EVA worksite analysis—Use of computer analysis for EVA operations development and execution

To sustain the rate of extravehicular activity (EVA) required to assemble and maintain the International Space Station, we must enhance our ability to plan, train for, and execute EVAs. An underlying analysis capability has been developed to ensure EVA access to all external worksites as a starting point for ground training, to generate information needed for on-orbit training, and to react quickly to develop contingency EVA plans, techniques, and procedures. This paper describes the use of computer-based EVA worksite analysis techniques for EVA worksite design. EVA worksite analysis has been used to design 80% of EVA worksites on the U.S. portion of the International Space Station. With the launch of the first U.S. element of the station, EVA worksite analysis is being developed further to support real-time analysis of unplanned EVA operations. This paper describes this development and deployment of EVA worksite analysis for International Space Station (ISS) mission support.     

Canada and the International Space Station program: overview and status

The twelve months since IAF 2000 have been perhaps the most exciting, challenging and rewarding months for Canada since the beginning of our participation in the International Space Station program in 1984. The highlight was the successful launch, on-orbit check out, and the first operational use of Canadarm2, the Space Station Remote Manipulator System, between April and July 2001. The anomalies encountered and the solutions found to achieve this success are described in the paper. The paper describes, also, the substantial progress that has been made, during the twelve months since IAF 2000, by Canada as it continues to complete work on all flight-elements of its contribution to the International Space Station and as we transition into real-time Space Station operations support and Canadian utilization. Canada's contribution to the International Space Station is the Mobile Servicing System (MSS), the external robotic system that is key to the successful assembly of the Space Station, the maintenance of its external systems, astronaut EVA support, and the servicing of external science payloads. The MSS ground segment that supports MSS operations, training, sustaining engineering, and logistics activities is reaching maturity. The MSS Engineering Support Center and the MSS Sustaining Engineering Facility are providing real-time support for on-orbit operations, and a Canadian Payloads Telescience Operations Center is now in place. Mission Controllers, astronauts and cosmonauts from all Space Station Partners continue to receive training at the Canadian Space Agency. The Remote Multi Purpose Room, one element of the MSS Operations Complex, will be ready to assume backroom support in 2002. Canada has completed work on identifying its Space Station utilization activities for the period 2000 through 2004. Also during the past twelve months the CSA drafted and is proceeding with the approval of a Canadian Space Station Commercialization Policy. Canadian astronauts have now participated in three ISS assembly missions--Julie Payette on STS-96, Marc Garneau on STS-97, and Chris Hadfield on STS-100 in April 2001 during which he performed Canada's first EVA and the successful installation of the Space Station Remote Manipulator System.     

The International Space Station: a pathway to the future

Nearly six years after the launch of the first International Space Station element, and four years after its initial occupation, the United States and our 6 international partners have made great strides in operating this impressive Earth orbiting research facility. This past year we have done so in the face of the adversity of operating without the benefit of the Space Shuttle. In his January 14, 2004, speech announcing a new vision for America's space program, President Bush affirmed the United States' commitment to completing construction of the International Space Station by 2010. The President also stated that we would focus our future research aboard the Station on the long-term effects of space travel on human biology. This research will help enable human crews to venture through the vast voids of space for months at a time. In addition, ISS affords a unique opportunity to serve as an engineering test bed for hardware and operations critical to the exploration tasks. NASA looks forward to working with our partners on International Space Station research that will help open up new pathways for future exploration and discovery beyond low Earth orbit. This paper provides an overview of the International Space Station Program focusing on a review of the events of the past year, as well as plans for next year and the future.     

Research priorities and plans for the International Space Station-results of the 'REMAP' Task Force

Recent events in the International Space Station (ISS) Program have resulted in the necessity to re-examine the research priorities and research plans for future years. Due to both technical and fiscal resource constraints expected on the International Space Station, it is imperative that research priorities be carefully reviewed and clearly articulated. In consultation with OSTP and the Office of Management and budget (OMB), NASA's Office of Biological and Physical Research (OBPR) assembled an ad-hoc external advisory committee, the Biological and Physical Research Maximization and Prioritization (REMAP) Task Force. This paper describes the outcome of the Task Force and how it is being used to define a roadmap for near and long-term Biological and Physical Research objectives that supports NASA's Vision and Mission. Additionally, the paper discusses further prioritizations that were necessitated by budget and ISS resource constraints in order to maximize utilization of the International Space Station. Finally, a process has been developed to integrate the requirements for this prioritized research with other agency requirements to develop an integrated ISS assembly and utilization plan that maximizes scientific output.     

