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Michael A Brieden
7765 Pigeon Dr
Hitchcock, TX 77563 US
Day Phone: 281 483 5345
Email: michael.a.brieden@nasa.gov
Availability:
Job Type: Permanent
Work Schedule: Full-Time
Work Experience:
NASA JSC
NA, United States
05/2006
Present
Hours
per
week: 40
Pay
Plan: GS
Grade:
15
AST, Aerospace Flight Systems (This is a federal job)
Executive Summary
During my 28 years at NASA I have led and managed numerous multi-discipline technical
teams in the development of human-rated hardware and software systems. As part of these
efforts, I've developed implementation plans, performed briefs to all levels of NASA
management, including Headquarters, and led the execution of those plans. Specifically, I just
completed duties as the Avionics, Power, and Software (APS) manager for Orion. The Orion
APS office is responsible for all onboard avionics, power, wiring, and software systems. In
addition we are responsible for all avionics and software labs across the country. Prior to this
assignment I was Project Lead Engineer for the Orion Vehicle Integration Office. On the Crew
Exploration Vehicle (CEV) Project I was technical lead for development of the prime contract
Request for Proposal (RFP), establishing the Spacecraft and Vehicle Integration offices,
development of implementation plans and schedules, and execution of the plans leading to
System Requirements Reviews. As part of this effort I led multi-discipline, multi-Center teams,
and provided authoritative technical decisions, advice to senior management, and consultation
on variables and unknowns affecting the planning, integration, coordination, and critical
management problems associated with the development of new human-rated spacecraft.
I also led the Space Shuttle Orbiter Reinforced Carbon-Carbon (RCC) repair team in the
development of RCC repair capabilities after the Columbia accident. In this capacity I served
as lead in the resolution of one of the most challenging problems affecting the safe return to
flight of the Shuttle. This activity required managing a variety of work involving technical
studies, technical evaluation, testing, analysis, and production of RCC repair materials and
techniques. I managed a multi-discipline, multi-Center team to accomplish the goals
established in the Columbia Accident Investigation Board recommendations.
From 1999 to 2004, I led the Shuttle Cockpit Avionics Upgrade (CAU) team to develop a
vehicle user interface consistent with human engineering improvements made over the last 20
years (Shuttle current cockpit is considered 1970's vintage). The CAU project was considered
the number 1 shuttle safety upgrade at that time. I led the team that negotiated and managed
an approximately $450M contract to execute this effort. The CAU project included
development of the onboard hardware and software, as well as the modifications to Shuttle
facilities (over 20 facility installations). This multi-discipline team included the hardware and
software engineering disciplines required to develop and integrate this capability into the
vehicle, the operations disciplines required to incorporate the new capabilities and the
engineering facilities disciplines required to integrate the capability in the affected Shuttle
facilities.
I have led numerous other development activities that give me the necessary skills for this
position, including managing complex development efforts across multiple disciplines, NASA
centers, and contractors to achieve the desired outcome. Following is a summary of the jobs I
have held at NASA.
NASA.1
NA, United States
08/2004
07/2013
Hours
per
week: 40
Pay
Plan: GS
Grade:
15
AST, Aerospace Flight Systems (This is a federal job)
Orion Program
I served as Orion Avionics, Power, and Software Office Manager for approximately 4 years. I
led the team responsible for all onboard avionics, power, wiring, and software systems. In
addition we were responsible for all avionics and software integration labs located throughout
the US. We implemented state of the art technology including development of a gigabit
Ethernet system for onboard flight critical and mission critical data. We utilized several
innovative software architecture systems to manage all the onboard spacecraft controls. I was
responsible for over $300M/year in contractor effort as well as a direct NASA budget of $20M
to $30M/year. As of July, 2013 we had delivered all of the labs and associated lab hardware
and software for our 1st integrated mission testing (Exploration Test Flight-1) scheduled for
September, 2014. We have delivered or are testing all of the onboard hardware and software.
