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By NASA
3 min read
Preparations for Next Moonwalk Simulations Underway (and Underwater)
Felipe Valdez, a NASA engineer at Armstrong Flight Research Center’s Dale Reed Subscale Flight Research Laboratory, stands next to a subscale model of the Hybrid Quadrotor (HQ-90) aircraft. NASA / Charles Genaro Vavuris Felipe Valdez is someone who took advantage of every possible opportunity at NASA, working his way from undergraduate intern to his current job as a flight controls engineer.
Born in the United States but raised in Mexico, Valdez faced significant challenges growing up.
“My mom worked long hours, my dad battled addiction, and eventually, school became unaffordable,” Valdez said.
Determined to continue his education, Valdez made the difficult choice to leave his family and return to the U.S. But as a teenager, learning English and adapting to a new environment was a culture shock for him. Despite these changes, his curiosity for subjects such as math and science never wavered.
“As a kid, I’d always been good with numbers and fascinated by how things worked. Engineering combined both,” Valdez said. “This sparked my interest.”
While he pursued an undergraduate degree in mechanical engineering from California State University, Sacramento, guidance from his professor, Jose Granda, proved to be pivotal.
“He encouraged me to apply for a NASA internship,” Valdez said. “He’d actually been a Spanish-language spokesperson for a [space] shuttle mission, so hearing about someone with my background succeed gave me the confidence I needed to take that step.”
Valdez’s hard work paid off – he was selected as a NASA Office of STEM Engagement intern at the agency’s Johnson Space Center in Houston. There, he worked on software development for vehicle dynamics, actuators, and controller models for a space capsule in computer simulations.
“I couldn’t believe it,” Valdez said. “Getting that opportunity changed everything.”
This internship opened the door to a second with NASA this time at the agency’s Armstrong Flight Research Center in California. He had the chance to work on flight computer development for the Preliminary Research Aerodynamic Design to Lower Drag, an experimental flying wing design.
After these experiences, he was later accepted as an intern for NASA’s Pathways Program, a work-study program that offers the possibly of full-time employment at NASA after graduation.
“That was the start of my career at NASA, where my passion for aeronautics really took off,” he said.
Valdez was the first in his family to pursue higher education, earning his bachelor’s degree from Sacramento State and his master’s in mechanical and aerospace engineering from the University of California, Davis.
Today, he works as a NASA flight controls engineer under the Dynamics and Controls branch at Armstrong. Most of his experience has focused on flight simulation development and flight control design, particularly for distributed electric propulsion aircraft.
“It’s rewarding to be part of a group that’s focused on making aviation faster, quieter, and more sustainable,” Valdez said. “As a controls engineer, working on advanced aircraft concepts like distributed electric propulsion allows me design algorithms to directly control multiple motors, enhancing safety, controllability, and stability, while enabling cleaner, and quieter operations that push the boundaries of sustainable aviation.”
Throughout his career, Valdez has remained proud of his heritage. “I feel a strong sense of pride knowing that inclusion is one of our core values, opportunities are within reach for anyone at NASA.”
Facebook logo @NASA@NASAaero@NASA_es @NASA@NASAaero@NASA_es Instagram logo @NASA@NASAaero@NASA_es Linkedin logo @NASA Explore More
2 min read A Serendipitous NASA Family Reunion
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Article 1 day ago 24 min read NASA Celebrates Hispanic Heritage Month 2024
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Last Updated Oct 13, 2024 EditorJim BankeContactJessica Arreolajessica.arreola@nasa.govLocationArmstrong Flight Research Center Related Terms
Aeronautics Armstrong Flight Research Center Hispanic Heritage Month View the full article
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By NASA
4 Min Read Lunar Autonomy Mobility Pathfinder Workshop: A NASA Chief Technologist Sponsored Workshop
OVERVIEW
The NASA chief technologist’s team, within the Office of Technology, Policy, and Strategy (OTPS), is hosting a Lunar Autonomy Mobility Pathfinder (LAMP) workshop on Tuesday, November 12, 2024, to provide a community forum to discuss modeling and simulation testbeds in this domain. The workshop is in coordination with NASA’s Space Technology Mission Directorate.
