NRO APPROVED FOR 

RELEASE 1 JULY 2015 

AEROSPACE CORPORATION 

Post Office Box 95085, Los Angeles, Calif ornia 90045, T elephone 648-5000 

25 November 1968 

Subject: Manpower 

To: i MOL Systems Office (SAFSL-1/Maj Gen Bleymaier) 

Los Angeles Air Force Station 

Air Force Unit Post Office 

Los Angeles, California 90045 

I am writing you to make you aware of what I consider to be the 

critical state of Aerospace manpower support to the MOL program. 

I am bringing this subject to your attention at this point in time 

because in reviewing the monies allocated to Aerospace support 

of the program against the manpower which it furnishes as well as 

a review of our performance to date against those monies, I find 

there must be some relief in the form of additional funds or we 

will be faced with a drastic reduction in the manpower that can be 

applied to MOL and a resultant reduction in technical tasks which 

we will be able to accomplish. 

If you will recall, I have on several occasions, presented our manpower 

needs for the next four years which are shown in Figure 1. As can 

be seen in this Figure, at this .point.in time of the program, our 

manpower should be continuing to grow. In fact, our estimate of the 

average manpower required in FY 1969 was of the b:,..e.er of 285 to 290 

people. The reason for the shape of this growth ourvL, is based on 

analysis of tasks to be done and is substantiated by eyperienca in 

previous programs. For example, Figur..-2 shows data for the 

Titan III Program of MTS actuals versus milestones. Similar data 

for the Gemini Launch Vehicle are shown in Figure 3. In both of 

these cases the peak manpower loads occurred near th- times of the 

first design mission flight. 

It is realized there have, been stretch outs and schedule changes in 

the MOL progrann, however, the fact remains that there is more 

money being spent this year than in previous years and it is planned 

to spend an increased amount next year with the associate contractors. 

It is also realized that the ratio of Aerospace GSE/TD personnel to the 

dollar cost of the program is perhaps not a conclusive measurement 

and can of course be quite subjective. The data shown in Figure 4 

however, illustrates that the manpower expended in MOL per unit 

cost is considerably below that of other successful Air Force programs. 

GENERAL OFFICES LOCATED AT 2360 EAST EL E7GUNDO BOULEVARD, EL SEGUNDO. CALIFORWA 
NRO APPROVED FOR 

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Page Two 

I still feel that the MOL manpower projections as laid out are valid 

and reflect the real needs of the program. 

As we began to put in effect our manpower plans for this Fiscal 

Year our first agreement on manpower was that we would average 

275 MTS for the year. These tentative agreements were verbally 

reached with Colonel Ledford. As the allocations for the coming 

year were made on or around the first of July it was obvious that 

the Air Force could not support the level of 275 MTS and the funds 

provided were $11,000,000 from which it was estimated at that 

time that 236 MTS could be supported. In our subsequent discussion 

it was agreed and appreciated by you, that reducing our manpower to 

these levels would have a deleterious effect on the program. As a 

result you held discussions with General O'Neill in which 14 

additional short term planning spaces were allocated out of the line 

item which raised the estimated total of MTS for the year to 250. 

As the costs for the year have been developed we find that the 

$11,000,000 will not provide 236 MTS but rather 228. The main 

item in cost increase is a 3% cost of living increase but there are 

alsu 3.her minor changes in overhead rate. This then meant our 

grand total, including short term planning personnel, for the year, 

must average 241. To go back, after you obtained the 14 short term 

personnel which we thought would allow us to run through the year 

at 250, we agreed we would make every effort to bring our charges, 

which were then at 280, down to 250.,in an orderly fashion such that 

work that was underway would be completed and there would be no 

lapse in continuity. We made this attempt and were able to bring 

our charges into the neighborhood of 250 in the _August to September 

time period. However. ;,..0 work began to accumulate in the September/ 

October time period it was impossible to accomplish the work which 

we set out to do in support of the program and stay with this 250 MTS 

level. In fact, the charges appeared to stabilize around the 260 to 

265 level with an actual average of 261. These data are summarized 

in Figure 5. 

