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NASA requires continuous risk management for all programs and projects. The risk management process identifies risks, analyzes their impact, prioritizes them, develops and carries out plans to mitigate or accept them, tracks risks and mitigation plans, and communicates and documents risk information. Project risk management is driven by the project goal and is performed by the entire team. Risk management begins early in the formulation phase with initial risk identification and development of a risk management plan and continues throughout the project life cycle. This paper describes a risk management approach that is suggested for use in NASA's Human Support Research and Technology (HSRT).

The purpose of NASA's Research and Development (R&D) programs is to provide advanced human support technologies for the Exploration Systems Mission Directorate (ESMD). The new technologies must be sufficiently attractive and proven to be selectable for future missions. This requires identifying promising candidate technologies and advancing them in technology readiness until they are likely options for flight. The R&D programs must select an array of technology development projects, manage them, and either terminate or continue them, so as to maximize the delivered number of potentially usable advanced human support technologies. This paper proposes an effective project selection methodology to help manage NASA R&D project portfolios.

How much integrated system level test should be performed on a spacecraft before it is launched? Although sometimes system test is minimized, experience shows that systems level testing should be thorough and complete. Reducing subsystem testing is a less dangerous way to save cost, since it risks finding problems later in system test, while cutting systems test risks finding them even later on orbit. Human-rated spacecraft test planning is informal, subjective, and inconsistent, and its extent is often determined by the decision maker's risk tolerance, decision-making style, and long-term or short-term view. Decisions on what to test should be guided by an overall mission cost-benefit analysis, similar to the risk analysis used to guide development efforts.

This paper describes engineering rules of thumb for life support system design. One general design rule is that the longer the mission, the more the life support system should use regenerable technologies and recycling. A more specific rule is that, if plants supply more than about half the food, the plants will provide all the oxygen needed by the crew. There are many such design rules that can help in planning the analysis of life support systems or in assessing design concepts. These rules typically describe the results of steady state, “back of the envelope,” trade-off calculations. They are useful in suggesting plausible candidate life support system designs or approaches. Life support system engineers should consider the basic design rules and make quick steady state calculations as a guide before doing detailed design.

This paper considers system design and technology selection for the crew air and water recycling systems to be used in long duration human space exploration. The ultimate objective is to identify the air and water technologies likely to be used for the vision for space exploration and to suggest alternate technologies that should be developed. The approach is to conduct a preliminary systems engineering analysis, beginning with the Air and Water System (AWS) requirements and the system mass balance, and then to define the functional architecture, review the current International Space Station (ISS) technologies, and suggest alternate technologies.

This work presents a simple and useful project process model. The project model directly shows how a few basic parameters determine project duration and cost and how changes in these parameters can improve them. Project cost and duration can be traded-off by adjusting the work rate and staffing level. A project's duration and cost can be computed on the back of an envelope, with an engineering calculator, or in a computer spreadsheet. The project model can be simulated dynamically for further insight. The project model shows how and why projects can greatly exceed their expected duration and cost. Delays and rework requirements may create work feedback loops that increase cost and schedule in non-proportional and non-intuitive ways.