Jump to content

Systems Engineer Noosha Haghani Prepped PACE for Space


NASA

Recommended Posts

  • Publishers

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)

Haghani holds an electronic card from MUSTANG
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.

A banner graphic with a group of people smiling and the text "Conversations with Goddard" on the right. The people represent many genders, ethnicities, and ages, and all pose in front of a soft blue background image of space and stars.

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.

Share

Details

Last Updated
Oct 08, 2024
Editor
Madison Olson
Contact
Location
Goddard Space Flight Center

View the full article

Link to comment
Share on other sites

Join the conversation

You can post now and register later. If you have an account, sign in now to post with your account.
Note: Your post will require moderator approval before it will be visible.

Guest
Reply to this topic...

×   Pasted as rich text.   Paste as plain text instead

  Only 75 emoji are allowed.

×   Your link has been automatically embedded.   Display as a link instead

×   Your previous content has been restored.   Clear editor

×   You cannot paste images directly. Upload or insert images from URL.

  • Similar Topics

    • By Space Force
      Over the past two years, the first U.S. space service component has tripled in size, established a 24/7 space watch cell and executed three Tier 1 Combatant Command exercises.

      View the full article
    • By NASA
      The future of human space exploration took a bold step forward at NASA’s Johnson Space Center in Houston on Nov. 15, 2024, as Texas A&M University leaders’ broke ground for the Texas A&M University Space Institute.

      Texas state officials, NASA leaders, and distinguished guests participated in the ceremony, held near the future development site of Johnson’s new Exploration Park, marking an important milestone in a transformative partnership to advance research, innovation, and human spaceflight.
      NASA’s Johnson Space Center Director Vanessa Wyche gives remarks at the Texas A&M University Space Institute groundbreaking ceremony in Houston on Nov. 15, 2024. NASA/Robert Markowitz “This groundbreaking is not just a physical act of breaking ground or planting a flag,” said Johnson Director Vanessa Wyche. “This is the moment our vision—to dare to expand frontiers and unite with our partners to explore for the benefit of all humanity—will be manifested.”

      The Texas A&M University Space Institute will be the first tenant at NASA’s 240-acre Exploration Park to support facilities that enhance commercial access, foster a collaborative development environment, and strengthen the United States’ competitiveness in the space and aerospace industries.
      Chairman Bill Mahomes Jr. of the Texas A&M University System Board of Regents, left, Chancellor John Sharp of the Texas A&M University System, and Johnson Director Vanessa Wyche hold a commemorative plaque celebrating the establishment of the Texas A&M University Space Institute at Exploration Park. NASA/Robert Markowitz Exploration Park aims to foster research, technology transfer, and a sustainable pipeline of career development for the Artemis Generation and Texas workers transitioning to the space economy. The park represents a key achievement of Johnson’s 2024 Dare | Unite | Explore commitments, emphasizing its role as the hub of human spaceflight, developing strategic partnerships, and paving the way for a thriving space economy.

      Research conducted at the Space Institute is expected to accelerate human spaceflight by providing opportunities for the brightest minds worldwide to address the challenges of living in low Earth orbit, on the Moon, and on Mars.
      Senior leadership from Johnson Space Center gathers for the groundbreaking ceremony of the Texas A&M University Space Institute. NASA/Robert Markowitz Industry leaders and Johnson executives stood alongside NASA’s Lunar Terrain Vehicle and Space Exploration Vehicle, symbolizing their commitment to fostering innovation and collaboration.

      Texas A&M University Space Institute director and retired NASA astronaut Dr. Nancy Currie-Gregg and Dr. Rob Ambrose, Space Institute associate director, served as the masters of ceremony for the event. Johnson leaders present included Deputy Director Stephen Koerner; Associate Director Donna Shafer; Associate Director for Vision and Strategy Douglas Terrier; Director of External Relations Office Arturo Sanchez; and Chief Technologist and Director of the Business Development and Technology Integration Office Nick Skytland.

      Also in attendance were Texas State Rep. Greg Bonnen; Texas A&M University System Board of Regents Chairman William Mahomes Jr.; Texas A&M University System Chancellor John Sharp; Texas A&M University President and Retired Air Force Gen. Mark Welsh III; and Texas A&M Engineering Vice Chancellor and Dean Robert Bishop.
      Texas A&M University Space Institute Director and retired NASA astronaut Nancy Currie-Gregg plants a Texas A&M University Space Institute flag at Johnson Space Center, symbolizing the partnership between the institute and NASA.NASA/Robert Markowitz The institute, expected to open in September 2026, will feature the world’s largest indoor simulation spaces for lunar and Martian surface operations, high-bay laboratories, and multifunctional project rooms.

