Robert.ess
- 1. Bob Ess, Mission Manager Stephan Davis, Deputy Mission Manager Bruce Askins, Project Integration Manager www.nasa.gov Used with Permission
- 2. Outline ♦ Introduction to Ares I-X • Mission overview • Vehicle overview ♦ Org structure evolution ♦ Key enabling decisions ♦ Summary National Aeronautics and Space Administration 7465.2
- 3. Ares I-X: The Basics (1 of 2) ♦Mission overview • Uncrewed, suborbital development flight test • Collected engineering data from launch to first stage recovery • Support Ares I critical design review ♦Mission rationale • The Ares Projects reflect the Apollo method of “test as you fly” as well as current modeling practices until we are certain the rocket is safe enough to launch astronauts into space ♦Launch operations • Vehicle launched 11:30 a.m. Eastern Time, October 28, 2009, from Launch Complex 39B at Kennedy Space Center (KSC) National Aeronautics and Space Administration 7465.3
- 4. Ares I-X: The Basics (2 of 2) ♦Hardware overview • Primary flight hardware consisted of a four-segment solid rocket booster from the Space Shuttle program • Rocket controlled by Atlas V rocket avionics ♦Mission responsibilities • Bob Ess – Ares I-X Mission Management Manager − Stephan Davis and Jon Cowart – Deputy Managers • Jeff Hanley – Constellation Program Manager • Ed Mango – Launch Director ♦Status • Mission successfully completed all primary mission objectives • Onboard and telemetered data now being recovered and assessed • First stage hardware being dismantled and examined National Aeronautics and Space Administration 7465.4
- 5. Ares I-X Flight Test Objectives Achieved ALL objectives: Demonstrated control of a dynamically similar, integrated Ares I/Orion, using Ares I relevant ascent control algorithms Performed an in-flight separation/staging event between a Ares I-similar First Stage and a representative Upper Stage Demonstrated assembly and recovery of a new Ares I-like First Stage element at KSC Demonstrated First Stage separation sequencing, and quantified First Stage atmospheric entry dynamics, and parachute performance Characterized magnitude of integrated vehicle roll torque throughout First Stage flight National Aeronautics and Space Administration 7465.5
- 6. Vehicle Overview ♦ Combined proven space flight and simulation hardware • Active Systems included: − Four-segment solid rocket booster − Atlas V-based avionics − Roll control system − Parachutes deceleration system − Booster deceleration and tumble motors − Developmental flight instrumentation • Simulator hardware − Upper stage − Orion crew module − Launch abort system − Fifth segment of booster National Aeronautics and Space Administration 7465.6
- 7. Ares I-X Development Flight Test National Aeronautics and Space Administration 7465.7
- 8. Orion Crew Module/ Launch Abort System (CM/LAS) Simulator ♦ Outer mold line (OML) simulated Ares I design ♦ Developmental flight instrumentation (DFI) sensors measured aerodynamic and acoustic loads ♦ Developed at the NASA Langley Research Center, Hampton, VA Lifting fixture C-5 Transport to KSC CM/LAS being hoisted to High Bay 3 in VAB National Aeronautics and Space Administration 7465.8
- 9. Upper Stage Simulator (USS) USS to CM/LAS Interface ♦ USS mass and OML simulator SM Service Module SA Spacecraft Adapter ♦ Developed at NASA Glenn Research Center, Cleveland, OH US-7 Ballast US-6 US-5 Avionics in US-1 & US-7 DFI throughout US-4 US-3 Flange Machining US-2 Ballast US-1 Internal Access Door and ECS Service Panel IS-2 Interstage Road transport testing Super Stack heading for IS-1 stacking and integration USS to RoCS Interface USS to FS Interface National Aeronautics and Space Administration 7465.9
- 10. Roll Control System (RoCS) ♦ Provided post-launch 90-degree roll and mitigated adverse roll torques, which were minimal ♦ Hardware harvested from Peacekeeper ♦ Managed at NASA Marshall Interstage installation Space Flight Center, Huntsville, AL RoCS firing in flight National Aeronautics and Space Administration 7465.10