We have made an analysis of the reason for the increase in charges 

in the September/October period and we find that as anticipated, a 

considerable percentage of our people were heavily involved in the 

activities associated with carrying through Project Upgrade, i.e., 

review of the revised Statements of Work, final review of SAFSL 

Exhibits, CDRL Lists and other documentation and data concerned 

with the supplemental agreements to be negotiated with the associate 

contractors. In addition, there have been fact finding activities 

associated with the coming negotiation of the revised contracts. 
NRO APPROVED FOR 

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Page Three 

While the majority of our people were tied up in this effort, the 

program, of course, continued and there were numerous technical 

problems which required attention and needed solutions in order 

for the program to progress. Some of these had been around for 

some time waiting for the application of the proper manpower. It 

was realized we could not arrive at the supplenental agreements 

or firm contracts without decisions on these problems. Therefore, 

in addition to the work on the program contractual documentation 

we were forced to apply substantial technical talent to solution of 

these problems. Examples of the type of work accomplished and 

problems worked in this period are given in Figure 6. I would like 

to point out that this list is by no means definitive and does not 

represent all of the technical problems being worked in the program 

at this time. 

The upshot of this increase in effort of the last months has been that 

with no increase in funds it will be necessary to seriously reduce the 

MOL manpower levels further and this will have to occur in the 

immediate future. The severity of the problem is illustrated in 

Figure 7 where in order to stay within the allocated monies we will 

have to average 223 MTS for the second six months of this year even 

including the 14 short term planning charges. Also in the previous 

six months we were able to bring tho charges down some without 

a direct reduction in force in the program office since our MTS 

dropped from'178 to 166. In order to stay within the budget it will 

be necessary to drop 20 MTS in the program office around the first 

of the year. There will, of course, be an appropriate reduction in 

the effort from the Engineering Science Operations Staff. Those 

released from the MOL Program Office and from the Engineering 

Science Operations Staff will leave the company and be lost as an 

asset to the company since the only funds available to pay for them 

are MOL funds. 

In order to live with this reduced level of effort there would have to 

be serious curtailment of tasks now accomplished by Aerospace in 

support of the MOL program. A listing of the candidate tasks which 

we are seriously considering deleting are given in Figure 8. I feel 

that the deletion of any one of these represents a serious degradation 

of the GSE/TD effort. In examining this list of recommended deletions 

there are certain of these items which will have to be picked up by 

contractual effort within the existing associate contractor structure 

either in direct effort or by sub-contract by them. For example, 

our software activities in connection with ascent and reentry guidance 

and/or the effort connected with the problem control center. 

In considering those tasks to be deleted we also reviewed at this time 

tasks that we feel we have not been able to support or support to the 

degree required for timely effect within the program as shown in 

Figure 9. It should be emphasized that we are working many of these 

tasks but not at the level required to be fully effective in the program. 
NRO APPROVED FOR 

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Page Four 

These are tasks that we could have accomplished had we been 

able, to spply the effort that we recommended to you early this year, 

that, is, of the order of 285 to 290 MTS. I am quite concerned with 

the Complexity of the program, the numerous interfaces and that 

the rogram is not being adequately supported from an overall 

eng neering standpoint. 

In rder to substantiate or evaluate the present status of effort we 

have made a review of the functions and/or tasks being accomplished 

by each member of the MOL program office on a man by man basis as 

well. as an audit of their specific activities over a two week period. 

In addition, we reviewed tasks being accomplished by the Engineering 

Science Operations Staff and the MTS assigned to each of these tasks. 

The review has satisfied me that each of Our people is indeed very 

gainfully employed and indeed this survey again showed areas where 

work was not being accomplished which needed to be done. This study 

is available to you and your staff for your detailed review and perusal. 

Alternatives to the major reduction in force dictated by the fixed level 

of $11, 000, 000 have been studied. One case treated was that of 

maintaining the level of effort on the MOL program at its level of 

today of 261 MTS. This case is illystrated in Figure 10, and as can 

be seen that in order to maintain a level of 261 MTS equivalents it 

would require ,the MOL program to provide funds of $920, 000 for an 

additional 19 MTS manyears. I would like to point out that this level 

however, is below that which we feel is required to properly support 

the program. Another case treated was that of maintaining 250 MTS 

for the rest of the year which will be in line with the agreements of 

last summer but will necessitate a slow down in the solution of some 

critical problems in the program. This will require 13 additional 

manyears effort support by MOL with a cost of $640, 000. (Figure 10A) 

The next chart, Figure 11, illustrates the manpower which Aerospace 

feels is necessary to properly carry out their responsibilities in the 

program. The requirements shown here are our basic requirements 

shown to you heretofore, adjusted for the early year actual rates. 

This plan would provide an average of 288 MTS for the fiscal year. 

The cost to MOL would be $2. 1 million dollars for an additional 46 

MTS manyears. 

Again I will state that I am bringing this to your attention at this 

time because of the criticality of the problem. This criticality is 

brought about by the fact that we must take action within the next 

few weeks to release personnel from the program or even greater 

reductions in the latter part of the year would be necessar y. There 

are no funds to support MOL manpower other than those allocated by 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Page Five 

the Systems Office except for the 14 MTS paid for in Short Term 

Planning. I have also discussed this matter with Dr. Getting and 

he shares my concern with the degree to which the Aerospace 

Corporation can properly support the MOL program using the levels 

of ma 'power indicated by the budget. 