      “The future of Texas’ legacy in aerospace is brighter than ever as the Texas A&M Space Institute in Exploration Park will create an unparalleled aerospace, economic, business development, research, and innovation region across the state,” Wyche said. “Humanity’s next giant leap starts here!”
      View the full article
    • By European Space Agency
      Image: This Copernicus Sentinel-2 image from 13 November 2024 shows the Lewotobi Laki Laki volcano eruption on the island of Flores in southern Indonesia. View the full article
    • By NASA
      NASA astronaut and Expedition 72 Flight Engineer Nick Hague pedals on the Cycle Ergometer with Vibration Isolation and Stabilization (CEVIS), an exercise cycle located aboard the International Space Station’s Destiny laboratory module. CEVIS provides aerobic and cardiovascular conditioning through recumbent (leaning back position) or upright cycling activities.NASA Lee esta historia en español aquí.
      The International Space Station is humanity’s home in space and a research station orbiting about 250 miles above the Earth. NASA and its international partners have maintained a continuous human presence aboard the space station for more than 24 years, conducting research that is not possible on Earth.
      The people living and working aboard the microgravity laboratory also are part of the research being conducted, helping to address complex human health issues on Earth and prepare humanity for travel farther than ever before, including the Moon and Mars.
      Here are a few frequently asked questions about how NASA and its team of medical physicians, psychologists, nutritionists, exercise scientists, and other specialized caretakers ensure astronauts’ health and fitness aboard the orbiting laboratory. 
      How long is a typical stay aboard the International Space Station?
      A typical mission to the International Space Station lasts about six months, but can vary based on visiting spacecraft schedules, mission priorities, and other factors. NASA astronauts also have remained aboard the space station for longer periods of time. These are known as long-duration missions, and previous missions have given NASA volumes of data about long-term spaceflight and its effects on the human body, which the agency applies to any crewed mission. 
      During long-duration missions, NASA’s team of medical professionals focus on optimizing astronauts’ physical and behavioral health and their performance to help ensure mission success. These efforts also are helping NASA prepare for future human missions to the Moon, Mars, and beyond.
      How does NASA keep astronauts healthy while in space?
      NASA has a team of medical doctors, psychologists, and others on the ground dedicated to supporting the health and well-being of astronauts before, during, and after each space mission. NASA assigns physicians with specialized training in space medicine, called flight surgeons, to each crew once named to a mission. Flight surgeons oversee the health care and medical training as crew members prepare for their mission, and they monitor the crew’s health before, during, and after their mission to the space station.
      How does NASA support its astronauts’ mental and emotional well-being while in space?
      The NASA behavioral health team provides individually determined psychological support services for crew members and their families during each mission. Ensuring astronauts can thrive in extreme environments starts as early as the astronaut selection process, in which applicants are evaluated on competencies such as adaptability and resilience. Astronauts receive extensive training to help them use self-assessment tools and treatments to manage their behavioral health. NASA also provides training in expeditionary skills to prepare every astronaut for missions on important competencies, such as self-care and team care, communication, and leadership and followership skills.
      To help maintain motivation and morale aboard the space station, astronauts can email, call, and video conference with their family and friends, receive crew care packages aboard NASA’s cargo resupply missions, and teleconference with a psychologist, if needed.
      How does microgravity affect astronaut physical health?
      In microgravity, without the continuous load of Earth’s gravity, there are many changes to the human body. NASA understands many of the human system responses to the space environment, including adaptations to bone density, muscle, sensory-motor, and cardiovascular health, but there is still much to learn. These spaceflight effects vary from astronaut to astronaut, so NASA flight surgeons regularly monitor each crew member’s health during a mission and individualize diet and fitness routines to prioritize health and fitness while in space.
      Why do astronauts exercise in space?
      Each astronaut aboard the orbiting laboratory engages in specifically designed, Earth-like exercise plans. To maintain their strength and endurance, crew members are scheduled for two and a half hours of daily exercise to support muscle, bone, aerobic, and sensorimotor health. Current equipment onboard the space station includes the ARED (Advanced Resistive Exercise Device), which mimics weightlifting; a treadmill, called T2; and the CEVIS (Cycle Ergometer with Vibration Isolation and Stabilization System) for cardiovascular exercise.
      What roles do food and nutrition play in supporting astronaut health?
      Nutrition plays a critical role in maintaining an astronaut’s health and optimal performance before, during, and after their mission. Food also plays a psychosocial role during an astronaut’s long-duration stay aboard the space station. Experts working in NASA’s Space Food Systems Laboratory at the agency’s Johnson Space Center in Houston develop foods that are nutritious and appetizing. Crew members also have the opportunity to supplement the menu with personal favorites and off-the-shelf items, which can provide a taste of home.