With the Artemis campaign, NASA will land the first woman and first person of color on the Moon, using innovative technologies to explore more of the lunar surface than ever before. Technologies like trusted autonomy are necessary to support these types of sustained operations. Trusted autonomy is a more robust level of autonomy designed for long-term operational use.
The LAMP workshop will be held on Tuesday, November 12, 2024, from 10 a.m. to 5 p.m. PST at the University of Nevada Las Vegas (UNLV) Black Fire Innovation Facility in Las Vegas, Nevada. The Black Fire Innovation Center Building is located at 8400 W. Sunset Blvd. Las Vegas, NV 89113, approximately 20 minutes from the UNLV main campus.
This workshop has been designed to coincide with the 2024 Lunar Surface Innovation Consortium fall meeting (also taking place in Las Vegas, Nevada).
The OTPS solver-in-residence is the main organizer and facilitator for this workshop.
PROGRAM
The LAMP workshop will provide a forum for a discussion on topics that include:
A modeling and simulation (M&S) pathfinder to explore an integrated sim environment for lunar stakeholders from commercial industry, other U.S. government agencies, international partners and academia, to simulate their systems that would eventually operate in the lunar environment and to test interoperability between systems. How to leverage the planned rover missions to 1) calibrate and improve this M&S environment over time, and 2) potentially use them as autonomy testbeds to safely mature algorithms in a relevant environment. Please RSVP for in-person or virtual attendance by registering at the following site:
https://nasaevents.webex.com/weblink/register/rdf4dd38bc3bf176dc32d147513f7b77c
*Please note registration is on an individual basis. If attending with multiple guests, each guest must register for the event separately.
LAMP Workshop Agenda
(All times listed are in PST and subject to change)
10:00 a.m. – 12:00p.m.Modeling and Simulation (M&S) showcase (In-person only & optional)
This is an opportunity for interested participants to show their lunar simulation capabilities inside of UNLV’s Blackfire Innovation esports arena. Space is limited. Please indicate if you are interested in participating when you register, and we will reach out with additional information. 1:00 –2:00p.m.Challenges to Developing Trusted Autonomy
NASA will discuss the challenges of maturing autonomy that can be trusted to operate over long periods of time and how we can work together to overcome those challenges.2:00 –3:00p.m.Pre-Formulation Discussion of a Lunar Autonomy Mobility Pathfinder Modeling and Simulation Environment
Subject matter experts (SMEs) from NASA will layout thoughts on what a digital transformation pathfinder would look like that benefits lunar autonomy efforts across the globe. 3:00 – 3:15p.m.Break3:15 – 4:15p.m.Lunar Testbeds Discussion
This will be a discussion focused on how assets on the moon could be used as testbeds to generate truth data for Earth-based simulations and to validate that autonomy can be trusted in the lunar environment.4:15 – 5:00p.m.Polling and Discussions
Audience feedback will be solicited on various topics. This will include a pre-formulated series of questions and real time polls. CONTACT
For questions, please email:
Dr. Adam Yingling
2024 OTPS Solver-in-Residence
Office of Technology, Policy, and Strategy (OTPS)
NASA Headquarters
Email: adam.j.yingling@nasa.gov
The Solver-in-Residence (SiR) program is a one-year detail position with the chief technologist in NASA’s Office of Technology Policy and Strategy. The program enables a NASA civil servant to propose a one-year investigation on a specific technology challenge and then work to identify solutions to address those challenges.
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Last Updated Oct 10, 2024 EditorBill Keeter Related Terms
Office of Technology, Policy and Strategy (OTPS) Space Technology Mission Directorate View the full article
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By NASA
In her six years working with NASA, Miranda Peters has filled a variety of roles. She trained in flight control for the International Space Station, worked as a safety engineer in the station’s program office, and served as a project engineer working on next-generation spacesuit assembly and testing.
She has also embraced an unofficial duty: speaking openly and honestly about her neurodivergence.