I will e happy to discuss all aspects of this program with you at any 

time alnd I am sure if you feel it is desirable Dr. Getting will join 

this discussion. 

'1 

/ r/ - 

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Walter C. Williams 

Vice President 

General Manager 

MOL Division 

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NRQ APPROVED FOR 

RELEASE 1 JULY 2015 

• \ • 3 

=9.' 7c C7-=.-ICE • 

INDIVIDUAL TASK DFiCRIPTIONS 

Office Duti-s 

I 

3. Meltzer - 

Director 

GSE/TD and integration of Flight 6 & 7, the automatic 

version of MOL. 

Overall direction and integration of the Flight 6 and 7 mission 

requirements and their implementation into system design. 

Compatibility assurance of Flight 6 and 7 design to the 

Manned MOL Program; also, thermal integration. 

R. Carrington - Structural compatibility of the airborne vehicle, aercd1- _ - 

design and testing, orbital dynamics requirements and 

analysis, and Lab - Module space allocation. Airborne vehicle 

loads integration with booster contractor. 

0 

(") _R,_Finney Flight 6 and 7 test proaram, factory-to-pad assembly and 

test schedule control. AGE, exchange hardware and facility 

design integration and requirements. All test and ground 

systems associated with the actomatic 

Integration of instrumeittaLion, tolems::try and command system 

requirements. DR V and, film handling system design including 

related electro-mechanical compatibility. 

Flight 6 and 7 interface compatibility and interface 

documentation. Systems Requirements integration of too 

program compliance 'documents: SP/DI7,, Program E:.,:hibits, -

Syctem IT.1- inee.ring Documentation (SED), Contractor Work 

Statement compatibility, systems effectiveness compatibility. 

A. Blackwell - 

E. Hibsman - 

0 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Systenis -Engineerin..; Office 

Page -2- 

R. Toutant Compatibility assuranc;:: of contractor documentation: 

CET Specifications, functional flow diagrams (FFB1D), 

contractor nlans, reciuircments analysis sheets (RAS), 

interface soccifications. Coordination of Flight 6 and 7 

mission simulator requirements. 

Thermal integration and analysis of the film supply, film 

transport and recovery sys;:er'ns;DRV1 s, fairings, and the 

overall Flight 6 and 7 heat transfer area. 

(J. Meltzer)*- 

(R. Finnov)* - AGE and exchange hardware design and analysis. 

Blackwell)* 

(as available) 

Power systems design, power allocation, electrical/ 

electronic systems cesign. Electronics integration of 

overall Flight 6 and 7 vehicle. 

Currently subdivision carrying some program office load. 

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SYSTEMS ANAL YSIS; 

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NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Gemini B and Pressure Suit Assembly Segments 

W. D. Pittman - Segment Systems Engineering Director - overall cognizance 

of MDAC-ED and Ham. Std technical requirements/performance and 

assignments/monitoring of work in Aerospace System Office. Provides 

Technical Direction to Contractor through Air Force System Office. 

F. W. Buehl - Associate Systems Engineering Director - backup to Segment 

Director on overall System Office responsibilities with specific ongoing 

responsibilities for inter-segment integration of test programs and 

interfacing activities involving MDAC-ED and Ham. Std. 

A. Green - Manager, Mechanical Systems - monitors MDAC-ED work and 

initiates in-house studies for structures, propulsion, ECS, Mechanical 

AGE and Crew Transfer. 

L. G. King - MTS Mech. Sys. reviews contractor planning and monitors 

analysis and test of Gemini B structure for satisfaction of requirements 

for strength, dynamics and separation functions. Co-ordinates technical 

subdivision studies in this area. 

D. Mumper - MTS Mech. Sys. - reviews contractor planning and monitors 

analysis and test of Gemini B life support and environmental control. 

Co-ordinates technical subdivision studies and support in this area and 

for similar effort on Gemini B propulsion and Mechanical AGE. 

C. Plank - Manager, Avionics - responsible for monitoring contractor effort 

and initiating in-house studies for guidance and control, communications, 

telemetry, crew displays, electrical, EMC and pyrotechnics. 

I. K. Egashira - MTS Avionics - revies contractor planning and monitors 

analysis and test of electronics for Gemini B guidance system for asaea,t 

and re-entry, and for communications and telemetry. Co-ordinates 

interface with T-III and technical subdivision studies. 

