validation to check that the data records use correct taxonomy terms and data values. No authorization is performed for get operations, but under some specific condition, a username may be required for the purpose of authentication. Along with the validations above, the TEAM data model also supports human based data validation on observed data through the Data Review subsystem to ensure data quality. The data review is implemented by adding two attributes review_tag and review_comment to each observation data record. The attribute review_tag is used by a reviewer to specify the quality of data, and the attribute review_comment is for reviewers to give more information when a problem is identified. The review_tag attribute can be populated by either the system conducting QA/QC tests or by pre-specified scientific experts. The following is the review operation, which is actually a special case of the operation updateData: The operation updateReview(protocol, data_id, judgment, comment) sets the attribute review_tag and review_comment to the specified values. By systematically tracking every step, The TEAM data model can roll back to any previous state. This is achieved by introducing a historical data container for each editable object type. When the operation updateData is applied to an object to modify its attribute, the object will be tagged with the current timestamp and the name of the user who conducts the operation, the tagged object will then be moved into the historical data container, and finally a new object will be created with the new value for the specified attribute. The diagram illustrates the architecture of the TEAM data management system. A data collector can use the Data Ingestion subsystem to load new data records into the TEAM data model. The system establishes a first level of review (i.e. meets minimum data standards via QA/QC tests). Further review is done via experts and they can verify and provide their comments on data records through the Data Review subsystem. The data editor can then address data records based on the reviewer's comments. Users can use the Data Query and Download application to find data by sites, protocols and time ranges. The Data Query and Download system packages selected data with the data license and important metadata information into a single package and delivers it to the user.

Identifying Critical Manned-Unmanned Teaming Skills for Unmanned Aircraft System Operators

DTIC Science & Technology

2012-09-01

require expensive training device support, could be trained at home station on PC- based media . However, training resources was regarded simply as an...Contact 3-2 Perform BDA 3-40 Prioritize the engagement of targets 3-27 Provide accurate description of the target to support...informal BDA to firing unit. • Determine target effects requirements. • Determine risk for collateral damage. • Determine

Minimum Equipment Lists, Flight Rules and ... Past, Present and Future of Safety Pre-Determined Decisions for Operations

NASA Astrophysics Data System (ADS)

Herd, A.; Wolff, M.

2012-01-01

Extended mission operations, such as human spaceflight to Mars provide an opportunity for take current human exploration beyond Low Earth Orbit, such as the operations undertaken on the International Space Station (ISS). This opportunity also presents a challenge in terms of extending what we currently understand as "remote operations" performed on ISS, offering learning beyond that gained from the successful moon- lander expeditions. As such there is a need to assess how the existing operations concept of ground support teams directing (and supporting) on-orbit ISS operations can be applied in the extended mission concept. The current mission support concept involves three interacting operations products - a short term plan, crew procedures and flight rules. Flight rules (for ISS operations) currently provide overall planning, engineering and operations constraints (including those derived from a safety perspective) in the form of a rule book. This paper will focus specifically on flight rules, and describe the current use of them, and assess the future role of flight rules to support exploration, including the deployment of decision support tools (DSTs) to ensure flight rule compliancy for missions with minimal ground support. Taking consideration of the historical development of pre-planned decisions, and their manifestation within the operations environment, combined with the extended remoteness of human exploration missions, we will propose a future development of this product and a platform on which it could be presented.

OASIS General Introduction.

ERIC Educational Resources Information Center

Stanford Univ., CA.

Recognizing the need to balance generality and economy in system costs, the Project INFO team at Stanford University developing OASIS has sought to provide generalized and powerful computer support within the normal range of operating and analytical requirements associated with university administration. The specific design objectives of the OASIS…

Constellation Architecture Team-Lunar: Lunar Habitat Concepts

NASA Technical Reports Server (NTRS)

Toups, Larry; Kennedy, Kriss J.

2008-01-01

This paper will describe lunar habitat concepts that were defined as part of the Constellation Architecture Team-Lunar (CxAT-Lunar) in support of the Vision for Space Exploration. There are many challenges to designing lunar habitats such as mission objectives, launch packaging, lander capability, and risks. Surface habitats are required in support of sustaining human life to meet the mission objectives of lunar exploration, operations, and sustainability. Lunar surface operations consist of crew operations, mission operations, EVA operations, science operations, and logistics operations. Habitats are crewed pressurized vessels that include surface mission operations, science laboratories, living support capabilities, EVA support, logistics, and maintenance facilities. The challenge is to deliver, unload, and deploy self-contained habitats and laboratories to the lunar surface. The CxAT-Lunar surface campaign analysis focused on three primary trade sets of analysis. Trade set one (TS1) investigated sustaining a crew of four for six months with full outpost capability and the ability to perform long surface mission excursions using large mobility systems. Two basic habitat concepts of a hard metallic horizontal cylinder and a larger inflatable torus concept were investigated as options in response to the surface exploration architecture campaign analysis. Figure 1 and 2 depicts the notional outpost configurations for this trade set. Trade set two (TS2) investigated a mobile architecture approach with the campaign focused on early exploration using two small pressurized rovers and a mobile logistics support capability. This exploration concept will not be described in this paper. Trade set three (TS3) investigated delivery of a "core' habitation capability in support of an early outpost that would mature into the TS1 full outpost capability. Three core habitat concepts were defined for this campaign analysis. One with a four port core habitat, another with a 2 port core habitat, and the third investigated leveraging commonality of the lander ascent module and airlock pressure vessel hard shell. The paper will describe an overview of the various habitat concepts and their functionality. The Crew Operations area includes basic crew accommodations such as sleeping, eating, hygiene and stowage. The EVA Operations area includes additional EVA capability beyond the suit-port airlock function such as redundant airlock(s), suit maintenance, spares stowage, and suit stowage. The Logistics Operations area includes the enhanced accommodations for 180 days such as closed loop life support systems hardware, consumable stowage, spares stowage, interconnection to the other Hab units, and a common interface mechanism for future growth and mating to a pressurized rover. The Mission & Science Operations area includes enhanced outpost autonomy such as an IVA glove box, life support, and medical operations.

KSC-04pd1496

NASA Image and Video Library

2004-07-07

KENNEDY SPACE CENTER, FLA. - A boat returns to the dock in Key Largo from a training session offshore at NASA’s undersea research station, named Aquarius. At left is Marc Reagan, lead on the NASA Extreme Environment Mission Operations 6 (NEEMO-6) mission. In the bow is astronaut John Herrington, mission commander. The others are support personnel. Members of the team also include astronauts Doug Wheelock and Nick Patrick, and biomedical engineer Tara Ruttley. To prepare for their 10-day stay, the team had dive training twice a day. While stationed in Aquarius, the team conducted spacewalk-like diving excursions and field-testing a variety of biomedical equipment designed to help astronauts living aboard the International Space Station.

Science Support Room Operations During Desert RATS 2009

NASA Technical Reports Server (NTRS)

Lofgren, G. E.; Horz, F.; Bell, M. S.; Cohen, B. A.; Eppler,D. B.; Evans, C. a.; Hodges, K. V.; Hynek, B. M.; Gruener, J. E.; Kring, D. A.;

Flight Hardware Fabricated for Combustion Science in Space

NASA Technical Reports Server (NTRS)

OMalley, Terence F.; Weiland, Karen J.

2005-01-01

NASA Glenn Research Center s Telescience Support Center (TSC) allows researchers on Earth to operate experiments onboard the International Space Station (ISS) and the space shuttles. NASA s continuing investment in the required software, systems, and networks provides distributed ISS ground operations that enable payload developers and scientists to monitor and control their experiments from the Glenn TSC. The quality of scientific and engineering data is enhanced while the long-term operational costs of experiments are reduced because principal investigators and engineering teams can operate their payloads from their home institutions.

Development of a Space Station Operations Management System

NASA Technical Reports Server (NTRS)

Brandli, A. E.; Mccandless, W. T.

1988-01-01

To enhance the productivity of operations aboard the Space Station, a means must be provided to augment, and frequently to supplant, human effort in support of mission operations and management, both on the ground and onboard. The Operations Management System (OMS), under development at the Johnson Space Center, is one such means. OMS comprises the tools and procedures to facilitate automation of station monitoring, control, and mission planning tasks. OMS mechanizes, and hence rationalizes, execution of tasks traditionally performed by mission planners, the mission control center team, onboard System Management software, and the flight crew.

Development of a Space Station Operations Management System

NASA Astrophysics Data System (ADS)

Brandli, A. E.; McCandless, W. T.

To enhance the productivity of operations aboard the Space Station, a means must be provided to augment, and frequently to supplant, human effort in support of mission operations and management, both on the ground and onboard. The Operations Management System (OMS), under development at the Johnson Space Center, is one such means. OMS comprises the tools and procedures to facilitate automation of station monitoring, control, and mission planning tasks. OMS mechanizes, and hence rationalizes, execution of tasks traditionally performed by mission planners, the mission control center team, onboard System Management software, and the flight crew.

Land Ahoy! Understanding Submarine Command and Control During the Completion of Inshore Operations.

PubMed

Roberts, Aaron P J; Stanton, Neville A; Fay, Daniel

2017-12-01

The aim of this study was to use multiple command teams to provide empirical evidence for understanding communication flow, information pertinence, and tasks undertaken in a submarine control room when completing higher- and lower-demand inshore operation (INSO) scenarios. The focus of submarine operations has changed, and submarines are increasingly required to operate in costal littoral zones. However, submarine command team performance during INSO is not well understood, particularly from a sociotechnical systems perspective. A submarine control-room simulator was built. The creation of networked workstations allowed a team of nine operators to perform tasks completed by submarine command teams during INSO. The Event Analysis of Systematic Teamwork method was used to model the social, task, and information networks and to describe command team performance. Ten teams were recruited for the study, affording statistical comparisons of how command-team roles and level of demand affected performance. Results indicated that the submarine command-team members are required to rapidly integrate sonar and visual data as the periscope is used, periodically, in a "duck-and-run" fashion, to maintain covertness. The fusion of such information is primarily completed by the operations officer (OPSO), with this operator experiencing significantly greater demand than any other operator. The OPSO was a bottleneck in the command team when completing INSO, experiencing similar load in both scenarios, suggesting that the command team may benefit from data synthesis tasks being more evenly distributed within the command team. The work can inform future control-room design and command-team ways of working by identifying bottlenecks in terms of information and task flow between operators.

Supporting response with science: the Oso, Washington, landslide

NASA Astrophysics Data System (ADS)

Godt, J.

2014-12-01

On 22 March 2014 a large, rapidly moving landslide impacted the community of Steelhead Haven, near Oso, Washington, killing 43 people. The slide displaced about 8 million m3 of sand and silt from a 200-m high glacial terrace destroying 40 homes and burying more than 1.0 km of State Route 530. The landslide temporarily dammed the North Fork of the Stillaguamish River flooding an area of about 1.4 km2. The unusually long travel distance, in excess of 700 m from the base of the slope, and apparent speed of the slide led to the great loss of life and destruction. Landslide science was critical in supporting the response to the disaster. Landslide monitoring, process understanding, pre- and post-event high-resolution digital topography, and numerical simulations were used to advise search operations. Recognizing that buildings and their contents were swept tens to hundreds of meters from their original locations, maps of deposit thickness, and estimates of landslide trajectories were used to develop safer and more efficient search strategies. Teams of county, state, and federal scientists, engineers, and specialists were formed to assess the stability of the landslide dam and to monitor stream flow and the level of the lake impounded by the slide, and to assess the geomorphic response of the river to the landslide for gauging future effects on flood hazards and aquatic ecosystems. Another scientific team assessed the threat of additional landslide activity to search operations. This team's activities included establishing a communications protocol among landslide watch officers and search operations, deploying instrument platforms developed for use on volcanoes (Spiders) to remotely detect ground movement by means of GPS technology and to detect vibrations indicative of landslide movement using seismometers. The team was responsible for monitoring and integrating data from the Spiders and other instruments and making determinations with regards to the potential for additional landsliding during daylight hours, 7 days a week, until the conclusion of active search operations on 28 April 2014. Landslide understanding, data collected prior to and during the response, and modeling results were critical for informing search operations, decision makers, and the community.

Satellite and Aerial Remote Sensing in Support of Disaster Response Operations Conducted by the Texas Division of Emergency Management

NASA Astrophysics Data System (ADS)

Wells, G. L.; Tapley, B. D.; Bettadpur, S. V.; Howard, T.; Porter, B.; Smith, S.; Teng, L.; Tapley, C.

2014-12-01

The effective use of remote sensing products as guidance to emergency managers and first responders during field operations requires close coordination and communication with state-level decision makers, incident commanders and the leaders of individual strike teams. Information must be tailored to meet the needs of different emergency support functions and must contain current (ideally near real-time) data delivered in standard formats in time to influence decisions made under rapidly changing conditions. Since 2003, a representative of the University of Texas Center for Space Research (CSR) has served as a member of the Governor's Emergency Management Council and has directed the flow of information from remote sensing observations and high performance computing modeling and simulations to the Texas Division of Emergency Management in the State Operations Center. The CSR team has supported response and recovery missions resulting from hurricanes, tornadoes, flash floods, wildfires, oil spills and other natural and man-made disasters in Texas and surrounding states. Through web mapping services, state emergency managers and field teams have received threat model forecasts, real-time vehicle tracking displays and imagery to support search-and-clear operations before hurricane landfall, search-and-rescue missions following floods, tactical wildfire suppression, pollution monitoring and hazardous materials detection. Data servers provide near real-time satellite imagery collected by CSR's direct broadcast receiving system and post data products delivered during activations of the United Nations International Charter on Space and Major Disasters. In the aftermath of large-scale events, CSR is charged with tasking state aviation resources, including the Air National Guard and Texas Civil Air Patrol, to acquire geolocated aerial photography of the affected region for wide area damage assessment. A data archive for each disaster is available online for years following the event to assist forensic studies and local plans for recovery. The use of portable devices, including commodity smartphones and tablets, will soon permit even more responsive data delivery during future disasters through the expansion of wireless Public Safety Broadband (FirstNet) targeted to serve first responders.

Automating Mission Scheduling for Space-Based Observatories

NASA Technical Reports Server (NTRS)

Pell, Barney; Muscettola, Nicola; Hansson, Othar; Mohan, Sunil

1998-01-01

In this paper we describe the use of our planning and scheduling framework, HSTS, to reduce the complexity of science mission planning. This work is part of an overall project to enable a small team of scientists to control the operations of a spacecraft. The present process is highly labor intensive. Users (scientists and operators) rely on a non-codified understanding of the different spacecraft subsystems and of their operating constraints. They use a variety of software tools to support their decision making process. This paper considers the types of decision making that need to be supported/automated, the nature of the domain constraints and the capabilities needed to address them successfully, and the nature of external software systems with which the core planning/scheduling engine needs to interact. HSTS has been applied to science scheduling for EUVE and Cassini and is being adapted to support autonomous spacecraft operations in the New Millennium initiative.

Lessons Learned from Engineering a Multi-Mission Satellite Operations Center

NASA Technical Reports Server (NTRS)

Madden, Maureen; Cary, Everett, Jr.; Esposito, Timothy; Parker, Jeffrey; Bradley, David

2006-01-01

NASA's Small Explorers (SMEX) satellites have surpassed their designed science-lifetimes and their flight operations teams are now facing the challenge of continuing operations with reduced funding. At present, these missions are being reengineered into a fleet-oriented ground system at Goddard Space Flight Center (GSFC). When completed, this ground system will provide command and control of four SMEX missions and will demonstrate fleet automation and control concepts. As a path-finder for future mission consolidation efforts, this ground system will also demonstrate new ground-based technologies that show promise of supporting longer mission lifecycles and simplifying component integration. One of the core technologies being demonstrated in the SMEiX Mission Operations Center is the GSFC Mission Services Evolution Center (GMSEC) architecture. The GMSEC architecture uses commercial Message Oriented Middleware with a common messaging standard to realize a higher level of component interoperability, allowing for interchangeable components in ground systems. Moreover, automation technologies utilizing the GMSEC architecture are being evaluated and implemented to provide extended lights-out operations. This mode of operation will provide routine monitoring and control of the heterogeneous spacecraft fleet. The operational concepts being developed will reduce the need for staffed contacts and is seen as a necessity for fleet management. This paper will describe the experiences of the integration team throughout the reengineering effort of the SMEX ground system. Additionally, lessons learned will be presented based on the team s experiences with integrating multiple missions into a fleet-based automated ground system.

Lessons Learned from Engineering a Multi-Mission Satellite Operations Center

NASA Technical Reports Server (NTRS)

Madden, Maureen; Cary, Everett, Jr.; Esposito, Timothy; Parker, Jeffrey; Bradley, David

2006-01-01

NASA's Small Explorers (SMEX) satellites have surpassed their designed science-lifetimes and their flight operations teams are now facing the challenge of continuing operations with reduced funding. At present, these missions are being re-engineered into a fleet-oriented ground system at Goddard Space Flight Center (GSFC). When completed, this ground system will provide command and control of four SMEX missions and will demonstrate fleet automation and control concepts. As a path-finder for future mission consolidation efforts, this ground system will also demonstrate new ground-based technologies that show promise of supporting longer mission lifecycles and simplifying component integration. One of the core technologies being demonstrated in the SMEX Mission Operations Center is the GSFC Mission Services Evolution Center (GMSEC) architecture. The GMSEC architecture uses commercial Message Oriented Middleware with a common messaging standard to realize a higher level of component interoperability, allowing for interchangeable components in ground systems. Moreover, automation technologies utilizing the GMSEC architecture are being evaluated and implemented to provide extended lights-out operations. This mode of operation will provide routine monitoring and control of the heterogeneous spacecraft fleet. The operational concepts being developed will reduce the need for staffed contacts and is seen as a necessity for fleet management. This paper will describe the experiences of the integration team throughout the re-enginering effort of the SMEX ground system. Additionally, lessons learned will be presented based on the team's experiences with integrating multiple missions into a fleet-automated ground system.

KSC-2013-1097

NASA Image and Video Library

2013-01-17

CAPE CANAVERAL, Fla. - At NASA's Kennedy Space Center in Florida, Jacobs Technology General Manager Andy Allen speaks at a town hall meeting providing attendees an opportunity to learn about the Test and Operations Support Contract, or TOSC, hiring process and to introduce the organization's management team. NASA recently awarded its TOSC contract to Jacobs Technology Inc. of Tullahoma, Tenn. Jacobs will provide overall management and implementation of ground systems capabilities, flight hardware processing and launch operations at Kennedy. These tasks will support the International Space Station, Ground Systems Development and Operations, and the Space Launch System, Orion Multi-Purpose Crew Vehicle and Launch Services programs. For more information, visit http://www.nasa.gov/centers/kennedy/news/tosc_awarded.html Photo credit: NASA/Dimitri Gerondidakis

IITET and shadow TT: an innovative approach to training at the point of need

NASA Astrophysics Data System (ADS)

Gross, Andrew; Lopez, Favio; Dirkse, James; Anderson, Darran; Berglie, Stephen; May, Christopher; Harkrider, Susan

2014-06-01

The Image Intensification and Thermal Equipment Training (IITET) project is a joint effort between Night Vision and Electronics Sensors Directorate (NVESD) Modeling and Simulation Division (MSD) and the Army Research Institute (ARI) Fort Benning Research Unit. The IITET effort develops a reusable and extensible training architecture that supports the Army Learning Model and trains Manned-Unmanned Teaming (MUM-T) concepts to Shadow Unmanned Aerial Systems (UAS) payload operators. The training challenge of MUM-T during aviation operations is that UAS payload operators traditionally learn few of the scout-reconnaissance skills and coordination appropriate to MUM-T at the schoolhouse. The IITET effort leveraged the simulation experience and capabilities at NVESD and ARI's research to develop a novel payload operator training approach consistent with the Army Learning Model. Based on the training and system requirements, the team researched and identified candidate capabilities in several distinct technology areas. The training capability will support a variety of training missions as well as a full campaign. Data from these missions will be captured in a fully integrated AAR capability, which will provide objective feedback to the user in near-real-time. IITET will be delivered via a combination of browser and video streaming technologies, eliminating the requirement for a client download and reducing user computer system requirements. The result is a novel UAS Payload Operator training capability, nested within an architecture capable of supporting a wide variety of training needs for air and ground tactical platforms and sensors, and potentially several other areas requiring vignette-based serious games training.

Force of Choice: Optimizing Theater Special Operations Commands to Achieve Synchronized Effects

DTIC Science & Technology

2012-12-01

GCC Geographic Combatant Command GFM Global Force Management GSN Global SOF Network (aka EGSN) IA Interagency IATF Interagency Task Force...and through African partners.75 SOCOM NCR was chosen because it is a primary outgrowth of the SOCOM Interagency Task Force ( IATF ), and the...result, SOCOM established the IATF and Special Operations Support Teams (SOST). While the IATF remained at SOCOM Headquarters at MacDill AFB, the

Supporting Marine Corps Enhanced Company Operations: A Quantitative Analysis

DTIC Science & Technology

2010-06-01

by decomposition into simple independent parts. o Agents interact with each other in non-linear ways, and “ adapt ” to their local environment . (p...Center Co Company CoLT Company Landing Team CAS Complex Adaptive Systems CSV Comma-separated Value DO Distributed Operations DODIC Department...SUMMARY The modern irregular warfare environment has dramatically impacted the battle space assignments and mission scope of tactical units that now

Mind Games: Setting Conditions for Successful Counterinsurgency Military Information Support Operations

DTIC Science & Technology

2010-12-01

conflicts that relied primarily on mass media , the face-to-face communication relied upon to conduct counter-oathing, and thus, pseudo gang operations...has been studied at varying levels by numerous investigators over the decades. While many civilian applications like marketing and mass media have...cultural-drama teams that presented pro-government performances in rural villages.89 This effort not only reinforced mass media appeals presented in

Launch Vehicle Operations Simulator

NASA Technical Reports Server (NTRS)

Blackledge, J. W.

1974-01-01

The Saturn Launch Vehicle Operations Simulator (LVOS) was developed for NASA at Kennedy Space Center. LVOS simulates the Saturn launch vehicle and its ground support equipment. The simulator was intended primarily to be used as a launch crew trainer but it is also being used for test procedure and software validation. A NASA/contractor team of engineers and programmers implemented the simulator after the Apollo XI lunar landing during the low activity periods between launches.

Evolution of the U.S. Army aviation during Operation Enduring Freedom in Afghanistan

DTIC Science & Technology

2015-06-12

my chair, thank you for your continued support and dedicated persistent efforts to guide me through from the beginning till the end of this...ADAM Air Defense and Airspace Management AGI Air Ground Integration AI Air Interdiction AO Area of Operation AVCATT Aviation Combined Arms...Tactical Trainer AW Army Warrior BAE Brigade Aviation Element BAO Brigade Aviation Officer BCT Brigade Combat Team CAB Combat Aviation Brigade

Mentoring SFRM: A New Approach to International Space Station Flight Control Training

NASA Technical Reports Server (NTRS)

Huning, Therese; Barshi, Immanuel; Schmidt, Lacey

2009-01-01

The Mission Operations Directorate (MOD) of the Johnson Space Center is responsible for providing continuous operations support for the International Space Station (ISS). Operations support requires flight controllers who are skilled in team performance as well as the technical operations of the ISS. Space Flight Resource Management (SFRM), a NASA adapted variant of Crew Resource Management (CRM), is the competency model used in the MOD. ISS flight controller certification has evolved to include a balanced focus on development of SFRM and technical expertise. The latest challenge the MOD faces is how to certify an ISS flight controller (Operator) to a basic level of effectiveness in 1 year. SFRM training uses a twopronged approach to expediting operator certification: 1) imbed SFRM skills training into all Operator technical training and 2) use senior flight controllers as mentors. This paper focuses on how the MOD uses senior flight controllers as mentors to train SFRM skills.

Energy and Water Conservation Assessment of the Radiochemical Processing Laboratory (RPL) at Pacific Northwest National Laboratory

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

Johnson, Stephanie R.; Koehler, Theresa M.; Boyd, Brian K.

2014-05-31

This report summarizes the results of an energy and water conservation assessment of the Radiochemical Processing Laboratory (RPL) at Pacific Northwest National Laboratory (PNNL). The assessment was performed in October 2013 by engineers from the PNNL Building Performance Team with the support of the dedicated RPL staff and several Facilities and Operations (F&O) department engineers. The assessment was completed for the Facilities and Operations (F&O) department at PNNL in support of the requirements within Section 432 of the Energy Independence and Security Act (EISA) of 2007.

SPICE for ESA Planetary Missions: geometry and visualization support to studies, operations and data analysis within your reach

NASA Astrophysics Data System (ADS)

Costa, Marc

2018-05-01

JUICE is a mission chosen in the framework of the Cosmic Vision 2015-2024 program of the SRE. JUICE will survey the Jovian system with a special focus on the three Galilean Moons. Currently the mission is under study activities during its Definition Phase. For this period the future mission scenarios are being studied by the Science Working Team (SWT). The Mission Analysis and Payload Support (MAPPS) and the Solar System Science Operations Laboratory (SOLab) tools are being used to provide active support to the SWT in synergy with other operational tools used in the Department in order to evaluate the feasibility of those scenarios. This contribution will outline the capabilities, synergies as well as use cases of the mentioned tools focusing on the support provided to JUICEís study phase on the study of its critical operational scenarios and the early developments of its Science Ground Segment demonstrating the added value that such a tool provides to planetary science missions.

KSC-04pd1506

NASA Image and Video Library

2004-07-08

KENNEDY SPACE CENTER, FLA. - A dive boat is moored to the Life Support Buoy, anchored above the NOAA undersea station Aquarius, offshore from Key Largo. Underwater is the NASA Extreme Environment Mission Operations 6 (NEEMO-6) mission team: (left to right) Tara Ruttley, a biomedical engineer, and astronauts Nick Patrick, John Herrington and Doug Wheelock. The NEEMO-6 mission involves exposing an astronaut/scientist crew to a real mission experience in an extreme environment - Aquarius - to prepare for future space flight. Spacewalk-like diving excursions and field-tests on a variety of biomedical equipment are designed to help astronauts living aboard the International Space Station. To prepare for their 10-day stay, the team had dive training twice a day at the Life Support Buoy.