New challenges for life sciences flight project management

Scientists have conducted studies involving human spaceflight crews for over three decades. These studies have progressed from simple observations before and after each flight to sophisticated experiments during flights of several weeks up to several months. The findings from these experiments are available in the scientific literature. Management of these flight experiments has grown into a system fashioned from the Apollo Program style, focusing on budgeting, scheduling and allocation of human and material resources. While these areas remain important to the future, the International Space Station (ISS) requires that the Life Sciences spaceflight experiments expand the existing project management methodology. The use of telescience with state-of-the-art information technology and the multi-national crews and investigators challenges the former management processes. Actually conducting experiments on board the ISS will be an enormous undertaking and International Agreements and Working Groups will be essential in giving guidance to the flight project management Teams forged in this matrix environment must be competent to make decisions and qualified to work with the array of engineers, scientists, and the spaceflight crews. In order to undertake this complex task, data systems not previously used for these purposes must be adapted so that the investigators and the project management personnel can all share in important information as soon as it is available. The utilization of telescience and distributed experiment operations will allow the investigator to remain involved in their experiment as well as to understand the numerous issues faced by other elements of the program. The complexity in formation and management of project teams will be a new kind of challenge for international science programs. Meeting that challenge is essential to assure success of the International Space Station as a laboratory in space.     

Open for business: a new approach to commercialisation of the International Space Station

The International Space Station (ISS) is the result of collaboration between 15 countries [Inter-Governmental Agreement (IGA) between the Governments of Canada, the United States of America, Japan, Russia and ESA member States, concerning co-operation on the civil International Space Station, 1998]. Originally planned as a scientific facility, a shift in policy of the partners has recently occurred towards commercialisation of the Station. This article is a response to this policy shift. Based on a report prepared by a Master of Space Studies class at ISU, it set outs to identify the major constraints in which the potential commercial user must operate and proposes solutions for both commercial user and the partner space agencies to facilitate this commercialisation process. At a time when spacefaring nations face reduced fiscal resources and increasing pressure from their constituencies to justify the huge costs of the ISS, commercialising utilisation seems a logical solution. Clearly, successful commercialisation can help recover some of the development and operating costs of the ISS. The structure of the article is divided into two main parts. The first part proposes new solutions to existing constraint to ISS commercialisation in areas of policy, law, technology and business. Its conclusions are integrated and unified into A New Approach towards ISS commercialisation. This approach is then applied in part two to two case studies: the International Space Satellite Servicing Station (I4S) and protein crystallisation. The article then concludes with a recommended approach to the future of ISS commercialisation.     

Recent NASA research accomplishments aboard the ISS

The activation of the US Laboratory Module "Destiny" on the International Space Station (ISS) in February 2001 launched a new era in microgravity research. Destiny provides the environment to conduct long-term microgravity research utilizing human intervention to assess, report, and modify experiments real time. As the only available pressurized space platform, ISS maximizes today's scientific resources and substantially increases the opportunity to obtain much longed-for answers on the effects of microgravity and long-term exposure to space. In addition, it evokes unexpected questions and results while experiments are still being conducted, affording time for changes and further investigation. While building and outfitting the ISS is the main priority during the current ISS assembly phase, seven different space station crews have already spent more than 2000 crew hours on approximately 80 scientific investigations, technology development activities, and educational demonstrations.     

Brazilian participation in the International Space Station (ISS) program: commitment or bargain struck?

