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Cross Cutting Activities
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• The Goal: Re-use of H/W and S/W to the greatest extent possible– Create standard interfaces that allow
scalability and multiple vendors and multiple instantiations
• The trap that we often fall into is trying to build the universal widget that is all things to all people that is sub-optimized for any one job
• Better example are devices that provide utilities, have standard interfaces, or have re-usable, scalable components
• Develop the 80% common solution, then each user develops the remaining custom 20%
• Allows reuse of not only hardware and software but skills and teams
Cross Cutting Themes –
Open Architecture Space Systems
NASA Examples
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Cross Cutting Themes –
Open Architecture Space Systems - Examples
80% Hardware and Software Commonality
JSC Robotics
Goddard Core Flight Software
• Re-usable reconfigurable open source software
• Contains elements required for any spacecraft
• Users develop their own specific applications that drop into the CFS infrastructure
MacGyver Projects provide opportunities to further demonstrate and implement these ideas
Morpheus Orion GN&CLRO
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Improvements are needed in the following for BEO Human
Exploration:
• Human Sustainability: much more commonality/ interchangeability of systems for repairs and hardware maintenance. Fewer tools. Dependable systems—better reliability with redundancy.
• Human/Robotic Interaction: Need a robot with human-like dexterity. Desire control like Xbox “Kinect”
• EVA: EVA improved suit, suitport
• Crew/Ground Interface: Need more autonomy as crew and spacecraft will be light-minutes from MCC intervention. (Closer operations philosophy to pre-TDRSS). Still need high-definition video for critical events (dockings, EVAs, telerobotics)
• Working & Living in Space: radiation protection for crew. Crew health. In situ real time training.
• Launch Infrastructure
Cross Cutting Themes –
21st Century Operations
F
L
YT
R
A
I
N
P
L
A
N
FACILITIESRequirements Development
Sustaining Engineering
Mission Control Center, Shuttle Mission Simulator, Space Station Training Facility, Neutral Buoyancy
Laboratory, Space Vehicle Mockup Facility
MacGyver Projects provide opportunities to test new operational concepts
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2011 2012 2013 2014 2015
-System Level Architecture / Design / Analysis-Delivery dependency management- System Level Integration
- Command Recon Validator/Reader-MSDE Established-MAS on NDC-Initial Core Infrastructure Buildup-Initial procurement of Sentinel- Prototype external voice
-TIM Builder for ISS and Externals-Communications recon reader- Prototype of Future Console-Deploy basic sentinel functionality
-Enhanced command capabilities- Final Console Design- Ops Suite Design- Build-out of high security data center (phase 1)
-Complete MSDE-Complete MCC Ops data center- Complete Phase 1 of MITE/HITE- Security Ops Center build-up
- Communications enhancements- Initial Design for LSOS replacement- Finalize HITE/MITE- Complete Security Ops Center
-Deliver LSOS replacement- Complete transition of Video to IRD and Voice record to disc- Complete external services-Final Deployment of MCC-21
MCC-21 Roadmap
10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9
Subsystem 1Delivery
2Subsystem 10
…
Subsystem 1Delivery
3Subsystem 10
…Subsystem 1
Delivery
5Subsystem 10
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Subsystem 1Delivery
4Subsystem 10
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Subsystem 1Delivery
6Subsystem 10
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System Engineering and Integration
Subsystem 1Delivery
1Subsystem 10
…
12
34
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Delivery X
S/S Sched
9 Month Cycle
SFDR TRR SARSRR
ISS Transition to MCC21
OperationalReadinessReview(6/1)
OperationalReadinessTest
Begin Integrated Generic SIMs
Orion Flight Test 1
Begin IntegratedFlight Specific SIMs First Crewed
Launch 9/1/14- OTF1 baseline capability provided in D3 - OTF1 augmentation possible in D4
ProjectBaselineReview
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TS-21 Roadmap2011 2012 2013 2014 2015
-System Level Architecture / Design / Analysis-Delivery dependency management- System Level Integration
-Initial Core Infrastructure Buildup-Subsystems:
-User Support System-Audio/Visual Systems-Student Stations-Spacecraft Simulations-Computing infrastructure
-Mission Systems Common Services
-Flight Controller Part-task Trainer
-Orion Part-task Trainer
-Orion Mission Simulator-Network Simulator
-ISS Simulator
Dependencies•Orion FSW
10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9
Subsystem 1Delivery
2Subsystem 10
…
Subsystem 1Delivery
3Subsystem 10
…Subsystem 1
Delivery
5Subsystem 10
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Subsystem 1Delivery
4Subsystem 10
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System Engineering and Integration
Subsystem 1Delivery
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Delivery X
S/S Sched
9 Month Cycle
SFDR TRR SARSRR
ISS Transition to TS21
Begin Integrated Generic SIMs
Orion Flight Test 1
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Cross Cutting Themes –
Systems Engineering Analysis Environment
• System Engineering Analysis Environment– Improve cross-discipline communication as early as possible
• Small interdisciplinary team
• Include ops/stakeholders early (how we operate)
– Use common design descriptions or tools to evaluate design early
• Consider SysML, UML, Visio, PowerPoint, Whiteboard
– Think about interfaces early, and consider how integrated testing can be done
• Virtual environment, Part-task labs
– Support incremental product development to evaluate interfaces and mature the system faster
MacGyver Projects provide opportunities to demonstrate and implement these ideas
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• Continue to generate ideas and refine the portfolio of activities with broader participation from other Centers
• Develop these activities into further detailed plans with objectives, schedule milestones, resources needed, assumptions, dependencies, etc.
