Successful HST Servicing Missions Illustrate - One NASA Advantages

The One NASA philosophy emphasizes enhanced coordination, collaboration and communication among all agency facilities to reach common goals. One highly visible, productive, efficient, cross-Enterprise, inter-Center group that demonstrates this concept's long-term success is the Hubble Space Telescope (HST) team.

	HST thermal engineers brief the STS-103 crew on thermal blanket repairs for Servicing Mission 3A.

Since 1993, the HST team has successfully conducted four servicing missions plus a technology demonstration flight. The servicing, repair, and upgrade of Hubble incorporates the Space Shuttle and astronaut Extra Vehicular Activities (EVAs) to accomplish some of NASA's most important program objectives.

"All elements of the Agency are involved in HST and must work together on each mission--astronauts, scientists, engineers, EVA Crew, hardware developers, launch teams, and finally, integrated operations teams," said Frank Cepollina, Deputy Associate Director for the HST Development Office and a recent inductee into the National Inventors Hall of Fame. "GSFC, JSC, KSC, MSFC, and Glenn all come together to provide the best expertise, supported by contractors at every Center, as well as international partners. NASA works best when it works together."

It was not this way from the outset. Although HST's design was integrated with the Shuttle design and capability since its original concept, the team formed in the early days of HST development and deployment initially did not continue into the servicing mission.

When the high visibility of Hubble's original optical problem caused concern at the upper levels of NASA, multiple external review committees convened. When asked, "Who's in charge?" top officials from every Center and program claimed responsibility. Thus, a mission director was appointed to arbitrate conflicts. Although this satisfied the formal requirement, the real solution was found in the collegiality of the engineers, planners, operators, and flight crew. Those most technically capable formed joint action teams within and across working groups. This has become model for other Shuttle users and customers over the years.

Astronauts train with the flight Advanced Camera for Surveys instrument and its carrier inside Goddard's cleanroom in preparation for Servicing Mission 3B.

The world-class science produced by HST motivates the team toward mission success and impeccable safety. This motivation is so strong that the teammates exercise all capabilities available, without regard for Center or contractor affiliation. Team members maintain relationships with other NASA Centers, then come together in inter-Center coordination meetings and working groups. Within these joint sessions, the respective roles of participants are consistent with the formal arrangements defined by the controlling authorities. Specific participations and allocations of responsibilities are jointly arranged according to practical considerations of resources, facilities, talent and expertise.

The professionalism, mutual respect, and camaraderie of the HST team casts any disputes regarding authority or territoriality into a very harsh light. Such issues are scrutinized by a management structure committed to mission success and safety, while clearly recognizing the team's mutual interdependence. Substantive issues are quickly addressed and resolved.

Inter-Center participation includes the Marshall Space Flight Center, which originally managed HST's design and build. Also, the Neutral Buoyancy Simulator at Marshall served as a training facility for astronauts on the first and second servicing missions. The SpaceLab program at MSFC has provided structural pallets, in addition to the development of the Orbital Replacement Unit Carrier, which was used successfully for consecutive missions. This carrier protects the delicate scientific instruments provided by teams from JPL, universities, international partners and aerospace contractors.

During launch preparations, key members of the HST hardware team reside at KSC, working closely with the KSC payload customer support staff and the Shuttle integration engineering teams. At Johnson Space Center (JSC), another HST team works with astronauts, trainers and flight controllers in the Neutral Buoyancy Lab to thoroughly practice each EVA. During mission operations, another team of HST servicing mission managers, program and enterprise officials, operators, engineers and technicians resides at JSC. They are linked with a group of managers, engineers, operators and analysts from the control center at GSFC and the Space Telescope Science Institute.

A major benefit of a One NASA team is shared technology, such as the development of crew aids and tools. Power tools originally developed for HST are also routinely used for the International Space Station. In addition to the Flight Centers, this inter-Center relationship also includes the Research Centers such as Langley and Glenn.

One excellent illustration of inter-Center teamwork occurred after the Second Servicing Mission. The HST Project assembled a team of experts in space environmental effects, materials degradation, and testing from five NASA Centers and industry to assess the damaged outer layer of Hubble's thermal blankets. The mutual rapport and respect developed by this team continues today, five years after the completion of this effort. Members of the team have worked together on many projects since then, including the James Webb Space Telescope, ISS payloads, Living With a Star, and Gossamer Structures.

The HST inter-Center teams are a shining example of One NASA in action for more than 10 years. To view their spectacular accomplishments, visit the Archive of Hubble Pictures on the Space Telescope Science Institute website at:. www.stsci.edu/hst/