- 11. First Stage ♦ Key Heritage Hardware • 4 Segment Reusable Solid Rocket Motor (RSRM) • Thrust Vector Control (TVC) • Booster Separation Motors (BSMs) ♦ Modified Heritage Hardware • Shuttle Derived Avionics Ascent Operations • Aft Skirt ♦ Key New Developments for Ares I-X • Fifth Segment Simulator (5SS) • Forward Skirt (FS) • Forward Skirt Extension (FSE) • Frustum ♦ Ares I Designs • Parachutes • Flight Termination System Extension to Aft Segment ♦ Managed at NASA Marshall Space Flight Center Forward Structures National Aeronautics and Space Administration 7465.11
- 12. Avionics ♦ Primary avionics Avionics Systems subsystems: Integration Lab • FSAM • Guidance & Control System • Ground Command, Control, and Communication ♦ Managed at NASA Marshall Space Flight Ctr. First Stage Avionics Module (FSAM) Developmental Flight First Stage Avionics Instrumentation Module Engineering Model National Aeronautics and Space Administration 7465.12
- 13. Ground Operations ♦ USS segments and CM/LAS assembled into stacks in Vehicle Assembly Building (VAB) Hi-Bay 4 ♦ The First Stage segments and stacks integrated in VAB Hi-Bay 3 ♦ Recovery operations used refurbished launch control center existing Shuttle recovery ship Vehicle Stabilization System installation at Pad 39B Vehicle in Ares I-X Recovery Operations Ares I-X on Mobile Launch Platform VAB National Aeronautics and Space Administration 7465.13
- 14. Rollout ♦ Insert video of rollout to pad? National Aeronautics and Space Administration 7465.14
- 15. PLAY VIDEO National Aeronautics and Space Administration 7465.15
- 16. Ares I-X Key Milestones and Reviews Initial Concept Development Oct-05 Avionics FSAM CDR May-08 Initial Concept Briefing Dec-05 CDR Part 2 Jul-08 Second Concept Briefing Mar-06 USS Shipment Review Oct-08 ATP for FTP Ares I-X Aug-06 RoCS AR #1 Mar-09 Systems Requirement Review Nov-06 CM/LAS AR Apr-09 Avionics PDR Mar-07 RoCS AR #2 May-09 RoCS PDR Apr-07 USS AR May-09 CM/LAS PDR Apr-07 FS HAR 2 Jun-09 Ares I-X System PDR May-07 GS MLP/VAB/CCC ORR Jun-09 USS CDR May-07 FS HAR 3 Jun-09 I-X IMS Baselined Jun-07 Mate Review Jun-09 Avionics ATVC CDR Jun-07 Avionics System AR Jul-09 "X-Synch" Review Jul-07 FS Recovery Ops Readiness Jul-09 USS Charge 1 CDR Aug-07 IRR #3 – Pad Ops / Countdown Jul-09 Avionics FSAM PDR Sep-07 Avionics Flight Software AR Aug-09 USS Charge 2 CDR Oct-07 FS EAR Check Point Sept-09 Avionics System CDR Nov-07 First Stage EAR Oct-09 RoCS CDR Dec-07 ESMARR Oct-09 GS PDR Dec-07 MMO Pre-FTRR Dry Run Oct-09 FS CDR Jan-08 CxP Pre-FTRR & Roll Out Review Oct. 17 USS Charge 3 CDR Feb-08 SMSR & Center Director’s Review Oct. 19 CM/LAS CDR Feb-08 FTRR Oct. 23 System CDR Part 1 Mar-08 Certification Launch Simulation Oct. 24 Avionics Flight Software CDR Mar-08 L-1 Day Review Oct. 26 Administrator’s Briefing Apr-08 Ares I-X Launch from Pad 39B Oct. 28 16
- 17. Challenges ♦ Very aggressive schedule • Conceptual Development November 2005 – May 2006 • Interim ATP May 2006 • Authority to Proceed August 2006 • Launch Date Target April 2009 ♦ Distributed team • GRC Upper Stage Simulator • LaRC Orion Simulator, Systems Engineering and Integration (SE&I) • JSC Program Management • MSFC Avionics, First Stage, Roll Control, vehicle management • KSC Launch facilities, operations ♦ Program and project management and approval structure still under development while work already being done ♦ Ares I-X work was being done in conjunction with long-term Constellation Program (CxP) work: Ares I-X lacked a clear project identity National Aeronautics and Space Administration 7465.17
- 18. Organizational Structure ♦ Key to successful completion of Ares I-X was the organizational structure ♦ Initial organizational structure mirrored Constellation Program (CxP) structure • Launch vehicle components and SE&I were assigned to CLV (Ares) • Ground activities assigned to Ground Operations (GO) at KSC • CxP provided overall integration ♦ Challenges with org structure • Insufficient resources for program and projects to work on Ares I-X and complete tasks for long-term products • Ground and CLV “self-integrated” • Normal internal project boards/panels were used for review and approval • SE&I in Ares (CLV) was unable to integrate CLV and GO • “Multiple Chiefs” − JSC, MSFC, LaRC National Aeronautics and Space Administration 7465.18