Distributed Observer Network

NASA Technical Reports Server (NTRS)

Conroy, Michael; Mazzone, Rebecca; Little, William; Elfrey, Priscilla; Mann, David; Mabie, Kevin; Cuddy, Thomas; Loundermon, Mario; Spiker, Stephen; McArthur, Frank;

Project RECURSO, 1987-1988.

ERIC Educational Resources Information Center

Berney, Tomi D.; Carey, Cecilia

Project RECURSO, a federally-funded project in its third year of operation, attempted to improve: (1) assessment procedures for limited-English-proficient (LEP) students with handicapping conditions; (2) the skills of teachers and school-based support team members (SBSTs) who work with this population; and (3) the quality of interaction between…

Virtual Engineering and Science Team - Reusable Autonomy for Spacecraft Subsystems

NASA Technical Reports Server (NTRS)

Bailin, Sidney C.; Johnson, Michael A.; Rilee, Michael L.; Truszkowski, Walt; Thompson, Bryan; Day, John H. (Technical Monitor)

2002-01-01

In this paper we address the design, development, and evaluation of the Virtual Engineering and Science Team (VEST) tool - a revolutionary way to achieve onboard subsystem/instrument autonomy. VEST directly addresses the technology needed for advanced autonomy enablers for spacecraft subsystems. It will significantly support the efficient and cost effective realization of on-board autonomy and contribute directly to realizing the concept of an intelligent autonomous spacecraft. VEST will support the evolution of a subsystem/instrument model that is probably correct and from that model the automatic generation of the code needed to support the autonomous operation of what was modeled. VEST will directly support the integration of the efforts of engineers, scientists, and software technologists. This integration of efforts will be a significant advancement over the way things are currently accomplished. The model, developed through the use of VEST, will be the basis for the physical construction of the subsystem/instrument and the generated code will support its autonomous operation once in space. The close coupling between the model and the code, in the same tool environment, will help ensure that correct and reliable operational control of the subsystem/instrument is achieved.VEST will provide a thoroughly modern interface that will allow users to easily and intuitively input subsystem/instrument requirements and visually get back the system's reaction to the correctness and compatibility of the inputs as the model evolves. User interface/interaction, logic, theorem proving, rule-based and model-based reasoning, and automatic code generation are some of the basic technologies that will be brought into play in realizing VEST.

KSC-00pp0344

NASA Image and Video Library

2000-03-11

At the conclusion of the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition held at the KSC Visitor Complex, KSC Deputy Director for Business Operations Jim Jennings speaks to the teams and other attendees. At left is Gregg Gale, with Walt Disney World, which is the site of the national competition (at EPCOT) April 6-8. Teams of high school students from all over the country tested the limits of their imagination using robots they designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing at the Southeast Regional event, 16 were Florida teams co-sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville

KSC00pp0344

NASA Image and Video Library

2000-03-11

At the conclusion of the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition held at the KSC Visitor Complex, KSC Deputy Director for Business Operations Jim Jennings speaks to the teams and other attendees. At left is Gregg Gale, with Walt Disney World, which is the site of the national competition (at EPCOT) April 6-8. Teams of high school students from all over the country tested the limits of their imagination using robots they designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing at the Southeast Regional event, 16 were Florida teams co-sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville

Around Marshall

NASA Image and Video Library

1990-12-03

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Pictured is Jack Jones in the Mission Manager Area.

Around Marshall

NASA Image and Video Library

1990-12-03

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Pictured is the TV OPS area of the SL POCC.

Vapor Crystal Growth System (VCGS) Team in the SL POCC During the STS-42 IML-1 Mission

NASA Technical Reports Server (NTRS)

1992-01-01

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

BEOS-A new approach to promote and organize industrial ISS utilization

NASA Astrophysics Data System (ADS)

Luttmann, Helmut; Buchholz, Henning; Bratke, Burkhard; Hueser, Detlev; Dittus, Hansjörg

2000-01-01

In order to develop and to market innovative services and products for the operation of the ISS and its utilization, three players have teamed up together and established an entity called BEOS (Bremen Engineering Operations Science). The team is made up of DaimlerChrysler Aerospace, OHB-System and ZARM, the Center of Applied Space Technology and Microgravity at the University of Bremen. It is the aim of BEOS to represent a competent industrial interface to potential ISS users from the space and non-space industries. In this effort BEOS is supporting and supplementing the activities of the space agencies, especially in the field of industrial and/or commercial ISS utilization. With this approach BEOS is creating new business opportunities not only for its team members but also for its customers from industry. Besides the fostering of industrial research in space, nontechnical fields of space utilization like entertainment, advertisement, education and space travel represent further key sectors for the marketing efforts of BEOS. .

Hurricane Irma Damage Assessment

NASA Image and Video Library

2017-09-12

The Operations Support Building I (OSB I) is seen during an aerial survey of NASA's Kennedy Space Center in Florida on September 12, 2017. The roof of the building is currently undergoing repair from Hurricane Matthew. The survey was performed to identify structures and facilities that may have sustained damage from Hurricane Irma as the storm passed Kennedy on September 10, 2017. NASA closed the center ahead of the storm's onset and only a small team of specialists known as the Rideout Team was on the center as the storm approached and passed.

Office for Analysis and Evaluation of Operational Data 1994-FY 95 annual report. Volume 9, Number 2

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

NONE

This annual report of the US Nuclear Regulatory Commission`s Office for Analysis and Evaluation of Operational Data (AEOD) describes activities conducted during CY 1994 and FY 1995. The report is published in three parts. NUREG-1272, Vol. 9, No. 1, covers power reactors and presents an overview of the operating experience of the nuclear power industry from the NRC perspective, including comments about the trends of some key performance measures. The report also includes the principal findings and issues identified in AEOD studies over the past year and summarizes information from such sources as licensee event reports, diagnostic evaluations, and reportsmore » to the NRC`s Operations Center. NUREG-1272, Vol. 9, No. 2, covers nuclear materials and presents a review of the events and concerns associated with the use of licensed material in nonreactor applications, such as personnel overexposures and medical misadministrations. Both reports also contain a discussion of the Incident Investigation Team program and summarize both the Incident Investigation Team and Augmented Inspection Team reports. Each volume contains a list of the AEOD reports issued from 1980 through FY 1995. NUREG-1272, Vol. 9, No. 3, covers technical training and presents the activities of the Technical Training Center in support of the NRC`s mission.« less

Office for Analysis and Evaluation of Operational Data 1996 annual report. Volume 10, Number 1: Reactors

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

NONE

1997-12-01

This annual report of the US Nuclear Regulatory Commission`s Office for Analysis and Evaluation of Operational Data (AEOD) describes activities conducted during 1996. The report is published in three parts. NUREG-1272, Vol. 10, No. 1, covers power reactors and presents an overview of the operating experience of the nuclear power industry from the NRC perspective, including comments about trends of some key performance measures. The report also includes the principal findings and issues identified in AEOD studies over the past year and summarizes information from such sources as licensee event reports and reports to the NRC`s Operations Center. NUREG-1272, Vol.more » 10, No. 2, covers nuclear materials and presents a review of the events and concerns during 1996 associated with the use of licensed material in nonreactor applications, such as personnel overexposures and medical misadministrations. Both reports also contain a discussion of the Incident Investigation Team program and summarize both the Incident Investigation Team and Augmented Inspection Team reports. Each volume contains a list of the AEOD reports issued from CY 1980 through 1996. NUREG-1272, Vol. 10, No. 3, covers technical training and presents the activities of the Technical Training Center in support of the NRC`s mission in 1996.« less

The Traverse Planning Process for the Drats 2010 Analog Field Simulations

NASA Technical Reports Server (NTRS)

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

2011-01-01

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

U.S. Army Central did not Implement Controls to Effectively Manage the Shared Cost of Administrative Support Functions in Iraq

DTIC Science & Technology

2016-02-17

diverse organization, working together as one professional team, recognized as leaders in our field. For more information about whistleblower protection...Administrative Support Services SOP Standard Operating Procedures SoS Subscription of Services Whistleblower Protection U.S. Department of Defense The... Whistleblower Protection Enhancement Act of 2012 requires the Inspector General to designate a Whistleblower Protection Ombudsman to educate agency

Improving the Representation of Human Factors in Operational Analysis

DTIC Science & Technology

2010-10-01

Defence Equipment and Support (DE&S) via Human Factors Integration Defence Technology Centre ( HFI DTC) activities. In particular this study’s Theme...Framework has been exploited in the HFI DTC Social Organisational Framework study, and the study team has provided a short extract for contribution to...the HFI DTC Handbook. The study has also been explicitly referenced in support to future MOD OA research studies. 8 SUMMARY AND CONCLUSIONS This

International Space Station Alpha user payload operations concept

NASA Technical Reports Server (NTRS)

Schlagheck, Ronald A.; Crysel, William B.; Duncan, Elaine F.; Rider, James W.

1994-01-01

International Space Station Alpha (ISSA) will accommodate a variety of user payloads investigating diverse scientific and technology disciplines on behalf of five international partners: Canada, Europe, Japan, Russia, and the United States. A combination of crew, automated systems, and ground operations teams will control payload operations that require complementary on-board and ground systems. This paper presents the current planning for the ISSA U.S. user payload operations concept and the functional architecture supporting the concept. It describes various NASA payload operations facilities, their interfaces, user facility flight support, the payload planning system, the onboard and ground data management system, and payload operations crew and ground personnel training. This paper summarizes the payload operations infrastructure and architecture developed at the Marshall Space Flight Center (MSFC) to prepare and conduct ISSA on-orbit payload operations from the Payload Operations Integration Center (POIC), and from various user operations locations. The authors pay particular attention to user data management, which includes interfaces with both the onboard data management system and the ground data system. Discussion covers the functional disciplines that define and support POIC payload operations: Planning, Operations Control, Data Management, and Training. The paper describes potential interfaces between users and the POIC disciplines, from the U.S. user perspective.

DART Support for Hurricane Matthew

NASA Image and Video Library

2016-10-13

Members of the Disaster Assessment and Recovery Team (DART) repair a section of roof atop the Operations Support Building II at NASA’s Kennedy Space Center in Florida. The effort is part of the spaceport’s ongoing recovery from Hurricane Matthew, which passed to the east of Kennedy on Oct. 6 and 7, 2016. The center received some isolated roof damage, damaged support buildings, a few downed power lines, and limited water intrusion. Beach erosion also occurred, although the storm surge was less than expected.

DART Support for Hurricane Matthew

NASA Image and Video Library

2016-10-13

Tubing provides ventilation through boarded-up windows on the Operations Support Building II at NASA’s Kennedy Space Center in Florida. Members of the Disaster Assessment and Recovery Team (DART) are working on repairs to the facility following Hurricane Matthew, which passed to the east of Kennedy on Oct. 6 and 7, 2016. The center received some isolated roof damage, damaged support buildings, a few downed power lines, and limited water intrusion. Beach erosion also occurred, although the storm surge was less than expected.

DART Support for Hurricane Matthew

NASA Image and Video Library

2016-10-13

Members of the Disaster Assessment and Recovery Team (DART) work on repairs to the Operations Support Building II at NASA’s Kennedy Space Center in Florida. The effort is part of the spaceport’s ongoing recovery from Hurricane Matthew, which passed to the east of Kennedy on Oct. 6 and 7, 2016. The center received some isolated roof damage, damaged support buildings, a few downed power lines, and limited water intrusion. Beach erosion also occurred, although the storm surge was less than expected.

The 7th French Airborne Forward Surgical Team experience of surgical support to the population of a low-income country: a prospective study on 341 patients with short-term follow-up.

PubMed

Goudard, Yvain; Butin, C; Carfantan, C; Pauleau, G; Soucanye de Landevoisin, E; Goin, G; Clement, D; Bordes, J; Balandraud, P

2018-06-09

The 7th Airborne Forward Surgical Team (FST) has deployed to Chad in 2015 and 2016, in support of French military forces. Humanitarian surgical care is known to represent a significant part of the surgical activity in such missions, but to date limited data have been published on the subject. All surgical patients from a civilian host population treated by the FST during these missions have been prospectively included. Indications, operative outcomes and postoperative outcomes were evaluated. During this period, the FST operated on 358 patients. Humanitarian surgical care represented 95% of the activity. Most patients (92.7%) were operated for elective surgery. Emergencies and infectious diseases represented, respectively, 7.3% and 9.1% of cases. The mean length of stay (LOS) was three days (2-4), and the median follow-up was 30 days (22-34). Mortality rate was 0.6% and morbidity was 5.6%. Parietal surgery had no significant complication and had shorter LOS (p<0.001). Emergent surgeries were more complicated (p<0.01) and required more reoperations (p<0.05). Surgical infectious cases had longer LOS (p<0.01). Humanitarian surgical care can be provided without compromising the primary mission of the medical forces. Close surveillance and follow-up allowed favourable outcomes with low morbidity and mortality rates. Humanitarian care is responsible for a considerable portion of the workload in such deployed surgical teams. Accounting for humanitarian care is essential in the planning and training for such future medical operations. © Article author(s) (or their employer(s) unless otherwise stated in the text of the article) 2018. All rights reserved. No commercial use is permitted unless otherwise expressly granted.

Space Students Visit MSFC During STS-35 Astro-1 Mission

NASA Technical Reports Server (NTRS)

1990-01-01

The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. This photo is of Space classroom students in the Discovery Optics Lab at MSFC during STS-35, ASTRO-1 mission payload operations.

Transforming Our SMEX Organization by Way of Innovation, Standardization, and Automation

NASA Technical Reports Server (NTRS)

Madden, Maureen; Crouse, Pat; Carry, Everett; Esposito, timothy; Parker, Jeffrey; Bradley, David

2006-01-01

NASA's Small Explorer (SMEX) Flight Operations Team (FOT) is currently tackling the challenge of supporting ground operations for several satellites that have surpassed their designed lifetime and have a dwindling budget. At Goddard Space Flight Center (GSFC), these missions are presently being reengineered into a fleet-oriented ground system. When complete, this ground system will provide command and control of four SMEX missions, and will demonstrate fleet automation and control concepts as a pathfinder for additional mission integrations. A goal of this reengineering effort is to demonstrate new ground-system technologies that show promise of supporting longer mission lifecycles and simplifying component integration. In pursuit of this goal, the SMEX organization has had to examine standardization, innovation, and automation. A core technology being demonstrated in this effort is the GSFC Mission Services Evolution Center (GMSEC) architecture. The GMSEC architecture focuses on providing standard interfaces for ground system applications to promote application interoperability. Building around commercial Message Oriented Middleware and providing a common messaging standard allows GMSEC to provide the capabilities necessary to support integration of new software components into existing missions and increase the level of interaction within the system. For SMS, GMSEC has become the technology platform to transform flight operations with the innovation and automation necessary to reduce operational costs. The automation technologies supported in SMEX are built upon capabilities provided by the GMSEC architecture that allows the FOT to further reduce the involvement of the console, operator. Initially, SMEX is automating only routine operations, such as safety and health monitoring, basic commanding, and system recovery. The operational concepts being developed here will reduce the need for staffed passes and are a necessity for future fleet management. As this project continues to evolve, additional innovations beyond GMSEC and automation have, and will continue to be developed. The team developed techniques for migrating ground systems of existing on-orbit assets. The tools necessary to monitor and control software failures were integrated and tailored for operational environments. All this was done with a focus of extending fleet operations to mission beyond SMU. The result of this work is the foundation for a broader fleet-capable ground system that will include several missions supported by the Space Science Mission Operations Project.

The Launch Systems Operations Cost Model

NASA Technical Reports Server (NTRS)

Prince, Frank A.; Hamaker, Joseph W. (Technical Monitor)

2001-01-01

One of NASA's primary missions is to reduce the cost of access to space while simultaneously increasing safety. A key component, and one of the least understood, is the recurring operations and support cost for reusable launch systems. In order to predict these costs, NASA, under the leadership of the Independent Program Assessment Office (IPAO), has commissioned the development of a Launch Systems Operations Cost Model (LSOCM). LSOCM is a tool to predict the operations & support (O&S) cost of new and modified reusable (and partially reusable) launch systems. The requirements are to predict the non-recurring cost for the ground infrastructure and the recurring cost of maintaining that infrastructure, performing vehicle logistics, and performing the O&S actions to return the vehicle to flight. In addition, the model must estimate the time required to cycle the vehicle through all of the ground processing activities. The current version of LSOCM is an amalgamation of existing tools, leveraging our understanding of shuttle operations cost with a means of predicting how the maintenance burden will change as the vehicle becomes more aircraft like. The use of the Conceptual Operations Manpower Estimating Tool/Operations Cost Model (COMET/OCM) provides a solid point of departure based on shuttle and expendable launch vehicle (ELV) experience. The incorporation of the Reliability and Maintainability Analysis Tool (RMAT) as expressed by a set of response surface model equations gives a method for estimating how changing launch system characteristics affects cost and cycle time as compared to today's shuttle system. Plans are being made to improve the model. The development team will be spending the next few months devising a structured methodology that will enable verified and validated algorithms to give accurate cost estimates. To assist in this endeavor the LSOCM team is part of an Agency wide effort to combine resources with other cost and operations professionals to support models, databases, and operations assessments.

The impact of system of care support in adherence to wraparound principles in Child and Family Teams in child welfare in North Carolina.

PubMed

Snyder, Elizabeth H; Lawrence, C Nicole; Dodge, Kenneth A

2012-04-01

North Carolina is one of a growing number of states to implement family meeting models in child welfare as a way to engage families, while simultaneously addressing complex familial needs and child safety issues. However, much is still unknown regarding how family meetings actually operate in child welfare, underscoring a clear need for further evaluation of this process. Utilizing direct observational data of Child and Family Team (CFT) meetings, collected as part of two separate evaluations of the North Carolina Division of Social Service's Multiple Response System (MRS) and System of Care (SOC) initiatives, the purpose of the current study was to examine whether the support provided by SOC improved fidelity to the CFT model in child welfare. The observations were conducted using the Team Observation Measure consisting of 78 indicators that measure adherence to ten domains associated with high quality family team meetings (e.g., collaborative, individualized, natural supports, outcomes based, strengths-based). Findings indicate that receiving SOC support in child welfare leads to a more collaborative and individualized decision-making process with families. Meeting facilitators in SOC counties were better prepared for CFTs, and had greater ability to lead a more robust and creative brainstorming process to develop a family-driven case plan. The current study also provides a much needed description of the CFT meeting process within child welfare using a direct observational measure.

Managing and Communicating Operational Workflow: Designing and Implementing an Electronic Outpatient Whiteboard.

PubMed

Steitz, Bryan D; Weinberg, Stuart T; Danciu, Ioana; Unertl, Kim M

2016-01-01

Healthcare team members in emergency department contexts have used electronic whiteboard solutions to help manage operational workflow for many years. Ambulatory clinic settings have highly complex operational workflow, but are still limited in electronic assistance to communicate and coordinate work activities. To describe and discuss the design, implementation, use, and ongoing evolution of a coordination and collaboration tool supporting ambulatory clinic operational workflow at Vanderbilt University Medical Center (VUMC). The outpatient whiteboard tool was initially designed to support healthcare work related to an electronic chemotherapy order-entry application. After a highly successful initial implementation in an oncology context, a high demand emerged across the organization for the outpatient whiteboard implementation. Over the past 10 years, developers have followed an iterative user-centered design process to evolve the tool. The electronic outpatient whiteboard system supports 194 separate whiteboards and is accessed by over 2800 distinct users on a typical day. Clinics can configure their whiteboards to support unique workflow elements. Since initial release, features such as immunization clinical decision support have been integrated into the system, based on requests from end users. The success of the electronic outpatient whiteboard demonstrates the usefulness of an operational workflow tool within the ambulatory clinic setting. Operational workflow tools can play a significant role in supporting coordination, collaboration, and teamwork in ambulatory healthcare settings.

[Specialized outpatient care in the Unified Health System: how to fill a void].

PubMed

Tesser, Charles Dalcanale; Poli, Paulo

2017-03-01

The structuring of specialized outpatient care is a bottleneck in the operation of the Unified Health System. Based on a brief discussion about this void in an organizational model, we propose the federal induction of a format of specialized services from the experiences of Centers of Support for Family Health (NASF). They adapted matrix operations and constitute an excellent prototype for the organization of specialized outpatient care. It allows for equal access and maximum proximity to the specialized care of the reality of primary care users, the personal relationship and the close relationship between the family health teams and medical and non-medical specialists, enabling mutual lifelong learning, negotiated regulation and increased efficacy of primary care. Municipal experiences of Florianopolis and Curitiba are synthesized as partial examples of the proposal. the structure of care in mental health of Florianópolis, all organized as a matrix support is briefly described; and we focus on the change in the action of the support teams of Curitiba, which gradually began to engage, involve and mediate the relationship between basic and specialized care. This format can be expanded to most medical specialties.

Patients' experiences of diabetes education teams integrated into primary care.

PubMed

Grohmann, Barbara; Espin, Sherry; Gucciardi, Enza

2017-02-01

To explore patients' perspectives on care received from diabetes education teams (a registered nurse and a registered dietitian) integrated into primary care. Qualitative study using semistructured, one-on-one interviews. Three diabetes education programs operating in 11 primary care sites in one region of Ontario. Twenty-three patients with diabetes. Purposeful sampling was used to recruit participants from each site for interviews. Educator teams invited patients with whom they had met at least once to participate in semistructured interviews. Data were analyzed using thematic analysis with NVivo 11 software. The diabetes education teams integrated into primary care exhibited many of the principles of person-centred care, as evidenced by the 2 overarching themes. The first is personalized care, with the subthemes care environment, shared decision making, and patient preference for one-on-one care. Participants described feeling included in partnerships with their health care providers, as they collaborated with physicians and diabetes educators to develop knowledge and set goals in the convenience and comfort of their usual primary care settings. Many participants also expressed a preference for one-on-one sessions. The second theme is patient-provider relationship, with the subthemes respect, supportive interaction, and facilitating patient engagement. Supportive environments created by the educators built trusting relationships, where patients expressed enhanced motivation to improve their self-care. Diabetes educators integrated into primary care can serve to enrich the experience of patients, provide key education to improve patient understanding, and support primary care physicians in providing timely and comprehensive clinical care. Diabetes patients appear to benefit from convenient access to interprofessional teams of educators in primary care to support diabetes self-management. Copyright© the College of Family Physicians of Canada.

Leading virtual teams: hierarchical leadership, structural supports, and shared team leadership.

PubMed

Hoch, Julia E; Kozlowski, Steve W J

2014-05-01

Using a field sample of 101 virtual teams, this research empirically evaluates the impact of traditional hierarchical leadership, structural supports, and shared team leadership on team performance. Building on Bell and Kozlowski's (2002) work, we expected structural supports and shared team leadership to be more, and hierarchical leadership to be less, strongly related to team performance when teams were more virtual in nature. As predicted, results from moderation analyses indicated that the extent to which teams were more virtual attenuated relations between hierarchical leadership and team performance but strengthened relations for structural supports and team performance. However, shared team leadership was significantly related to team performance regardless of the degree of virtuality. Results are discussed in terms of needed research extensions for understanding leadership processes in virtual teams and practical implications for leading virtual teams. (c) 2014 APA, all rights reserved.

The Development and Evaluation of an Operational Aerobraking Strategy for the Mars 2001 Odyssey Orbiter

NASA Technical Reports Server (NTRS)

Tartabini, Paul V.; Munk, Michelle M.; Powell, Richard W.

2002-01-01

The Mars 2001 Odyssey Orbiter successfully completed the aerobraking phase of its mission on January 11, 2002. This paper discusses the support provided by NASA's Langley Research Center to the navigation team at the Jet Propulsion Laboratory in the planning and operational support of Mars Odyssey Aerobraking. Specifically, the development of a three-degree-of-freedom aerobraking trajectory simulation and its application to pre-flight planning activities as well as operations is described. The importance of running the simulation in a Monte Carlo fashion to capture the effects of mission and atmospheric uncertainties is demonstrated, and the utility of including predictive logic within the simulation that could mimic operational maneuver decision-making is shown. A description is also provided of how the simulation was adapted to support flight operations as both a validation and risk reduction tool and as a means of obtaining a statistical basis for maneuver strategy decisions. This latter application was the first use of Monte Carlo trajectory analysis in an aerobraking mission.

What whiteboards in a trauma center operating suite can teach us about emergency department communication.

PubMed

Xiao, Yan; Schenkel, Stephen; Faraj, Samer; Mackenzie, Colin F; Moss, Jacqueline

2007-10-01

Highly reliable, efficient collaborative work relies on excellent communication. We seek to understand how a traditional whiteboard is used as a versatile information artifact to support communication in rapid-paced, highly dynamic collaborative work. The similar communicative demands of the trauma operating suite and an emergency department (ED) make the findings applicable to both settings. We took photographs and observed staff's interaction with a whiteboard in a 6-bed surgical suite dedicated to trauma service. We analyzed the integral role of artifacts in cognitive activities as when workers configure and manage visual spaces to simplify their cognitive tasks. We further identified characteristics of the whiteboard as a communicative information artifact in supporting coordination in fast-paced environments. We identified 8 ways in which the whiteboard was used by physicians, nurses, and with other personnel to support collaborative work: task management, team attention management, task status tracking, task articulation, resource planning and tracking, synchronous and asynchronous communication, multidisciplinary problem solving and negotiation, and socialization and team building. The whiteboard was highly communicative because of its location and installation method, high interactivity and usability, high expressiveness, and ability to visualize transition points to support work handoffs. Traditional information artifacts such as whiteboards play significant roles in supporting collaborative work. How these artifacts are used provides insights into complicated information needs of teamwork in highly dynamic, high-risk settings such as an ED.

The Projects for Onboard Autonomy (PROBA2) Science Centre: Sun Watcher Using APS Detectors and Image Processing (SWAP) and Large-Yield Radiometer (LYRA) Science Operations and Data Products

NASA Astrophysics Data System (ADS)

Zender, J.; Berghmans, D.; Bloomfield, D. S.; Cabanas Parada, C.; Dammasch, I.; De Groof, A.; D'Huys, E.; Dominique, M.; Gallagher, P.; Giordanengo, B.; Higgins, P. A.; Hochedez, J.-F.; Yalim, M. S.; Nicula, B.; Pylyser, E.; Sanchez-Duarte, L.; Schwehm, G.; Seaton, D. B.; Stanger, A.; Stegen, K.; Willems, S.