The invitation to Brazil to join the International Space Station (ISS) program illustrates the way that foreign-policy makers in the USA favor short-term decisions over long-term commitments, while, in accepting the invitation, Brazil was also promoting other objectives. In taking the initiative to invite Brazil, President Clinton provided a unique opportunity to a middle-to-low-ranking spacefaring developing country to join the program as part of NASA's quota for the ISS. However, this action was the result of exchanges and bargains between the two countries, involving domestic and international interests on both sides—not all directly related to ISS activities—targeted at security and industrialization issues. These included the international non-proliferation regime, the commercialization of space systems and facilities (particularly Brazil's Alcantara Launch Center) and intellectual property.     

Commercializing the International Space Station: current US thinking

This article provides an overview of NASA's plans to encourage commercial use of the International Space Station (ISS). It examines the reasons driving such commercialization and highlights those private companies currently most interested in undertaking profit-making operations on the station, as well as discussing those activities most likely to be seen as commercial possibilities. The steps NASA is taking to stimulate private interest are enumerated. Various unresolved issues are raised, such as the legal issues associated with commercial research, charging policy for in-orbit operations and ‘metering’ of in-orbit resources. It is noted that the international dimension of the ISS has thus far received little consideration in the USA.     

Dextre: Improving maintenance operations on the International Space Station

The Special Purpose Dexterous Manipulator (SPDM), known as “Dextre”, is currently slated to launch in February 2008 for deployment on the International Space Station (ISS) as the final component of Canada's Mobile Servicing System (MSS). Dextre's primary role on the Space Station is to perform repair and replacement (R&R) maintenance tasks on robotically compatible hardware such as Orbital Replaceable Units (ORUs), thereby eventually easing the burden on the ISS crew.This burden on the on-orbit crew translates practically into crew time being a limited resource on the ISS, and as such, finding ways to assist the crew in performing their tasks or offloading the crew completely when appropriate is a bonus to the ISS program. This is already accomplished very effectively by commanding as many non-critical robotics tasks as possible, such as powering up and free-space maneuvering of the Space Station Remote Manipulator System (SSRMS), known as “Canadarm2”, from the Ground.Thus, beyond its primary role, and based on an increasing clarity regarding the challenges of external maintenance on the ISS, Dextre is being considered for use in a number of ways with the objective of improving ISS operations while reducing and optimizing the use of crew time through the use of ground control for various tasks, pre-positioning hardware, acting as a temporary storage platform to break an Extra Vehicular Activity (EVA) day into manageable timelines, and extending the physical reach and range of the Canadarm2.This paper discusses the planned activities and operations for Dextre an rationale for how these will help optimize the use of crew resources on the ISS.     

International space station: : Ready to fly

The International Space Station (ISS) is no longer a paper program, focused on design, development and planning. It is an operational program, with hardware soon to be launched and ground systems in place. Additional modules, components and elements are now under construction in almost all of the 16 ISS International Partner and Participant countries, with metal being bent, software being written, and testing ongoing. Crew members for the first four crews are in training in the U.S. and Russia, with the first crew launching in mid 1999. Mission control centers are fully functioning in Houston and Moscow, with operations centers in St. Hubert, Darmstadt, Tsukuba, Turino, and Huntsville going on line as they are required.

The International Space Station, as the largest international civil program in history, features unprecedented technical, managerial, and international complexity. Seven international partners and participants encompassing 15 countries are involved in the ISS. Each partner is contributing and will be operating separate pieces of hardware, to be integrated on-orbit into a single orbital station. Mission control centers, launch vehicles, astronauts/cosmonauts, and support services will be provided by partners across the globe, but must function in a coordinated, integrated fashion. This paper will review the accomplishments of the ISS Program and each of the Partners and Participants over the past year, focusing on completed milestones and hardware. It will also give a status report on the development of the remainder of the ISS modules and components by each Partner and Participant, and discuss upcoming challenges.     

