16.83 Space Systems Engineering

1
16.83 Space Systems Engineering

• Spring 2005
• Course Introduction
• Prof. Annalisa L. Weigel

2
Teaching Team
3
What is 16.83?

• Capstone course
• Experience in systems engineering and design for
  space systems
• Different from other courses no one right answer
• Creativity and teamwork are essential

4
Background to Class Project

• New Vision for NASA Explore the moon and Mars
• New vehicles, capabilities needed that NASA
  doesnt have
• Use the same set of hardware for both
  destinations?
• Mars-back Approach Analyze what would be
  necessary for a more strenuous Mars mission, and
  then scale the size back as appropriate for the
  moon while retaining the key design aspects
  necessary for Mars
• 11 contractor teams working on 1st element of
  Vision Crew Exploration Vehicle (CEV) Earth ?
  lunar vicinity

Details of descent/ascent to/from lunar surface
not addressed
5
Class Project

• Using a Mars-back approach, assess the design
  options for a lunar landing capability that will
  bring a crew from low lunar orbit down to the
  surface of the moon
• Top level requirements
• Transport 3 people to and from the lunar surface
  and support them there for 4 days.
• Transport 4 people to and from the lunar surface,
  support them there for 1 day, and remain dormant
  during long duration surface stays of up to 180
  days (while crew is in separate habitat)
• Transport 1 metric ton of cargo to the lunar
  surface
• Be capable of landing the crew at any latitude
  and longitude location on the moon
• Abort the mission at any time and return the crew
  safely and immediately to earth

6
Architectures under consideration

• Lunar landing capability will need to be designed
  to fit within the overall architectures of human
  lunar exploration being investigated
• Three leading architectures
• Arch A CEV to lunar orbit, lunar orbit
  rendezvous for return
• Arch B CEV to lunar surface, direct return to
  earth
• Arch C CEV to lunar surface, lunar orbit
  rendezvous for return
• Class must examine and compare lunar landing
  capability design options for all three
  architectures
• ? Produce the Houbolt report for your generation!

7
Arch A CEV to lunar orbit, lunar orbit
rendezvous for return
4
7
3
5
6
2
1
8
From Earth
To Earth
8
Arch B CEV to lunar surface, direct return to
earth
4
7
6
5
2
8
3
1
From Earth
To Earth
9
Arch C CEV to lunar surface, lunar orbit
rendezvous for return
4
7
5
6
2
8
3
1
From Earth
To Earth
10
Learning Objectives

• At the end of this course, students should be
  able to
• Identify key space system design trades
• Formulate a system trades analysis plan
• Carry out system trades analyses and evaluate
  results for design implications
• Understand design intricacies and detailed trades
  of one or more subsystems
• Work effectively within a design team
• Facilitate team progress towards a goal as both a
  leader and a member
• Structure and deliver effective oral systems
  engineering and design presentations
• Structure and write effective systems engineering
  and design documentation

11
Expectations of Students

• Students are expected to
• Demonstrate professionalism, courtesy, and
  respect for fellow classmates, visitors, and the
  teaching team.
• Encourage each others full participation in the
  creative design process. A good design needs
  everybodys input and out-of-the-box ideas.
• Attend and be on time to all class lectures and
  team work times (MWF1-3, plus others as scheduled
  separately by teams).
• Read assigned materials prior to the class period
  in which they will be introduced.

12
Expectations of the Teaching Team

• Students may expect the teaching team to
• Be available outside class times by appointment.
• Provide advice and guidance on the design
  process.
• Provide technical feedback on the quality of the
  design work.
• Return assignments and provide feedback on
  presentations and written documents in a timely
  manner.
• Provide suggestions on additional references and
  consultants.
• Interface with the customer on behalf of the
  class.
• Be mentors and guides to learning the system
  design process.

13
Course Schedule

• Lecture schedule
• Collaboratively set by the teaching team and the
  students
• First schedule document to be released in class
  on Feb 4
• Milestone review schedule
• Final report due on last day of class

14
Class Organization

• Pre-TARR
• Three teams, each assessing one architecture
• A systems team to coordinate presentations,
  documentation, and work across teams
• Post-TARR
• Several teams oriented around subsystem
  disciplines, each assessing all three
  architectures
• A systems team to coordinate presentations,
  documentation, and work across teams

15
Schedule for first week of class
Please note reading and homework due on Friday,
Feb 4!
16
Deliverables

• The deliverables for each student in 16.83 are
• Written one-page memos based on assigned
  readings.
• One informal status report presented to the
  class.
• Two formal oral presentation to the class as part
  of the TARR, PDR, or CDR.
• Annotated viewgraphs for each of the three formal
  presentations.
• Two colleague evaluations, assessing other
  students work.
• Contributions to the classs written
  deliverables.
• The deliverables for the entire 16.83 class are
• The three formal presentations (TARR, PDR, CDR)
  plus annotated viewgraphs.
• The Final Report.