2013-08-01

The PROBA2 Science Centre (P2SC) is a small-scale science operations centre supporting the Sun observation instruments onboard PROBA2: the EUV imager Sun Watcher using APS detectors and image Processing (SWAP) and Large-Yield Radiometer (LYRA). PROBA2 is one of ESA's small, low-cost Projects for Onboard Autonomy (PROBA) and part of ESA's In-Orbit Technology Demonstration Programme. The P2SC is hosted at the Royal Observatory of Belgium, co-located with both Principal Investigator teams. The P2SC tasks cover science planning, instrument commanding, instrument monitoring, data processing, support of outreach activities, and distribution of science data products. PROBA missions aim for a high degree of autonomy at mission and system level, including the science operations centre. The autonomy and flexibility of the P2SC is reached by a set of web-based interfaces allowing the operators as well as the instrument teams to monitor quasi-continuously the status of the operations, allowing a quick reaction to solar events. In addition, several new concepts are implemented at instrument, spacecraft, and ground-segment levels allowing a high degree of flexibility in the operations of the instruments. This article explains the key concepts of the P2SC, emphasising the automation and the flexibility achieved in the commanding as well as the data-processing chain.

34 CFR 200.27 - Development of a schoolwide program plan.

Code of Federal Regulations, 2011 CFR

2011-07-01

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

34 CFR 200.27 - Development of a schoolwide program plan.

Code of Federal Regulations, 2012 CFR

2012-07-01

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

34 CFR 200.27 - Development of a schoolwide program plan.

Code of Federal Regulations, 2014 CFR

2014-07-01

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

34 CFR 200.27 - Development of a schoolwide program plan.

Code of Federal Regulations, 2013 CFR

2013-07-01

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

Response to in-depth safety audit of the L Lake sampling station

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

Gladden, J.B.

1986-10-15

An in-depth safety audit of several of the facilities and operations supporting the Biological Monitoring Program on L Lake was conducted. Subsequent to the initial audit, the audit team evaluated the handling of samples taken for analysis of Naegleria fowleri at the 704-U laboratory facility.

Analysis of I Marine Expeditionary Force Support Team Reset Operations

DTIC Science & Technology

2013-06-01

in the process. For the hands that have assisted in providing information and that have truly been a catalyst and a crutch for the completion...simulation-Marine Corps. Point paper . Retrieved February 20, 2013 from http://www.ehqmc.usmc.mil/org/IL/ Burton, L.D. (2005). Strategic Inventory

Space environment's effect on MODIS calibration

NASA Astrophysics Data System (ADS)

Dodd, J. L.; Wenny, B. N.; Chiang, K.; Xiong, X.

2010-09-01

The MODerate resolution Imaging Spectroradiometer flies on board the Earth Observing System (EOS) satellites Terra and Aqua in a sun-synchronous orbit that crosses the equator at 10:30 AM and 2:30 PM, respectively, at a low earth orbit (LEO) altitude of 705 km. Terra was launched on December 18,1999 and Aqua was launched on May 4, 2002. As the MODIS instruments on board these satellites continue to operate beyond the design lifetime of six years, the cumulative effect of the space environment on MODIS and its calibration is of increasing importance. There are several aspects of the space environment that impact both the top of atmosphere (TOA) calibration and, therefore, the final science products of MODIS. The south Atlantic anomaly (SAA), spacecraft drag, extreme radiative and thermal environment, and the presence of orbital debris have the potential to significantly impact both MODIS and the spacecraft, either directly or indirectly, possibly resulting in data loss. Efforts from the Terra and Aqua Flight Operations Teams (FOT), the MODIS Instrument Operations Team (IOT), and the MODIS Characterization Support Team (MCST) prevent or minimize external impact on the TOA calibrated data. This paper discusses specific effects of the space environment on MODIS and how they are minimized.

DRACO Flowpath Performance and Environments

NASA Technical Reports Server (NTRS)

Komar, D. R.; McDonald, Jon

1999-01-01

The Advanced Space Transportation (AST) project office has challenged NASA to design, manufacture, ground-test and flight-test an axisymmetric, hydrocarbon-fueled, flight-weight, ejector-ramjet engine system testbed no later than 2005. To accomplish this, a multi-center NASA team has been assembled. The goal of this team, led by NASA-Marshall Space Flight Center (MSFC), is to develop propulsion technologies that demonstrate rocket and airbreathing combined-cycle operation (DRACO). Current technical activities include flowpath conceptual design, engine systems conceptual design, and feasibility studies investigating the integration and operation of the DRACO engine with a Lockheed D-21B drone. This paper focuses on the activities of the Flowpath Systems Product Development Team (PDT), led by NASA-Glenn Research Center (GRC) and supported by NASA-MSFC and TechLand Research, Inc. The objective of the Flowpath PDT at the start of the DRACO program was to establish a conceptual design of the flowpath aerodynamic lines, determine the preliminary performance, define the internal environments, and support the DRACO testbed concept feasibility studies. To accomplish these tasks, the PDT convened to establish a baseline flowpath concept. With the conceptual lines defined, cycle analysis tasks were planned and the flowpath performance and internal environments were defined. Additionally, sensitivity studies investigating the effects of inlet reference area, combustion performance, and combustor/nozzle materials selection were performed to support the Flowpath PDT design process. Results of these tasks are the emphasis of this paper and are intended to verify the feasibility of the DRACO flowpath and engine system as well as identify the primary technical challenges inherent in the flight-weight design of an advanced propulsion technology demonstration engine. Preliminary cycle performance decks were developed to support the testbed concept feasibility studies but are not discussed further in this paper.

Using Semantic Components to Represent Dynamics of an Interdisciplinary Healthcare Team in a Multi-Agent Decision Support System.

PubMed

Wilk, Szymon; Kezadri-Hamiaz, Mounira; Rosu, Daniela; Kuziemsky, Craig; Michalowski, Wojtek; Amyot, Daniel; Carrier, Marc

2016-02-01

In healthcare organizations, clinical workflows are executed by interdisciplinary healthcare teams (IHTs) that operate in ways that are difficult to manage. Responding to a need to support such teams, we designed and developed the MET4 multi-agent system that allows IHTs to manage patients according to presentation-specific clinical workflows. In this paper, we describe a significant extension of the MET4 system that allows for supporting rich team dynamics (understood as team formation, management and task-practitioner allocation), including selection and maintenance of the most responsible physician and more complex rules of selecting practitioners for the workflow tasks. In order to develop this extension, we introduced three semantic components: (1) a revised ontology describing concepts and relations pertinent to IHTs, workflows, and managed patients, (2) a set of behavioral rules describing the team dynamics, and (3) an instance base that stores facts corresponding to instances of concepts from the ontology and to relations between these instances. The semantic components are represented in first-order logic and they can be automatically processed using theorem proving and model finding techniques. We employ these techniques to find models that correspond to specific decisions controlling the dynamics of IHT. In the paper, we present the design of extended MET4 with a special focus on the new semantic components. We then describe its proof-of-concept implementation using the WADE multi-agent platform and the Z3 solver (theorem prover/model finder). We illustrate the main ideas discussed in the paper with a clinical scenario of an IHT managing a patient with chronic kidney disease.

Conducting Closed Habitation Experiments: Experience from the Lunar Mars Life Support Test Project

NASA Technical Reports Server (NTRS)

Barta, Daniel J.; Edeen, Marybeth A.; Henninger, Donald L.

2004-01-01

The Lunar-Mars Life Support Test Project (LMLSTP) was conducted from 1995 through 1997 at the National Aeronautics and Space Administration s (NASA) Johnson Space Center (JSC) to demonstrate increasingly longer duration operation of integrated, closed-loop life support systems that employed biological and physicochemical techniques for water recycling, waste processing, air revitalization, thermal control, and food production. An analog environment for long-duration human space travel, the conditions of isolation and confinement also enabled studies of human factors, medical sciences (both physiology and psychology) and crew training. Four tests were conducted, Phases I, II, IIa and III, with durations of 15, 30,60 and 91 days, respectively. The first phase focused on biological air regeneration, using wheat to generate enough oxygen for one experimental subject. The systems demonstrated in the later phases were increasingly complex and interdependent, and provided life support for four crew members. The tests were conducted using two human-rated, atmospherically-closed test chambers, the Variable Pressure Growth Chamber (VPGC) and the Integrated Life Support Systems Test Facility (ILSSTF). Systems included test articles (the life support hardware under evaluation), human accommodations (living quarters, kitchen, exercise equipment, etc.) and facility systems (emergency matrix system, power, cooling, etc.). The test team was managed by a lead engineer and a test director, and included test article engineers responsible for specific systems, subsystems or test articles, test conductors, facility engineers, chamber operators and engineering technicians, medical and safety officers, and science experimenters. A crew selection committee, comprised of psychologists, engineers and managers involved in the test, evaluated male and female volunteers who applied to be test subjects. Selection was based on the skills mix anticipated for each particular test, and utilized information from psychological and medical testing, data on the knowledge, experience and skills of the applicants, and team building exercises. The design, development, buildup and operation of test hardware and documentation followed the established NASA processes and requirements for test buildup and operation.

Conducting Closed Habitation Experiments: Experience from the Lunar Mars Life Support Test Project

NASA Technical Reports Server (NTRS)

Barta, Daniel J.; Edeen, Marybeth A.; Henninger, Donald L.

2006-01-01

The Lunar-Mars Life Support Test Project (LMLSTP) was conducted from 1995 through 1997 at the National Aeronautics and Space Administration s (NASA) Johnson Space Center (JSC) to demonstrate increasingly longer duration operation of integrated, closed-loop life support systems that employed biological and physicochemical techniques for water recycling, waste processing, air revitalization, thermal control, and food production. An analog environment for long-duration human space travel, the conditions of isolation and confinement also enabled studies of human factors, medical sciences (both physiology and psychology) and crew training. Four tests were conducted, Phases I, II, IIa and III, with durations of 15, 30, 60 and 91 days, respectively. The first phase focused on biological air regeneration, using wheat to generate enough oxygen for one experimental subject. The systems demonstrated in the later phases were increasingly complex and interdependent, and provided life support for four crew members. The tests were conducted using two human-rated, atmospherically-closed test chambers, the Variable Pressure Growth Chamber (VPGC) and the Integrated Life Support Systems Test Facility (ILSSTF). Systems included test articles (the life support hardware under evaluation), human accommodations (living quarters, kitchen, exercise equipment, etc.) and facility systems (emergency matrix system, power, cooling, etc.). The test team was managed by a lead engineer and a test director, and included test article engineers responsible for specific systems, subsystems or test articles, test conductors, facility engineers, chamber operators and engineering technicians, medical and safety officers, and science experimenters. A crew selection committee, comprised of psychologists, engineers and managers involved in the test, evaluated male and female volunteers who applied to be test subjects. Selection was based on the skills mix anticipated for each particular test, and utilized information from psychological and medical testing, data on the knowledge, experience and skills of the applicants, and team building exercises. The design, development, buildup and operation of test hardware and documentation followed the established NASA processes and requirements for test buildup and operation.

Supporting Common Ground Development in the Operation Room through Information Display Systems

PubMed Central

Feng, Yuanyuan; Mentis, Helena M.

2016-01-01

Effective information sharing is crucial for clinical team coordination. Most information display systems have been designed to replace verbal communication. However, information may not be available for capture before a communication event and information needs often become clear and evident through an evolving discourse. Thus, to build tools to support clinical team in situ information sharing, we need a better understanding of how evolving information needs are identified and satisfied. In this study, we used sequential analysis techniques to explore the ways communication and information sharing events between an attending surgeon and a resident change throughout a laparoscopic surgery. We demonstrate how common ground is developed and maintained, and how information needs change through the efforts of grounding. From our findings, we suggest that the design for information display systems could encourage communication and support the articulation work that is necessary to accomplish the information sharing. PMID:28269936

Supporting Common Ground Development in the Operation Room through Information Display Systems.

PubMed

Feng, Yuanyuan; Mentis, Helena M

2016-01-01

Effective information sharing is crucial for clinical team coordination. Most information display systems have been designed to replace verbal communication. However, information may not be available for capture before a communication event and information needs often become clear and evident through an evolving discourse. Thus, to build tools to support clinical team in situ information sharing, we need a better understanding of how evolving information needs are identified and satisfied. In this study, we used sequential analysis techniques to explore the ways communication and information sharing events between an attending surgeon and a resident change throughout a laparoscopic surgery. We demonstrate how common ground is developed and maintained, and how information needs change through the efforts of grounding. From our findings, we suggest that the design for information display systems could encourage communication and support the articulation work that is necessary to accomplish the information sharing.

The impact of organisational and individual factors on team communication in surgery: a qualitative study.

PubMed

Gillespie, Brigid M; Chaboyer, Wendy; Longbottom, Paula; Wallis, Marianne

2010-06-01

Effective teamwork and communication is a crucial determinant of patient safety in the operating room. Communication failures are often underpinned by the inherent differences in professional practices across disciplines, and the ways in which they collaborate. Despite the overwhelming international support to improve team communication, progress has been slow. The aim of this paper is to extend understanding of the organisational and individual factors that influence teamwork in surgery. This qualitative study used a grounded theory approach to generate a theoretical model to explain the relations between organisational and individual factors that influence interdisciplinary communication in surgery. A purposive sample of 16 participants including surgeons, anaesthetists, and nurses who worked in an operating room of a large metropolitan hospital in south east Queensland, Australia, were selected. Participants were interviewed during 2008 using semi-structured individual and group interviews. All interviews were recorded and transcribed. Using a combination of inductive and deductive approaches, thematic analyses uncovered individual experiences in association with teamwork in surgery. Analysis generated three themes that identified and described causal patterns of interdisciplinary teamwork practices; interdisciplinary diversity in teams contributes to complex interpersonal relations, the pervasive influence of the organisation on team cohesion, and, education is the panacea to improving team communications. The development of shared mental models has the potential to improve teamwork in surgery, and thus enhance patient safety. This insight presents a critical first step towards the development teambuilding interventions in the operating room that would specifically address communication practices in surgery. (c) 2009 Elsevier Ltd. All rights reserved.

Department of Defense 2016 Operational Energy Strategy

DTIC Science & Technology

2015-12-03

forward arming refuel point to refuel a UH-60 Black Hawk, Dec. 21, 2014, Tappita, Liberia . Atkins and a team of crew chiefs set up a forward arming...refueling point from their CH-47 Chinook to ensure the commander of Joint Forces Command - United Assistance and crew made it to Ebola treatment unit...sites throughout Liberia . United Assistance is a Department of Defense operation in Liberia to provide logistics, training and engineering support to

The Human-Robot Interaction Operating System

NASA Technical Reports Server (NTRS)

Fong, Terrence; Kunz, Clayton; Hiatt, Laura M.; Bugajska, Magda

2006-01-01

In order for humans and robots to work effectively together, they need to be able to converse about abilities, goals and achievements. Thus, we are developing an interaction infrastructure called the "Human-Robot Interaction Operating System" (HRI/OS). The HRI/OS provides a structured software framework for building human-robot teams, supports a variety of user interfaces, enables humans and robots to engage in task-oriented dialogue, and facilitates integration of robots through an extensible API.

Strategic Implications of U.S. Troop Drawdown in Europe

DTIC Science & Technology

2012-03-15

day operations. This concept also opens other alternative options such as the “ lily padding ” or “leap frogging” of units. This means that the...bases can quickly become operational to support rotational Brigade Combat Teams (BCT), Air Wings and critical lift requirements. Initially, the lily ... pad concept “was advocated by former Defense Secretary Donald Rumsfeld, where you fly in, you land like a frog, and you hop on to your next

Examination of Communication Delays on Team Performance: Utilizing the International Space Station (ISS) as a Test Bed for Analog Research

NASA Technical Reports Server (NTRS)

Keeton, K. E.; Slack, K, J.; Schmidt, L. L.; Ploutz-Snyder, R.; Baskin, P.; Leveton, L. B.

2011-01-01

Operational conjectures about space exploration missions of the future indicate that space crews will need to be more autonomous from mission control and operate independently. This is in part due to the expectation that communication quality between the ground and exploration crews will be more limited and delayed. Because of potential adverse effects on communication quality, both researchers and operational training and engineering experts have suggested that communication delays and the impact these delays have on the quality of communications to the crew will create performance decrements if crews are not given adequate training and tools to support more autonomous operations. This presentation will provide an overview of a research study led by the Behavioral Health and Performance Element (BHP) of the NASA Human Research Program that examines the impact of implementing a communication delay on ISS on individual and team factors and outcomes, including performance and related perceptions of autonomy. The methodological design, data collection efforts, and initial results of this study to date will be discussed . The results will focus on completed missions, DRATS and NEEMO15. Lessons learned from implementing this study within analog environments will also be discussed. One lesson learned is that the complexities of garnishing a successful data collection campaign from these high fidelity analogs requires perseverance and a strong relationship with operational experts. Results of this study will provide a preliminary understanding of the impact of communication delays on individual and team performance as well as an insight into how teams perform and interact in a space-like environment . This will help prepare for implementation of communication delay tests on the ISS, targeted for Increment 35/36.

Liquid Hydrogen Fill

NASA Image and Video Library

2016-08-03

Inside a control building at NASA's Kennedy Space Center in Florida, Adam Swinger, cryogenic research engineer in the Exploration Research and Technology Directorate, communicates with team members during a test of the Ground Operations Demo Unit for liquid hydrogen. The system includes a 33,000 gallon liquid hydrogen storage tank with an internal cold heat exchanger supplied from a cryogenic refrigerator. The primary goal of the testing is to achieve a liquid hydrogen zero boil-off capability. The system was designed, installed and tested by a team of civil servants and contractors from the center's Cryogenic Test Laboratory, with support from engineers at NASA's Glenn Research Center in Cleveland and Stennis Space Center in Mississippi. It may be applicable for use by the Ground Systems Development and Operations Program at Launch Pad 39B.

Origin of Marshall Space Flight Center (MSFC)

NASA Image and Video Library

2004-04-15

Twelve scientific specialists of the Peenemuende team at the front of Building 4488, Redstone Arsenal, Huntsville, Alabama. They led the Army's space efforts at ABMA before transfer of the team to National Aeronautic and Space Administration (NASA), George C. Marshall Space Flight Center (MSFC). (Left to right) Dr. Ernst Stuhlinger, Director, Research Projects Office; Dr. Helmut Hoelzer, Director, Computation Laboratory: Karl L. Heimburg, Director, Test Laboratory; Dr. Ernst Geissler, Director, Aeroballistics Laboratory; Erich W. Neubert, Director, Systems Analysis Reliability Laboratory; Dr. Walter Haeussermarn, Director, Guidance and Control Laboratory; Dr. Wernher von Braun, Director Development Operations Division; William A. Mrazek, Director, Structures and Mechanics Laboratory; Hans Hueter, Director, System Support Equipment Laboratory;Eberhard Rees, Deputy Director, Development Operations Division; Dr. Kurt Debus, Director Missile Firing Laboratory; Hans H. Maus, Director, Fabrication and Assembly Engineering Laboratory

Operation of a Thin-Film Inflatable Concentrator System Demonstrated in a Solar Thermal Vacuum Environment

NASA Technical Reports Server (NTRS)

Wong, Wayne A.

2002-01-01

Thin-film inflatable solar concentrators offer significant advantages in comparison to stateof- the-art rigid panel concentrators, including low weight, low stowage volume, and simple gas deployment. From June 10 to 22, 2001, the ElectroMagnetic Radiation Control Experiment (EMRCE) Team used simulated solar energy to demonstrate the operation of an inflatable concentrator system at NASA Glenn Research Center's Tank 6 thermal vacuum facility. The joint Government/industry test team was composed of engineers and technicians from Glenn, the Air Force Research Laboratory, SRS Technologies, and ATK Thiokol Propulsion. The research hardware consisted of the following: 1) A thin-film inflatable concentrator; 2) The hexapod pointing and focus control system; 3) Two rigidized support struts using two candidate technologies - ultraviolet-rigidized glass and radiation-cured isographite.

Lunar launch and landing facilities and operations

NASA Technical Reports Server (NTRS)

1987-01-01

The Florida Institute of Technology established an Interdisciplinary Design Team to design a lunar based facility whose primary function involves launch and landing operations for future moon missions. Both manned and unmanned flight operations were considered in the study with particular design emphasis on the utilization (or reutilization) of all materials available on the moon. This resource availability includes man-made materials which might arrive in the form of expendable landing vehicles as well as in situ lunar minerals. From an engineering standpoint, all such materials are considered as to their suitability for constructing new lunar facilities and/or repairing or expanding existing structures. Also considered in this design study was a determination of the feasibility of using naturally occurring lunar materials to provide fuel components to support lunar launch operations. Conventional launch and landing operations similar to those used during the Apollo Program were investigated as well as less conventional techniques such as rail guns and electromagnetic mass drivers. The Advanced Space Design team consisted of students majoring in Physics and Space Science as well as Electrical, Mechanical, Chemical and Ocean Engineering.

The Joint Agency Commercial Imagery Evaluation Team and Product Characterization Approach

NASA Technical Reports Server (NTRS)

Zanoni, Vicki; Pagnutti, Mary; Ryan, Robert E.; Snyder, Greg; Lehman, William; Roylance, Spencer

2003-01-01

The Joint Agency Commercial Imagery Evaluation (JACIE) team is a collaborative interagency group focused on the characterization of commercial remote sensing data products. The team members - the National Aeronautics and Space Administration (NASA), the National Imagery and Mapping Agency (NIMA), and the U.S. Geological Survey (USGS) - each have a vested interest in the purchase and use of commercial imagery to support government research and operational applications. For both research and applications, commercial products must be well characterized for precision, accuracy, and repeatability. Since commercial systems are built and operated with no government insight or oversight, the JACIE team provides an independent product characterization of delivered image and image-derived end products. End product characterization differs from the systems calibration approach that is typically used with government systems, where detailed system design information is available. The product characterization approach addresses three primary areas of product performance: geopositional accuracy, image quality, and radiometric accuracy. The JACIE team utilizes well-characterized test sites to support characterization activities. To characterize geopositional accuracy, the team utilizes sites containing several "photo-identifiable" targets and compares their precisely known locations with those defined by the commercial image product. In the area of image quality, spatial response is characterized using edge targets and pulse targets to measure edge response and to estimate image modulation transfer function. Additionally, imagery is also characterized using the National Imagery Interpretability Rating Scale, a means of quantifying the ability to identify certain targets (e.g., rail-cars, airplanes) within an image product. Radiometric accuracy is characterized using reflectance-based vicarious calibration methods at several uniform sites. Each JACIE agency performs an aspect of product characterization based on its area of expertise, thus minimizing duplication of effort. The JACIE team collaborated to perform comprehensive characterization of products from Space Imaging Inc.'s IKONOS satellite and from DigitalGlobe's QuickBird satellite and is currently characterizing products from OrbImage s OrbView-3. JACIE assessments have resulted in several improvements to commercial image product quality and have enhanced working relationships between government and industry. Assessment results are presented at an annual JACIE High Spatial Resolution Commercial Imagery Workshop.

Recent Experiences of the NASA Engineering and Safety Center (NESC) GN and C Technical Discipline Team (TDT)

NASA Technical Reports Server (NTRS)

Dennehy, Cornelius J.

2010-01-01

The NASA Engineering and Safety Center (NESC), initially formed in 2003, is an independently funded NASA Program whose dedicated team of technical experts provides objective engineering and safety assessments of critical, high risk projects. The GN&C Technical Discipline Team (TDT) is one of fifteen such discipline-focused teams within the NESC organization. The TDT membership is composed of GN&C specialists from across NASA and its partner organizations in other government agencies, industry, national laboratories, and universities. This paper will briefly define the vision, mission, and purpose of the NESC organization. The role of the GN&C TDT will then be described in detail along with an overview of how this team operates and engages in its objective engineering and safety assessments of critical NASA projects. This paper will then describe selected recent experiences, over the period 2007 to present, of the GN&C TDT in which they directly performed or supported a wide variety of NESC assessments and consultations.

KSC-2013-1098

NASA Image and Video Library

2013-01-17

CAPE CANAVERAL, Fla. - At NASA's Kennedy Space Center in Florida, Jacobs Technology Deputy General Manager Lorna Kenna speaks at a town hall meeting providing attendees an opportunity to learn about the Test and Operations Support Contract, or TOSC, hiring process and to introduce the organization's management team. NASA recently awarded its TOSC contract to Jacobs Technology Inc. of Tullahoma, Tenn. Jacobs will provide overall management and implementation of ground systems capabilities, flight hardware processing and launch operations at Kennedy. These tasks will support the International Space Station, Ground Systems Development and Operations, and the Space Launch System, Orion Multi-Purpose Crew Vehicle and Launch Services programs. For more information, visit http://www.nasa.gov/centers/kennedy/news/tosc_awarded.html Photo credit: NASA/Dimitri Gerondidakis

Communication System Architecture for Planetary Exploration

NASA Technical Reports Server (NTRS)

Braham, Stephen P.; Alena, Richard; Gilbaugh, Bruce; Glass, Brian; Norvig, Peter (Technical Monitor)

2001-01-01

Future human missions to Mars will require effective communications supporting exploration activities and scientific field data collection. Constraints on cost, size, weight and power consumption for all communications equipment make optimization of these systems very important. These information and communication systems connect people and systems together into coherent teams performing the difficult and hazardous tasks inherent in planetary exploration. The communication network supporting vehicle telemetry data, mission operations, and scientific collaboration must have excellent reliability, and flexibility.

Containerless Processing in Reduced Gravity Using the TEMPUS Facility during MSL-1 and MSL-1R

NASA Technical Reports Server (NTRS)

Rogers, Jan R.

1998-01-01

Containerless processing provides a high purity environment for the study of high-temperature, very reactive materials. It is an important method which provides access to the metastable state of an undercooled melt. In the absence of container walls, the nucleation rate is greatly reduced and undercooling up to (Tm-Tn)/Tm approx. equal to 0.2 can be obtained, where Tm and Tn are the melting and nucleation temperatures, respectively. Electromagnetic levitation represents a method particularly well-suited for the study of metallic melts. The TEMPUS (Tiegelfreies ElektroMagnetisches Prozessieren Unter Schwerelosgkeit) facility is a research instrument designed to perform electromagnetic levitation studies in reduced gravity. TEMPUS is a joint undertaking between DARA, the German Space Agency, and the Microgravity Science and Applications Division of NASA. The George C. Marshall Space Flight Center provides the leadership for scientific and management efforts which support the four US PI teams which performed experiments in the TEMPUS facility. The facility is sensitive to accelerations in the 1-10 Hz range. This became evident during the MSL-1 mission. Analysis of accelerometer and video data indicated that loss of sample control occurred during crew exercise periods which created disturbances in this frequency range. Prior to the MSL-1R flight the TEMPUS team, the accelerometer support groups and the mission operations team developed a strategy to provide for the operation of the facility without such disturbances. The successful implementation of this plan led to the highly successful operation of this facility during MSL-1R.