“I used to hide it or avoid talking about it. I used to only see it as an impediment, but now I see how I can also do things or think about things in a unique way because of my disability,” she said. Peters said that when her neurodivergence impacts her ability to do something, she is honest about it and seeks help from her colleagues. “My hope is that when I talk about it openly, I am creating an environment where others with disabilities also feel comfortable being their true selves, in addition to humanizing the disabled community for those who are not a part of it.”
Miranda Peters stands inside one of Johnson Space Center’s testing chambers in Houston with an Exploration Extravehicular Mobility Unit (xEMU) in the background.NASA Over time, Peters has also shifted her self-perception. “I’m an anxious person and was made to feel self-conscious about that in the past, but that anxiety also makes me transparent about what I’m doing and where the gaps in my knowledge are, which has earned praise from team leadership,” she said. Similarly, while Peters once saw her sensitivity as a weakness, she learned to appreciate her ability to empathize with and anticipate the needs of others. “That makes me a good mentor and leader,” she said.
Learning to filter feedback has been another important lesson. “Advice and criticism are both useful tools, but not all of the time,” she explained. “I found myself tightly holding on to all of the criticism I received. It was easier to determine which advice didn’t work for me.” When Peters stopped to ask herself if she would take advice from the same person who was critiquing her, it became easier to take their feedback “with a pinch of salt.”
Miranda Peters (center) with the SxEMU Chamber C testing team.NASA Peters applies these lessons learned as a design verification and test hardware lead within the Spacesuit and Crew Survival Systems Branch at Johnson Space Center in Houston. She currently supports tests of the Portable Life Support System (xPLSS) that will be integrated into the new spacesuits worn by astronauts on future missions to explore the lunar surface. She is responsible for assembling and disassembling test units, making hardware and software updates, and integrating the xPLSS with various components of the spacesuit, known as the xEMU.
Peters’ most recent prior position was assembly and integration engineer within the same branch. She had an opportunity to serve as the interim xPLSS hardware lead when a colleague went on leave for several months, and suddenly found herself managing a major project. “We got a lot done in a short amount of time without loss of procedural integrity, even when we encountered unexpected changes in schedule,” she said. “I also used this large amount of lab work as an opportunity to train new hires and interns in assembly processes.” When the colleague returned, Peters was promoted to the newly created role overseeing design verification and testing.
“I really love how universal spacesuits are in their ability to excite and draw wonder from across the human spaceflight community and the general public,” she said. “Working on the xEMU project has affirmed for me that human surface mobility is the field that I want to make my career.” That realization inspired Peters to pursue a graduate degree in space architecture from the University of Houston, which she expects to complete in May 2026.
Miranda Peters (center) with members of the Portable Life Support System team during an assembly activity in 2021.Miranda Peters Peters looks forward to a future where NASA’s astronaut classes include individuals with different abilities. She encourages agency leaders, contractors, and others to have open conversations about workplace accommodations early in their hiring and performance review processes. “I think if we provide the opportunity to talk about accommodations and how to request them, employees would be more empowered to ask for what they need to be successful,” she said. Educating managers about available accommodations and allocating resources to expand the accessibility of those accommodations would also be helpful.
Peters hopes to pass that feeling of empowerment on to the Artemis Generation. “Empowerment to be themselves, to do the hard things, and to not limit themselves,” she said. “We need to take advantage of all the opportunities we can, and not let the fear of failure or not being ‘good enough’ stop us from going where we want to.”
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By NASA
Throughout the life cycles of missions, Goddard engineer Noosha Haghani has championed problem-solving and decision-making to get to flight-ready projects.
Name: Noosha Haghani
Title: Plankton Aerosol Clouds and Ecosystem (PACE) Deputy Mission Systems Engineer
Formal Job Classification: Electrical engineer
Organization: Engineering and Technology Directorate, Mission Systems Engineering Branch (Code 599)
Noosha Haghani is a systems engineer for the Plankton Aerosol Clouds and Ecosystem (PACE) mission at NASA’s Goddard Space Flight Center in Greenbelt, Md. Credit: NASA What do you do and what is most interesting about your role here at Goddard?
As the PACE deputy mission systems engineer, we solve problems every day, all day long. An advantage I have is that I have been on this project from the beginning.