17
Grading
18
Academic Honesty in Design

• The fundamental principle of academic integrity
  is that you must fairly represent the source of
  the intellectual content of work that you submit
  for credit. 16.83 is a design course heavily
  dependent on teamwork. It is important that
  individual contributions to the team effort be
  properly identified. Those individuals may be
  team members, faculty, book authors, invited
  speakers, etc.

19
Required Texts

• The following texts are required for this course
• Space Mission Analysis and Design (SMAD), James
  R. Wertz Wiley J. Larson, eds. (Third Edition),
  Microcosm Press, Kluwer Academic Publishers,
  Space Technology Library, 1999. This is the
  bible of space design. Available at the Coop.
• Space Vehicle Design (Second Edition), Michael D.
  Griffin and James R. French, American Institute
  of Aeronautics and Astronautics, 2004. An
  excellent text for space system design. Available
  at the Coop.

20
Systems Engineering Managementa.k.a. creating
order from chaos
21
Definitions

• What is Systems Engineering?
• the ensemble of coordinated analyses,
  simulations, and processes which lead to a
  technical product which best meets the needs of
  an identified customer.
• What does it mean to manage systems engineering?
• Systems engineering management requires the
  allocation of resources in a manner that ensures
  success.
• Resources include funds, schedule, personnel,
  tools, and environment.
• Proper allocation requires that the manager
  continuously predicts the future needs of the
  program and technical hurdles and allocates the
  currently available resources such that these
  needs are met and these hurdles are cleared at
  the appropriate time.

Slide courtesy Miller, de Luis, and Keesee
22
The Restaurant Analogy

• INGREDIENTS - available technologies, funds,
  schedule, personnel, etc.
• APPLIANCES - tools (e.g., software) for
  synthesizing, modeling, and analyzing a design.
• KITCHEN - environment in which tools and
  communications are exercised (e.g., design room).
• CHEF ASSISTANTS - the systems engineering team.
• RECIPE - the sequence of activities, tests, and
  refinements used to ensure the successful
  completion of the product
• MEAL - the product that arrives on time, on
  budget, and meets requirements (tastes good)
• All are required to produce a good yet
  cost-effective meal/product

Slide courtesy Miller, de Luis, and Keesee
23
Key Elements of Systems Management

• Resources (margins)
• Resources provide the fuel. Holding margin
  ensures that fuel is available when you need it.
  Spend it sparingly and wisely. Very painful to
  get more later
• Scheduling
• Scheduling coordinates the various activities of
  the team to ensure that the team receives
  information and hardware when it is needed.
  Scheduling identifies when and on what to spend
  resources (including allocating personnel) to
  ensure success when it is needed.
• Prototyping
• Analysis and simulation only answer some
  questions. Others require actual testing in
  hardware. Prototyping can be a
  resource-effective element of the design process.

Slide courtesy Miller, de Luis, and Keesee
24
Key Elements (cont.)

• Communications
• Keep the team on the same page. Time spent by
  team members designing under old assumptions is a
  waste of resources.
• Good communication with your customer(s) is
  essential in maintaining advocacy and access to
  resources.
• Assures that expectations do not drift
• Interfaces
• In larger projects, interfaces between
  groups/subsystems must be well-defined.
• Two types of interfaces physical and
  functional.
• Interface violations will happen. Need to be
  arbitrated at next highest level.
• Keep your interfaces to the outside world simple,
  clear, defined, and consistent.