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

NASA Technical Reports Server (NTRS)

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

2011-01-01

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

Closing ceremonies of the FIRST Southeast Regional robotics competition

NASA Technical Reports Server (NTRS)

2000-01-01

At the conclusion of the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition held at the KSC Visitor Complex, KSC Deputy Director for Business Operations Jim Jennings speaks to the teams and other attendees. At left is Gregg Gale, with Walt Disney World, which is the site of the national competition (at EPCOT) April 6-8. Teams of high school students from all over the country tested the limits of their imagination using robots they designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing at the Southeast Regional event, 16 were Florida teams co-sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

A Human-Autonomy Teaming Approach for a Flight-Following Task

NASA Technical Reports Server (NTRS)

Brandt, Summer L.; Lachter, Joel; Russell, Ricky; Shively, R. Jay

2017-01-01

Human involvement with increasingly autonomous systems must adjust to allow for a more dynamic relationship involving cooperation and teamwork. As part of an ongoing project to develop a framework for human autonomy teaming (HAT) in aviation, a study was conducted to evaluate proposed tenets of HAT. Participants performed a flight-following task at a ground station both with and without HAT features enabled. Overall, participants preferred the ground station with HAT features enabled over the station without the HAT features. Participants reported that the HAT displays and automation were preferred for keeping up with operationally important issues. Additionally, participants reported that the HAT displays and automation provided enough situation awareness to complete the task, reduced the necessary workload and were efficient. Overall, there was general agreement that HAT features supported teaming with the automation. These results will be used to refine and expand our proposed framework for human-autonomy teaming.

Discrepant perceptions of communication, teamwork and situation awareness among surgical team members.

PubMed

Wauben, L S G L; Dekker-van Doorn, C M; van Wijngaarden, J D H; Goossens, R H M; Huijsman, R; Klein, J; Lange, J F

2011-04-01

To assess surgical team members' differences in perception of non-technical skills. Questionnaire design. Operating theatres (OTs) at one university hospital, three teaching hospitals and one general hospital in the Netherlands. Sixty-six surgeons, 97 OT nurses, 18 anaesthetists and 40 nurse anaesthetists. All surgical team members, of five hospitals, were asked to complete a questionnaire and state their opinion on the current state of communication, teamwork and situation awareness at the OT. Ratings for 'communication' were significantly different, particularly between surgeons and all other team members (P ≤ 0.001). The ratings for 'teamwork' differed significantly between all team members (P ≤ 0.005). Within 'situation awareness' significant differences were mainly observed for 'gathering information' between surgeons and other team members (P < 0.001). Finally, 72-90% of anaesthetists, OT nurses and nurse anaesthetists rated routine team briefings and debriefings as inadequate. This study shows discrepancies on many aspects in perception between surgeons and other surgical team members concerning communication, teamwork and situation awareness. Future research needs to ascertain whether these discrepancies are linked to greater risk of adverse events or to process as well as systems failures. Establishing this link would support implementation and use of complex team interventions that intervene at multiple levels of the healthcare system.

A process-based framework to guide nurse practitioners integration into primary healthcare teams: results from a logic analysis.

PubMed

Contandriopoulos, Damien; Brousselle, Astrid; Dubois, Carl-Ardy; Perroux, Mélanie; Beaulieu, Marie-Dominique; Brault, Isabelle; Kilpatrick, Kelley; D'Amour, Danielle; Sansgter-Gormley, Esther

2015-02-27

Integrating Nurse Practitioners into primary care teams is a process that involves significant challenges. To be successful, nurse practitioner integration into primary care teams requires, among other things, a redefinition of professional boundaries, in particular those of medicine and nursing, a coherent model of inter- and intra- professional collaboration, and team-based work processes that make the best use of the subsidiarity principle. There have been numerous studies on nurse practitioner integration, and the literature provides a comprehensive list of barriers to, and facilitators of, integration. However, this literature is much less prolific in discussing the operational level implications of those barriers and facilitators and in offering practical recommendations. In the context of a large-scale research project on the introduction of nurse practitioners in Quebec (Canada) we relied on a logic-analysis approach based, on the one hand on a realist review of the literature and, on the other hand, on qualitative case-studies in 6 primary healthcare teams in rural and urban area of Quebec. Five core themes that need to be taken into account when integrating nurse practitioners into primary care teams were identified. Those themes are: planning, role definition, practice model, collaboration, and team support. The present paper has two objectives: to present the methods used to develop the themes, and to discuss an integrative model of nurse practitioner integration support centered around these themes. It concludes with a discussion of how this framework contributes to existing knowledge and some ideas for future avenues of study.

Crew Field Notes: A New Tool for Planetary Surface Exploration

NASA Technical Reports Server (NTRS)

Horz, Friedrich; Evans, Cynthia; Eppler, Dean; Gernhardt, Michael; Bluethmann, William; Graf, Jodi; Bleisath, Scott

2011-01-01

The Desert Research and Technology Studies (DRATS) field tests of 2010 focused on the simultaneous operation of two rovers, a historical first. The complexity and data volume of two rovers operating simultaneously presented significant operational challenges for the on-site Mission Control Center, including the real time science support function. The latter was split into two "tactical" back rooms, one for each rover, that supported the real time traverse activities; in addition, a "strategic" science team convened overnight to synthesize the day's findings, and to conduct the strategic forward planning of the next day or days as detailed in [1, 2]. Current DRATS simulations and operations differ dramatically from those of Apollo, including the most evolved Apollo 15-17 missions, due to the advent of digital technologies. Modern digital still and video cameras, combined with the capability for real time transmission of large volumes of data, including multiple video streams, offer the prospect for the ground based science support room(s) in Mission Control to witness all crew activities in unprecedented detail and in real time. It was not uncommon during DRATS 2010 that each tactical science back room simultaneously received some 4-6 video streams from cameras mounted on the rover or the crews' backpacks. Some of the rover cameras are controllable PZT (pan, zoom, tilt) devices that can be operated by the crews (during extensive drives) or remotely by the back room (during EVAs). Typically, a dedicated "expert" and professional geologist in the tactical back room(s) controls, monitors and analyses a single video stream and provides the findings to the team, commonly supported by screen-saved images. It seems obvious, that the real time comprehension and synthesis of the verbal descriptions, extensive imagery, and other information (e.g. navigation data; time lines etc) flowing into the science support room(s) constitute a fundamental challenge to future mission operations: how can one analyze, comprehend and synthesize -in real time- the enormous data volume coming to the ground? Real time understanding of all data is needed for constructive interaction with the surface crews, and it becomes critical for the strategic forward planning process.

TeamSTEPPS Improves Operating Room Efficiency and Patient Safety.

PubMed

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

2016-09-01

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

Cyber Security Testing and Training Programs for Industrial Control Systems

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

Daniel Noyes

2012-03-01

Service providers rely on industrial control systems (ICS) to manage the flow of water at dams, open breakers on power grids, control ventilation and cooling in nuclear power plants, and more. In today's interconnected environment, this can present a serious cyber security challenge. To combat this growing challenge, government, private industry, and academia are working together to reduce cyber risks. The Idaho National Laboratory (INL) is a key contributor to the Department of Energy National SCADA Test Bed (NSTB) and the Department of Homeland Security (DHS) Control Systems Security Program (CSSP), both of which focus on improving the overall securitymore » posture of ICS in the national critical infrastructure. In support of the NSTB, INL hosts a dedicated SCADA testing facility which consists of multiple control systems supplied by leading national and international manufacturers. Within the test bed, INL researchers systematically examine control system components and work to identify vulnerabilities. In support of the CSSP, INL develops and conducts training courses which are designed to increase awareness and defensive capabilities for IT/Control System professionals. These trainings vary from web-based cyber security trainings for control systems engineers to more advanced hands-on training that culminates with a Red Team/ Blue Team exercise that is conducted within an actual control systems environment. INL also provides staffing and operational support to the DHS Industrial Control Systems Cyber Emergency Response Team (ICS-CERT) Security Operations Center which responds to and analyzes control systems cyber incidents across the 18 US critical infrastructure sectors.« less

Lessons Learned on Operating and Preparing Operations for a Technology Mission from the Perspective of the Earth Observing-1 Mission

NASA Technical Reports Server (NTRS)

Mandl, Dan; Howard, Joseph

2000-01-01

The New Millennium Program's first Earth-observing mission (EO-1) is a technology validation mission. It is managed by the NASA Goddard Space Flight Center in Greenbelt, Maryland and is scheduled for launch in the summer of 2000. The purpose of this mission is to flight-validate revolutionary technologies that will contribute to the reduction of cost and increase of capabilities for future land imaging missions. In the EO-1 mission, there are five instrument, five spacecraft, and three supporting technologies to flight-validate during a year of operations. EO-1 operations and the accompanying ground system were intended to be simple in order to maintain low operational costs. For purposes of formulating operations, it was initially modeled as a small science mission. However, it quickly evolved into a more complex mission due to the difficulties in effectively integrating all of the validation plans of the individual technologies. As a consequence, more operational support was required to confidently complete the on-orbit validation of the new technologies. This paper will outline the issues and lessons learned applicable to future technology validation missions. Examples of some of these include the following: (1) operational complexity encountered in integrating all of the validation plans into a coherent operational plan, (2) initial desire to run single shift operations subsequently growing to 6 "around-the-clock" operations, (3) managing changes in the technologies that ultimately affected operations, (4) necessity for better team communications within the project to offset the effects of change on the Ground System Developers, Operations Engineers, Integration and Test Engineers, S/C Subsystem Engineers, and Scientists, and (5) the need for a more experienced Flight Operations Team to achieve the necessary operational flexibility. The discussion will conclude by providing several cost comparisons for developing operations from previous missions to EO-1 and discuss some details that might be done differently for future technology validation missions.

Employing socially driven techniques for framing, contextualization, and collaboration in complex analytical threads

NASA Astrophysics Data System (ADS)

Wollocko, Arthur; Danczyk, Jennifer; Farry, Michael; Jenkins, Michael; Voshell, Martin

2015-05-01

The proliferation of sensor technologies continues to impact Intelligence Analysis (IA) work domains. Historical procurement focus on sensor platform development and acquisition has resulted in increasingly advanced collection systems; however, such systems often demonstrate classic data overload conditions by placing increased burdens on already overtaxed human operators and analysts. Support technologies and improved interfaces have begun to emerge to ease that burden, but these often focus on single modalities or sensor platforms rather than underlying operator and analyst support needs, resulting in systems that do not adequately leverage their natural human attentional competencies, unique skills, and training. One particular reason why emerging support tools often fail is due to the gap between military applications and their functions, and the functions and capabilities afforded by cutting edge technology employed daily by modern knowledge workers who are increasingly "digitally native." With the entry of Generation Y into these workplaces, "net generation" analysts, who are familiar with socially driven platforms that excel at giving users insight into large data sets while keeping cognitive burdens at a minimum, are creating opportunities for enhanced workflows. By using these ubiquitous platforms, net generation analysts have trained skills in discovering new information socially, tracking trends among affinity groups, and disseminating information. However, these functions are currently under-supported by existing tools. In this paper, we describe how socially driven techniques can be contextualized to frame complex analytical threads throughout the IA process. This paper focuses specifically on collaborative support technology development efforts for a team of operators and analysts. Our work focuses on under-supported functions in current working environments, and identifies opportunities to improve a team's ability to discover new information and disseminate insightful analytic findings. We describe our Cognitive Systems Engineering approach to developing a novel collaborative enterprise IA system that combines modern collaboration tools with familiar contemporary social technologies. Our current findings detail specific cognitive and collaborative work support functions that defined the design requirements for a prototype analyst collaborative support environment.

Terra Harvest Open Source Environment (THOSE): a universal unattended ground sensor controller

NASA Astrophysics Data System (ADS)

Gold, Joshua; Klawon, Kevin; Humeniuk, David; Landoll, Darren

2011-06-01

Under the Terra Harvest Program, the Defense Intelligence Agency (DIA) has the objective of developing a universal Controller for the Unattended Ground Sensor (UGS) community. The mission is to define, implement, and thoroughly document an open architecture that universally supports UGS missions, integrating disparate systems, peripherals, etc. The Controller's inherent interoperability with numerous systems enables the integration of both legacy and future Unattended Ground Sensor System (UGSS) components, while the design's open architecture supports rapid third-party development to ensure operational readiness. The successful accomplishment of these objectives by the program's Phase 3b contractors is demonstrated via integration of the companies' respective plug-'n-play contributions that include various peripherals, such as sensors, cameras, etc., and their associated software drivers. In order to independently validate the Terra Harvest architecture, L-3 Nova Engineering, along with its partner, the University of Dayton Research Institute (UDRI), is developing the Terra Harvest Open Source Environment (THOSE), a Java based system running on an embedded Linux Operating System (OS). The Use Cases on which the software is developed support the full range of UGS operational scenarios such as remote sensor triggering, image capture, and data exfiltration. The Team is additionally developing an ARM microprocessor evaluation platform that is both energyefficient and operationally flexible. The paper describes the overall THOSE architecture, as well as the implementation strategy for some of the key software components. Preliminary integration/test results and the Team's approach for transitioning the THOSE design and source code to the Government are also presented.

Evaluation of the Display of Cognitive State Feedback to Drive Adaptive Task Sharing

PubMed Central

Dorneich, Michael C.; Passinger, Břetislav; Hamblin, Christopher; Keinrath, Claudia; Vašek, Jiři; Whitlow, Stephen D.; Beekhuyzen, Martijn

2017-01-01

This paper presents an adaptive system intended to address workload imbalances between pilots in future flight decks. Team performance can be maximized when task demands are balanced within crew capabilities and resources. Good communication skills enable teams to adapt to changes in workload, and include the balancing of workload between team members This work addresses human factors priorities in the aviation domain with the goal to develop concepts that balance operator workload, support future operator roles and responsibilities, and support new task requirements, while allowing operators to focus on the most safety critical tasks. A traditional closed-loop adaptive system includes the decision logic to turn automated adaptations on and off. This work takes a novel approach of replacing the decision logic, normally performed by the automation, with human decisions. The Crew Workload Manager (CWLM) was developed to objectively display the workload between pilots and recommend task sharing; it is then the pilots who “close the loop” by deciding how to best mitigate unbalanced workload. The workload was manipulated by the Shared Aviation Task Battery (SAT-B), which was developed to provide opportunities for pilots to mitigate imbalances in workload between crew members. Participants were put in situations of high and low workload (i.e., workload was manipulated as opposed to being measured), the workload was then displayed to pilots, and pilots were allowed to decide how to mitigate the situation. An evaluation was performed that utilized the SAT-B to manipulate workload and create workload imbalances. Overall, the CWLM reduced the time spent in unbalanced workload and improved the crew coordination in task sharing while not negatively impacting concurrent task performance. Balancing workload has the potential to improve crew resource management and task performance over time, and reduce errors and fatigue. Paired with a real-time workload measurement system, the CWLM could help teams manage their own task load distribution. PMID:28400716

Evaluation of the Display of Cognitive State Feedback to Drive Adaptive Task Sharing.

PubMed

Dorneich, Michael C; Passinger, Břetislav; Hamblin, Christopher; Keinrath, Claudia; Vašek, Jiři; Whitlow, Stephen D; Beekhuyzen, Martijn

2017-01-01

This paper presents an adaptive system intended to address workload imbalances between pilots in future flight decks. Team performance can be maximized when task demands are balanced within crew capabilities and resources. Good communication skills enable teams to adapt to changes in workload, and include the balancing of workload between team members This work addresses human factors priorities in the aviation domain with the goal to develop concepts that balance operator workload, support future operator roles and responsibilities, and support new task requirements, while allowing operators to focus on the most safety critical tasks. A traditional closed-loop adaptive system includes the decision logic to turn automated adaptations on and off. This work takes a novel approach of replacing the decision logic, normally performed by the automation, with human decisions. The Crew Workload Manager (CWLM) was developed to objectively display the workload between pilots and recommend task sharing; it is then the pilots who "close the loop" by deciding how to best mitigate unbalanced workload. The workload was manipulated by the Shared Aviation Task Battery (SAT-B), which was developed to provide opportunities for pilots to mitigate imbalances in workload between crew members. Participants were put in situations of high and low workload (i.e., workload was manipulated as opposed to being measured), the workload was then displayed to pilots, and pilots were allowed to decide how to mitigate the situation. An evaluation was performed that utilized the SAT-B to manipulate workload and create workload imbalances. Overall, the CWLM reduced the time spent in unbalanced workload and improved the crew coordination in task sharing while not negatively impacting concurrent task performance. Balancing workload has the potential to improve crew resource management and task performance over time, and reduce errors and fatigue. Paired with a real-time workload measurement system, the CWLM could help teams manage their own task load distribution.

Preservice Teacher Perspectives on Prereferral Intervention and Student Support Teams

ERIC Educational Resources Information Center

Grogg, Kathryn R.

2009-01-01

This qualitative inquiry evaluated the Student Support Team Project and its effects on preservice teachers' knowledge and perceptions of prereferral intervention and student support teams. This investigation is important because prereferral intervention and student support teams have been used increasingly to provide assistance to teachers and to…

Ocean Drilling Program: Drilling Services

Science.gov Websites

Drilling operations team Material services team Development engineering team ODP/TAMU Science Operator Home Services department consists of three team-oriented project groups, which also work to improve the existing team. A member of this team sails with each cruise to provide expertise for the shipboard scientific

Desert Research and Technology Studies (DRATS) 2010 science operations: Operational approaches and lessons learned for managing science during human planetary surface missions

NASA Astrophysics Data System (ADS)

Eppler, Dean; Adams, Byron; Archer, Doug; Baiden, Greg; Brown, Adrian; Carey, William; Cohen, Barbara; Condit, Chris; Evans, Cindy; Fortezzo, Corey; Garry, Brent; Graff, Trevor; Gruener, John; Heldmann, Jennifer; Hodges, Kip; Hörz, Friedrich; Hurtado, Jose; Hynek, Brian; Isaacson, Peter; Juranek, Catherine; Klaus, Kurt; Kring, David; Lanza, Nina; Lederer, Susan; Lofgren, Gary; Marinova, Margarita; May, Lisa; Meyer, Jonathan; Ming, Doug; Monteleone, Brian; Morisset, Caroline; Noble, Sarah; Rampe, Elizabeth; Rice, James; Schutt, John; Skinner, James; Tewksbury-Christle, Carolyn M.; Tewksbury, Barbara J.; Vaughan, Alicia; Yingst, Aileen; Young, Kelsey

2013-10-01

Desert Research and Technology Studies (Desert RATS) is a multi-year series of hardware and operations tests carried out annually in the high desert of Arizona on the San Francisco Volcanic Field. These activities are designed to exercise planetary surface hardware and operations in conditions where long-distance, multi-day roving is achievable, and they allow NASA to evaluate different mission concepts and approaches in an environment less costly and more forgiving than space. The results from the RATS tests allow selection of potential operational approaches to planetary surface exploration prior to making commitments to specific flight and mission hardware development. In previous RATS operations, the Science Support Room has operated largely in an advisory role, an approach that was driven by the need to provide a loose science mission framework that would underpin the engineering tests. However, the extensive nature of the traverse operations for 2010 expanded the role of the science operations and tested specific operational approaches. Science mission operations approaches from the Apollo and Mars-Phoenix missions were merged to become the baseline for this test. Six days of traverse operations were conducted during each week of the 2-week test, with three traverse days each week conducted with voice and data communications continuously available, and three traverse days conducted with only two 1-hour communications periods per day. Within this framework, the team evaluated integrated science operations management using real-time, tactical science operations to oversee daily crew activities, and strategic level evaluations of science data and daily traverse results during a post-traverse planning shift. During continuous communications, both tactical and strategic teams were employed. On days when communications were reduced to only two communications periods per day, only a strategic team was employed. The Science Operations Team found that, if communications are good and down-linking of science data is ensured, high quality science returns is possible regardless of communications. What is absent from reduced communications is the scientific interaction between the crew on the planet and the scientists on the ground. These scientific interactions were a critical part of the science process and significantly improved mission science return over reduced communications conditions. The test also showed that the quality of science return is not measurable by simple numerical quantities but is, in fact, based on strongly non-quantifiable factors, such as the interactions between the crew and the Science Operations Teams. Although the metric evaluation data suggested some trends, there was not sufficient granularity in the data or specificity in the metrics to allow those trends to be understood on numerical data alone.

Desert Research and Technology Studies (DRATS) 2010 Science Operations: Operational Approaches and Lessons Learned for Managing Science during Human Planetary Surface Missions

NASA Technical Reports Server (NTRS)

Eppler, Dean; Adams, Byron; Archer, Doug; Baiden, Greg; Brown, Adrian; Carey, William; Cohen, Barbara; Condit, Chris; Evans, Cindy; Fortezzo, Corey;

Design and Parametric Sizing of Deep Space Habitats Supporting NASA'S Human Space Flight Architecture Team

NASA Technical Reports Server (NTRS)

Toups, Larry; Simon, Matthew; Smitherman, David; Spexarth, Gary

2012-01-01

NASA's Human Space Flight Architecture Team (HAT) is a multi-disciplinary, cross-agency study team that conducts strategic analysis of integrated development approaches for human and robotic space exploration architectures. During each analysis cycle, HAT iterates and refines the definition of design reference missions (DRMs), which inform the definition of a set of integrated capabilities required to explore multiple destinations. An important capability identified in this capability-driven approach is habitation, which is necessary for crewmembers to live and work effectively during long duration transits to and operations at exploration destinations beyond Low Earth Orbit (LEO). This capability is captured by an element referred to as the Deep Space Habitat (DSH), which provides all equipment and resources for the functions required to support crew safety, health, and work including: life support, food preparation, waste management, sleep quarters, and housekeeping.The purpose of this paper is to describe the design of the DSH capable of supporting crew during exploration missions. First, the paper describes the functionality required in a DSH to support the HAT defined exploration missions, the parameters affecting its design, and the assumptions used in the sizing of the habitat. Then, the process used for arriving at parametric sizing estimates to support additional HAT analyses is detailed. Finally, results from the HAT Cycle C DSH sizing are presented followed by a brief description of the remaining design trades and technological advancements necessary to enable the exploration habitation capability.

Operations NEW LIFE/NEW ARRIVALS. US Army Support to the Indochina Refugee Program, 1 April 1975-1 June 1976

DTIC Science & Technology

1977-01-25

large numbers of refugees materialized. This plan, tentatively called Operation COMPASSION , envisioned that the refugees would at first be evacuated...Mptg ... —nex,- ■>• -g| ._ *M * UNCLASSIFIED * THIS MIGHT INVOLVE OVERNIGHT HOUSING FOR UP TO SDG TRANSIENT PERSONNEL. b- SUBP1IT...DDD REFUGEES AT FT CHAFFEE AND FT INDIANTOUN GAP UAS ACCOMPLISHED WITH COMPASSION AND EFFICIENCY BY THE ARMY TEAMS- ADDITIONALLY-. THE ORDERLY

A specialist team of A&E doctors and nurses establish emergency care units in Kosovo.

PubMed

Hodgetts, Lieutenant Colonel Tim; Kenward, Gary

2000-02-01

On June 12, 1999 NATO troops led by British paratroopers of 5 Airborne Brigade entered Kosovo and secured key military sites. This multinational operation (code named 'OP AGRICOLA') was in response to the ethnic cleansing of Kosovo-Albanians, and followed a sustained period of aerial attack in Kosovo and Serbia. The ground operation required substantial medical support, and the British hospital element was provided by 22 Field Hospital RAMC.

Flight Dynamics Mission Support and Quality Assurance Process

NASA Technical Reports Server (NTRS)

Oh, InHwan

1996-01-01

This paper summarizes the method of the Computer Sciences Corporation Flight Dynamics Operation (FDO) quality assurance approach to support the National Aeronautics and Space Administration Goddard Space Flight Center Flight Dynamics Support Branch. Historically, a strong need has existed for developing systematic quality assurance using methods that account for the unique nature and environment of satellite Flight Dynamics mission support. Over the past few years FDO has developed and implemented proactive quality assurance processes applied to each of the six phases of the Flight Dynamics mission support life cycle: systems and operations concept, system requirements and specifications, software development support, operations planing and training, launch support, and on-orbit mission operations. Rather than performing quality assurance as a final step after work is completed, quality assurance has been built in as work progresses in the form of process assurance. Process assurance activities occur throughout the Flight Dynamics mission support life cycle. The FDO Product Assurance Office developed process checklists for prephase process reviews, mission team orientations, in-progress reviews, and end-of-phase audits. This paper will outline the evolving history of FDO quality assurance approaches, discuss the tailoring of Computer Science Corporations's process assurance cycle procedures, describe some of the quality assurance approaches that have been or are being developed, and present some of the successful results.

Teacher Professional Learning Communities in Innovative Contexts: "Ah Hah Moments," "Passion" and "Making a Difference" for Student Learning

ERIC Educational Resources Information Center

Owen, Susanne Mary

2015-01-01

Innovative educational approaches for schooling require changes to the traditional teacher role towards operating as co-facilitators and co-learners, and working in teacher teams, with considerable professional learning supporting this. Professional learning communities (PLCs) have been acknowledged as highly effective, with their characteristics…

POST-LAUNCH - APOLLO XVI - MSC

NASA Image and Video Library

1972-04-19

S72-35460 (18 April 1972) --- Dr. J.F. Zieglschmid, M.D., Missions Operations Control Room (MOCR) White Team Surgeon, is seated in the Medical Support Room (MSR) in the Mission Control Center (MCC). He monitors crew biomedical data being received from the Apollo 16 spacecraft on the third day of the lunar landing mission.

Marketing decision support systems for strategy building.

PubMed

Rao, S K

2000-01-01

Brand teams charged with the commercialization of pharmaceutical products in the pipeline operate in an uncertain environment. Market, customer and competitive interrelationships undergo changes, often in ways that are unpredictable with conventional research practices. This article describes a framework whereby such uncertainty can be managed more effectively in the context of ongoing business needs.