B. Katz - MTS Avionics - responsible for technical requirements, and monizo.,ing 

contractor efforts for development of ascent guidance equations. Co-ordinates 

in-house technical subdivision effort for checking development and validation 

of equations. 

) - MTS Avionics - electrical subsystem monitoring and evaluation of 

batteries and power distribution. Also electromagnetic susceptibility 

of Gemini B pyrotechnit devices. (Formerly S. Moskwa) 

A. Blanciak - Manager, Analysis - responsible for initiating in-house analyses 

for ascent performance and abort modes, re-entry traje ctories and crew 

safety during ascent/re-entry. Monitors contractor plans, analyses and 

wind tunnel tests for these areas. 

W. A. Germain - MAS Staff - provides segment representation to configuration 

control board, co-ordinates ECP and IFS documentation, and initiates 

follow-up on action items for Gemini B and PSA. 

) - MTS Analysis - performance and system analysis background to 

assist in evaluating alternate operating modes and trade studies for ascent 

and re-entry trajectories. 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Gemini B and Pressure Suit Assembly Segments Page 2 

R. IvlacMaster - MTS Staff - responsible for test integration and status of 

qualification for Gemini B. Co-ordinates test planning and monitors 

tests in association with :vIOL System Office Test Directorate and 

Contractor. 

•R. S. Swope - Manager, Pressure Suit Assembly Segment - responsible for 

technical requirements and monitoring of contractor effort for PSA 

development and associated AGE. 

) - MTS PSA Segment - Specialist in materials and suit design 

to assist in evaluating alternative development designs and proposed 

changes by contractor. 
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NRO APPROVED FOR 

RELEASE 1 JULY 2015 

DAC LABORATORY VEHICLE OFFICE 

L. K. Herman 

R. U. Moody 

F. W. Belina 

W. C. Hayden 

L. T. Stricker 

A. R. Maffie 

Manager of Attitude Control and Propulsion. Performs 

technical and project work in these and performance 

areas and maintains cognizance of DAC Work Statement. 

Performs project functions in electronics and operations 

areas and has responsibility for crew equipment and 

electrical. umbilical. Also works displays and controls 

and interface with Gemini B. 

Manager of Lab Module and maintains cognizance of lab 

arrangements and CE I. Special. activities include the 

launch ascent signals, ejections and separation, and 

the general problem of contamination. Presently assigned 

to projecting the incorporation of SAFSL's into CEI's. 

Coordinates all interface activity and ECP's and establishes 

and maintains records of dispositions. Responsible for 

many items of exchange hardware. 

Responsible for major systems tests activities at 

Huntington Beach and associated documentation. Performs 

integration support of inter-contractor test activities. 

Responsible for attitude control and propulsion system 

hardware, including analysis, design and test. Performs 

major functions in contamination mitigation and testing. 

R. E. Thompson Responsible for the cryogenic supply system and liquid 

thermal control loop hardware and related activities. 

G. H. Smith 

R. Herndon 

Responsible for structural and mechanical design and 

analysis with emphasis on the mission module structuic 

and contractor interfaces. 

Manager of. structures and mechanical systems and 

associated activities. Performs integration role across 

the orbiting vehicle for loads and structural analysis. 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Page 2 

D. E. Richard 

R. D. Haug 

R. H. Lee 

Responsible for attitude control and translation system 

electronics hardware and performance evaluation thereof. 

Responsible for environmental control syStem and waste 

management systems and associated analyses and tests. 

Manager of environmental control and life support systems. 

Performs cognizance of contractor interfaces in the 

environmental control areas and performs safety related 

tasks in materials selection, control and testing. 

M. Cole Responsible for structural design and analysis with 

emphasis on the Lab Module and the Gemini B interfaces. 

D. C. Lu 

W. T. Sheng 

W. C. Hanson 

F. J. Benedetti 

C. Rose 

E. K. McCrary 

Responsible for electrical power system integration and 

test activities and provides project office support for the 

Work Statement. 

Manager of the electrical power system and related 

activities, including wire harness and powe' consumption. 

Provides project management for all SAFSLis applicable 

to DAC. 

Responsible for review and coordination of changes to DAC 

ground test plans an.d analysis and update of test environments. 

Manager or all testing activity being performed at DAC. 

Responsible for s-,-stem level tests and coordination of 

subsystem testing and related activities. 

Responsible for mechanical AGE hardware, DAC facilities 

mods, an-1 certain exchange hardware. Provides support 

of interface activities and documents. 

Responsible for mechanical AGE hardware with emphasis 

on fluid handling systems. 