Prior to my APS Manager duties I was the Project Lead Engineer for the Orion Vehicle
Integration Office (VIO). I was assigned to several critical design efforts including a complete
vehicle configuration assessment which led to a reduction of millions of dollars in cost, and
thousands of pounds of mass reduction. I also led key system design efforts in the areas of
avionics and software including design of the primary avionics & software architecture, the
backup flight control system,and the integrated controller design which incorporated all data,
power, environmental control, propulsion control systems into a single box design.
In August, 2004 I joined the Crew Exploration Vehicle (CEV) Project as technical lead during
the early phases of the project. The CEV is an advanced spacecraft intended to fly crew on low
earth orbit missions and to/from the moon. Future phases of the program call for the CEV to
also transport crew to and from a Mars transfer vehicle. I led the technical team in developing
two Requests for Proposal (RFP) for execution of CEV development. I led a team of multidiscipline experts to craft key elements of the CEV implementation strategy and associated
RFP products. As the project matured, I was given responsibility to manage the integrated
spacecraft development as lead for the CEV Spacecraft office. I was responsible for
assembling an organization representing every engineering discipline required to develop the
CEV spacecraft. We developed an integrated vehicle design for the CEV spacecraft, using it
for integrated vehicle analyses, requirements validation, and cost/schedule estimates. We
wrote numerous technical reports documenting the analysis and modeling performed. I
performed numerous briefings for senior management, other technical bodies, and other
centers. I managed a diverse, multi-center team in the execution of my responsibilities. In early
2006, I was given responsibility for leading the Vehicle Integration office within the CEV
project. Our team was responsible for the systems engineering and integration for the CEV
spacecraft and the integration of the spacecraft with other elements of the Constellation
Program including ground systems, mission systems, the launch vehicle, and other spacecraft
(Space Station, Lunar Surface Access Module, etc). Our team performed integrated vehicle
design & analyses, Cockpit design mockups and crew evaluations, Subsystem level designs,
and integration of the spacecraft design elements. We worked a variety of integration issues
including propulsion, flight mechanics, ascent performance, ascent abort, CM OML, mass
properties, and interfaces. I provided technical decisions, recommendations, and consultation
to the CEV project and Constellation program on planning, integration, coordination, and
critical management problems.
NASA.2
NA, United States
04/1999
-
08/2004
Hours
per
week: 40
Pay
Plan: GS
Grade:
15
AST, Aerospace Flight Systems (This is a federal job)
In April, 1999 I joined the Space Shuttle Vehicle Engineering Office as Deputy Manager for
Orbiter development. In this position I led an orbiter support ability assessment for sustaining
the fleet through 2012. I also led the development of several avionics upgrade proposals as
well as development projects underway. In early 2000, I was assigned full time as Cockpit
Avionics Upgrade (CAU) manager. The CAU project was an approximately $450M undertaking
to radically improve the shuttle human machine interface. The project is considered the
number 1 priority safety upgrade for the shuttle. It provides a user interface consistent with
human factors engineering improvements made over the last 20 years (current cockpit is
considered 1970's vintage). As project manager I have led the development of the flight
software and hardware, the shuttle facility modifications necessary to integrate the new system
(over 20 facility installations), and the verification and certification planning and execution. The
project is a complex effort requiring use of numerous COTS hardware and software
components, radiation tolerance of all the hardware components, and integration with legacy
avionics systems. In addition, I've managed the operational changes necessary to integrate the
new capability into crew and ground/flight operations. Besides the technical nature of the job,
I've also managed the budget, schedule, and reserves necessary to execute the project. The
project planning utilizes earned value tools, integrated master schedules, and detailed
resource loading to evaluate progress and performance.
After the Columbia accident I was asked to lead the Reinforced Carbon-Carbon (RCC) Repair
Team. The RCC forms the wing leading edge of the Orbiter, and its failure due to foam impacts
led to the loss of Columbia. The project was extremely complex from both a technical and
management perspective. I led a team of thermal protection system experts from across the
country to develop candidate repair materials and repair techniques. The team included
members from contractors, engineers, ground operations, flight crew office, flight operations,
Safety & Mission Assurance, and flight crew equipment (tools) disciplines. The team performed
technical assessments, performed material qualification testing, and produced reports
documenting the results of the analysis. The technical challenges we had to overcome
included performance of materials in zero-g and vacuum conditions, ability of suited astronauts
to perform the repair utilizing the Shuttle and Station robotic arms as work platforms, and the
ability of the repair to withstand the intense heating affects during re-entry. The team overcame
many obstacles and developed several promising repair solutions. The repair techniques were
demonstrated on STS-114, and will be included in future Shuttle missions.