A Fundamental Mathematical Model of a Microbial Predenitrification System

NASA Technical Reports Server (NTRS)

Hoo, Karlene A.

2005-01-01

Space flight beyond Low Earth Orbit requires sophisticated systems to support all aspects of the mission (life support, real-time communications, etc.). A common concern that cuts across all these systems is the selection of information technology (IT) methodology, software and hardware architectures to provide robust monitoring, diagnosis, and control support. Another dimension of the problem space is that different systems must be integrated seamlessly so that communication speed and data handling appear as a continuum (un-interrupted). One such team investigating this problem is the Advanced Integration Matrix (AIM) team whose role is to define the critical requirements expected of software and hardware to support an integrated approach to the command and control of Advanced Life Support (ALS) for future long-duration human space missions, including permanent human presence on the Moon and Mars. A goal of the AIM team is to set the foundation for testing criteria that will assist in specifying tasks, control schemes and test scenarios to validate and verify systems capabilities. This project is to contribute to the goals of the AIM team by assisting with controls planning for ALS. Control for ALS is an enormous problem it involves air revitalization, water recovery, food production, solids processing and crew. In more general terms, these systems can be characterized as involving both continuous and discrete processes, dynamic interactions among the sub-systems, nonlinear behavior due to the complex operations, and a large number of multivariable interactions due to the dimension of the state space. It is imperative that a baseline approach from which to measure performance is established especially when the expectation for the control system is complete autonomous control.

An enhanced Planetary Radar Operating Centre (PROC)

NASA Astrophysics Data System (ADS)

Catallo, C.

2010-12-01

Planetary exploration by means of radar systems, mainly using GPRs is an important role of Italy and numerous scientific international space programs are carried out jointly with ESA and NASA by Italian Space Agency, the scientific community and the industry. Three experiments under Italian leadership ( designed and manufactured by the Italian industry) provided by ASI within a NASA/ESA/ASI joint venture framework are successfully operating: MARSIS on-board MEX, SHARAD on-board MRO and CASSINI Radar on-board Cassini spacecraft: the missions have been further extended . Three dedicated operational centers, namely SHOC, (Sharad Operating Centre), MOC (Marsis Operating Center) and CASSINI PAD are operating from the missions beginning to support all the scientific communities, institutional customers and experiment teams operation Each center is dedicated to a single instrument management and control, data processing and distribution and even if they had been conceived to operate autonomously and independently one from each other, synergies and overlaps have been envisaged leading to the suggestion of a unified center, the Planetary Radar Processing Center (PROC). In order to harmonize operations either from logistics point of view and from HW/SW capabilities point of view PROC is designed and developed for offering improved functionalities to increase capabilities, mainly in terms of data exchange, comparison, interpretation and exploitation. PROC is, therefore, conceived as the Italian support facility to the scientific community for on-going and future Italian planetary exploration programs, such as Europa-Jupiter System Mission (EJSM) The paper describes how the new PROC is designed and developed, to allow SHOC, MOC and CASSINI PAD to operate as before, and to offer improved functionalities to increase capabilities, mainly in terms of data exchange, comparison, interpretation and exploitation aiding scientists to increase their knowledge in the field of surface radar sounding: furthermore the flexibility and the big dimensions of the PROC archives allow easy integration of other missions (e.g. EJSM). A specific PROC Web facility and a dedicated high capacity on line storage allow PROC missions status and scientific results spreading, scientific requests submission, news, studies, technical information, radar data images publication and data retrieving (the latter only on science team members request), according to different permissions assigned both to science team members and generic users

Multinational medical support to operations: challenges, benefits and recommendations for the future.

PubMed

Cordell, R F

2012-03-01

This paper considers the strategic aspects of medical support to military operations as delivered through multi-national collaboration. The military medical services are in essence a people organisation; the purpose of the organisation is primarily to support the people engaged in military operations, and also the people providing healthcare to them. Increasingly, supporting the latter also includes preparation for the ethical dilemmas that they will face. Providing health advice and healthcare on operations is now usually undertaken on a multinational basis, in order to generate sufficient medical capacity to meet the requirement with assets of the appropriate (and NATO mandated) capability. This will be an enduring feature, particularly in light of increasing costs of providing high quality healthcare and the operational and logistic challenges of delivering this capability in adverse environments, and in the context of medical personnel being a limited resource. The key to overcoming the challenges, often the result of the "people issues" such as cultural differences, is to recognise the value that the inherent diversity of multinational healthcare provision brings. The benefit is realised through sharing best practice, and the lessons from challenges met, as well as through burden sharing, and to understand that challenges are most commonly the result of misunderstandings, such as those inherent in language differences. The advice for those bringing a multinational team together includes considering the implications of culture (noting differences in national and military perspectives, and in medical processes such as clinical governance), to ensure effective communication, and to utilise feedback to confirm understanding. It is important not to prejudge or denigrate others. Share information and knowledge, provide positive reinforcement when things go well, and recognise that there will inevitably be challenges and use these as an opportunity to learn. Above all, the personal touch builds a culture within the multinational team that transcends national culture; celebrating success breeds success and thus optimal outcome for patients.

Lead Research and Development Activity for DOE's High Temperature, Low Relative Humidity Membrane Program (Topic 2)

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

James Fenton, PhD; Darlene Slattery, PhD; Nahid Mohajeri, PhD

2012-09-05

The Department of Energy’s High Temperature, Low Relative Humidity Membrane Program was begun in 2006 with the Florida Solar Energy Center (FSEC) as the lead organization. During the first three years of the program, FSEC was tasked with developing non-Nafion® proton exchange membranes with improved conductivity for fuel cells. Additionally, FSEC was responsible for developing protocols for the measurement of in-plane conductivity, providing conductivity measurements for the other funded teams, developing a method for through-plane conductivity and organizing and holding semiannual meetings of the High Temperature Membrane Working Group (HTMWG). The FSEC membrane research focused on the development of supportedmore » poly[perfluorosulfonic acid] (PFSA) – Teflon membranes and a hydrocarbon membrane, sulfonated poly(ether ether ketone). The fourth generation of the PFSA membrane (designated FSEC-4) came close to, but did not meet, the Go/No-Go milestone of 0.1 S/cm at 50% relative humidity at 120 °C. In-plane conductivity of membranes provided by the funded teams was measured and reported to the teams and DOE. Late in the third year of the program, DOE used this data and other factors to decide upon the teams to continue in the program. The teams that continued provided promising membranes to FSEC for development of membrane electrode assemblies (MEAs) that could be tested in an operating fuel cell. FSEC worked closely with each team to provide customized support. A logic flow chart was developed and discussed before MEA fabrication or any testing began. Of the five teams supported, by the end of the project, membranes from two of the teams were easily manufactured into MEAs and successfully characterized for performance. One of these teams exceeded performance targets, while the other requires further optimization. An additional team developed a membrane that shows great promise for significantly reducing membrane costs and increasing membrane lifetime.« less

[Surgical learning curve for creation of vascular accesses for haemodialysis: value of medico-radio-surgical collaboration].

PubMed

Van Glabeke, Emmanuel; Belenfant, Xavier; Barrou, Benoît; Adhemar, Jean-Pierre; Laedrich, Joëlle; Mavel, Marie-Christine; Challier, Emmanuel

2005-04-01

Creation of a vascular access (VA) for haemodialysis is a surgical procedure which comprises a failure rate related to the quality of the vessels and the operator's experience. The authors report the first 2 years of a young urologist's experience with this procedure in a local hospital in collaboration with the nephrology team. Patients undergoing creation of VA were divided into 2 chronological groups. The patient's age and gender, the cause of renal failure, the presence of diabetes, clinical examination of the upper limb, preoperative assessment of upper limb vessels, the type of anaesthesia, the operating time and the start of dialysis after the operation, as well as the functional results of the VA at 6 months were studied. Results concerning the patients of the first period were discussed by the operator and the nephrology team. During the first 9 months, 28 patients were operated, corresponding to 36 operations including 32 direct fistulas. Over the following 15 months, 61 patients were operated, with the creation of 63 VAs, including 55 direct fistulas. The failure rate (thrombosis or non-functioning VA) decreased from 32.1% to 11.1% (p=0.07), while the 2 groups were globally comparable. Evaluation of a new surgical procedure shows a number of failures, as for all learning curves. However, it helps to improve the results. Collaboration with nephrologists must comprise a discussion allowing the acceptance of certain failures, as they reflect compliance with a strategy of preservation of the vascular capital and a rational attempt to avoid a non-essential proximal access or bypass graft. The support of a motivated radiology team (preoperative assessment and management of complications) and the assistance of a more experienced operator are essential.

CloudSat Anomaly Recovery and Operational Lessons Learned

NASA Technical Reports Server (NTRS)

Witkowski, Mona; Vane, Deborah; Livermore, Thomas; Rokey, Mark; Barthuli, Marda; Gravseth, Ian J.; Pieper, Brian; Rodzinak, Aaron; Silva, Steve; Woznick, Paul;

New project to support scientific collaboration electronically

NASA Astrophysics Data System (ADS)

Clauer, C. R.; Rasmussen, C. E.; Niciejewski, R. J.; Killeen, T. L.; Kelly, J. D.; Zambre, Y.; Rosenberg, T. J.; Stauning, P.; Friis-Christensen, E.; Mende, S. B.; Weymouth, T. E.; Prakash, A.; McDaniel, S. E.; Olson, G. M.; Finholt, T. A.; Atkins, D. E.

A new multidisciplinary effort is linking research in the upper atmospheric and space, computer, and behavioral sciences to develop a prototype electronic environment for conducting team science worldwide. A real-world electronic collaboration testbed has been established to support scientific work centered around the experimental operations being conducted with instruments from the Sondrestrom Upper Atmospheric Research Facility in Kangerlussuaq, Greenland. Such group computing environments will become an important component of the National Information Infrastructure initiative, which is envisioned as the high-performance communications infrastructure to support national scientific research.

Using Web 2.0 Techniques in NASA's Ares Engineering Operations Network (AEON) Environment - First Impressions

NASA Technical Reports Server (NTRS)

Scott, David W.

2010-01-01

The Mission Operations Laboratory (MOL) at Marshall Space Flight Center (MSFC) is responsible for Engineering Support capability for NASA s Ares rocket development and operations. In pursuit of this, MOL is building the Ares Engineering and Operations Network (AEON), a web-based portal to support and simplify two critical activities: Access and analyze Ares manufacturing, test, and flight performance data, with access to Shuttle data for comparison Establish and maintain collaborative communities within the Ares teams/subteams and with other projects, e.g., Space Shuttle, International Space Station (ISS). AEON seeks to provide a seamless interface to a) locally developed engineering applications and b) a Commercial-Off-The-Shelf (COTS) collaborative environment that includes Web 2.0 capabilities, e.g., blogging, wikis, and social networking. This paper discusses how Web 2.0 might be applied to the typically conservative engineering support arena, based on feedback from Integration, Verification, and Validation (IV&V) testing and on searching for their use in similar environments.

Engineering Technical Support Center Annual Report Fiscal ...

EPA Pesticide Factsheets

The United States Environmental Protection Agency (EPA or Agency) Office of Research and Development (ORD) created the Engineering Technical Support Center (ETSC) in 1987, one of several technical support centers created as part of the Technical Support Project (TSP). ETSC provides engineering expertise to Agency program and regional offices and remediation teams working at contaminated sites across the country. The ETSC is operated within ORD’s Land Remediation and Pollution Control Division (LRPCD) of the National Risk Management Research Laboratory (NRMRL) in Cincinnati, Ohio. The ETSC’s mission is to provide site-specific scientific and engineering technical support to Remedial Project Managers, On-Scene Coordinators, and other remediation personnel at contaminated sites. This allows local, regional, or national authorities to work more quickly, efficiently, and cost effectively, while also increasing the technical experience of the remediation team. Since its inception, the ETSC has supported countless projects across all EPA Regions in almost all states and territories. This report highlights significant projects the ETSC supported in fiscal year 2015 (FY15). These projects addressed an array of environmental scenarios, such as remote mining contamination, expansive landfill waste, cumulative impacts from multiple contamination sources, and persistent threats from abandoned industrial sites. Constructing and testing new and innovative treatment technol

Managing and Communicating Operational Workflow

PubMed Central

Weinberg, Stuart T.; Danciu, Ioana; Unertl, Kim M.

2016-01-01

Summary Background Healthcare team members in emergency department contexts have used electronic whiteboard solutions to help manage operational workflow for many years. Ambulatory clinic settings have highly complex operational workflow, but are still limited in electronic assistance to communicate and coordinate work activities. Objective To describe and discuss the design, implementation, use, and ongoing evolution of a coordination and collaboration tool supporting ambulatory clinic operational workflow at Vanderbilt University Medical Center (VUMC). Methods The outpatient whiteboard tool was initially designed to support healthcare work related to an electronic chemotherapy order-entry application. After a highly successful initial implementation in an oncology context, a high demand emerged across the organization for the outpatient whiteboard implementation. Over the past 10 years, developers have followed an iterative user-centered design process to evolve the tool. Results The electronic outpatient whiteboard system supports 194 separate whiteboards and is accessed by over 2800 distinct users on a typical day. Clinics can configure their whiteboards to support unique workflow elements. Since initial release, features such as immunization clinical decision support have been integrated into the system, based on requests from end users. Conclusions The success of the electronic outpatient whiteboard demonstrates the usefulness of an operational workflow tool within the ambulatory clinic setting. Operational workflow tools can play a significant role in supporting coordination, collaboration, and teamwork in ambulatory healthcare settings. PMID:27081407

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

PubMed

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

2017-09-01

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

The Global Logistics Command: A Strategy to Sustain the Post-War Army

DTIC Science & Technology

2014-05-22

Logistics: Determining Relevance for 21st Century Operations,” 17. 56Jobson and Antell, U.S. Army Materiel Command, 23. Joseph M. Heiser Jr., “Supply...mechanization expanded. Heiser , “Supply Support in Vietnam,” 37. 24 lacked.58 He also formalized in-theater training with two teams, codenamed Project...Airborne Corps History Office, Fort Bragg, NC, 2010. Heiser , Joseph M. Jr. Vietnam Studies Logistics Support. Washington, DC: U.S. Army Center of

A composite CBRN surveillance and testing service

NASA Astrophysics Data System (ADS)

Niemeyer, Debra M.

2004-08-01

The terrorist threat coupled with a global military mission necessitates quick and accurate identification of environmental hazards, and CBRN early warning. The Air Force Institute for Operational Health (AFIOH) provides fundamental support to protect personnel from and mitigate the effects of untoward hazards exposures. Sustaining healthy communities since 1955, the organizational charter is to enhance warfighter mission effectiveness, protect health, improve readiness and reduce costs, assess and manage risks to human heath and safety, operational performance and the environment. The AFIOH Surveillance Directorate provides forward deployed and reach-back surveillance, agent identification, and environ-mental regulatory compliance testing. Three unique laboratories process and analyze over two million environmental samples and clinical specimens per year, providing analytical chemistry, radiological assessment, and infectious disease testing, in addition to supporting Air Force and Department of Defense (DoD) clinical reference laboratory and force health protection testing. Each laboratory has an applied or investigational testing section where new technologies and techniques are evaluated, and expert consultative support to assist in technology assessments and test analyses. The Epidemiology Surveillance Laboratory and Analytical Chemistry Laboratory are critical assets of the Centers for Disease Control and Prevention (CDC) National Laboratory Response Network. Deployable assets provide direct support to the Combatant Commander and include the Air Force Radiological Assessment Team, and the Biological Augmentation Team. A diverse directorate, the synergistic CBRN response capabilities are a commander"s force protection tool, critical to maintaining combat power.

No fate but what we make: a case of full recovery after out-of-hospital cardiac arrest.

PubMed

Miranda, Mafalda; Sousa, Pedro J; Ferreira, Jorge; Andrade, Maria J; Gonçalves, Pedro A; Romão, Cristina

2009-12-11

An 80 years old man suffered a cardiac arrest shortly after arrival to his local health department. Basic Life Support was started promptly and nine minutes later, on evaluation by an Advanced Life Support team, the victim was defibrillated with a 200J shock. When orotracheal intubation was attempted, masseter muscle contraction was noticed: on reevaluation, the victim had pulse and spontaneous breathing.Thirty minutes later, the patient had been transferred to an emergency department. As he complained of chest pain, the ECG showed a ST segment depression in leads V4 to V6 and laboratory tests showed cardiac troponine I slightly elevated. A coronary angiography was performed urgently: significant left main plus three vessel coronary artery disease was disclosed.Eighteen hours after the cardiac arrest, a quadruple coronary artery bypass grafting operation was undertaken. During surgery, a fresh thrombus was removed from the middle left anterior descendent artery. Post-operative course was uneventful and the patient was discharged seven days after the procedure. Twenty four months later, he remains asymptomatic.In this case, the immediate call for the Advanced Life Support team, prompt basic life support and the successful defibrillation, altogether, contributed for the full recovery. Furthermore, the swiftness in the detection and treatment of the acute reversible cause (myocardial ischemia in this case) was crucial for long-term prognosis.

GSFC Technical Outreach: The Capitol College Model

NASA Technical Reports Server (NTRS)

Marius, Julio L.; Wagner, David

2008-01-01

In February 2005, as part of the National Aeronautic and Space Administration (NASA) Technical Outreach Program, Goddard Space Flight Center (GSFC) awarded Capitol College of Laurel, Maryland an Educational Grant to establish a Space Operation academic curriculum to meet the future needs of mission operations engineers. This was in part due to the aerospace industry and GSFC concerns that a large number of professional engineers are projected to retire in the near term with evidence showing that current enrollment in engineering schools will not produce sufficient number of space operation trained engineers that will meet industry and government demands. Capitol College, under the agreement of the Educational Grant, established the Space Operations Institute (SOI) with a new curriculum in Space Operations that was approved and certified by the State of Maryland. The SO1 programs focuses on attracting, recruiting, and training a pipeline of highly qualified engineers with experience in mission operations, system engineering and development. The selected students are integrated as members of the engineering support team in any of the missions supported by the institute. The students are mentored by professional engineers from several aerospace companies that support GSFC. Initially, the institute was involved in providing console engineers and mission planning trainees for the Upper Atmosphere Research Satellite (UARS), the Earth Radiation Budget Satellite (ERBS) and the Total Ozone Mapping Spectrometer mission (TOMS). Subsequently, the students were also involved in the technology refresh of the TOMS ground system and other mission operations development. Further mission assignment by GSFC management included participation in the Tropical Rainfall Measuring Mission (TRMM) mission operations and ground system technology refresh. The SOI program has been very successful. Since October 2005, sixty-four students have been enrolled in the SOI program and twenty-five have already graduated from the program, nineteen of whom are employed by company's supporting GSFC. Due to the success of the program, the initial grant period was extended for another period of two years. This paper presents the process that established the SOI as a viable pipeline of mission operations engineers, the lessons learned in the process of dealing with grants, and experience gained in mentoring engineering students that are responsible for particular areas of expertise and functionality. This paper can also be considered a case study and model for integrating a student team with government and industry professionals in the real world of mission operations.

[Integration of a psychologist into Nephrology-Dialysis-Hypertension Operative Unit: from needs evaluation to the definition of an intervention model].

PubMed

Monica, Ratti Maria; Delli Zotti, Giulia Bruna; Spotti, Donatella; Sarno, Lucio

2014-01-01

Chronic Kidney Disease (CKD) and the dialytic treatment cause a significant psychological impact on patients, their families and on the medical-nursing staff too. The psychological aspects linked to the chronic condition of Kidney Disease generate the need to integrated a psychologist into the healthcare team of the Nephrology, Dialysis and Hypertension Operative Unit, in order to offer a specific and professional support to the patient during the different stages of the disease, to their caregivers and to the medical team. The aim of this collaboration project between Nephrology and Psychology is to create a global and integrated healthcare model. It does not give attention simply to the physical dimension of patients affected by CKD, but also to the emotional-affective, cognitive and social dimensions and to the health environment.

Radiation decontamination unit for the community hospital.

PubMed

Waldron, R L; Danielson, R A; Shultz, H E; Eckert, D E; Hendricks, K O

1981-05-01

"Freestanding" radiation decontamination units including surgical capability can be developed and made operational in small/medium sized community hospitals at relatively small cost and with minimal plant reconstruction. Because of the development of nuclear power plants in relatively remote areas and widespread transportation of radioactive materials it is important for hospitals and physicians to be prepared to handle radiation accident victims. The Radiological Assistance Program of the United States Department of Energy and the Radiation Emergency Assistance Center Training Site of Oak Ridge Associated Universities are ready to support individual hospitals and physicians in this endeavor. Adequate planning rather than luck, should be used in dealing with potential radiation accident victims. The radiation emergency team is headed by a physician on duty in the hospital. It is important that the team leader be knowledgeable in radiation accident management and have personnel trained in radiation accident management as members of this team. The senior administrative person on duty is responsible for intramural and extramural communications. Rapid mobilization of the radiation decontamination unit is important. Periodic drills are necessary for this mobilization and the smooth operation of the unit.

Marine Optical Characterizations

NASA Technical Reports Server (NTRS)

Clark, Dennis K.

1996-01-01

The team's major emphasis during this reporting period has been focused on the completion of the operational versions of the Marine Optical Buoys (MOBY's). Other work areas consisted of designing and testing bio-optical instrumentation, evaluating several of the SeaWiFS bio-optical protocols, processing data collected during field experiments, and reprocessing several of the Marine Optical Characteristics Experiment (MOCE) 2 and 3 bio-optical data sets. The team conducted one trip to the operations site in Honolulu, Hawaii, making necessary preparations for future field experiments. Part of the team also traveled to Moss Landing Marine Laboratories, Salinas, CA, and to American Holographic Co. Fitchburg MA, to assist with the fabrication of the next generation Marine Optical Buoys. Technical memoranda are being written to address the remote sensing reflectance, and instrument self-shading protocols. During the Ocean Color 96 meeting discussions with the Spanish on acquiring research vessel support during the MODIS validation period were conducted. A proposal will be generated towards this purpose for an experiment to be conducted off the North African coast during the summer of 1999.

An Analysis of Potential Space Shuttle Cargo-Handling Modes of Operation

NASA Technical Reports Server (NTRS)

Whitacre, Walter E.

1970-01-01

This report attempts to indicate the current status of Space Shuttle cargo handling analysis. It is intended for use by the various organizations operating in support of the Space Shuttle effort who are investigating problems not necessarily affected by the frequent configuration and approach changes imposed on the primary task team and contractor personnel. The various studies have been analyzed and the results interwoven with the results of in-house efforts. The problems involved in orbital docking, payload extraction and transfer, cargo handling, and special-purpose missions are discussed and some tentative conclusions and recommendations are presented. This report has been reviewed and approved for release by the MSFC Shuttle Task Team. However, no statements made herein should be interpreted as position statements with respect to the Space Shuttle, the direction of future efforts, or intended methods of operation. This document reflects the view of the author, following analysis of the data available, and should not be construed as an official recommendation.

Teams as innovative systems: multilevel motivational antecedents of innovation in R&D teams.

PubMed

Chen, Gilad; Farh, Jiing-Lih; Campbell-Bush, Elizabeth M; Wu, Zhiming; Wu, Xin

2013-11-01

Integrating theories of proactive motivation, team innovation climate, and motivation in teams, we developed and tested a multilevel model of motivators of innovative performance in teams. Analyses of multisource data from 428 members of 95 research and development (R&D) teams across 33 Chinese firms indicated that team-level support for innovation climate captured motivational mechanisms that mediated between transformational leadership and team innovative performance, whereas members' motivational states (role-breadth self-efficacy and intrinsic motivation) mediated between proactive personality and individual innovative performance. Furthermore, individual motivational states and team support for innovation climate uniquely promoted individual innovative performance, and, in turn, individual innovative performance linked team support for innovation climate to team innovative performance. (c) 2013 APA, all rights reserved.

Launch Vehicle Control Center Architectures

NASA Technical Reports Server (NTRS)

Watson, Michael D.; Epps, Amy; Woodruff, Van; Vachon, Michael Jacob; Monreal, Julio; Williams, Randall; McLaughlin, Tom

2014-01-01

This analysis is a survey of control center architectures of the NASA Space Launch System (SLS), United Launch Alliance (ULA) Atlas V and Delta IV, and the European Space Agency (ESA) Ariane 5. Each of these control center architectures have similarities in basic structure, and differences in functional distribution of responsibilities for the phases of operations: (a) Launch vehicles in the international community vary greatly in configuration and process; (b) Each launch site has a unique processing flow based on the specific configurations; (c) Launch and flight operations are managed through a set of control centers associated with each launch site, however the flight operations may be a different control center than the launch center; and (d) The engineering support centers are primarily located at the design center with a small engineering support team at the launch site.

Coaching interprofessional health care improvement teams: the coachee, the coach and the leader perspectives.

PubMed

Godfrey, Marjorie M; Andersson-Gare, Boel; Nelson, Eugene C; Nilsson, Mats; Ahlstrom, Gerd

2014-05-01

To investigate health care improvement team coaching activities from the perspectives of coachees, coaches and unit leaders in two national improvement collaboratives. Despite numerous methods to improve health care, inconsistencies in success have been attributed to factors that include unengaged staff, absence of supportive improvement resources and organisational inertia. Mixed methods sequential exploratory study design, including quantitative and qualitative data from interprofessional improvement teams who received team coaching. The coachees (n = 382), coaches (n = 9) and leaders (n = 30) completed three different data collection tools identifying coaching actions perceived to support improvement activities. Coachees, coaches and unit leaders in both collaboratives reported generally positive perceptions about team coaching. Four categories of coaching actions were perceived to support improvement work: context, relationships, helping and technical support. All participants agreed that regardless of who the coach is, emphasis should include the four categories of team coaching actions. Leaders should reflect on their efforts to support improvement teams and consider the four categories of team coaching actions. A structured team coaching model that offers needed encouragement to keep the team energized, seems to support health care improvement. © 2013 John Wiley & Sons Ltd.

Improved scores for observed teamwork in the clinical environment following a multidisciplinary operating room simulation intervention.