Project engineer for expediting Laboratory Vehicl.P 

activities for Flight 2, including requirements, objectives, 

hardware tradeoffs, instrumentation and telemetry, data 

analysis and validation of milestones. 

Staff Engineer for assuring rapid integration and coordination. 

of project problems and briefings. Contractual implementation 

activity and special problem assignments. 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Page 3 

------------ Responsible engineer for ordnance hardware design, 

analysis, and test verification. 

Mechanical design engineer for hardware development 

in areas of lab arrangements, vehicle configuration, 

and experiment (ESE-l) incorporation. • Activities to 

include special hardware such as hatches, windows 

and seals. 

Electronics engineer for performing project functions 

and integration of electronics area. 

Electrical engineer to be responsible for the prime 

power source development and qualification. 
." 

NRO APPROVED FOR 

RELEASE 1 JULY 2015 

0 

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NRO APPROVED FOR 19 November 1968 

RELEASE 1 JULY 2015 

Subject: Responsibilities of Personnel in the Data Systems Office. 

The function of the Data Systems Office is to provide GSE/TD through 

the appropriate segment directors of Electronic and Data Systems 

Subsystems in the following areas: Telemetry, Communications, 

Command, On-Board Computers, Instrumentation and Monitor and 

Alarm, and Electrical AGE. 

H. W. Nordyke/A. E. Pope - Director and Assistant Director 

Their responsibilities include the general management of the Data 

Systems Office and, in addition, ensuring that interface compatibility 

between the subsystems and the various segments is maintained. 

B. Sklar T:1:-.ctronic Integration 

Responsible for AVE design integration and circuitry design reviews. 

Also responsible for special system studies such as in-plant data 

reduction and integrated circuit performance. 

N. R. Silk - Manager Telemetry Subsystem 

ncspbrisible for the telemetry subsystems in both GE and BAG program 

segments. He provides the GSE/TD, manages the working group in TLIVI 

and provides the assurance that this subsystem meets the MOL system 

requirement. Key interfaces are with .AVE, Electrical AGE and SCF. 

R. F. Roberts - Telemetry Subsystem 

Assists N. Silk with the responsibilities outlined above. In addition, he 

performs system studies showing performance and hardware tradeoffs. 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Responsibilities of Personnel in the Data Systems Office Page 2 

A. R. Thomas - Manager Command Subsystem 

Responsible for the Command subsystem in both GE and DAC program 

segments. He provides the GSE/TD, manages the working groups and 

provides the assurance that this subsystem will meet the MOL system 

requirements. Key interface areas are with the AVE; Electrical AGE and 

SCF. 

V. L. Gentry - Command Subsystem 

Assists A. Thomas with the responsibilities outlined above. In addition 

he performs system studies showing performance and hardware tradeoffs. 

W. W. Kern - Exchange Hardware and Electronic Test 

Responsible for electronic exchange hardware and electronic tests. This 

includes intei face definition and management of all electronic subsdiutes 

and tests such as those specified in the Ground Test Plan. 

E. L. Braun - On-Board Computer 

Responsible for the on-board computer subsystem. He provides the GSE/ 

TD in connection with the acting manager, and provides management of the 

working group in this area. Key interface areas are with AVE and Electrical 

AGE and with program software. 

M. W. Jensen - Manager Instrumentation, Displays and Monitor and Alarm 

Subsystems 

Responsible for the instrumentation, displays, monitor and alarm subsystem:, 

in both DAC and GE program segments. He provides GSE/TD, manages the 

working group and provides assurance that this subsystem will meet MOL 

system requirements. Key interfaces are with AVE, Electrical AGE and the 

SCF. 
Responsibilities of Personnel in the Data Systems Office Page 3 

NRO APPROVED FOR 

RELEASE 1 JULY 2015 

J. Horyczka 

Assists M. Jensen with the responsibilities outlined above. In addition, 

he performs system studies showing performance and hardware tradeoffs. 

M. C. Ackerman - AVE Communications Subsystem 

Responsible for the AVE communications subsystem in connection with the 

acting manager. He provides the GSE/TD, manages the working group and 

provides assurance that this subsystem will Meet MOL requirements. Key 

interface areas are with the AVE and SCE. 

S. Levin - Overall Communication Link Intelligibility Special Purpose Voice 

Ground Hardware 

Responsible for the overall communications link performance, including 

voice intelligibility and for the special purpose voice ground in connection 

with the acting manager. He provides the GSE/TD, manages the working 

group in this area and provides assurance that the voice link intelligibility 

will meet MOL requirements. The key interface areas are with the AVE 

and SCE. 

