An Overview of the Function and Human Factors Associated with the NASA Payload Operations and Integration Center (POIC)

An Overview of the Function and Human Factors Associated with the NASA Payload Operations and Integration Center (POIC)

The NASA Payload Operations and Integration Center (POIC) based in Huntsville, Alabama supports the International Space Station (ISS) currently on-orbit, and is considered to be the primary space station science command post (National Aeronautics and Space Administration, 2017). The main purpose of this ground control element is to plan science missions, ensure the safe execution of these missions, and task research areas including microgravity, impacts of space to human physiology, physical science and materials science (National Aeronautics and Space Administration, 2014). In essence, this ground installation acts as the central hub that plans, monitors, and executes space science missions aboard the ISS, and coordinates among commercial and international partners across the globe. 

The research mission is continuously monitored through different shifts, which are typically allocated to a specific “cadre” of personnel who meet very high training and operational demands. The team of specialists is led by the Payload Operations Director (POD), and is the designated point of authority for coordination and contact with NASA mission control located in Houston, Texas (National Aeronautics and Space Administration, 2014). Among the other support personnel, there are 7 other critical positions that enable the ground crew to keep the POIC running and provide continuous support to the ISS. The Operations Controller (OC) oversees the resources and scheduled research activities, while reporting anomalies of interest to the POD. Other crew positions at the POIC include the: Timeline Change Officer (TCO), Payload Rack Officer (PRO), Payload Communications Officer (PCO), Lead Increment Science Representative (LIS REP), Stowage, and Data Manager Coordinator (DMC) (National Aeronautics and Space Administration, 2014). Personnel who occupy these positions, as well as other flight controllers present at the POIC, have access to the extensive mock-ups, resources, and test facilities at the on-site laboratory training complex. Use of this area enables flight crew members to effectively understand, facilitate, and design new experimental test setups (National Aeronautics and Space Administration, 2014). 

A critical point of discussion in terms of human factors would certainly be crew workload, and use of effective crew resource managements (CRM) principles. As mentioned previously, the station is manned 24-hours a day, 365 days a year, and utilizes a strict three-shift manning structure (National Aeronautics and Space Administration, 2014). As the demand for private, commercial and government research grows to test new equipment, components, and materials prior to spacecraft integration, it can generate some perceived pressure for the flight controller personnel stationed at the POIC due to the heavy workloads. Over the last 15 years, over 1600 space research projects have been completed (source). With the addition of an additional control room to support the Fast, Affordable, Science and Technology Satellite (FASTSAT) even more time will be dedicated to space science missions/tasks aboard the ISS, and can place extra stress on the flight controllers (National Aeronautics and Space Administration, 2014). It may not necessarily be the time pressure but the perception that there is a time pressure constraint present can impair operator performance (Case Western Reserve University, 2009). If the station does not effectively address manning concerns to ensure that there are a sufficient amount of qualified flight controllers present for each shift, then the quality of work and research preparedness may suffer. 

To address the use of CRM, it is crucial for not only the POD, PRO, DMC, and PCO to use principles such as communication efficiently, but for all flight controllers. A communications breakdown between the space station and ground station can lead to a situation where either incorrect electronic telemetry commands are sent or test experiment safety regulations are compromised due to a lack of clarity. In addition to the rigorous technical training evolutions required for flight controllers, emphasis should also be placed on CRM refresher training. Working on skills such as situational awareness, communication, and decision making may allow crew members to plan and execute routine and complex space missions more confidently (Serafini, 2016). NASA has a dedicated CRM program which is managed by the Agency's Federal Preservation Officer (FPO), and development is overseen by the Cultural Resource Management Panel (CRMP) (Serafini, 2016). Dedicated refresher training periods using readily available organization resources may aid in preventing mishaps or flight errors in the future. 

References:

Case Western Reserve University. (2009, February 16). Perception of Time Pressure Impairs Performance. ScienceDaily. Retrieved from www.sciencedaily.com/releases/2009/02/090210162035.html

National Aeronautics and Space Administration. (2017). Space Station Ground Facilities. Retrieved from https://www.nasa.gov/mission_pages/station/behindscenes/index.html

National Aeronautics and Space Administration. (2014, March 11). International Space Station: Payload Operations Center. Retrieved from https://www.nasa.gov/sites/default/files/files/POC_factsheet.pdf

Serafini, S. (2016, November 7). National Aeronautics and Space Administration: CRM Overview. Retrieved from https://www.nasa.gov/content/crm-overview