PubMed

Weller, Jennifer M; Cumin, David; Civil, Ian D; Torrie, Jane; Garden, Alexander; MacCormick, Andrew D; Gurusinghe, Nishanthi; Boyd, Matthew J; Frampton, Christopher; Cokorilo, Martina; Tranvik, Magnus; Carlsson, Lisa; Lee, Tracey; Ng, Wai Leap; Crossan, Michael; Merry, Alan F

2016-08-05

We ran a Multidisciplinary Operating Room Simulation (MORSim) course for 20 complete general surgical teams from two large metropolitan hospitals. Our goal was to improve teamwork and communication in the operating room (OR). We hypothesised that scores for teamwork and communication in the OR would improve back in the workplace following MORSim. We used an extended Behavioural Marker Risk Index (BMRI) to measure teamwork and communication, because a relationship has previously been documented between BMRI scores and surgical patient outcomes. Trained observers scored general surgical teams in the OR at the two study hospitals before and after MORSim, using the BMRI. Analysis of BMRI scores for the 224 general surgical cases before and 213 cases after MORSim showed BMRI scores improved by more than 20% (0.41 v 0.32, p<0.001). Previous research suggests that this improved teamwork score would translate into a clinically important reduction in complications and mortality in surgical patients. We demonstrated an improvement in scores for teamwork and communication in general surgical ORs following our intervention. These results support the use of simulation-based multidisciplinary team training for OR staff to promote better teamwork and communication, and potentially improve outcomes for general surgical patients.

Distributed subterranean exploration and mapping with teams of UAVs

NASA Astrophysics Data System (ADS)

Rogers, John G.; Sherrill, Ryan E.; Schang, Arthur; Meadows, Shava L.; Cox, Eric P.; Byrne, Brendan; Baran, David G.; Curtis, J. Willard; Brink, Kevin M.

2017-05-01

Teams of small autonomous UAVs can be used to map and explore unknown environments which are inaccessible to teams of human operators in humanitarian assistance and disaster relief efforts (HA/DR). In addition to HA/DR applications, teams of small autonomous UAVs can enhance Warfighter capabilities and provide operational stand-off for military operations such as cordon and search, counter-WMD, and other intelligence, surveillance, and reconnaissance (ISR) operations. This paper will present a hardware platform and software architecture to enable distributed teams of heterogeneous UAVs to navigate, explore, and coordinate their activities to accomplish a search task in a previously unknown environment.

The Development of Project Orion Ground Safety Requirements

NASA Technical Reports Server (NTRS)

Kirkpatrick, Paul; Condzella, Bill; Williams, Jeff

2011-01-01

In spite of a very compressed schedule, Project Orion's AFT safety team was able to pull together a comprehensive set of ground safety requirements using existing requirements and subject matter experts. These requirements will serve as the basis for the design of GSE and ground operations. Using the above lessons as a roadmap, new Projects can produce the same results. A rigorous set of ground safety requirements is required to assure ground support equipment (GSE) and associated flight hardware ground operations are conducted safety

Independent Auditors Report on the Air Force General Fund FY 2015 and FY 2014 Basic Financial Statements for United States Air Force Agency Financial Report 2015

DTIC Science & Technology

2015-11-09

and intelligence warfighting support. AFSPC operates sensors that provide direct attack warning and assessment to U.S. Strategic Command and North...combinations. AFRL conducted low-speed wind tunnel tests of 9%-scale model completed at NASA Langley Research Center (LaRC); data validated analytical...by $2M across JTAC platforms and expanding mobile device operation usage by 95 hours. The BATMAN-II team also delivered a new wireless mobile

EHS and FME Lend Their Expertise to NCI Campus Refurbishment Project | Poster

Cancer.gov

In October 2015, the NCI executive officer and the director of NCI’s Office of Space and Facilities Management (OSFM) announced a wide-ranging refurbishment plan for NCI at Frederick. Since then, a project team comprising members from the Office of Scientific Operations, the Management Operations Support Branch, OSFM, the Center for Cancer Research, the Environment, Health, and Safety (EHS) directorate, and the Facilities Maintenance and Engineering (FME) directorate have met regularly with the laboratory groups affected by the refurbishment plan. Read more...

The limitations in implementing and operating a rapid response system.

PubMed

Subramaniam, A; Botha, J; Tiruvoipati, R

2016-10-01

Despite the widespread introduction of rapid response systems (RRS)/medical emergency teams (MET), there is still controversy regarding how effective they are. While there are some observational studies showing improved outcomes with RRS, there are no data from randomised controlled trials to support the effectiveness. Nevertheless, the MET system has become a standard of care in many healthcare organisations. In this review, we present an overview of the limitations in implementing and operating a RRS in modern healthcare. © 2016 Royal Australasian College of Physicians.

The Marine Corps Needs a Targeting, Sensors, and Surveillance Systems Operational Integration and Support Team

DTIC Science & Technology

2010-03-02

triggerman is probably still close ; lately all IEDs in the area have been initiated via command-wire. The squad leader sets a cordon, ensures an IED 9...Operational Surveillance System (G-BOSS) with a Class IIIb laser pointer. This class of laser requires users to receive a laser safety class...2) The Keyhole kit of surveillance equipment. Designed to provide “snipers with an increased capability to visually detect the enemy emplacing IEDs

KSC-04pd1508

NASA Image and Video Library

2004-07-11

KENNEDY SPACE CENTER, FLA. - Onboard the dive boat at the Life Support Buoy offshore from Key Largo is Marc Reagan, mission lead for the NASA Extreme Environment Mission Operations 6 (NEEMO-6) mission. At right is Lt. Scott Sparks, a Navy medical officer. Reagan is also the underwater still photographer. The NEEMO-6 team comprises John Herrington, commander, Tara Ruttley, a biomedical engineer, and astronauts Nick Patrick and Doug Wheelock. The NEEMO-6 mission involves exposing an astronaut/scientist crew to a real mission experience in an extreme environment - the NOAA undersea station Aquarius - to prepare for future space flight. Spacewalk-like diving excursions and field-tests on a variety of biomedical equipment are designed to help astronauts living aboard the International Space Station. To prepare for their 10-day stay, the team had dive training twice a day at the Life Support Buoy, anchored above Aquarius.

Space Weather Forecasting at the Joint Space Operations Center (JSpOC)

NASA Astrophysics Data System (ADS)

Nava, O.

2012-12-01

The Joint Space Operations Center (JSpOC) at Vandenberg Air Force Base is the command and control focal point for the operational employment of worldwide joint space forces. The JSpOC focuses on planning and executing US Strategic Command's Joint Functional Component Command for Space (JFCC SPACE) mission. Through the JSpOC, the Weather Specialty Team (WST) monitors space and terrestrial weather effects, plans and assesses weather impacts on military operations, and provides reach-back support for deployed theater solar and terrestrial needs. This presentation will detail how space weather affects the JSpOC mission set and how the scientific community can enhance the WST's capabilities and effectiveness.

An interdisciplinary team communication framework and its application to healthcare 'e-teams' systems design

PubMed Central

2009-01-01

Background There are few studies that examine the processes that interdisciplinary teams engage in and how we can design health information systems (HIS) to support those team processes. This was an exploratory study with two purposes: (1) To develop a framework for interdisciplinary team communication based on structures, processes and outcomes that were identified as having occurred during weekly team meetings. (2) To use the framework to guide 'e-teams' HIS design to support interdisciplinary team meeting communication. Methods An ethnographic approach was used to collect data on two interdisciplinary teams. Qualitative content analysis was used to analyze the data according to structures, processes and outcomes. Results We present details for team meta-concepts of structures, processes and outcomes and the concepts and sub concepts within each meta-concept. We also provide an exploratory framework for interdisciplinary team communication and describe how the framework can guide HIS design to support 'e-teams'. Conclusion The structures, processes and outcomes that describe interdisciplinary teams are complex and often occur in a non-linear fashion. Electronic data support, process facilitation and team video conferencing are three HIS tools that can enhance team function. PMID:19754966

An interdisciplinary team communication framework and its application to healthcare 'e-teams' systems design.

PubMed

Kuziemsky, Craig E; Borycki, Elizabeth M; Purkis, Mary Ellen; Black, Fraser; Boyle, Michael; Cloutier-Fisher, Denise; Fox, Lee Ann; MacKenzie, Patricia; Syme, Ann; Tschanz, Coby; Wainwright, Wendy; Wong, Helen

2009-09-15

There are few studies that examine the processes that interdisciplinary teams engage in and how we can design health information systems (HIS) to support those team processes. This was an exploratory study with two purposes: (1) To develop a framework for interdisciplinary team communication based on structures, processes and outcomes that were identified as having occurred during weekly team meetings. (2) To use the framework to guide 'e-teams' HIS design to support interdisciplinary team meeting communication. An ethnographic approach was used to collect data on two interdisciplinary teams. Qualitative content analysis was used to analyze the data according to structures, processes and outcomes. We present details for team meta-concepts of structures, processes and outcomes and the concepts and sub concepts within each meta-concept. We also provide an exploratory framework for interdisciplinary team communication and describe how the framework can guide HIS design to support 'e-teams'. The structures, processes and outcomes that describe interdisciplinary teams are complex and often occur in a non-linear fashion. Electronic data support, process facilitation and team video conferencing are three HIS tools that can enhance team function.

Discrepant perceptions of communication, teamwork and situation awareness among surgical team members

PubMed Central

Wauben, L.S.G.L.; Dekker-van Doorn, C.M.; van Wijngaarden, J.D.H.; Goossens, R.H.M.; Huijsman, R.; Klein, J.; Lange, J.F.

2011-01-01

Objective To assess surgical team members’ differences in perception of non-technical skills. Design Questionnaire design. Setting Operating theatres (OTs) at one university hospital, three teaching hospitals and one general hospital in the Netherlands. Participants Sixty-six surgeons, 97 OT nurses, 18 anaesthetists and 40 nurse anaesthetists. Methods All surgical team members, of five hospitals, were asked to complete a questionnaire and state their opinion on the current state of communication, teamwork and situation awareness at the OT. Results Ratings for ‘communication’ were significantly different, particularly between surgeons and all other team members (P ≤ 0.001). The ratings for ‘teamwork’ differed significantly between all team members (P ≤ 0.005). Within ‘situation awareness’ significant differences were mainly observed for ‘gathering information’ between surgeons and other team members (P < 0.001). Finally, 72–90% of anaesthetists, OT nurses and nurse anaesthetists rated routine team briefings and debriefings as inadequate. Conclusions This study shows discrepancies on many aspects in perception between surgeons and other surgical team members concerning communication, teamwork and situation awareness. Future research needs to ascertain whether these discrepancies are linked to greater risk of adverse events or to process as well as systems failures. Establishing this link would support implementation and use of complex team interventions that intervene at multiple levels of the healthcare system. PMID:21242160

Piloting Telepresence-Enabled Education and Outreach Programs from a UNOLS Ship - Live Interactive Broadcasts from the R/V Endeavor

NASA Astrophysics Data System (ADS)

Pereira, M.; Coleman, D.; Donovan, S.; Sanders, R.; Gingras, A.; DeCiccio, A.; Bilbo, E.

2016-02-01

The University of Rhode Island's R/V Endeavor was recently equipped with a new satellite telecommunication system and a telepresence system to enable live ship-to-shore broadcasts and remote user participation through the Inner Space Center. The Rhode Island Endeavor Program, which provides state-funded ship time to support local oceanographic research and education, funded a 5-day cruise off the Rhode Island coast that involved a multidisciplinary team of scientists, engineers, students, educators and video producers. Using two remotely operated vehicle (ROV) systems, several dives were conducted to explore various shipwrecks including the German WWII submarine U-853. During the cruise, a team of URI ocean engineers supported ROV operations and performed engineering tests of a new manipulator. Colleagues from the United States Coast Guard Academy operated a small ROV to collect imagery and environmental data around the wreck sites. Additionally, a team of engineers and oceanographers from URI tested a new acoustic sound source and small acoustic receivers developed for a fish tracking experiment. The video producers worked closely with the participating scientists, students and two high school science teachers to communicate the oceanographic research during live educational broadcasts streamed into Rhode Island classrooms, to the public Internet, and directly to Rhode Island Public Television. This work contributed to increasing awareness of possible career pathways for the Rhode Island K-12 population, taught about active oceanographic research projects, and engaged the public in scientific adventures at sea. The interactive nature of the broadcasts included live responses to questions submitted online and live updates and feedback using social media tools. This project characterizes the power of telepresence and video broadcasting to engage diverse learners and exemplifies innovative ways to utilize social media and the Internet to draw a varied audience.

Structure and organisation of 47 nutrition support teams in Germany: a prospective investigation in 2000 German hospitals in 1999.

PubMed

Shang, E; Suchner, U; Dormann, A; Senkal, M

2003-10-01

Evaluation. Contrary to the Anglo-American region, very little is known in Germany on the structure and organisation of nutrition support teams (NST). Prospective investigation of the structure and organisation of German NST, using standardised interview questionnaires. Hospitals with more than 250 beds in Germany. German NST (n=47). Face-to-face interview in 1999, using a standardised questionnaire. From a total of 2000 German hospitals, NST have been established at 47 hospitals (2.3%). Most NST are affiliated to a large university hospital or an academic teaching hospital. In general, the NST are not independently operating units but are affiliated to a special discipline, and were in operation for an average of 8 y. The NST cared for a median of 65 outpatients annually. At the university hospitals in average, 477 in-patients were treated per year, at the teaching hospitals 400 and at all other hospitals 179. The work of the NST centred on enteral nutrition. A total of 47% of the physicians, 19% of the nurses and 19% of the dietitians in the NST held a nutrition-specific additional qualification. A total of 2% of the physicians, 68% of the nurses and 77% of the dietitians are exclusively responsible for the NST. More than 70% of the financing of the personnel was secured through third-party funds. In Germany, neither uniform nor comprehensive patient care by NST existed in 1999. More than 50% of all NST members do not hold a nutrition-specific additional qualification. Frequently, besides their tasks in the team, the NST staff also carries out other clinical functions. Contrary to the American NST, the German NST are not interdisciplinary operating units but are primarily financed through third-party funds of the industry.

Surface Telerobotics: Development and Testing of a Crew Controlled Planetary Rover System

NASA Technical Reports Server (NTRS)

Bualat, Maria G.; Fong, Terrence; Allan, Mark; Bouyssounouse, Xavier; Cohen, Tamar; Kobayashi, Linda

2013-01-01

In planning for future exploration missions, architecture and study teams have made numerous assumptions about how crew can be telepresent on a planetary surface by remotely operating surface robots from space (i.e. from a flight vehicle or deep space habitat). These assumptions include estimates of technology maturity, existing technology gaps, and operational risks. These assumptions, however, have not been grounded by experimental data. Moreover, to date, no crew-controlled surface telerobot has been fully tested in a high-fidelity manner. To address these issues, we developed the "Surface Telerobotics" tests to do three things: 1) Demonstrate interactive crew control of a mobile surface telerobot in the presence of short communications delay. 2) Characterize a concept of operations for a single astronaut remotely operating a planetary rover with limited support from ground control. 3) Characterize system utilization and operator work-load for a single astronaut remotely operating a planetary rover with limited support from ground control.

Tank waste remediation system retrieval and disposal mission readiness-to-proceed responses to internal independent assessment

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

Schaus, P.S.

1998-01-06

The US Department of Energy (DOE) is planning to make critical decisions during fiscal year (FY) 1998 regarding privatization contracts for the treatment of Hanford tank waste. Specifically, DOE, Richland Operations Office (RL), will make decisions related to proceeding with Phase 1 Privatization. In support of these decisions, the management and integration (M+I) contractor must be able to meet the requirements to support the Phase 1 privatization contractors. As part of the assessment of the Tank Waste Retrieval (TWR) Readiness-To-Proceed (RTP), an independent review of their process and products was required by the RL letter of August 8, 1997. Themore » Independent Review Team reviewed the adequacy of the planning that has been done by the M+I contractor to validate that, if the plans are carried out, there is reasonable assurance of success. Overall, the RTP Independent Review Team concluded that, if the planning by the M+I contractor team is carried out with adequate funding, there is reasonable assurance that the M+I contractor will be able to deliver waste to the privatization contractor for the duration of Phase 1. This conclusion was based on addressing the recommendations contained in the Independent Review Team`s Final Report and in the individual Criteria and Review Approach (CRA) forms completed during the assessment. The purpose of this report is to formally document the independent assessment and the RTP team responses to the Independent Review Team recommendations. It also provides closure logics for selected recommendations from a Lockheed Martin Hanford Corporation (LMHC) internal assessment of the Technical Basis Review (TBR) packages. This report contains the RTP recommendation closure process (Section 2.0); the closure tables (Section 3.0) which provide traceability between each review team recommendation and its corresponding Project Hanford Management Contract closure logic; and two attachments that formally document the Independent Review Team Final Report and the Internal Assessment Final Report.« less

The Need for Improving Intercultural Collaborative Activities with Structured Institutional Systems of Support

ERIC Educational Resources Information Center

Gahungu, Athanase; Freeman, Karen A.

2015-01-01

Evaluation of an international, grant-funded program must communicate the program's value to a variety of stakeholders: the funder, the agency operating the program and its community, and the citizens of the country where the program is implemented. An intercultural research team can achieve that goal only through a thought-out strategy. This…

Planning Economic Activities to Support Counterinsurgency Objectives. Volume 1

DTIC Science & Technology

2009-12-01

57 James Warden, “Agricultural Development Team Working to Boost Afghanistan’s Crop Yield .” Re- printed in Afghanistan...Province 109 Make Move Store Spend Agriculture (46%) How: Labor intensive, dirt farming via drip irrigation systems(e.g., wheat, maize , alfalfa...DTO altered its operations and resolved the gap in leadership. 157 Baram Chah is an Afghanistan

Employee customer orientation in manufacturing organizations: joint influences of customer proximity and the senior leadership team.

PubMed

Liao, Hui; Subramony, Mahesh

2008-03-01

Pursuing a customer-focused strategy in manufacturing organizations requires employees across functions to embrace the importance of understanding customer needs and to align their everyday efforts with the goal of satisfying and retaining customers. Little prior research has examined what factors influence employee customer orientation in manufacturing settings. Drawing on the attraction-selection-attrition model, upper-echelons theory, and contingency theories of leadership, this study investigated the joint influences of functional roles' proximity to external customers and the senior leadership team's customer orientation on employee customer orientation. Hierarchical linear modeling results based on data obtained from 4,299 employees and 403 senior leaders from 42 facilities of a global manufacturer operating in 16 countries revealed that employees occupying customer-contact roles had the highest level of customer orientation, followed by employees occupying production roles, and then by those in support roles. In addition, there was a positive relationship between the senior leadership team's customer orientation and employee customer orientation for all 3 functional roles. The positive relationship between the senior leadership team and employee customer orientation was the strongest for employees in support roles, suggesting that lower levels of proximity to external customers may create a greater need for leadership in developing employees' customer-oriented attitudes. Copyright 2008 APA

7 CFR 1945.30 - FmHA or its successor agency under Public Law 103-354 Emergency Loan Support Teams (ELST).

Code of Federal Regulations, 2011 CFR

2011-01-01

... Emergency Loan Support Teams (ELST). 1945.30 Section 1945.30 Agriculture Regulations of the Department of... Emergency Loan Support Teams (ELST). (a) Use of ELSTs. ELSTs are to be used when a disaster warrants...) State ELSTs will consist of a team leader and team members, selected by the State Director. (i) The...

7 CFR 1945.30 - FmHA or its successor agency under Public Law 103-354 Emergency Loan Support Teams (ELST).

Code of Federal Regulations, 2012 CFR

2012-01-01

... Emergency Loan Support Teams (ELST). 1945.30 Section 1945.30 Agriculture Regulations of the Department of... Emergency Loan Support Teams (ELST). (a) Use of ELSTs. ELSTs are to be used when a disaster warrants...) State ELSTs will consist of a team leader and team members, selected by the State Director. (i) The...

7 CFR 1945.30 - FmHA or its successor agency under Public Law 103-354 Emergency Loan Support Teams (ELST).

Code of Federal Regulations, 2010 CFR

2010-01-01

... Emergency Loan Support Teams (ELST). 1945.30 Section 1945.30 Agriculture Regulations of the Department of... Emergency Loan Support Teams (ELST). (a) Use of ELSTs. ELSTs are to be used when a disaster warrants...) State ELSTs will consist of a team leader and team members, selected by the State Director. (i) The...

Activities at the JSC Payload Operations Control Center During Spacelab Mission

NASA Technical Reports Server (NTRS)

1984-01-01

During a Spacelab flight, the hub of activity was the Payload Operations Control Center (POCC) at the Johnson Space Flight Center (JSC) in Houston, Texas. The POCC became home to the management and science teams who worked around the clock to guide and support the mission. All Spacelab principal investigators and their teams of scientists and engineers set up work areas in the POCC. Through the use of computers, they could send commands to their instruments and receive and analyze experiment data. Instantaneous video and audio communications made it possible for scientists on the ground to follow the progress of their research almost as if they were in space with the crew. This real-time interaction between investigators on the ground and the crew in space was probably the most exciting of Spacelab's many capabilities. As principal investigators talked to the payload specialists during the mission, they consulted on experiment operations, made decisions, and shared in the thrill of gaining new knowledge. In December 1990, a newly-established POCC at the Marshall Space Flight Center (MSFC) opened its door for the operations of the Spacelab payloads and experiments, while JSC monitored the Shuttle flight operations. MSFC had managing responsibilities for the Spacelab missions.

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.

Geoscience Training for NASA Astronaut Candidates

NASA Technical Reports Server (NTRS)

Young, K. E.; Evans, C. A.; Bleacher, J. E.; Graff, T. G.; Zeigler, R.

2017-01-01

After being selected to the astronaut office, crewmembers go through an initial two year training flow, astronaut candidacy, where they learn the basic skills necessary for spaceflight. While the bulk of astronaut candidate training currently centers on the multiple subjects required for ISS operations (EVA skills, Russian language, ISS systems, etc.), training also includes geoscience training designed to train crewmembers in Earth observations, teach astronauts about other planetary systems, and provide field training designed to investigate field operations and boost team skills. This training goes back to Apollo training and has evolved to support ISS operations and future exploration missions.

Enabling Autonomous Space Mission Operations with Artificial Intelligence

NASA Technical Reports Server (NTRS)

Frank, Jeremy

2017-01-01

For over 50 years, NASA's crewed missions have been confined to the Earth-Moon system, where speed-of-light communications delays between crew and ground are practically nonexistent. This ground-centered mode of operations, with a large, ground-based support team, is not sustainable for NASAs future human exploration missions to Mars. Future astronauts will need smarter tools employing Artificial Intelligence (AI) techniques make decisions without inefficient communication back and forth with ground-based mission control. In this talk we will describe several demonstrations of astronaut decision support tools using AI techniques as a foundation. These demonstrations show that astronauts tasks ranging from living and working to piloting can benefit from AI technology development.

A Simulation to Evaluate Joint Military Logistics in a Humanitarian Assistance Environment

DTIC Science & Technology

2012-03-01

the analysis at hand. The fallacy of the test is made obvious when there is a large real world data set used which yields a larger power and the...To my lovely wife and our three boy. I would not have accomplished this milestone without your love and support. I share this accomplishment...insight on the world of computer simulation. Furthermore, I thank the Center for Operational Analysis support team, for assisting me in getting over

Eliminating Space Debris: Applied Technology and Policy Prescriptions, Fall 2007 - Project 07-02

DTIC Science & Technology

2008-01-01

plan to transfer ownership of the constellation, Iridium satellites were (presume that there was more than one) scheduled to be sent out of orbit to...told the research team that administrators are “not shy” about saying, “We have a problem with your debris plan .” Usually, the licensee will work... planned maneuvers • End-of-life (EOL) support. Includes re-entry support and planned de-orbit operations • Anomaly re configuration • Emergency ser

Forward Air Controller: Task Analysis and Development of Team Training Measures for Close Air Support

DTIC Science & Technology

2007-12-01

responsable scientifique aux fins d’examen et d’incorporation dans la planification de l’exercice Northern Goshawk, une simulation répartie d’une opération...L. K. (Eds.) (1992). A guide to task analysis. London, UK: Taylor & Francis. Matthews, M. L. and Lamoureux, T . M. (2003). Development of Generic...for Close Air Support Operations (ATP-3.3.2.1(A)). Brussels, Belgium. Silverman, D. R., Spiker, V. A., Tourville, S. J., and Nullmeyer, R. T . (1997

Human Behavior and Performance Support for ISS Operations and Astronaut Selections: NASA Operational Psychology for Six-Crew Operations

NASA Technical Reports Server (NTRS)

VanderArk, Steve; Sipes, Walter; Holland, Albert; Cockrell, Gabrielle

2010-01-01

The Behavioral Health and Performance group at NASA Johnson Space Center provides psychological support services and behavioral health monitoring for ISS astronauts and their families. The ISS began as an austere outpost with minimal comforts of home and minimal communication capabilities with family, friends, and colleagues outside of the Mission Control Center. Since 1998, the work of international partners involved in the Space Flight Human Behavior and Performance Working Group has prepared high-level requirements for behavioral monitoring and support. The "buffet" of services from which crewmembers can choose has increased substantially. Through the process of development, implementation, reviewing effectiveness and modifying as needed, the NASA and Wyle team have proven successful in managing the psychological health and well being of the crews and families with which they work. Increasing the crew size from three to six brought additional challenges. For the first time, all partners had to collaborate at the planning and implementation level, and the U.S. served as mentor to extrapolate their experiences to the others. Parity in available resources, upmass, and stowage had to be worked out. Steady progress was made in improving off-hours living and making provisions for new technologies within a system that has difficulty moving quickly on certifications. In some respect, the BHP support team fell victim to its previous successes. With increasing numbers of crewmembers in training, requests to engage our services spiraled upward. With finite people and funds, a cap had to placed on many services to ensure that parity could be maintained. The evolution of NASA BHP services as the ISS progressed from three- to six-crew composition will be reviewed, and future challenges that may be encountered as the ISS matures in its assembly-complete state will be discussed.

Interprofessional collaboration: if not now, when?

PubMed

Fried, Jackie

2013-01-01

Interprofessional collaboration (IPC) is a driving force behind state-of-the art health care delivery. Health care experts, governmental bodies, health professions organizations and academicians support the need for collaborative models. Dental hygienists possess unique qualities that can enhance a collaborative team. As preventive therapists, health educators and holistic providers, they are positioned to contribute richly and meaningfully to team models. Health care reform, overwhelming oral health needs and growing associations between oral and systemic wellness add to the dental hygienist's relevance in collaborative arrangements. Dental hygiene clinical and educational models that speak to collaboration are operational in many U.S. states and the future bodes well for their continued growth.