Slide courtesy Miller, de Luis, and Keesee
25
Ensure that your Resources are Adequate

• Personnel
• Ensure that the number of people as well as
  their skill mix satisfies the needs of the
  program. Consultants, subcontractors, and
  research divisions can be used to fill gaps.
• Funding
• Funds are needed to pay personnel (salaries,
  employee benefits), operate facilities (taxes,
  utilities, overhead), acquire hardware, and
  communicate with team and customer (travel,
  telephone).
• Schedule
• Identifies when analyses or products need to be
  delivered.
• Technologies
• Available technology is cheaper than invented
  technology
• Dont underbid a program or promise unobtanium

Slide courtesy Miller, de Luis, and Keesee
26
Tools for Schedule Management

• Schedules
• Coordinate the activities of the team to maximize
  productivity
• Allocate resources - identify dependencies -
  manage costs
• Milestones
• Events which force the team to communicate the
  current form of the product in a coherent fashion
• Opportunity to solicit outside critiques from
  experts
• Often required by customer to ensure progress is
  on schedule, on cost, and meeting performance
  requirements

Slide courtesy Miller, de Luis, and Keesee
27
Tools (cont.)

• Work Breakdown Structure (WBS)
• The list of tasks that need to be completed in
  order to accomplish the job
• Tree-structure
• Defined to lowest level that makes sense for a
  particular group/system.
• Often includes the expected labor hours and
  calendar schedule to form a baseline for managing
  the effort

Slide courtesy Miller, de Luis, and Keesee
28
Slide courtesy Miller, de Luis, and Keesee
29
Manage the Margins

• Hold margin in all resources
• Resources required by the product tend to
  increase due to unforeseen problems, better
  understanding of the design, etc.
• Margin allows the manager to accommodate such
  resource requirement growth without renegotiating
  resources with the customer.
• How much margin should be held?
• Reduces as the product design matures
• Suggest holding 30 at TARR, 20 at PDR, and 10
  at CDR.

Slide courtesy Miller, de Luis, and Keesee
30
Leadership and Authority

• Lead through example, not dictatorship
• Delegate not only responsibility but also
  authority
• Manage through informed trust, not detailed
  familiarity
• Be a problem solver, not a problem creator
• Some of the quietest people can be the best
  managers
• The first rule of management is communication
• The first rule of communication is listening
• Encourage, complement and motivate your team and
  provide constructive criticism

Slide courtesy Miller, de Luis, and Keesee
31
Student Brainstorming Input to Class Lecture
Schedule

• Brainstorming accomplished 2/2/05, first day of
  class

32
Petes Team

• What weve done before (going to moon)
• Docking technology automated?
• Landing technology (for moon and earth)
• Life support regulations
• Space and lunar environments (night, day,
  thermal)
• How to estimate cost, mass, risk, reliability
• What are we going to do on the moon?
• Attitude control, orbital dynamics
• Mars-back differences between moon, mars
  atmosphere, gravity, etc. for landing

33
Wilfried/Johns Team

• Trade study analysis (tools how to)
• Propulsive technologies
• What modeling software to use (existing and what
  to create)
• Major subsystems characteristics
• Physical constraints (environment, getting
  around)
• Teams (11 existing CEV teams and what they are
  doing)
• Knowledge of lunar/martian environment

34
Pauls Team

• Background info on previous missions (apollo)
• Time scales of when technology previously was
  made and what type of improvements have been made
  (history)
• Types of rendezvous
• How space systems work (for those whove mostly
  done aero), what are the critical parts
• How to take what weve learned in classes and
  apply it
• Limitations of hardware
• How deep do we go into the details of hardware,
  etc.?
• Atmospheric effects
• Propulsion systems
• Cost analysis
• How to do reality checks on a design, politics,
  feasibility
• Hear from original Apollo designers
• Life support and human factors
• Control systems (primary functions)
• Contingency plans

35
Traceability of Student Brainstorming to Class
Schedule
36
Petes Team

• Lunar Architectures overview 40
• Requirements Flowdown 40
• Exploration Vision Overview 50
• Lunar and Martian environments, space
  environment, EVA considerations 40
• Lunar surface operations 15
• Spacecraft Systems Overview 15
• Propulsion 30
• Communications and Avionics 30
• Life support and human factors 40
• Power 40
• Thermal Control 40
• Guidance 40
• Astrodynamics 50
• Quality Function Deployment 40
• Apollo History The LOR Decision 120
• CEV overview 50
• Reliability, risk and contingencies 40
• Cost analysis 40

• What weve done before (going to moon)
• Docking technology automated?
• Landing technology (for moon and earth)
• Life support regulations
• Space and lunar environments (night, day,
  thermal)
• How to estimate cost, mass, risk, reliability
• What are we going to do on the moon?
• Attitude control, orbital dynamics
• Mars-back differences between moon, mars
  atmosphere, gravity, etc. for landing