      NASA astronaut and Expedition 71 Flight Engineer Tracy C. Dyson is pictured in the galley aboard the International Space Station’s Unity module showing off food packets from JAXA (Japan Aerospace Exploration Agency).NASA How does NASA know whether astronauts are getting the proper nutrients?
      NASA’s nutritional biochemistry dietitians and scientists determine the nutrients (vitamins, minerals, calories) the astronauts require while in space. This team tracks what each crew member eats through a tablet-based tracking program, which each astronaut completes daily. The data from the app is sent to the dietitians weekly to monitor dietary intake. Analyzing astronaut blood and urine samples taken before, during, and after space missions is a crucial part of studying how their bodies respond to the unique conditions of spaceflight. These samples provide valuable insight into how each astronaut adapts to microgravity, radiation, and other factors that affect human physiology in space.
      How do astronauts train to work together while in space?
      In addition to technical training, astronauts participate in team skills training. They learn effective group living skills and how to look out for and support one another. Due to its remote and isolated nature, long-duration spaceflight can make teamwork difficult. Astronauts must maintain situational awareness and implement the flight program in an ever-changing environment. Therefore, effective communication is critical when working as a team aboard station and with multiple support teams on the ground. Astronauts also need to be able to communicate complex information to people with different professional backgrounds. Ultimately, astronauts are people living and working together aboard the station and must be able to do a highly technical job and resolve any interpersonal issues that might arise.
      What happens if there is a medical emergency on the space station?
      All astronauts undergo medical training and have regular contact with a team of doctors closely monitoring their health on the ground. NASA also maintains a robust pharmacy and a suite of medical equipment onboard the space station to treat various conditions and injuries. If a medical emergency requires a return to Earth, the crew will return in the spacecraft they launched aboard to receive urgent medical care on the ground.
      Expedition 69 NASA astronaut Frank Rubio is seen resting and talking with NASA ISS Program Manager Joel Montalbano, kneeling left, NASA Flight Surgeon Josef Schmid, red hat, and NASA Chief of the Astronaut Office Joe Acaba, outside the Soyuz MS-23 spacecraft after he landed with Roscosmos cosmonauts Sergey Prokopyev and Dmitri Petelin in a remote area near the town of Zhezkazgan, Kazakhstan on Wednesday, Sept. 27, 2023.NASA/Bill Ingalls Learn more about NASA’s Human Health and Performance Directorate at:
      www.nasa.gov/hhp
      View the full article
    • By NASA
      2 min read
      Preparations for Next Moonwalk Simulations Underway (and Underwater)
      ESI24 Haghighi Quadchart
      Azadeh Haghighi
      University of Illinois, Chicago
      In-space manufacturing and assembly are vital to NASA’s long-term exploration goals, especially for the Moon and Mars missions. Deploying welding technology in space enables the assembly and repair of structures, reducing logistical burdens and supply needs from Earth. The unique challenges and extreme conditions of space–high thermal variations, microgravity, and vacuum–require advanced welding techniques and computational tools to ensure reliability, repeatability, safety, and structural integrity in one-shot weld scenarios. For the first time, this project investigates these challenges by focusing on three key factors: (1) Very low temperatures in space degrade the weldability of high thermal conductivity materials, like aluminum alloys, making it harder to achieve strong, defect-free welds. (2) The extreme vacuum in space lowers the boiling points of alloying elements, altering the keyhole geometry during welding. This selective vaporization changes the weld’s final chemical composition, affecting its microstructure and properties. (3) Microgravity nearly eliminates buoyancy-driven flow of liquid metal inside the molten pool, preventing gas bubbles from escaping, which leads to porosity and defects in the welds. By examining these critical factors using multi-scale multi-physics models integrated with physics-informed machine learning, and forward/inverse uncertainty quantification techniques, this project provides the first-ever real-time digital twin platform to evaluate welding processes under extreme space/lunar conditions. The models are validated through Earth-based experiments, parabolic flight tests, and publicly available data from different databases and agencies worldwide. Moreover, the established models will facilitate extendibility to support in-situ resource utilization on the Moon, including construction and repair using locally sourced materials like regolith. The established fundamental scientific knowledge will minimize trial-and-error, enable high-quality one-shot welds in space, and reduce the need for reworks, significantly reducing the costs and time needed for space missions.
      Back to ESI 2024
      Keep Exploring Discover More Topics From STRG
      Space Technology Mission Directorate
      STMD Solicitations and Opportunities
      Space Technology Research Grants
      About STRG
      View the full article
  • Check out these Videos

×
×
  • Create New...