KSC-04pd1497

NASA Image and Video Library

2004-07-07

KENNEDY SPACE CENTER, FLA. - The boat with NEEMO-6 personnel ties up at the dock in Key Largo after a training session offshore at NASA’s undersea research station, named Aquarius. At right is Bill Todd, project lead. The NASA Extreme Environment Mission Operations 6 (NEEMO-6) mission involves spacewalk-like diving excursions and field-testing a variety of biomedical equipment designed to help astronauts living aboard the International Space Station. The NEEMO-6 team comprises astronaut John Herrington, mission commander, astronauts Doug Wheelock and Nick Patrick, and biomedical engineer Tara Ruttley. To prepare for their 10-day stay, the team had dive training twice a day at the Life Support Buoy, anchored above Aquarius.

The Evolution of the Federal Monitoring and Assessment Center

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

NSTec Aerial Measurement System

2012-07-31

The Federal Radiological Monitoring and Assessment Center (FRMAC) is a federal emergency response asset whose assistance may be requested by the Department of Homeland Security (DHS), the Department of Defense (DoD), the Environmental Protection Agency (EPA), the Nuclear Regulatory Commission (NRC), and state and local agencies to respond to a nuclear or radiological incident. It is an interagency organization with representation from the Department of Energy’s National Nuclear Security Administration (DOE/NNSA), the Department of Defense (DoD), the Environmental Protection Agency (EPA), the Department of Health and Human Services (HHS), the Federal Bureau of Investigation (FBI), and other federal agencies. FRMAC,more » in its present form, was created in 1987 when the radiological support mission was assigned to the DOE’s Nevada Operations Office by DOE Headquarters. The FRMAC asset, including its predecessor entities, was created, grew, and evolved to function as a response to radiological incidents. Radiological emergency response exercises showed the need for a coordinated approach to managing federal emergency monitoring and assessment activities. The mission of FRMAC is to coordinate and manage all federal radiological environmental monitoring and assessment activities during a nuclear or radiological incident within the United States in support of state,local, tribal governments, DHS, and the federal coordinating agency. Radiological emergency response professionals with the DOE’s national laboratories support the Radiological Assistance Program (RAP), National Atmospheric Release Advisory Center (NARAC), the Aerial MeasuringSystem (AMS), and the Radiation Emergency Assistance Center/Training Site (REAC/TS). These teams support the FRMAC to provide: Atmospheric transport modeling; Radiation monitoring; Radiological analysis and data assessments; and Medical advice for radiation injuries In support of field operations, the FRMAC provides geographic information systems, communications, mechanical, electrical, logistics, and administrative support. The size of the FRMAC is tailored to the incident and is comprised of emergency response professionals drawn from across the federal government. State and local emergency response teams may also integrate their operations with FRMAC, but are not required to.« less

Minerva: An Integrated Geospatial/Temporal Toolset for Real-time Science Decision Making and Data Collection

NASA Astrophysics Data System (ADS)

Lees, D. S.; Cohen, T.; Deans, M. C.; Lim, D. S. S.; Marquez, J.; Heldmann, J. L.; Hoffman, J.; Norheim, J.; Vadhavk, N.

2016-12-01

Minerva integrates three capabilities that are critical to the success of NASA analogs. It combines NASA's Exploration Ground Data Systems (xGDS) and Playbook software, and MIT's Surface Exploration Traverse Analysis and Navigation Tool (SEXTANT). Together, they help to plan, optimize, and monitor traverses; schedule and track activity; assist with science decision-making and document sample and data collection. Pre-mission, Minerva supports planning with a priori map data (e.g., UAV and satellite imagery) and activity scheduling. During missions, xGDS records and broadcasts live data to a distributed team who take geolocated notes and catalogue samples. Playbook provides live schedule updates and multi-media chat. Post-mission, xGDS supports data search and visualization for replanning and analysis. NASA's BASALT (Biologic Analog Science Associated with Lava Terrains) and FINESSE (Field Investigations to Enable Solar System Science and Exploration) projects use Minerva to conduct field science under simulated Mars mission conditions including 5 and 15 minute one-way communication delays. During the recent BASALT-FINESSE mission, two field scientists (EVA team) executed traverses across volcanic terrain to characterize and sample basalts. They wore backpacks with communications and imaging capabilities, and carried field portable spectrometers. The Science Team was 40 km away in a simulated mission control center. The Science Team monitored imaging (video and still), spectral, voice, location and physiological data from the EVA team via the network from the field, under communication delays. Minerva provided the Science Team with a unified context of operations at the field site, so they could make meaningful remote contributions to the collection of 10's of geotagged samples. Minerva's mission architecture will be presented with technical details and capabilities. Through the development, testing and application of Minerva, we are defining requirements for the design of future capabilities to support human and human-robotic missions to deep space and Mars.

The Suomi National Polar-Orbiting Partnership (SNPP): Continuing NASA Research and Applications

NASA Technical Reports Server (NTRS)

Butler, James; Gleason, James; Jedlovec, Gary; Coronado, Patrick

2015-01-01

The Suomi National Polar-orbiting Partnership (SNPP) satellite was successfully launched into a polar orbit on October 28, 2011 carrying 5 remote sensing instruments designed to provide data to improve weather forecasts and to increase understanding of long-term climate change. SNPP provides operational continuity of satellite-based observations for NOAA's Polar-orbiting Operational Environmental Satellites (POES) and continues the long-term record of climate quality observations established by NASA's Earth Observing System (EOS) satellites. In the 2003 to 2011 pre-launch timeframe, NASA's SNPP Science Team assessed the adequacy of the operational Raw Data Records (RDRs), Sensor Data Records (SDRs), and Environmental Data Records (EDRs) from the SNPP instruments for use in NASA Earth Science research, examined the operational algorithms used to produce those data records, and proposed a path forward for the production of climate quality products from SNPP. In order to perform these tasks, a distributed data system, the NASA Science Data Segment (SDS), ingested RDRs, SDRs, and EDRs from the NOAA Archive and Distribution and Interface Data Processing Segments, ADS and IDPS, respectively. The SDS also obtained operational algorithms for evaluation purposes from the NOAA Government Resource for Algorithm Verification, Independent Testing and Evaluation (GRAVITE). Within the NASA SDS, five Product Evaluation and Test Elements (PEATEs) received, ingested, and stored data and performed NASA's data processing, evaluation, and analysis activities. The distributed nature of this data distribution system was established by physically housing each PEATE within one of five Climate Analysis Research Systems (CARS) located at either at a NASA or a university institution. The CARS were organized around 5 key EDRs directly in support of the following NASA Earth Science focus areas: atmospheric sounding, ocean, land, ozone, and atmospheric composition products. The PEATES provided the system level interface with members of the NASA SNPP Science Team and other science investigators within each CARS. A sixth Earth Radiation Budget CARS was established at NASA Langley Research Center (NASA LaRC) to support instrument performance, data evaluation, and analysis for the SNPP Clouds and the Earth's Radiant Budget Energy System (CERES) instrument. Following the 2011 launch of SNPP, spacecraft commissioning, and instrument activation, the NASA SNPP Science Team evaluated the operational RDRs, SDRs, and EDRs produced by the NOAA ADS and IDPS. A key part in that evaluation was the NASA Science Team's independent processing of operational RDRs and SDRs to EDRs using the latest NASA science algorithms. The NASA science evaluation was completed in the December 2012 to April 2014 timeframe with the release of a series of NASA Science Team Discipline Reports. In summary, these reports indicated that the RDRs produced by the SNPP instruments were of sufficiently high quality to be used to create data products suitable for NASA Earth System science and applications. However, the quality of the SDRs and EDRs were found to vary greatly when considering suitability for NASA science. The need for improvements in operational algorithms, adoption of different algorithmic approaches, greater monitoring of on-orbit instrument calibration, greater attention to data product validation, and data reprocessing were prominent findings in the reports. In response to these findings, NASA, in late 2013, directed the NASA SNPP Science Team to use SNPP instrument data to develop data products of sufficiently high quality to enable the continuation of EOS time series data records and to develop innovative, practical applications of SNPP data. This direction necessitated a transition of the SDS data system from its pre-launch assessment mode to one of full data processing and production. To do this, the PEATES, which served as NASA's data product testing environment during the prelaunch and early on-orbit periods, were transitioned to Science Investigator-led Processing Systems (SIPS). The distributed data architecture was maintained in this new system by locating the SIPS at the same institutions at which the CARS and PEATES were located. The SIPS acquire raw SNPP instrument Level 0 (i.e. RDR) data over the full SNPP mission from the NOAA ADS and IDPS through the NASA SDS Data Distribution and Depository Element (SD3E). The SIPS process those data into NASA Level 1, Level 2, and global, gridded Level 3 standard products using peer-reviewed algorithms provided by members of the NASA Science Team. The SIPS work with the NASA SNPP Science Team in obtaining enhanced, refined, or alternate real-time algorithms to support the capabilities of the Direct Readout Laboratory (DRL). All data products, algorithm source codes, coefficients, and auxiliary data used in product generation are archived in an assigned NASA Distributed Active Archive Center (DAAC).

Left ventricular assist device management in patients chronically supported for advanced heart failure.

PubMed

Cowger, Jennifer; Romano, Matthew A; Stulak, John; Pagani, Francis D; Aaronson, Keith D

2011-03-01

This review summarizes management strategies to reduce morbidity and mortality in heart failure patients supported chronically with implantable left ventricular assist devices (LVADs). As the population of patients supported with long-term LVADs has grown, patient selection, operative technique, and patient management strategies have been refined, leading to improved outcomes. This review summarizes recent findings on LVAD candidate selection, and discusses outpatient strategies to optimize device performance and heart failure management. It also reviews important device complications that warrant close outpatient monitoring. Managing patients on chronic LVAD support requires regular patient follow-up, multidisciplinary care teams, and frequent laboratory and echocardiographic surveillance to ensure optimal outcomes.

Social Protocols for Agile Virtual Teams

NASA Astrophysics Data System (ADS)

Picard, Willy

Despite many works on collaborative networked organizations (CNOs), CSCW, groupware, workflow systems and social networks, computer support for virtual teams is still insufficient, especially support for agility, i.e. the capability of virtual team members to rapidly and cost efficiently adapt the way they interact to changes. In this paper, requirements for computer support for agile virtual teams are presented. Next, an extension of the concept of social protocol is proposed as a novel model supporting agile interactions within virtual teams. The extended concept of social protocol consists of an extended social network and a workflow model.

Constellation Architecture Team-Lunar Scenario 12.0 Habitation Overview

NASA Technical Reports Server (NTRS)

Kennedy, Kriss J.; Toups, Larry D.; Rudisill, Marianne

2010-01-01

This paper will describe an overview of the Constellation Architecture Team Lunar Scenario 12.0 (LS-12) surface habitation approach and concept performed during the study definition. The Lunar Scenario 12 architecture study focused on two primary habitation approaches: a horizontally-oriented habitation module (LS-12.0) and a vertically-oriented habitation module (LS-12.1). This paper will provide an overview of the 12.0 lunar surface campaign, the associated outpost architecture, habitation functionality, concept description, system integration strategy, mass and power resource estimates. The Scenario 12 architecture resulted from combining three previous scenario attributes from Scenario 4 "Optimized Exploration", Scenario 5 "Fission Surface Power System" and Scenario 8 "Initial Extensive Mobility" into Scenario 12 along with an added emphasis on defining the excursion ConOps while the crew is away from the outpost location. This paper will describe an overview of the CxAT-Lunar Scenario 12.0 habitation concepts and their functionality. The Crew Operations area includes basic crew accommodations such as sleeping, eating, hygiene and stowage. The EVA Operations area includes additional EVA capability beyond the suitlock function such as suit maintenance, spares stowage, and suit stowage. The Logistics Operations area includes the enhanced accommodations for 180 days such as enhanced life support systems hardware, consumable stowage, spares stowage, interconnection to the other habitation elements, a common interface mechanism for future growth, and mating to a pressurized rover or Pressurized Logistics Module (PLM). The Mission & Science Operations area includes enhanced outpost autonomy such as an IVA glove box, life support, medical operations, and exercise equipment.

Electronics and Software Engineer for Robotics Project Intern

NASA Technical Reports Server (NTRS)

Teijeiro, Antonio

2017-01-01

I was assigned to mentor high school students for the 2017 First Robotics Competition. Using a team based approach, I worked with the students to program the robot and applied my electrical background to build the robot from start to finish. I worked with students who had an interest in electrical engineering to teach them about voltage, current, pulse width modulation, solenoids, electromagnets, relays, DC motors, DC motor controllers, crimping and soldering electrical components, Java programming, and robotic simulation. For the simulation, we worked together to generate graphics files, write simulator description format code, operate Linux, and operate SOLIDWORKS. Upon completion of the FRC season, I transitioned over to providing full time support for the LCS hardware team. During this phase of my internship I helped my co-intern write test steps for two networking hardware DVTs , as well as run cables and update cable running lists.

Experience Using Formal Methods for Specifying a Multi-Agent System

NASA Technical Reports Server (NTRS)

Rouff, Christopher; Rash, James; Hinchey, Michael; Szczur, Martha R. (Technical Monitor)

2000-01-01

The process and results of using formal methods to specify the Lights Out Ground Operations System (LOGOS) is presented in this paper. LOGOS is a prototype multi-agent system developed to show the feasibility of providing autonomy to satellite ground operations functions at NASA Goddard Space Flight Center (GSFC). After the initial implementation of LOGOS the development team decided to use formal methods to check for race conditions, deadlocks and omissions. The specification exercise revealed several omissions as well as race conditions. After completing the specification, the team concluded that certain tools would have made the specification process easier. This paper gives a sample specification of two of the agents in the LOGOS system and examples of omissions and race conditions found. It concludes with describing an architecture of tools that would better support the future specification of agents and other concurrent systems.

Around Marshall

NASA Image and Video Library

1982-01-27

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

Spacelab

NASA Image and Video Library

1992-01-28

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

Around Marshall

NASA Image and Video Library

1992-01-27

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

Around Marshall

NASA Image and Video Library

1992-01-28

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

Around Marshall

NASA Image and Video Library

1992-01-28

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

Bringing Home a Piece of Mars from the Utah Desert: A Canadian Robotic Deployment in Support of Mars Sample Return

NASA Astrophysics Data System (ADS)

Haltigin, T.; Hipkin, V.; Picard, M.

2016-12-01

Mars Sample Return (MSR) remains one of the highest priorities of the international planetary science community. While the overall mission architecture required for MSR is relatively well defined, there remain a number of open questions regarding its implementation. In preparing for an eventual MSR campaign, simulating portions of the sample collection mission can provide important insight to address existing knowledge gaps. In 2015 and 2016, the Canadian Space Agency (CSA) led robotic deployments to address a variety of technical, scientific, operational, and educational objectives. Here we report on the results. The deployments were conducted at a field site near Hanskville, UT, USA, chosen to satisfy scientific, technical, and logistical considerations. The geology of the region is dominated by Jurassic-aged sandstones and mudstones, indicative of an ancient sedimentary environment. Moreover, a series of linear topographically inverted features are present, similar to morphologies observed in particular Martian landscapes. On both Earth and Mars, these features are interpreted as lithified and exhumed river channels. A science operations center was established in London, ON, Canada, at Western University. Here, a science team of > 30 students and professionals - unaware of the rover's actual location - were responsible for generating daily science plans, requesting observations, and interpreting downloaded data, all while respecting Mars-realistic flight rules and constraints for power, scheduling, and data. Rover commanding was performed by an engineering team at CSA headquarters in St. Hubert, QC, Canada, while a small out-of-simulation field team was present on-site to ensure safe operations of the rover and to provide data transfers. Between the 2015 and 2016 campaigns, nearly five weeks of operations were conducted. The team successfully collected scientifically-selected samples to address the group objectives, and the rover demonstrated system integration and a variety of navigational techniques. Forward work involves laboratory-based validation of the returned samples to evaluate the efficiency of the in-simulation operational decision-making.

A metropolitan airport disaster plan--coordination of a multihospital response to provide on-site resuscitation and stabilization before evacuation.

PubMed

Dove, D B; Del Guercio, L R; Stahl, W M; Star, L D; Abelson, L C

1982-07-01

At the John F. Kennedy International Airport in New York City, disaster planning has been an integral part of the airport operations for the past 20 years. The medical component of this disaster planning has focused around the Medical Office at JFK. Through this office, on-site emergency medical teams have been established and trained from all ranks of airport personnel. Following the crash of a Boeing 727 aircraft in 1975, a new concept was added to disaster planning for JFK, which involves bringing the hospital, its facilities, and its personnel to the scene. A new piece of equipment, known as Emergency Mobile Hospital, was developed with the cooperation of the airlines, the operating authority of the airport, and other interested parties. Two such vehicles are now in constant readiness at the airport, and together provide two operating rooms, 12 monitored ICU beds, a 16-bed burn unit, and 72 other beds to be used for on-site stabilization of critically ill patients, before transfer to a definitive care facility. Under the auspices of a single area medical school (New York Medical College) and its affiliated departments of surgery, trauma teams are made available to be airlifted to the scene within 30 minutes of notification. Additional medical teams from other medical school hospitals serve as backup support. The principle of bringing the hospital to the emergency, and of assembling trauma teams for the initial phase, remains the same for Kennedy Airport as for that of any other metropolitan airport.

Ten principles of good interdisciplinary team work

PubMed Central

2013-01-01

Background Interdisciplinary team work is increasingly prevalent, supported by policies and practices that bring care closer to the patient and challenge traditional professional boundaries. To date, there has been a great deal of emphasis on the processes of team work, and in some cases, outcomes. Method This study draws on two sources of knowledge to identify the attributes of a good interdisciplinary team; a published systematic review of the literature on interdisciplinary team work, and the perceptions of over 253 staff from 11 community rehabilitation and intermediate care teams in the UK. These data sources were merged using qualitative content analysis to arrive at a framework that identifies characteristics and proposes ten competencies that support effective interdisciplinary team work. Results Ten characteristics underpinning effective interdisciplinary team work were identified: positive leadership and management attributes; communication strategies and structures; personal rewards, training and development; appropriate resources and procedures; appropriate skill mix; supportive team climate; individual characteristics that support interdisciplinary team work; clarity of vision; quality and outcomes of care; and respecting and understanding roles. Conclusions We propose competency statements that an effective interdisciplinary team functioning at a high level should demonstrate. PMID:23663329

Ten principles of good interdisciplinary team work.

PubMed

Nancarrow, Susan A; Booth, Andrew; Ariss, Steven; Smith, Tony; Enderby, Pam; Roots, Alison

2013-05-10

Interdisciplinary team work is increasingly prevalent, supported by policies and practices that bring care closer to the patient and challenge traditional professional boundaries. To date, there has been a great deal of emphasis on the processes of team work, and in some cases, outcomes. This study draws on two sources of knowledge to identify the attributes of a good interdisciplinary team; a published systematic review of the literature on interdisciplinary team work, and the perceptions of over 253 staff from 11 community rehabilitation and intermediate care teams in the UK. These data sources were merged using qualitative content analysis to arrive at a framework that identifies characteristics and proposes ten competencies that support effective interdisciplinary team work. Ten characteristics underpinning effective interdisciplinary team work were identified: positive leadership and management attributes; communication strategies and structures; personal rewards, training and development; appropriate resources and procedures; appropriate skill mix; supportive team climate; individual characteristics that support interdisciplinary team work; clarity of vision; quality and outcomes of care; and respecting and understanding roles. We propose competency statements that an effective interdisciplinary team functioning at a high level should demonstrate.

From autonomy to creativity: a multilevel investigation of the mediating role of harmonious passion.

PubMed

Liu, Dong; Chen, Xiao-Ping; Yao, Xin

2011-03-01

Building on self-determination theory, we theorized about and demonstrated, through 2 multilevel field studies, the pivotal role of harmonious passion in translating organizational autonomy support and individual autonomy orientation into job creativity. Results based on 3-level data from 856 members in 111 teams within 23 work units of a porous metal company (Study 1) and from 525 employees in 98 teams of 18 branches of a large commercial bank (Study 2) revealed 2 major findings. First, organizational autonomy support from a higher organizational level (unit or branch) compensated for the effect of autonomy support from a lower organizational level (team) or individual autonomy orientation on employees' harmonious passion. Second, harmonious passion mediated the interactive effects of unit (branch) autonomy support and team member autonomy orientation, of team autonomy support and team member autonomy orientation, and of unit (branch) autonomy support and team autonomy support on individual creativity. We discuss the theoretical and practical implications of these findings in the organizational context. PsycINFO Database Record (c) 2011 APA, all rights reserved.

The Bicycle Assembly Line Game

ERIC Educational Resources Information Center

Klotz, Dorothy

2011-01-01

"The Bicycle Assembly Line Game" is a team-based, in-class activity that helps students develop a basic understanding of continuously operating processes. Each team of 7-10 students selects one of seven prefigured bicycle assembly lines to operate. The lines are run in real-time, and the team that operates the line that yields the…

Operational Readiness Review Final Report for K Basin Fuel Transfer System

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

DAVIES, T.H.

2002-10-01

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

Motivating Proteges' Personal Learning in Teams: A Multilevel Investigation of Autonomy Support and Autonomy Orientation

ERIC Educational Resources Information Center

Liu, Dong; Fu, Ping-ping

2011-01-01

This study examined the roles of 3 multilevel motivational predictors in proteges' personal learning in teams: an autonomy-supportive team climate, mentors' autonomy support, and proteges' autonomy orientation. The authors followed 305 proteges in 58 teams for 12 weeks and found that all 3 predictors were positively related to the proteges'…

Evaluation of Behaviour and Education Support Teams. Research Report RR706

ERIC Educational Resources Information Center

Halsey, Karen; Gulliver, Caroline; Johnson, Annie; Martin, Kerry Martin; Kinder, Kay

2005-01-01

Behaviour and Education Support Teams (BESTs) are multi-agency teams, which bring together a range of professionals, working to support schools, families and children (aged 5 to 18) who present or are at risk of developing emotional, behavioural and/or attendance problems. Teams include professionals from the fields of education, social care,…

Improving Human/Autonomous System Teaming Through Linguistic Analysis

NASA Technical Reports Server (NTRS)

Meszaros, Erica L.

2016-01-01

An area of increasing interest for the next generation of aircraft is autonomy and the integration of increasingly autonomous systems into the national airspace. Such integration requires humans to work closely with autonomous systems, forming human and autonomous agent teams. The intention behind such teaming is that a team composed of both humans and autonomous agents will operate better than homogenous teams. Procedures exist for licensing pilots to operate in the national airspace system and current work is being done to define methods for validating the function of autonomous systems, however there is no method in place for assessing the interaction of these two disparate systems. Moreover, currently these systems are operated primarily by subject matter experts, limiting their use and the benefits of such teams. Providing additional information about the ongoing mission to the operator can lead to increased usability and allow for operation by non-experts. Linguistic analysis of the context of verbal communication provides insight into the intended meaning of commonly heard phrases such as "What's it doing now?" Analyzing the semantic sphere surrounding these common phrases enables the prediction of the operator's intent and allows the interface to supply the operator's desired information.

Aeronautical System Center's environmental compliance assessment and management program's cost-saving initiatives support the Air Force's acquisition reform initiative

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

Meanor, T.

1999-07-01

The Environmental Management directorate of ASC (ASC/EM) has the responsibility of providing government oversight for the Government Owned Contractor Operated Aircraft and Missile plants (GOCOs). This oversight is manifested as a landlord role where Air Force provides the funding required to maintain the plant facilities including buildings and utilities as well as environmental systems. By agreement the companies operating the plants are required to operate them in accordance with environmental law. Presently the GOCOs include Air Force Plant (AFP) 6 in Marietta Ga., AFP 4 in Fort Worth, Tx., AFP 44 in Tucson, Az., AFP 42 in Palmdale, Ca., andmore » AFP PJKS in Denver, Co. Lockheed Martin corporation operates AFPs 4,6, PJKS and a portion of AFP 42 while AFP 44 is operated by Raytheon Missile Systems Company. Other GOCOs at AFP 42 are Northrup-Grumman, Boeing, and Cabaco, the facilities engineer. Since 1992 the Environmental Management division has conducted its Environmental Compliance Assessment and Management Program assessments (ECAMP) annually at each of the plants. Using DOD's ECAMP Team Guide and teams comprised of both Air Force and consultant engineering personnel, each plant is assessed for its environmental compliance well being. In the face of rising operational costs and diminishing budgets ASC/EM performed a comprehensive review of its ECAMP. As a result, the basic ECAMP program was improved to reduce costs without compromising on quality of the effort. The program retained its emphasis in providing a snap-shot evaluation of each Air Force plant's environmental compliance health supported by complete but tailored protocol assessments.« less

Teaming Up for Performance Support: A Model of Roles, Skills, and Competencies.

ERIC Educational Resources Information Center

Huber, Burt; Lippincott, Jenifer; McMahon, Cathie; Witt, Catherine

1999-01-01

Discusses roles, skills, and competencies that comprise a development team engaged in creating electronic performance support systems (EPSS). Explains intrinsic, extrinsic, and external EPSS, presents case studies for each type, and suggests effective team strategies that include team formation and team-client communication. (LRW)

MicroBooNE project team recognized by Department of Energy | News

Science.gov Websites

Financial Officer Finance Section Office of the Chief Operating Officer Facilities Engineering Services Accelerator Division Accelerator Physics Center Office of the Chief Safety Officer Environment, Safety, Health and Quality Section Office of the Chief Project Officer Office of Project Support Services Office of

CRIS Cyber Range Lexicon Version 1.0

DTIC Science & Technology

2015-10-30

Zachary Weber (MIT Lincoln Laboratory) Mr. Mike Wee (Cyber Test & Evaluation (T&E) Support Cell, TRMC/ Northrop Grumman ) Dr. David “Fuzzy” Wells (USPACOM) Mr. Bennett Wilson (NAVSEA GOV – CDSA, Damneck) ...11 Figure 4: Planes and Teams...the CRIS WG include, but are not limited to, Science & Technology (S&T) experimentation , Developmental and Operational Test and Evaluation (DT&E, OT

Fire Support Team Experiment.