37
Wilfried/Johns Team

• Lunar Architectures overview 40
• Requirements Flowdown 40
• Exploration Vision Overview 50
• Lunar and Martian environments, space
  environment, EVA considerations 40
• Lunar surface operations 15
• Spacecraft Systems Overview 15
• Propulsion 30
• Communications and Avionics 30
• Life support and human factors 40
• Power 40
• Thermal Control 40
• Guidance 40
• Astrodynamics 50
• Quality Function Deployment 40
• Apollo History The LOR Decision 120
• CEV overview 50
• Reliability, risk and contingencies 40
• Cost analysis 40

• Trade study analysis (tools how to)
• Propulsive technologies
• What modeling software to use (existing and what
  to create)
• Major subsystems characteristics
• Physical constraints (environment, getting
  around)
• Teams (11 existing CEV teams and what they are
  doing)
• Knowledge of lunar/martian environment

38
Pauls Team

• Lunar Architectures overview 40
• Requirements Flowdown 40
• Exploration Vision Overview 50
• Lunar and Martian environments, space
  environment, EVA considerations 40
• Lunar surface operations 15
• Spacecraft Systems Overview 15
• Propulsion 30
• Communications and Avionics 30
• Life support and human factors 40
• Power 40
• Thermal Control 40
• Guidance 40
• Astrodynamics 50
• Quality Function Deployment 40
• Apollo History The LOR Decision 120
• CEV overview 50
• Reliability, risk and contingencies 40
• Cost analysis 40

• Background info on previous missions (apollo)
• Time scales of when technology previously was
  made and what type of improvements have been made
  (history), Types of rendezvous
• How space systems work (for those whove mostly
  done aero), what are the critical parts
• How to take what weve learned in classes and
  apply it
• Limitations of hardware
• How deep do we go into the details of hardware,
  etc.?
• Atmospheric effects
• Propulsion systems
• Cost analysis
• How to do reality checks on a design, politics,
  feasibility
• Hear from original Apollo designers
• Life support and human factors
• Control systems (primary functions)
• Contingency plans

39
Guidance on Teams and Activities Leading up to
TARR
40
TARR Team Assignments
41
What should be done by/in the Trades Analysis and
Requirements Review (TARR)?

• Work for the TARR creates an outline for the
  trades and analysis you will do for the remainder
  of the semester
• Two parts (1) Trades Analysis and (2)
  Requirements
• Part 1 Trades Analysis
• Present work done by architecture teams on lunar
  landing capability interfaces, drivers,
  operations, mass, risk, areas where more
  information is needed, etc.
• Compare and contrast the three architectures
• Part 2 Requirements
• Present the project goals and the project
  requirements
• Demonstrate traceability from goals to
  requirements

42
What should you expect from the TARR? Why do we
have a TARR?

• What should you expect from the TARR?
• Feedback on the main design drivers and trades
• Are there any additional areas you should
  consider? Is there anything you have overlooked?
• Are the trades the most important ones?
• Feedback on the project goals and requirements
• Are they complete, consistent, concise and
  obtainable?
• Are requirements logically traceable to goals?
• Why have a TARR?
• Early decisions in the design process have a
  large influence on project cost, performance and
  risk
• Get early feedback that you are on the right
  track, to prevent costly mistakes

43
The importance of systems engineering
Cost
100
Program Cost Committed
80
Program Cost Incurred
Systems Engineering Mgt Leverage
Time
TARR PDR CDR System Build
Operations
44
Architecture teams responsibilities through TARR

• Describe how the lunar landing capability
  interfaces with other elements and operations in
  the architecture
• Identify the design drivers (particular
  requirements, functions, subsystems,
  technologies, etc.) for lunar landing capability
• Identify specific areas (subsystems,
  technologies, processes, etc.) where you need
  more information
• Describe the sequence of operations for lunar
  landing capability
• Estimate mass required for lunar landing
  capability
• Identify the major sources of risk in the lunar
  landing capability
• Additional responsibilities as suggested by your
  Mentor

45
Systems team responsibilities through TARR

• Coordinate work across 3 architecture teams to
  ensure cross-team consistency of work through
  TARR
• Coordinate the project goals and requirements
  generation process
• Set up electronic document repository for class
  (web page)
• Create presentation style template
• Facilitate choosing a name for the class project
  and the 3 architectures
• Additional responsibilities as suggested by your
  Mentor