Why did you become an engineer? What is your educational background?
I was always very good at math and science. Both of my parents are engineers. I loved building with Legos and solving puzzles. Becoming an engineer was a natural progression for me.
I have a BS in electrical engineering and a master’s in reliability engineering from the University of Maryland, College Park. I had completed all my course work for my Ph.D. as well but never finished due to family obligations.
How did you come to Goddard?
As a freshman in college, I interned at Goddard. After graduation, I worked in industry for a few years. In 2002, I returned to Goddard because I realized that what we do at Goddard is so much more unique and exciting to me.
My mother also works at Goddard as a software engineer, so I am a second-generation Goddard employee. Early on in my career, my mother and I met for lunch occasionally. Now I am just too busy to even schedule lunch.
Describe the advantages you have in understanding a system which you have worked on from the original design through build and testing?
I came to the PACE project as the architect of an avionics system called MUSTANG, a set of hardware electronics that performs the function of the avionics of the mission including command and data handling, power, attitude control, and more. As the MUSTANG lead, I proposed an architecture for the PACE spacecraft which the PACE manager accepted, so MUSTANG is the core architecture for the PACE spacecraft. I led the team in building the initial hardware and then moved into my current systems engineering role.
Knowing the history of a project is an advantage in that it teaches me how the system works. Understanding the rationale of the decision making we made over the years helps me to better appreciate why we built the system way we did.
How would you describe your problem-solving techniques?
A problem always manifests as some incorrect reading or some failure in a test, which I refer to as evidence of the problem. Problem solving is basically looking at the evidence and figuring out what is causing the problem. You go through certain paths to determine if your theory matches the evidence. It requires a certain level of understanding of the system we have built. There are many components to the observatory including hardware and software that could be implicated. We compartmentalize the problem and try to figure out the root cause systematically. Sometimes we must do more testing to get the problem to recreate itself and provide more evidence.
As a team lead, how do you create and assign an investigation plan?
As a leader, I divide up the responsibilities of the troubleshooting investigation. We are a very large team. Each individual has different roles and responsibilities. I am the second-highest ranking technical authority for the mission, so I can be leading several groups of people on any given day, depending on the issue.
The evidence presented to us for the problem will usually implicate a few subsystems. We pull in the leads for these subsystems and associated personnel and we discuss the problem. We brainstorm. We decide on investigation and mitigation strategies. We then ask the Integration and Test team to help carry out our investigation plan.
As a systems engineer, how do you lead individuals who do not report to you or through your chain of command?
I am responsible for the technical integrity of the mission. As a systems engineer, these individuals do not work for me. They themselves answer to a line manager who is not in my chain of command. I lead them through influencing them.
I use leadership personality and mutual respect to guide the team and convince them that the method we have chosen to solve the problem is the best method. Because I have a long history with the project, and was with this system from the drawing board, I generally understand how the system works. This helps me guide the team to finding the root cause of any problem.
How do you lead your team to reach consensus?
Everything is a team effort. We would be no where without the team. I want to give full credit to all the teams.
You must respect members of your team, and each team member must respect you as a leader. I first try to gather and learn as much as possible about the work, what it takes to do the work, understanding the technical aspects of the work and basically understanding the technical requirements of the hardware. I know a little about all the subsystems, but I rely on my subsystem team leads who are the subject matter experts.
The decision on how to build the system falls on the Systems Team. The subject matter experts provide several options and define risks associated with each. We then make a decision based on the best technical solution for the project that falls within the cost/schedule and risk posture.
If my subject matter experts and I do not agree, we go back and forth and work together as a team to come to a consensus on how to proceed. Often we all ask many questions to help guide out path. The team is built on mutual respect and good communication. When we finally reach a decision, almost everyone agrees because of our collaboration, negotiation and sometimes compromise.
What is your favorite saying?
Better is the enemy of good enough. You must balance perfectionism with reality.
How do you balance perfectionism with reality to make a decision?
Goddard has a lot of perfectionists. I am not a perfectionist, but I have high expectations. Goddard has a lot of conservatism, but conservatism alone will not bring a project to fruition.