- 19. Original Org Structure ADFT - Overall Level 2 (L2 T&V Flight Test Office) Level 3 ADFT-Vehicle ADFT-Ground (CLV) (KSC) 1st Upper Avionics CEV Stage Stage & FSW LAS SE&I RCS Vehicle Facility Launch Ops Processing Mods & Recovery 19
- 20. Roles & Intersections CLV/KSC CLV Joint KSC Lead Lead CEV Level II Lead CLV Lead Tasks Level II Tasks KSC Lead Tasks • Acquisition of Flight Test • Cx Flight Test Objectives • Acquisition of: Article: • ADFT Integration Flight Test Plan • Pad modifications • Development & Integration • Key Technical drivers, Acquisition • Stacking Operations • First stage value trades • Dummy U/S, CEV/LAS • Review key risk trades • Pre-launch Operations • Roll Control • Interstage • Post-test review/report lead • Launch Operations • Integration with SR&QA, Range & • Recovery Operations • Project Management up others to delivery of checked out elements stacking T&V, Ess, 4/18/06
- 21. Evolution ♦ Work progressed from ATP in August 2006 to Spring 2007 • Challenges became more pronounced and impeded efficient progress ♦ Overall system plagued by slowness in integration and decision-making • Too many organizations in charge • SE&I established within launch vehicle segment, then assigned to LaRC while CLV project management retained at MSFC • No true system integrator between vehicle and ground • Technical Authority path/approach not defined − Multiple Chief Engineers, delegated (minimal) Safety and Mission Assurance (S&MA) involvement ♦ Program recognized that current management structure would not be successful for a ‘fast-track’ project with very tight budget constraints National Aeronautics and Space Administration 7465.21
- 22. New Approach (1 of 2) ♦ “Lean Event” held May 2007 with representatives from key aspects of flight test ♦ Goal: establish clean-sheet approach to completing flight test efficiently and on time ♦ New organizational structure established • Ares I-X recreated as stand-alone “Mission Management Office” • Appointed single Mission Manager with decisional authority, reporting directly to CxP Manager • Established one Ares I-X Control Board (XCB) • Expanded scope of SE&I to include all aspects of mission • Gave Mission Manager responsibility for budget reporting National Aeronautics and Space Administration 7465.22
- 23. New Approach (2 of 2) ♦ Mission identity established • Established “zero-based” CxP and NASA requirements − Established clear S&MA requirements − Identified applicable technical standards − Established system engineering process relevant to one-time flight test • “Branded” mission with new Ares I-X name, logo • Conducted additional “Lean Events” on all mission elements to gain schedule margin back and minimize excessive or heritage requirements National Aeronautics and Space Administration 7465.23
- 24. New Ares I-X Organization Ares I-X Flight Test Mission Management Office Safety & Mission (MMO) Chief Engineers Assurance ( S& MA ) Mission & Dep. Managers Systems Engineering & Integration Chief Lead System Engineer Project Integration Manager Business Manager Project Integration (PI) Systems Engineering & Integration ( SE & I ) Upper Stage Roll Control Ground Ground CM/LAS First Stage Simulator Avionics System Systems Operations Simulator ( USS ) ( RoCS ) ( GS ) ( GO ) 24
- 25. Successes Enabled by New Organizational Structure ♦ Strong Management structure allowed for Managers to Accept Risk • Not all possible analyses or tests needed to be performed • “Good Enough” • Factors of safety were reviewed and changed ♦ Technical Disagreements handled within Mission Management Office • Hi-Pot Cable testing requirement example − NASA Standard − Not planned for I-X − Disagreement between Management and TA − Elevated to CxP Control Board − Resolved in a few weeks National Aeronautics and Space Administration 7465.25
