NASA Scientific and Technical Aerospace Reports

80
SOCIAL AND INFORMATION SCIENCES (GENERAL)
Includes general research topics related to sociology; educational programs and curricula. For specific topics in these areas see
categories 81 through 85.
20040121098 Idaho Univ., ID, USA
KSC Education Technology Research and Development Plan
Odell, Michael R. L.; 2003 Research Reports: NASA/ASEE Fellowship Program; December 15, 2003, pp. Q-1 - Q-10; In
English; See also 20040121096; No Copyright; Avail: CASI; A02, Hardcopy
Educational technology is facilitating new approaches to teaching and learning science, technology, engineering, and
mathematics (STEM) education. Cognitive research is beginning to inform educators about how students learn providing a
basis for design of more effective learning environments incorporating technology. At the same time, access to computers, the
Internet and other technology tools are becoming common features in K-20 classrooms. Encouraged by these developments,
STEM educators are transforming traditional STEM education into active learning environments that hold the promise of
enhancing learning. This document illustrates the use of technology in STEM education today, identifies possible areas of
development, links this development to the NASA Strategic Plan, and makes recommendations for the Kennedy Space Center
(KSC) Education Office for consideration in the research, development, and design of new educational technologies and
applications.
Author
Educational Resources; Learning; Instructors; Research and Development
81
ADMINISTRATION AND MANAGEMENT
Includes management planning and research.
20040111024 SRI International Corp., Menlo Park, CA, USA
Mixed-Initiative Planning and Scheduling for Science Missions
Myers, Karen L.; Wolverton, Michael J.; September 15, 2004; 38 pp.; In English
Contract(s)/Grant(s): NCC2-1267; SRI Proj. P11397; No Copyright; Avail: CASI; A03, Hardcopy
The objective of this joint NASA Ames/JPL/SRI project was to develop mixed-initiative planning and scheduling
technology that would enable more effective and efficient planning of science missions. The original intent behind the project
was to have all three organizations work closely on the overall research and technology development objectives. Shortly after
the project began, however, the Ames and JPL project members made a commitment to develop and field an operational
mixed-initiative planning and scheduling tool called MAPGEN for the 2003 Mars Exploration Rover (MER) mission
[Ai-Chang et al. 2003]. Because of the tremendous amounts of time and effort that went into making that tool a success, the
Ames and JPL personnel were mostly unavailable for collaboration on the joint objectives of the original proposal. Until
November of 2002, SRI postponed work on the project in the hope that the Ames and JPL personnel would be able to find
time for the planned collaborative research. During discussions between Dr. Karen Myers (the SRI institutional PI) and Dr.
John Bresina (the project PI) during November of 2002, it was mutually agreed that SRI should work independently to achieve
some of the research objectives for the project. In particular, Dr. Bresina identified explanation of plans and planner behavior
as a critical area for research, based on feedback from demonstrating an initial prototype of MAPGEN to the operational
community. For that reason, our focus from November of 2002 through the end of the project was on designing explanation
methods to address this need.
Derived from text
Space Missions; NASA Space Programs; Scheduling; Mission Planning; Mars Exploration; Planning
20040111202 Westminster Univ., London, UK
Industry Consolidation and Future Airline Network Structures in Europe
Dennis, Nigel; The Conference Proceedings of the 2003 Air Transport Research Society (ATRS) World Conference; July 2003;
Volume 5; 15 pp.; In English; See also 20040111201; Copyright; Avail: CASI; A03, Hardcopy
In the current downturn in demand for air travel, major airlines are revising and rationalizing their networks in an attempt
to improve financial performance and strengthen their defences against both new entrants and traditional rivals. Expansion of
commercial agreements or alliances with other airlines has become a key reaction to the increasingly competitive marketplace.
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