• Actively identify surplus hardware for use – have appointed a parts csar working with the Shuttle Program
• Actively pursuing Center and industry partnerships
• Defining management plan
• Next level of detail mid-February
Forward Work
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Back-up Charts
“Lean Development Tenets”
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Tenets of MacGyver Initiative
• Partnerships
• Excess Hardware/Software
• Multiple Customers
• Culture (Capacity – Infrastructure)
The whole is greater than the sum of the parts
Leverage, leverage, leverage….
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Partnering is a Powerful Force Multiplier
• Synergistically combine resources to realize more than the sum of individual efforts
• Funding, manufacturing capability, capital equipment, knowledge & intellectual property, unique skills & expertise
• Relationships with non-traditional partners provide diverse perspective that fosters innovative solutions
• NASA/GM Robotics Partnership• NASA Resource: 12 FTEs (6 FTEs younger than 30)• Budget: Fixed SAA funding – GM provided majority $• Schedule: Started 2006, developed through 2
generations - R2 to ISS in November 2010• Goal: Accelerated development of the next
generation of robots and related technologies for use in the automotive and aerospace industries
• Benefit: Advanced leading edge control, sensor and vision technologies will lead to future robots that could assist astronauts during hazardous space missions and help GM build safer cars and plants
Leveraging Partnerships
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Use of Surplus Hardware/Software
• Leveraging existing hardware/software resources for future human spaceflight projects
• Examples:• LRO software/tools being used for creating GNC applications
– Integrated GENIE software with GSFC core software
• Shuttle Launch and Entry Suits remapping to Exploration
• Advantages:• Reduces development and testing cost
• Reduces product development cycle time
• Minimizes re-qualification cost
“To invent, you need a good imagination and a pile of junk.” – Thomas Edison
Leveraging Excess Hardware/Software
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Multiple Customers
Engineering Cross-Program Integration Model
Program(Station)
Program(Orion)
Program(ETDD)
SpecificNeed
SpecificNeed
SpecificNeed
Mu
lti-
Pro
gra
m/M
ult
i-D
isc
iplin
e I
nte
gra
tio
n
■ Trades & Analysis
■ Design &
Development
■ Component
Testing
■ Integrated Testing
In Relevant
Environment
■ Certification of
Hardware
Solutions/Opportunities to
develop technologies that
cross-over Program specific
needs
■ Advanced Hardware
■ Broadens experience base
■ Leverages workforce/resources
■ Shared development/testing cost
■ Agency/National benefit
■ Hardware Commonality
CAMRAS Amine Swing-bed
Technology Development
for Orion, flying on ISS
Leveraging Multiple Customers
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0
20
40
60
80
100
120
140
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Unexpected Productivity
Saturation
Capacity
Cap
ab
ilit
ies &
In
frastr
uctu
re
Mission Surges
We manage to saturation but accommodate need to react to surge demand in support of ongoing flight programs
Capacity – Infrastructure: Cultivating Enthusiasm
Models, Tools, Laboratories have residual capacity that can be utilized for ―free‖
Promoting hands-on, rapid prototyping creates enthusiasm that yields unexpected productivity
Time
Leveraging Our Capacity/Culture
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Lean Culture Lessons from recent rapid development prototype projects
People
•We focus a lot on improving the process, but often it's the people
•Difficult getting people out of their organizational silos -often more loyal to their organization than to the project
•Build relationships with external organizations
•Creating an environment that•Empowers •Has a sense of urgency•Respectfully questions the past methods and techniques•Is tolerant and forgiving of risk taking, failures and mistakes•Is inclusive of all organizations
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Promote Rapid Prototype Engineering
•Utilize first principles for initial conceptual designs•Allows quick and cheap understanding of physics, how things go together, or evaluates competing concepts
•Foster and encourage "Home Depot" engineering using hardware store items•Build engineering prototypes rapidly•Get the 80% answer, refine, repeat•Relentless Testing
iPhone velcroed to tank for accelerationmeasurement
Slosh test―Home Depot ―Engineering
Lean Culture Lessons from recent rapid development prototype projects
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Eliminate Attenuation (Process)
NASA uses guidelines like:7120.5d,7123, and 7120.2
Shuttle, ISS, Orion
• High dollar project
• High reliability required
• Crew safety
• Mission critical
• Expensive payloads
• High visibility
• Schedule constraints
• Costly replacement
• Paying customer
• Low cost project
• Low consequence of
failure
• Easily replaceable
hardware
• Little schedule pressure
• Under the radar
Human Space
Flight
Research &
Development
The scale of project rigor should always be adapted to the needs and scope of the project. Some attributes will drive rigor but not necessarily equally for all processes.
CM, Requirements, Data Management, etc
Accept Appropriate
Risk
•May or may not use guidelines• Learn as you go• May only implement processes after failure•Thoughtful and purposeful organizational controls•Push responsibility to the lowest levels•Assume they will say yes and assume they will forgive you•Buy the tools they need Hardware/PrototypeTechnology Development
Lean Culture Lessons from recent rapid development prototype projects
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