Initial characterization of the microgravity environment of the international space station: increments 2 through 4

The primary objective of the International Space Station (ISS) is to provide a long-term quiescent environment for the conduct of scientific research for a variety of microgravity science disciplines. This paper reports to the microgravity scientific community the results of an initial characterization of the microgravity environment on the International Space Station for increments 2 through 4. During that period almost 70,000 hours of station operations and scientific experiments were conducted. 720 hours of crew research time were logged aboard the orbiting laboratory and over half a terabyte of acceleration data were recorded and much of that was analyzed. The results discussed in this paper cover both the quasi-steady and vibratory acceleration environment of the station during its first year of scientific operation. For the quasi-steady environment, results are presented and discussed for the following: the space station attitudes Torque Equilibrium Attitude and the X-Axis Perpendicular to the Orbital Plane; station docking attitude maneuvers; Space Shuttle joint operation with the station; cabin de-pressurizations and the station water dumps. For the vibratory environment, results are presented for the following: crew exercise, docking events, and the activation/de-activation of both station life support system hardware and experiment hardware. Finally, a grand summary of all the data collected aboard the station during the 1-year period is presented showing where the overall quasi-steady and vibratory acceleration magnitude levels fall over that period of time using a 95th percentile benchmark.     

One year old and growing: a status report of the International Space Station and its partners.

The International Space Station (ISS), as the largest international science and engineering program in history, features unprecedented technical, cost, scheduling, managerial, and international complexity. A number of major milestones have been accomplished to date, including the construction of major elements of flight hardware, the development of operations and sustaining engineering centers, astronaut training, and eight Space Shuttle/Mir docking missions. International partner contributions and levels of participation have been baselined, and negotiations and discussions are nearing completion regarding bartering arrangements for services and new hardware. As ISS is successfully executed, it can pave the way for more inspiring cooperative achievements in the future.     

Leadership and large-scale technology: The case of the International Space Station

Large-scale, long-term technological programs funded by government are extraordinarily difficult to begin, maintain, and complete. They must negotiate not only technical, but also political hurdles. International connections add to the complexity. This paper analyzes the course of the International Space Station (ISS) from the perspective of the NASA administrator. The roles of James Beggs, Dan Goldin and Sean O’Keefe are discussed as illustrative of how top federal executives can influence such programs. Much depends on when in the program's life cycle an administrator happens to serve and how long he or she serves. There are times when major decisions are possible, and the course of a program set for years. However, these strategic decisions also require tactical choices along the way. The function of the NASA administrator is to successfully harmonize the political environment and technical realities of a huge program like ISS. Administrators influence the birth and execution of a program through choices they make, resources they acquire, and coalitions of support they build for the program. As a program like ISS extends over many years, program success requires NASA administrators to move a technological enterprise forward, rather than to let it drift or be terminated.     

The European Astronaut Centre prepares for International Space Station operations

The European Space Agency (ESA) contribution to the International Space Station (ISS) goes much beyond the delivery of hardware like the Columbus Laboratory, its payloads and the Automated Transfer Vehicles. ESA Astronauts will be members of the ISS crew. ESA, according to its commitments as ISS international partner, will be responsible to provide training on its elements and payloads to all ISS crewmembers and medical support for ESA astronauts. The European Astronaut Centre (EAC) in Cologne has developed over more than a decade into the centre of expertise for manned space activities within ESA by contributing to a number of important co-operative spaceflight missions. This role will be significantly extended for ISS manned operations. Apart from its support to ESA astronauts and their onboard operations, EAC will have a key role in training all ISS astronauts on ESA elements and payloads. The medical support of ISS crew, in particular of ESA astronauts has already started. This paper provides an overview on status and further plans in building up this homebase function for ESA astronauts and on the preparation towards Training Readiness for ISS crew training at EAC, Cologne. Copyright 2001 by the European Space Agency. Published by the American Institute of Aeronautics and Astronautics, Inc., with permission. Released to IAF/IAA/AIAA to publish in all forms.     

Safety implications of unscheduled situations in the operation of tethered satellite systems from the international space station

Space based experiments involving the use of tethers were examined with a view to identifying the implications of unscheduled events such as tether severance and interference between the tether and other hardware. It is the authors opinion that these type of events, which have important consequences for the operation of tethers in space, have received insufficient consideration in the extensive literature on the subject. In particular, the investigation of the interference event appears to be completely new. The examination focussed on tether experiments planned for the forthcoming International Space Station (ISS). Results were obtained through the use of a highspeed, non-linear, computer simulation model specifically designed for use with tethered satellite systems. Simulations showed that both severance and interference were possible during retrieval of the tether, particularly if ‘skip-rope’ motion is initiated. The motion following each of these incidents is predicted and shows that these unscheduled events are potentially very hazardous for the ISS. While the results of these simulations are not directly applicable to specific operations on the ISS, they fulfill the primary purpose of this paper which is the demonstration of this new technology.     