D. G. Egan Manager of Electrical AGE 

Responsible for the Electiical AGE in both the GE and DAC program 

segmenLs. He provides the GSE/TD, manages the working groups and 

provides the assurance that These equipments will meet the MOL system 

requirements. Key interface areas arc with the AVE and factory test and 

VAFB. 

W. T. Trevaskis - 

Assists D. Egan with the responsibilities with Electrical AGE as outlined above. 

In addition, he performs system studies showing hardware and and performance tradeoffs. 
NRO APPROVED FOR 

RELEASE I JULY 2015 

Responsibilities of Personnel in the Data. Systems Office Page 4 

H. J. Bender - 

Responsible for allElectrical AGE software, both the GE and DAC program 

segments. This software is necessary to perform all. factory test 

operations, checkout, acceptance and launch functions. In conjunction with 

the manager of electrical. AGE he provides the GSE/TD in software, 

manages the working group and provides assurance that this- area meets 

MOL system requirements. Key interface areas are with the electrical 

AGE hardware, AVE, factory test requirements and VAFB launch 

requirements. 
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NRO APPROVED FOR 

RELEASE 1 JULY 2015 R. Fling 

(.71 

0 • MANAGER - Launch Operations, Planning and Support 

Function is to provide the policies, requirements, operating plans 

and disciplines necessary to produce an integrated MOL launch 

system. 

o Provide in-house coordination of Launch Operations plans 

and policies and resolution of problems through the Launch 

Operations Planning Group 

- Serve as technical co-chairman 

o Establish MOL launch operations documentation program to 

insure proper development and implementation of requirements, 

plans and procedures 

o Establish and maintain a link with factory testing 

o Participate in the flight readiness of the MOL Flight Vehicle 

o Provide a contact within Launch Operations for VAFB to tin 

and operations 

o Focal points in Launch Operations, LA, for malfunctions/ 

problems occurring during flight hardva re testing. 

o Provide support studies and analyses thr -r.-.:gh. the technical 

staff in the areas of test definition, constraints, safety or 

r e-cycle 

Serve as team canta.in for launch operations statemtns of work 

reviews and related fact-finding and negotiations. 
A. Kurz 

NRO APPROVED FOR 

RELEASE 1 JULY 2015 

"N 

1. Technical Chairman of .the Launch Operations Flow Subgroup 

(LOFS) This Working Group was formed by direction of the LOPG to 

work the test flow ar eas and is comprised of representatives 

from Air Force, Aerospace, and all FV Associate Contractors. 

Z. Maintain a continuous analysis of all test requirements to insure 

operational compatibility between systems arid between segments 

(includes AVE, AGE, Facilities, Range, and Software). 

3. Review and monitor segment check- cut requirements via the 

Segment CRP's and FV checkout requirements via the FVCOP 

to:. 

a. Assure implementation of test requirements 

b. Integrate operational requirements in the interface areas 

between the segments, between the Fs/ and the AGE, and 

between the FV and the 

c. Provide operational constraints. 

d. Verify compliance with SAFSL,s 20020 (STOP), 20021 (GGTP), 

and 20023 (VAFI3 LO & CSR). 

e. Mainta;ri the test flow and supporting timelines. 

• 

4. Conduct an analysis of all changes (airborne and ground) ci 

on operations and testing. 

,5. Monitor the testing of the vehicles at VA1-7B to verify status and readiness. 

6. Monitor and review test specifications for the FV and FV Segments 

to assure compliance with test reql_viL.emeni..s and implementation 

via test procedures. Also, maintain technical control of the. test 

specifications. 

Support the day-to-day type problems and provide inputs for test 

requirements and operational requirements as well as assisting in 

the resolution of these problems. 

S. Participate in acceptance activities to the extent necessary to provide 

continuity between Acceptance and Readiness. 
,NRO APPROVED FOR 

RELEASE 1 JULY 2015 H. Yirn 

Activities devoted to achieving maximum continuity and compatibility 

of factory acceptance and launch site test of MOL elements. 

O - TEST REQUIREMENTS 

o Investigating adequacy of documentation coverage 

o . Commonality of contractor's approach 

o Review of technical requirements (Future Effort) 

0 TEST FLOW 

o Establish factory acceptance through launch baseline test 

flow for test planning 

o Utilization of STD Block 8.0 and 7. 0 

o Perform system integration of test problem 

.0 TEST PLANS 

o Review and coordinate test plans applicable to factory acceptance 

and launch site testing. 