- 26. Key Lessons Learned (1 of 6) ♦ (1) Establish clear mission objectives – in our case this… • Supported early definition flight and ground configurations • Defined the organizational structure • Supported a more rapid development timeline • Reduced continual assessment of mission objectives and requirements − Lesson: Establishing clear objectives early is recommended as a good thing to do – In our case it made a big difference − Don’t let them “evolve” National Aeronautics and Space Administration 26
- 27. Key Lessons Learned (2 of 6) ♦ (2) Ares I-X a employed a small and “flat” team organization, which... • Minimized decision times • Encouraged communication • Enhanced the “sense of team” • At times, caused work overloading − Lesson: A small, flat team worked well for Ares I-X. It may not work in other situations. The one drawback is the threat of work overload on key people. National Aeronautics and Space Administration 7465.27
- 28. Key Lessons Learned (3 of 6) ♦ (3) The difficulty in developing loads and environments was underestimated… • Load changes occurred right up to the end and this caused a strain on the team and additional time pressure − Lesson 1: Work loads and environments diligently starting as soon as possible − Lesson 2: Expect loads and environments changes and plan accordingly National Aeronautics and Space Administration 28
- 29. Key Lessons Learned (4 of 6) ♦ (4) Regarding DFI (Development Flight Instrumentation) activities… • Asking the engineers & scientists what sensors they needed (wanted) resulted in over 5,000 sensors! − Lesson: Working top down from objectives leads to a more appropriate sensor suite. • More time was spent in discussing potential sensor removal (or better stated as “not installation”) than actual time installing the sensors − Lesson (1): Realize that proposing to reduce an approved sensor suite will most likely result in a lengthy discussion (controversy) − Lesson (2): Identify a DFI Control Board to handle issues National Aeronautics and Space Administration 29
- 30. Key Lessons Learned (5 of 6) ♦ (5) Very strong institution and program ways of doing business are very hard to alter • Multiple Centers needs some common interfaces to work together • Terminology is very different between centers − Verification − Integrated Testing − Flight Readiness (CoFR) − CM, CAD, etc. • Institutions may ask for additional studies, reviews − Drives program costs − Establish review process early (not every center has to review work if it is in support of another center – just have one review) • Avoid NASA watching NASA watching contractor(provider) − Too many groups want to see and review themselves − Establish review (IV&V) process in detail • NASA does NOT do it better − Many contractor process are as good or better − Reluctance to use if different than NASA Standards, experience, etc. National Aeronautics and Space Administration 7465.30
- 31. Key Lessons Learned (6 of 6) • (6) Establish an Engineering Development Fixture (EDF) of CAD 3-D models – in our case this… – Supported fit checks of interfaces and configuration changes/updates – Supported moving fast in the design process with communication at the design level between IPTs – Supported the engineering and independent review process used in detailed communication of the design • Lesson: Establishing the requirement for an EDF early in the design process is a good thing to do • – In our case it found interferences early that saved schedule, cost, and rework • Include a CAD model delivery schedule and format specifications as contractual requirements • – In our case it was done out of team goals • Develop fixed standards for model submission formats at the start of the design • – In our case we did not, and much time was spent on conversion that slowed our use of EDF 31 National Aeronautics and Space Administration
- 32. Summary ♦ Ares I-X is the first successful flight of NASA’s Constellation Program ♦ Data being analyzed now but we have learned many valuable lessons already ♦ This test returns NASA to its history as an aerospace pioneer ♦ Lessons from Ares I-X will apply to any vehicle the Constellation Program called upon to build National Aeronautics and Space Administration 7465.32
- 33. Backup National Aeronautics and Space Administration 7465.33