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between the civil servants, contractors, and military personnel).
Data were used only for 1985 for the Mission Control Center and Shuttle Mission Simulator facility maintenance and operations personnel.  These data were acquired from the contractor financial reporting records.

Four specific parameters were used as measures of the workload:

1. Total of all work performed
2. Flight-specific work performed
3. Overtime required
4. Leave taken

b. Background

The focus of this review is on the various elements of the Mission Operations Directorate responsible for the planning and execution of the real-time flight support in 1984 and 1985.  Those areas are as follows.

1. Training (DG) - Provides crew and flight controller training.

2.  Systems (DF) - Provides real-time support for Space Shuttle systems monitoring and anomaly resolution; also provides preflight procedures development associated with Space Shuttle systems operations.

3.  Crew Activity Planning (DH) - Provides timeline of crew activities while on orbit, as well as integrated procedures development and overall onboard Flight Data File (all onboard reference documentation) management.

4.  Payload Support (DH) - Provides the payload customer operations integration and real-time systems support.

5.  Flight Dynamics/Guidance (DM) - Provides the real-time trajectory monitoring and navigation state maintenance functions.

The above workforce is composed of approximately 600 people.  Additionally, the Mission Control Center and SMS Facility Maintenance and Operations personnel are composed of an additional 660 people.

The management approach to distributing the workload is as follows.  Predefined teams for real-time support are established, with a known rotation scheme and long-term projections of manning schedules.  The goals are to give personnel knowledge of future assignments to allow for personal planning, to minimize the number of people that work consecutive flights, to control the maximum number of hours a person spends in the console environment, and to develop as many people as possible with equivalent skills to allow substitutions when required.

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