The International Space Station human life sciences experiment implementation process.

The selection, definition, and development phases of a Life Sciences flight research experiment has been consistent throughout the past decade. The implementation process, however, has changed significantly within the past two years. This change is driven primarily by the shift from highly integrated, dedicated research missions on platforms with well defined processes to self contained experiments with stand alone operations on platforms which are being concurrently designed. For experiments manifested on the International Space Station (ISS) and/or on short duration missions, the more modular, streamlined, and independent the individual experiment is, the more likely it is to be successfully implemented before the ISS assembly is completed. During the assembly phase of the ISS, science operations are lower in priority than the construction of the station. After the station has been completed, it is expected that more resources will be available to perform research. The complexity of implementing investigations increases with the logistics needed to perform the experiment. Examples of logistics issues include- hardware unique to the experiment; large up and down mass and volume needs; access to crew and hardware during the ascent or descent phases; maintenance of hardware and supplies with a limited shelf life,- baseline data collection schedules with lengthy sessions or sessions close to the launch or landing; onboard stowage availability, particularly cold stowage; and extensive training where highly proficient skills must be maintained. As the ISS processes become better defined, experiment implementation will meet new challenges due to distributed management, on-orbit resource sharing, and adjustments to crew availability pre- and post-increment.     

SPHERES flight operations testing and execution

Synchronized Position Hold Engage Reorient Experimental Satellites (SPHERES) is a formation flight testing facility consisting of three satellites operating inside the International Space Station (ISS). The goal is to use the long term microgravity environment of the ISS to mature formation flight and docking algorithms. The operations processes of SPHERES have also matured over the course of the first seven test sessions. This paper describes the evolution of the SPHERES program operations processes from conception to implementation to refinement through flight experience. Modifications to the operations processes were based on experience and feedback from Marshall Space Flight Center Payload Operations Center, USAF Space Test Program office at Johnson Space Center, and the crew of Expedition 13 (first to operate SPHERES on station). Important lessons learned were on aspects such as test session frequency, determination of session success, and contingency operations. This paper describes the tests sessions; then it details the lessons learned, the change in processes, and the impact on the outcome of later test sessions. SPHERES had very successful initial test sessions which allowed for modification and tailoring of the operations processes to streamline the code delivery and to tailor responses based on flight experiences.     

Ground based ISS payload microgravity disturbance assessments

In order to verify that the International Space Station (ISS) payload facility racks do not disturb the microgravity environment of neighboring facility racks and that the facility science operations are not compromised, a testing and analytical verification process must be followed. Currently no facility racks have taken this process from start to finish. The authors are participants in implementing this process for the NASA Glenn Research Center (GRC) Fluids and Combustion Facility (FCF). To address the testing part of the verification process, the Microgravity Emissions Laboratory (MEL) was developed at GRC. The MEL is a 6 degree of freedom inertial measurement system capable of characterizing inertial response forces (emissions) of components, sub-rack payloads, or rack-level payloads down to 10(-7) g's. The inertial force output data, generated from the steady state or transient operations of the test articles, are utilized in analytical simulations to predict the on-orbit vibratory environment at specific science or rack interface locations. Once the facility payload rack and disturbers are properly modeled an assessment can be made as to whether required microgravity levels are achieved. The modeling is utilized to develop microgravity predictions which lead to the development of microgravity sensitive ISS experiment operations once on-orbit. The on-orbit measurements will be verified by use of the NASA GRC Space Acceleration Measurement System (SAMS). The major topics to be addressed in this paper are: (1) Microgravity Requirements, (2) Microgravity Disturbers, (3) MEL Testing, (4) Disturbance Control, (5) Microgravity Control Process, and (6) On-Orbit Predictions and Verification.