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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

…

Subsystem 1Delivery

4Subsystem 10

…

Subsystem 1Delivery

6Subsystem 10

…

System Engineering and Integration

Subsystem 1Delivery

1Subsystem 10

…

12

34

56

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

…

Subsystem 1Delivery

4Subsystem 10

…

Subsystem 1Delivery

6Subsystem 10

…

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 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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