NASA.3
NA, United States
01/1994
04/1999
Hours
per
week: 40
Pay
Plan: GS
Grade:
15
AST, Avionics Systems (This is a federal job)
I served in 2 basic positions during this tenure. The first was as section head for the
Government Furnished Equipment(GFE) software development branch. My office developed
the Orbiter Interface Unit (OIU) software for a criticality 1 application for shuttle/station
communications. The second position was as project manager for various GFE projects. As
project manager I led development, certification and delivery of the Trajectory Control Sensor
(TCS). The TCS is a laser based navigation aid for docking with the space station, and is flying
successfully on all ISS docking missions. Again as project manager, I led the development of
the Space Integrated GPS/INS (SIGI) system. The SIGI is a navigation aid using GPS and
strap down inertial system technology for an integrated vehicle state and attitude solution. The
SIGI was intended to support 3 programs: Space Station, Shuttle, and X-CRV. It is currently
operating successfully as a primary navigation sensor on station. Finally I served as the GPS
project manager for shuttle. The GPS project targeted replacement of the shuttle TACAN
systems with GPS. As Project manager I led the development, certification, and delivery of the
GPS components; the modification of the shuttle onboard software; and the integration of into
the shuttle avionics. The shuttle GPS system is certified and currently awaiting installation into
the orbiter fleet. A single string version is successfully flying and was the source of Columbia's
pinpoint state vector as it flew over the southwestern United States on STS-107.
NASA.4
NA, United States
12/1989
12/1993
Hours
per
week: 40
Pay
Plan: GS
Grade:
14
AST, Technical Management (This is a federal job)
From December, 1989 to December, 1993 I served as member of Space Station Freedom
Project office for work package-2. Primary duties were as software architecture lead for SSF
Program. This responsibility included integration of all SSF element software into the
hardware/software systems provided by WP-2 (Data Management System). I led a diverse
group of software teams from IBM, Boeing, Rocketdyne, other NASA centers, and software
support contractors to integrate their respective software into the common platform (DMS). We
developed a software design architecture document to define allocation of resources,
interfaces, and operational moding of software.
NASA.5
NA, United States
07/1985
12/1989
Hours
per
week: 40
Pay
Plan: GS
Grade:
12
AST, Aerospace Flight Systems (This is a federal job)
From 1985 to 1989, served in the Spacecraft Software Division of the Mission Support
Directorate at JSC. My primary duties were in the shuttle system software area. I had direct
oversight of IBM and Rockwell's software development and verification activities for the shuttle
primary and backup flight computer software including custom operating systems, custom
development and verification tools, and loader software. I served as software lead for the
upgrade of the shuttle flight computers (AP101-B to AP101-S). As such I was responsible for
the software changes required for the new computer and transparency testing of the flight
computer software for certification for flight of the new system. Started as a GS-7 in 1985 and
ended a GS-12 in 1989.
Education:
Texas A&M University College Station, TX United States
Bachelor's Degree 05/1985
GPA: 3.1 of a maximum 4.0
Major: Electrical Engineering
Job Related
Training:
Managing the Influence Process; 56 hours; 1998
Dupont Safety Course; 16 hours; 2002
Project Management Shared Experience; 32 hours; 2000
Project Management; 32 hours; 1995
Mentor Training; 4 hours; 2002
SES Training (Carnegie Mellon); 2004
Additional
Information:
Awards
-Rotary National Stellar Award for Space Achievement (2001)
-JSC Director's Commendation for outstanding leadership of cockpit avionics (2002)
-NASA Exceptional Service Medal for outstanding leadership in Shuttle Avionics (2001)
-NASA Exceptional Service Medal for significant contributions to space station avionics
software (1994)
-Silver Snoopy award from Astronaut Office (1998)
-Award of Merit (Manned Flight Awareness) (1987)