Acceptance Test Plans 

Integrates Test Plans 

Checkout Requirements Plans 

Flight Vehicle Checkout Plan 

Much of my activities are devoted to achieving maximum compatibility 

between factory acceptance and launch site test planning for the MOL Program elements. In addition, I devoted substantial effort in optimizing 

the commonality of approach in test planning among the MOL Associate 

Contractors. Specific assignments in support of the above objectives 

include the following: 
I■IRO APPROVED FOR 

RELEASE 1 JULY 2015 

• 1. Test Requirements for MOL 

a) Currently investigating the adequacy of System Test Documentation 

from the CEI Spec Part II down to the Test Procedures (including 

contractor in-house documents) to identify requirements holidays 

in the test documentation area. Specific areas of interest are the 

level of technical detail appropriate for the various test requirements documents identified. 

b) Subsequent to the issue of test requirements documents each 

document shall be reviewed for technical adequacy and cornpleteness and problem areas coordinated with the segment OPR's. 

Their respective associate contractors. 

2. Factory Acceptance to Launch Site Test Continuity and Compatibility 

Established the requirement for the MOL Associate Contractors 

to e the System Technical. Documentation (STD) to validate the 

continuity and compatibility between factory acceptance and launch 

site testing. Established a STD requirement for a total factory 

acceptance through launch test flow which will be the basis for the 

Preparation of Block 7.0 and 8. 0 STD. The ST.D will be a means 

for implementing Lest rnarices to analyze the adequacy of the MOL 

factory through :eunch test program 

Throughout the acquisil_ioe, phase of the program, the continuity 

and compatibility of factory acceptance and launch site testing 

will be optimized to the greatest extent possible using specifications, 

plans, and STD, Test flow matrices by all MOL Subsystems will be 

used for System Integration purposes throughout the acquisition 

phase of the program. 

3. Test Plans 

Support the review and coordination of test plans applicable to factory 

acceptance and launch site testing. Documents in this area prepared 

by the MOL Associate Contractors include: 

Acceptance Test Plans Checkout Requirements Plan 

Integrated Test Plans Flight Vehicle Checkout Plan 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

R. Carroll 

0 Project Engineer with Prime Responsibility for Preparation Total 

MOL ?RD 

a) Overall management/coc:rdination of contractor inputs 

b). Detailed technical review of all contractors inputs 

c) Integration and documentation of total program Range Support 

requirements 

d) Continuous function requiring update as program progresses 

in consonance with contractor/Range requizern. ents and 

capabilities 

0 Project Engineer Responsible for Coordination, Integration and 

Documentation of Develonment :Fits 1 and 2 Pre-?light Fliht 

a) Serves as authorative detailed pre-flight and flight plans and 

r eou rerne.nts guide i

b) Serves to expose planning areas that are pr:blernat:cal, controversal or neglected 

c) Continuous function that will be updated with planning changes 

and phase into the dire'Ctoral STO documentation activities for 

program 

0 • GENERAL .M.rriber of MOL Team responsible for developing 2nr1 

defining major test requirements, test flow, test support and documentation requirements. 

a) Requires participation in meetings 

b) . Review of contract or inputs pertinent thereto 

. c) Provide written inputs in support of task 
• 

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NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Responsibilities of I. Kurman. 

Mang er of the Launch Systems Integration Section of the Launch Operations 

Group. The functions and responsibilities of this section include the planning, 

analysis end evaluation of the activation, integration and operational readiness of 

the ground and airborne systems at the MOL Launch Facilities. Specific responsibilities include: 

1) Technical Co-Chairman of the SLC-6 Activation Working Group for 

the MOL Office. 

2) Member of the MOL Support Facilities Activation Working Group. 

3) P_ ,--view and analysis of 'GNP' FCR's and ECP's for effect on integrated 

hardware at VAFB. 

4) Act as the 'MOT single-point contact for configuration management 

in the review and coordination of all change paper. 

5) Participate in AVE/AGE/Facility interface definition and maintenance. 

6) Review AVE/AGE designs and participate in PDR/CDP activity to insure 

operations requirements for compatibility, check'7,nt flexibility and safety 

are met. 

7) Review contractor plans and statements of work for compliance with 

activation and operation requirements. 

8) Preparation and maintenance of SAFSL Exhibit 20011 (Activation 

Requirements). 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Responsibilities for B. Bayer 

Responsible for all MOL ground communications at VAFB. Coordinated 

C=)" C;17ti):'"A ••1 cic7/1,5' C 

all inputs to MOL CommunicationsA Sub Working Group. 

2) Provides Systems Engineering and Technical Direction on MOT. Radio 

S 

Frequency Transmission System at SLC-6. Included all coordination 

with WTR, all MOL offices and MOL Associate Contractors and signoff of IFS/ICI) documents. 

3 Responsible for review and MOL coordination of all iviOL support 

facility FCEI's and architect and engineer drawings and specifications. 