DTIC Science & Technology

1984-12-01

December 1984 APPROVED FOR PUBUC RELEASE; DISTRIBUTION UNLIMITED. U_ US ARMY *’ HUMAN ENGINEERING LABORATORY US ARMY BALLISTIC RESEARCH LABORATORY ABERDEEN...INTRODUCTION A. Background In March 1982, the HELBAT ( Human Engineering Laboratory Battalion Artillery Test) Executive Committee agreed that the Ballistic...tactical equipment and its -. human operators. FOSCE mimicked the actions of the platoon forward observers that work for the FIST HQ while the FDS

Tracking the Short Term Planning (STP) Development Process

NASA Technical Reports Server (NTRS)

Price, Melanie; Moore, Alexander

2010-01-01

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

Design and field test of collaborative tools in the service of an innovative organization

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

De Beler, N.; Parfouru, S.

2012-07-01

This paper presents the design process of collaborative tools, based on ICT, aiming at supporting the tasks of the team that manages an outage of an energy production plant for maintenance activities. The design process follows an iterative and multidisciplinary approach, based on a collective tasks modeling of the outage management team in the light of Socio Organizational and Human (SOH) field studies, and on the state of the art of ICT. Field test of the collaborative tools designed plays a great place in this approach, allowing taking into account the operational world but involves also some risks which mustmore » be managed. To implement tools on all the production plants, we build an 'operational concept' with a level of description which authorizes the evolution of tools and allows some local adaptations. The field tests provide lessons on the ICT topics. For examples: the status of the remote access tools, the potential of use of a given information input by an actor for several individual and collective purposes, the actors perception of the tools meaning, and the requirements for supporting the implementation of change. (authors)« less

An analysis of Space Shuttle countdown activities: Preliminaries to a computational model of the NASA Test Director

NASA Technical Reports Server (NTRS)

John, Bonnie E.; Remington, Roger W.; Steier, David M.

1991-01-01

Before all systems are go just prior to the launch of a space shuttle, thousands of operations and tests have been performed to ensure that all shuttle and support subsystems are operational and ready for launch. These steps, which range from activating the orbiter's flight computers to removing the launch pad from the itinerary of the NASA tour buses, are carried out by launch team members at various locations and with highly specialized fields of expertise. The liability for coordinating these diverse activities rests with the NASA Test Director (NTD) at NASA-Kennedy. The behavior is being studied of the NTD with the goal of building a detailed computational model of that behavior; the results of that analysis to date are given. The NTD's performance is described in detail, as a team member who must coordinate a complex task through efficient audio communication, as well as an individual taking notes and consulting manuals. A model of the routine cognitive skill used by the NTD to follow the launch countdown procedure manual was implemented using the Soar cognitive architecture. Several examples are given of how such a model could aid in evaluating proposed computer support systems.

Circles of Care: Implementation and Evaluation of Support Teams for African Americans with Cancer

ERIC Educational Resources Information Center

Hanson, Laura C.; Green, Melissa A.; Hayes, Michelle; Diehl, Sandra J.; Warnock, Steven; Corbie-Smith, Giselle; Lin, Feng-Chang; Earp, Jo Anne

2014-01-01

Background: Community-based peer support may help meet the practical, emotional, and spiritual needs of African Americans with advanced cancer. Support teams are a unique model of peer support for persons facing serious illness, but research is rare. This study sought to (a) implement new volunteer support teams for African Americans with advanced…

International Space Station Passive Thermal Control System Analysis, Top Ten Lessons-Learned

NASA Technical Reports Server (NTRS)

Iovine, John

2011-01-01

The International Space Station (ISS) has been on-orbit for over 10 years, and there have been numerous technical challenges along the way from design to assembly to on-orbit anomalies and repairs. The Passive Thermal Control System (PTCS) management team has been a key player in successfully dealing with these challenges. The PTCS team performs thermal analysis in support of design and verification, launch and assembly constraints, integration, sustaining engineering, failure response, and model validation. This analysis is a significant body of work and provides a unique opportunity to compile a wealth of real world engineering and analysis knowledge and the corresponding lessons-learned. The analysis lessons encompass the full life cycle of flight hardware from design to on-orbit performance and sustaining engineering. These lessons can provide significant insight for new projects and programs. Key areas to be presented include thermal model fidelity, verification methods, analysis uncertainty, and operations support.

Replacement Sequence of Events Generator

NASA Technical Reports Server (NTRS)

Fisher, Forest; Gladden, Daniel Wenkert Roy; Khanampompan, Teerpat

2008-01-01

The soeWINDOW program automates the generation of an ITAR (International Traffic in Arms Regulations)-compliant sub-RSOE (Replacement Sequence of Events) by extracting a specified temporal window from an RSOE while maintaining page header information. RSOEs contain a significant amount of information that is not ITAR-compliant, yet that foreign partners need to see for command details to their instrument, as well as the surrounding commands that provide context for validation. soeWINDOW can serve as an example of how command support products can be made ITAR-compliant for future missions. This software is a Perl script intended for use in the mission operations UNIX environment. It is designed for use to support the MRO (Mars Reconnaissance Orbiter) instrument team. The tool also provides automated DOM (Distributed Object Manager) storage into the special ITAR-okay DOM collection, and can be used for creating focused RSOEs for product review by any of the MRO teams.

The Department of Energy`s Remedial Action Assessment System (RAAS): Decision support tools for performing streamlined feasibility studies

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

White, M.K.

1994-06-01

The United States Department of Energy (DOE) faces the major task of cleaning up hundreds of waste sites across the nation, which will require completion of a large number of remedial investigation/feasibility studies (RI/FSs). The intent of each RI/FS is to characterize the waste problems and environmental conditions at the operable unit level, segment the remediation problem into manageable medium-specific and contaminant-specific pieces, define corresponding remediation objectives, and identify remedial response actions to satisfy those objectives. The RI/FS team can then identify combinations of remediation technologies that will meet the remediation objectives. Finally, the team must evaluate these remedial alternativesmore » in terms of effectiveness, implementability, cost, and acceptability. The Remedial Action Assessment System (RAAS) is being developed by Pacific Northwest Laboratory (PNL) to support DOE in this effort.« less

Research Nurse | Center for Cancer Research

Cancer.gov

We are looking for a Research Nurse (Accrual Site Coordinator) to join our neuro-oncology clinical team to help us provide administrative and coordination support for the Brain Tumor Trials Collaborative (BTTC). Duties include, but are not limited to, monitoring and overseeing activities pertaining to clinical protocols and administrative operations supporting the BTTC, with limited interaction with study participants.  Be part of our mission to solve the most important, challenging and neglected problems in modern cancer research and patient care. The National Cancer Institute’s Center for Cancer Research is a world-leading cancer research organization working toward scientific breakthroughs at medicine’s cutting edge. Our scientists can’t do it alone. It takes an extraordinary team of researchers, clinical experts and administrators to improve the lives of cancer patients and answer the most important questions in cancer biology and treatment.

Mission Operations with an Autonomous Agent

NASA Technical Reports Server (NTRS)

Pell, Barney; Sawyer, Scott R.; Muscettola, Nicola; Smith, Benjamin; Bernard, Douglas E.

1998-01-01

The Remote Agent (RA) is an Artificial Intelligence (AI) system which automates some of the tasks normally reserved for human mission operators and performs these tasks autonomously on-board the spacecraft. These tasks include activity generation, sequencing, spacecraft analysis, and failure recovery. The RA will be demonstrated as a flight experiment on Deep Space One (DSI), the first deep space mission of the NASA's New Millennium Program (NMP). As we moved from prototyping into actual flight code development and teamed with ground operators, we made several major extensions to the RA architecture to address the broader operational context in which PA would be used. These extensions support ground operators and the RA sharing a long-range mission profile with facilities for asynchronous ground updates; support ground operators monitoring and commanding the spacecraft at multiple levels of detail simultaneously; and enable ground operators to provide additional knowledge to the RA, such as parameter updates, model updates, and diagnostic information, without interfering with the activities of the RA or leaving the system in an inconsistent state. The resulting architecture supports incremental autonomy, in which a basic agent can be delivered early and then used in an increasingly autonomous manner over the lifetime of the mission. It also supports variable autonomy, as it enables ground operators to benefit from autonomy when L'@ey want it, but does not inhibit them from obtaining a detailed understanding and exercising tighter control when necessary. These issues are critical to the successful development and operation of autonomous spacecraft.

Improving Care Teams' Functioning: Recommendations from Team Science.

PubMed

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

2017-07-01

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

Strengthening the Federal Emergency Management Agency's disaster response capabilities.

PubMed

Cannon, Glenn M

2008-04-01

The Federal Emergency Management Agency's (FEMA) Disaster Operations Directorate provides the core federal response capability to save lives and to protect property in US communities that have been overwhelmed by the impact of a major disaster or emergency. The directorate executes its mission through three main programme areas: operational direction, command and control; operational teams; and operational planning. Based on lessons learned from years of disaster response experience, FEMA is now taking a more proactive and collaborative approach with its partners. This paper discusses how FEMA is placing a greater emphasis on response operations and strengthening capabilities across the full range of operational and support missions by comprehensively revamping its disaster operations model; enhancing its headquarters and regional operations centres; enhancing its headquarters and regional operational planning capabilities; and addressing catastrophic disaster planning and related critical preparedness issues.

Reduced Crew Operations Research at NASA Ames Research Center

NASA Technical Reports Server (NTRS)

Brandt, Summer L.; Lachter, Joel

2017-01-01

In 2012, NASA began exploring the feasibility of single pilot reduced crew operations (SPORCO) in the context of scheduled passenger air carrier operations (i.e., Parts 121 and 135). This research was spurred by two trends in aviation research: the trend toward reducing costs and a shortage of pilots. A series of simulations were conducted to develop tools and a concept of operations to support RCO. This slide deck is a summary of the NASA Ames RCO research prepared for an R T team at Airbus. Airbus is considering moving forward with reducing crew during the cruise phase of flight with long-haul flights and is interested in the work we have completed.

The Australian SKA Pathfinder: operations management and user engagement

NASA Astrophysics Data System (ADS)

Harvey-Smith, Lisa

2016-07-01

This paper describes the science operations model for the Australian Square Kilometre Array Pathfinder (ASKAP) telescope. ASKAP is a radio interferometer currently being commissioned in Western Australia. It will be operated by a dedicated team of observatory staff with the support of telescope monitoring, control and scheduling software. These tools, as well as the proposal tools and data archive will enable the telescope to operate with little direct input from the astronomy user. The paper also discusses how close engagement with the telescope user community has been maintained throughout the ASKAP construction and commissioning phase, leading to positive outcomes including early input into the design of telescope systems and a vibrant early science program.

Team Machine: A Decision Support System for Team Formation

ERIC Educational Resources Information Center

Bergey, Paul; King, Mark

2014-01-01

This paper reports on the cross-disciplinary research that resulted in a decision-support tool, Team Machine (TM), which was designed to create maximally diverse student teams. TM was used at a large United States university between 2004 and 2012, and resulted in significant improvement in the performance of student teams, superior overall balance…

Transformational leadership and team innovation: integrating team climate principles.

PubMed

Eisenbeiss, Silke A; van Knippenberg, Daan; Boerner, Sabine

2008-11-01

Fostering team innovation is increasingly an important leadership function. However, the empirical evidence for the role of transformational leadership in engendering team innovation is scarce and mixed. To address this issue, the authors link transformational leadership theory to principles of M. A. West's (1990) team climate theory and propose an integrated model for the relationship between transformational leadership and team innovation. This model involves support for innovation as a mediating process and climate for excellence as a moderator. Results from a study of 33 research and development teams confirmed that transformational leadership works through support for innovation, which in turn interacts with climate for excellence such that support for innovation enhances team innovation only when climate for excellence is high.

Shuttle operations era planning for flight operations

NASA Technical Reports Server (NTRS)

Holt, J. D.; Beckman, D. A.

1984-01-01

The Space Transportation System (STS) provides routine access to space for a wide range of customers in which cargos vary from single payloads on dedicated flights to multiple payloads that share Shuttle resources. This paper describes the flight operations planning process from payload introduction through flight assignment to execution of the payload objectives and the changes that have been introduced to improve that process. Particular attention is given to the factors that influence the amount of preflight preparation necessary to satisfy customer requirements. The partnership between the STS operations team and the customer is described in terms of their functions and responsibilities in the development of a flight plan. A description of the Mission Control Center (MCC) and payload support capabilities completes the overview of Shuttle flight operations.

2020 Vision for Tank Waste Cleanup (One System Integration) - 12506

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

Harp, Benton; Charboneau, Stacy; Olds, Erik

2012-07-01

The mission of the Department of Energy's Office of River Protection (ORP) is to safely retrieve and treat the 56 million gallons of Hanford's tank waste and close the Tank Farms to protect the Columbia River. The millions of gallons of waste are a by-product of decades of plutonium production. After irradiated fuel rods were taken from the nuclear reactors to the processing facilities at Hanford they were exposed to a series of chemicals designed to dissolve away the rod, which enabled workers to retrieve the plutonium. Once those chemicals were exposed to the fuel rods they became radioactive andmore » extremely hot. They also couldn't be used in this process more than once. Because the chemicals are caustic and extremely hazardous to humans and the environment, underground storage tanks were built to hold these chemicals until a more permanent solution could be found. The Cleanup of Hanford's 56 million gallons of radioactive and chemical waste stored in 177 large underground tanks represents the Department's largest and most complex environmental remediation project. Sixty percent by volume of the nation's high-level radioactive waste is stored in the underground tanks grouped into 18 'tank farms' on Hanford's central plateau. Hanford's mission to safely remove, treat and dispose of this waste includes the construction of a first-of-its-kind Waste Treatment Plant (WTP), ongoing retrieval of waste from single-shell tanks, and building or upgrading the waste feed delivery infrastructure that will deliver the waste to and support operations of the WTP beginning in 2019. Our discussion of the 2020 Vision for Hanford tank waste cleanup will address the significant progress made to date and ongoing activities to manage the operations of the tank farms and WTP as a single system capable of retrieving, delivering, treating and disposing Hanford's tank waste. The initiation of hot operations and subsequent full operations of the WTP are not only dependent upon the successful design and construction of the WTP, but also on appropriately preparing the tank farms and waste feed delivery infrastructure to reliably and consistently deliver waste feed to the WTP for many decades. The key components of the 2020 vision are: all WTP facilities are commissioned, turned-over and operational, achieving the earliest possible hot operations of completed WTP facilities, and supplying low-activity waste (LAW) feed directly to the LAW Facility using in-tank/near tank supplemental treatment technologies. A One System Integrated Project Team (IPT) was recently formed to focus on developing and executing the programs that will be critical to successful waste feed delivery and WTP startup. The team is comprised of members from Bechtel National, Inc. (BNI), Washington River Protection Solutions LLC (WRPS), and DOE-ORP and DOE-WTP. The IPT will combine WTP and WRPS capabilities in a mission-focused model that is clearly defined, empowered and cost efficient. The genesis for this new team and much of the 2020 vision is based on the work of an earlier team that was tasked with identifying the optimum approach to startup, commissioning, and turnover of WTP facilities for operations. This team worked backwards from 2020 - a date when the project will be completed and steady-state operations will be underway - and identified success criteria to achieving safe and efficient operations of the WTP. The team was not constrained by any existing contract work scope, labor, or funding parameters. Several essential strategies were identified to effectively realize the one-system model of integrated feed stream delivery, WTP operations, and product delivery, and to accomplish the team's vision of hot operations beginning in 2016: - Use a phased startup and turnover approach that will allow WTP facilities to be transitioned to an operational state on as short a timeline as credible. - Align Tank Farm (TF) and WTP objectives such that feed can be supplied to the WTP when it is required for hot operations. - Ensure immobilized waste and waste recycle streams can be received by the TF when required to support 2016 production of immobilized low-activity waste (ILAW). - Ensure the required baseline and additional funding is provided beginning in fiscal year 2011. - Modify TF and WTP contracts to adequately address this vision. The 2020 Vision provides a summary of strategies and key actions that optimize the approach to startup, commissioning, and turnover of WTP facilities. This vision focuses on the legally enforceable requirement to achieve the Consent Decree milestones of starting radioactive operations in 2019, and achieving initial WTP operations in 2022. (authors)« less

Technical support for Life Sciences communities on a production grid infrastructure.

PubMed

Michel, Franck; Montagnat, Johan; Glatard, Tristan

2012-01-01

Production operation of large distributed computing infrastructures (DCI) still requires a lot of human intervention to reach acceptable quality of service. This may be achievable for scientific communities with solid IT support, but it remains a show-stopper for others. Some application execution environments are used to hide runtime technical issues from end users. But they mostly aim at fault-tolerance rather than incident resolution, and their operation still requires substantial manpower. A longer-term support activity is thus needed to ensure sustained quality of service for Virtual Organisations (VO). This paper describes how the biomed VO has addressed this challenge by setting up a technical support team. Its organisation, tooling, daily tasks, and procedures are described. Results are shown in terms of resource usage by end users, amount of reported incidents, and developed software tools. Based on our experience, we suggest ways to measure the impact of the technical support, perspectives to decrease its human cost and make it more community-specific.

Radio-science performance analysis software

NASA Astrophysics Data System (ADS)

Morabito, D. D.; Asmar, S. W.

1995-02-01

The Radio Science Systems Group (RSSG) provides various support functions for several flight project radio-science teams. Among these support functions are uplink and sequence planning, real-time operations monitoring and support, data validation, archiving and distribution functions, and data processing and analysis. This article describes the support functions that encompass radio-science data performance analysis. The primary tool used by the RSSG to fulfill this support function is the STBLTY program set. STBLTY is used to reconstruct observable frequencies and calculate model frequencies, frequency residuals, frequency stability in terms of Allan deviation, reconstructed phase, frequency and phase power spectral density, and frequency drift rates. In the case of one-way data, using an ultrastable oscillator (USO) as a frequency reference, the program set computes the spacecraft transmitted frequency and maintains a database containing the in-flight history of the USO measurements. The program set also produces graphical displays. Some examples and discussions on operating the program set on Galileo and Ulysses data will be presented.

Radio-Science Performance Analysis Software

NASA Astrophysics Data System (ADS)

Morabito, D. D.; Asmar, S. W.

1994-10-01

The Radio Science Systems Group (RSSG) provides various support functions for several flight project radio-science teams. Among these support functions are uplink and sequence planning, real-time operations monitoring and support, data validation, archiving and distribution functions, and data processing and analysis. This article describes the support functions that encompass radio science data performance analysis. The primary tool used by the RSSG to fulfill this support function is the STBLTY program set. STBLTY is used to reconstruct observable frequencies and calculate model frequencies, frequency residuals, frequency stability in terms of Allan deviation, reconstructed phase, frequency and phase power spectral density, and frequency drift rates. In the case of one-way data, using an ultrastable oscillator (USO) as a frequency reference, the program set computes the spacecraft transmitted frequency and maintains a database containing the in-flight history of the USO measurements. The program set also produces graphical displays. Some examples and discussion on operating the program set on Galileo and Ulysses data will be presented.

Completion of Launch Director Console Project and Other Support Work

NASA Technical Reports Server (NTRS)

Steinrock, Joshua G.

2018-01-01

There were four projects that I was a part of working on during the spring semester of 2018. This included the completion of the Launch Director Console (LDC) project and the completion and submission of a Concept of Operations (ConOps) document for the Record and Playback System (RPS) at the Launch Control Center (LCC), as well as supporting the implementation of a unit in RPS known as the CDP (Communication Data Processor). Also included was my support and mentorship of a High School robotics team that is sponsored by Kennedy Space Center. The LDC project is an innovative workstation to be used by the launch director for the future Space Launch System program. I worked on the fabrication and assembly of the final console. The ConOps on RPS is a technical document for which I produced supporting information and notes. All of this was done in the support of the IT Project Management Office (IT-F). The CDP is a subsystem that will eventually be installed in and operated by RPS.

Radio-science performance analysis software

NASA Technical Reports Server (NTRS)

Morabito, D. D.; Asmar, S. W.

1995-01-01

The Radio Science Systems Group (RSSG) provides various support functions for several flight project radio-science teams. Among these support functions are uplink and sequence planning, real-time operations monitoring and support, data validation, archiving and distribution functions, and data processing and analysis. This article describes the support functions that encompass radio-science data performance analysis. The primary tool used by the RSSG to fulfill this support function is the STBLTY program set. STBLTY is used to reconstruct observable frequencies and calculate model frequencies, frequency residuals, frequency stability in terms of Allan deviation, reconstructed phase, frequency and phase power spectral density, and frequency drift rates. In the case of one-way data, using an ultrastable oscillator (USO) as a frequency reference, the program set computes the spacecraft transmitted frequency and maintains a database containing the in-flight history of the USO measurements. The program set also produces graphical displays. Some examples and discussions on operating the program set on Galileo and Ulysses data will be presented.

Automating the SMAP Ground Data System to Support Lights-Out Operations

NASA Technical Reports Server (NTRS)

Sanders, Antonio

2014-01-01

The Soil Moisture Active Passive (SMAP) Mission is a first tier mission in NASA's Earth Science Decadal Survey. SMAP will provide a global mapping of soil moisture and its freeze/thaw states. This mapping will be used to enhance the understanding of processes that link the terrestrial water, energy, and carbon cycles, and to enhance weather and forecast capabilities. NASA's Jet Propulsion Laboratory has been selected as the lead center for the development and operation of SMAP. The Jet Propulsion Laboratory (JPL) has an extensive history of successful deep space exploration. JPL missions have typically been large scale Class A missions with significant budget and staffing. SMAP represents a new area of JPL focus towards low cost Earth science missions. Success in this new area requires changes to the way that JPL has traditionally provided the Mission Operations System (MOS)/Ground Data System (GDS) functions. The operation of SMAP requires more routine operations activities and support for higher data rates and data volumes than have been achieved in the past. These activities must be addressed by a reduced operations team and support staff. To meet this challenge, the SMAP ground data system provides automation that will perform unattended operations, including automated commanding of the SMAP spacecraft.

U.S. Air Force Operational Medicine: Using the Enterprise Estimating Supplies Program to Develop Materiel Solutions for the Air Force Optometry Augmentation Team (FFDOT)

DTIC Science & Technology

2010-11-09

Report No. 10-13M, supported by the U.S. Air Force Medical Logistics Agency, under Work Unit No. 60334. The views expressed in this article are those...recommended 917Q line list. The Unit Type Code (UTC) capabilities, operational requirements, and materiel solutions were identified, and issues of...by 22%, and cost by 4%, or $9,500. Modeling and simulating a medical system like the FFDOT, with a range of capabilities and functional areas

Developing an SSAC Self-Assessment Tool for Operators and Regulators

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

Frazar, Sarah L.; Innes-Jones, Gemma; Hamilton, Ian

Enabling an SSAC to understand why it is performing inefficiently can help it allocate resources more effectively to better support IAEA safeguards implementation. In collaboration with international consulting firm, Environmental Resources Management (ERM) and a U.S. based nuclear fuel cycle facility, the Pacific Northwest National Laboratory (PNNL) has been developing a framework for a future self-assessment tool for nuclear operators and regulators. This paper will describe the effort to date, with particular emphasis on the steps the team took to align the framework with relevant IAEA self-assessment tools.

International aircrew sleep and wakefulness after multiple time zone flights - A cooperative study

NASA Technical Reports Server (NTRS)

Graeber, R. Curtis; Lauber, John K.; Connell, Linda J.; Gander, Philippa H.

1986-01-01

An international research team has carried out an electroencephalographic study of sleep and wakefulness in flight crews operating long-haul routes across seven or eight time zones. Following baseline recordings, volunteer crews (n = 56) from four airlines spent their first outbound layover at a sleep laboratory. This paper provides an overview of the project's history, its research design, and the standardization of procedures. The overall results are remarkably consistent among the four participating laboratories and strongly support the feasibility of cooperative international sleep research in the operational arena.

[Selected aspects of diagnosis and treatment of transsexualism in Poland].

PubMed

Kowalczyk, Robert; Skrzypulec, Violetta; Sipiński, Adam; Rozmus-Warcholińska, Wioletta; Drosdzol, Agnieszka

2004-01-01

Transsexualism is a form of sexual identity disorder. In this disorder sexual identification psychological level is inadequate to biological level. One man out of 30000 and one woman out of 100000 ones is transsexual. The etiology of transsexualism has not been known yet. The treatment is complex and a cooperation of the specialist team is necessary. An operation is a second step after the diagnosis of transsexualism (psychological, psychiatric and sexological), hormonal therapy end Real Life Test. Follow-up therapy with the psychologist and supportive therapeutic group is extremely important after the operation.

Social Support at the Workplace, Motivation to Transfer and Training Transfer: A Multilevel Indirect Effects Model

ERIC Educational Resources Information Center

Massenberg, Ann-Christine; Spurk, Daniel; Kauffeld, Simone

2015-01-01

Supervisor support, peer support and transfer motivation have been identified as important predictors of training transfer. Transfer motivation is thought to mediate the support-training transfer relationship. Especially after team training interventions that include all team members (i.e. whole-team training), individual perception of these…

Total Quality Management: Analysis, Evaluation and Implementation Within ACRV Project Teams

NASA Technical Reports Server (NTRS)

Raiman, Laura B.

1991-01-01

Total quality management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The Assured Crew Return Vehicle (ACRV) Project Office was identified as an excellent project in which to demonstrate the applications and benefits of TQM processes. As the ACRV Program moves through its various stages of development, it is vital that effectiveness and efficiency be maintained in order to provide the Space Station Freedom (SSF) crew an affordable, on-time assured return to Earth. A critical factor for the success of the ACRV is attaining the maximum benefit from the resources applied to the program. Through a series of four tutorials on various quality improvement techniques, and numerous one-on-one sessions during the SSF's 10-week term in the project office, results were obtained which are aiding the ACRV Office in implementing a disciplined, ongoing process for generating fundamental decisions and actions that shape and guide the organization. Significant advances were made in improving the processes for two particular groups - the correspondence distribution team and the WATER Test team. Numerous people from across JSC were a part of the various team activities including engineering, man systems, and safety. The work also included significant interaction with the support contractor to the ACRV Project. The results of the improvement activities can be used as models for other organizations desiring to operate under a system of continuous improvement. In particular, they have advanced the ACRV Project Teams further down the path of continuous improvement, in support of a working philosophy of TQM.