There is a level of idealism in design that says that you can always improve on a design. Perfection is idealistic. You can analyze something on paper forever. Ultimately, even though I am responsible for the technical aspects only, we still as a mission must maintain cost and schedule. We could improve a design forever but that would take time and money away from other projects. We need to know when we have built something that is good enough, although maybe not perfect.
In the end, something on paper is great, but building and testing hardware is fundamental in order to proceed. Occasionally the decisions we make take some calculated risk. We do not always have all the facts and furthermore we do not always have the time to wait for all the facts. We must at some point make a decision based on the data we have.
Ultimately a team lead has to make a judgement call. The answer is not in doing bare minimum or cutting corners to get the job done, but rather realizing what level of effort is the right amount to move forward.
Why is the ability to make a decision one of your best leadership qualities?
There is a certain level of skill in being able to make a decision. If you do not make a decision, at some point that inability to make a decision becomes a decision. You have lost time and nothing gets built.
My team knows that if they come to me, I will give them a path forward to execute. No one likes to be stuck in limbo, running in circles. A lot of people in a project want direction so that they can go forward and implement that decision. The systems team must be able to make decisions so that the team can end up with a finished, launchable project.
One of my main jobs is to access risk. Is it risky to move on? Or do I need to investigate further? We have a day-by-day risk assessment decision making process which decides whether or not we will move on with the activities of that day.
As an informal mentor, what is the most important advice you give?
Do not give up. Everything will eventually all click together.
What do you like most about your job?
I love problem solving. I thrive in organized chaos. Every day we push forward, complete tasks. Every day is a reward because we are progressing towards our launch date.
Who inspires you?
The team inspires me. They make me want to come to work every day and do a little bit better. My job is very stressful. I work a lot of hours. What motivates me to continue is that there are other people doing the same thing, they are amazing. I respect each of them so much.
What do you do for fun?
I like to go to the gym and I love watching my son play sports. I enjoy travel and I love getting immersed in a city of a different country.
By Elizabeth M. Jarrell
NASA’s Goddard Space Flight Center, Greenbelt, Md.
Conversations With Goddard is a collection of Q&A profiles highlighting the breadth and depth of NASA’s Goddard Space Flight Center’s talented and diverse workforce. The Conversations have been published twice a month on average since May 2011. Read past editions on Goddard’s “Our People” webpage.
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Last Updated Oct 08, 2024 EditorMadison OlsonContactRob Garnerrob.garner@nasa.govLocationGoddard Space Flight Center Related Terms
People of Goddard Earth Goddard Space Flight Center PACE (Plankton, Aerosol, Cloud, Ocean Ecosystem) People of NASA Explore More
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By NASA
“My parents came here from Mexico with the vision of giving us a better life than they had but, times were tough. When I was young, there were many days and nights where we had to get by with what we had. My dad worked his way up in the fabrication industry in Houston and when an opportunity came for him to start his own business, he took it. It was “now or never”. Shortly after, things changed. By the time I was in 5thgrade, our lives took a turn for the better, and going to college all of a sudden became a possibility. But even then, working at NASA felt like it could happen in a dream.
“Growing up here in Houston, you visit Space Center and you look at JSC , and you think, ‘Man, it must be incredible to be a part of NASA and to be a part of one of those amazing missions where you accomplish impossible things and maybe even discover something new about our universe’. I would have never guessed, never predicted, that I would be here. Throughout my career, I just continued to do the best I could and kept learning, striving to get better.
“It took years but it felt like all of the sudden, I was here and everything, the entire time, was preparing me for my role on the OSIRIS-REx mission. Now, I share a place in history next to a Curation team full of the most talented, intelligent and hard-working individuals in the world and all that we have accomplished is, and will be, a part of NASA forever. I can’t even begin to describe what that means to not only me, but for my family, who did everything they could so that this could even be a possibility. For all of us, it is a dream come true.”
—Salvador Martinez III, Lead Astromaterial Curation Engineer, Jacobs Technology, NASA’s Johnson Space Center
Image Credit: NASA/James Blair
Interviewer: NASA/Thalia Patrinos
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