The Challenges of Integrating NASA’s Constellation Systems Launch Vehicles Project Capital: Human, Budget, and Data

Paper number

IAC-06-D2.2.01

Author

Mr. Michael L. Burris, National Aeronautics and Space Administration (NASA)/Langley Research Center, United States

Coauthor

Mr. Kenneth B Morris, National Aeronautics and Space Administration (NASA)/Marshall Space Flight Center, United States

Coauthor

Ms. Kathleen Pollard, National Aeronautics and Space Administration (NASA)/Marshall Space Flight Center, United States

Year

2006

Abstract

The U.S. Vision for Space Exploration directs NASA to retire the Space Shuttle in 2010 and to replace it with safe, reliable, and cost-effective space transportation systems for crew and cargo travel to the Moon, Mars, and beyond. Crew transportation to the International Space Station is planned for 2012, and the first lunar return mission is planned for 2017. The Crew Launch Vehicle (CLV) that lofts the Crew Exploration Vehicle (CEV) is an in-line configuration with a Space Shuttle legacy 5-segment Reusable Solid Rocket Motor (RSRM) as the first stage and a new upper stage powered by a J-2X engine, an evolution from the Apollo Program’s Saturn IB (S-IVB stage) and Saturn V (S-II stage). The heavy-lift Cargo Launch Vehicle (CaLV) also builds on heritage hardware, with a propulsion core consisting of a modified Space Shuttle External Tank with five expendable Space Shuttle Main Engines (RS-25f) and two RSRMs. The CaLV Earth Departure Stage (EDS), also powered by the J-2X engine, will carry the Lunar Surface Access Module (LSAM).

Challenges facing all emerging space transportation initiatives include building and nurturing an experienced, dedicated team with the right skills for the tasks required; allocating and tracking the fiscal capital invested in relation to technical progress against an integrated master schedule; and turning data generated into information and knowledge that results in superior products for customers and stakeholders. This paper focuses on how NASA’s Exploration Launch Office, which is responsible for delivering these launch vehicles, integrates resources to create an engineering business environment that promotes mission success.

It has been more than 30 years since the Space Shuttle was designed; therefore, the current aerospace workforce base has limited experience with that aspect of human-rated space flight hardware. One risk reduction strategy is to build upon legacy systems and a foundation of extensive lessons learned from Apollo-era veterans and Space Shuttle experts. The launch vehicles’ funding profile is sustainable over the course of designing, developing, testing, evaluating, fielding, and operating complex spacecraft. Business professionals assist technical managers in planning, tracking, and forecasting resource utilization against an integrated master schedule that horizontally and vertically interlinks hardware elements and milestone events. NASA uses a wide range of state-of-the-art information technology to connect its diverse, decentralized teams and to provide timely, accurate information for decision-makers. In these and other ways, NASA implements value-added solutions to the ever-present challenges of effective, efficient resource integration

Abstract document

IAC-06-D2.2.01.pdf

Manuscript document

IAC-06-D2.2.01.pdf (🔒 authorized access only).

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