4) Responsible for providing information and review of all portions of 

PRL) relating to communications and/or facility requirements. 

5) Responsible for review of all ascent communications, tracking and 

telemetry documentation to provide smooth transition from pre-launch 

and early flight equivalent data transfer. 

6) Responsible for SAFSL Exhibits 10025, MOL Facilities and 20025, 

MOL Logistics. 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

Responsibilities of D. Smith 

Review and analyze ICNP's, FCR's and ECP's for effect on integrated 

hardware at VAFB. 

2) Act as the Launch Operations Safety Representative for all safety 

activity at VAFB. 

3) Review AVE/AGE designs and participate in PDR/CDR activity to insure 

operations requirements for compatibility, checkout, flexibility and 

safety are met. 

Participate in the development of test requirements, plans, and 

procedures. 

5) Technical Co-Chairman of the VIOL Support Facility Activation Working 

Group. 
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NRO APPROVED FOR 

RELEASE 1 JULY2015 

F. M. Anderson, Manager 

Provide liaison and coordination between MOL Test Operations and the 

6595th ATW and AFWTR. 

Assigned duties which include member of Launch Operations Planning 

Group, Member of the Launch Operations Flow Subgroup of the LOPG, Member 

of the Executive Council of the Activation Working Group, Member of the 

Facilities Working Group. All the above groups meet approximately every 

four to six weeks with the exception of the Facilities Working Group which 

meets weekly at Vandenberg. 

Primary areas of emphasis during the next two years will include construction surveillance and activation of SLC-6 and MOL support facilities at 

Vandenberg and continued further detailed definition of test operations Lo 

accomplished at Vandenberg. This should include review and comment on 

contractor segment checkout requirement plans, integrated vehicle op,?rations 

plans, preliminary countdown manual and outline of integrated flight vehicle 

test procedures. 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

E. B. Davis 

o Facilities construction surveillance. 

o Represent MOL Aerospace SLC-6 Facilities Working Group. 

o MOL Support Facilities Working Group. 

o Member of the Activation Working Groups. 

o . Factfinding on launch support contracts. 

o Participate in CDR's for mechanical operations. 

o Technical support of the 6595tu ATW as required. 

o Participate in the activities of the LOTS and LOPG at LA. 
NRO APPROVED FOR 

RELEASE 1 JULY 2015 

M. C. Berker 

o Coordination of MOL/AFWTR/AFSCF Communication (data and 

voice) interfaces and policies. 

o Coordination with A FWTR on matters concerning range safety (i. e. , 

program policy, man safety, interrelationship, AVE configuration, 

and trajectories, etc. ). 

o Participation in the activities of various working groups - LOWG, 

LOPG, LOPS, SLC-6 SWG, MSF SWG, EMC test, etc. 

o Participation in CDR's for electrical operations. 

o Review of pertinent AGE/AVE ECP's. 

o Coordination of PRD with Range. 
CHARTS ASSOCIATED IVI-;:H PLOTDIRECTORATE 

4YEAR STAFFING MEMO -. DATED 15 OCTOBER 1963 

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Total Pa g e s: 

20 Noverne.1:-1968 

C. L, Olson 

ADVANCED PLANS AND REQUIREMENTS OFFICE 

CHARTER, FUNCTIONAL DESCRIPTION, AND MTSREOUIREMENT,S 

1:Li! VIA t;V:',114 

IX. 
NRO APPROVED FOR 

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ADVANCED PLANNING OBJECTIVES 

A. —

General 

------ 

,e principal and initial. objective of the 401 1\_, program is the development and early demonstration of an operationally useful high resolution optical reconnaissance system capable of 

achieving ground resolution of In conjunction with the achievement of 

the principal program objective, provisions arc also to be made for increasing the baseline 

system capability by extending on-orbit lifetime and incorporating advanced optical systems 

Growth versions /of the MOL system shall not be limited tothe baseline MOL system concept 

of integral crew and laboratory launches. Other techniques, such as rendezvous and resupply 

operations Utilizling variations of baseline MOL system segments, shall be considered. 

B. Advanced Planning Objectives and Requirements 

Achievement of the increased system capabilities prescribed by the basic program objectives 

can only result from timely and effective advanced planning of MOL growth configurations. 

Appropriate studies and analyses and other supporting planning activity roust therefore be 

pursued in support of the following objectives: 

1. Improved system economics in both Rg.:D and operational phases, with specific 

consideration of increased mission duration and extended utilization of baseline or direct 

derivations of baseline system segments. Both integral launch and rendezvous techniques 

are to be investigated. 

2. Improved operational flexibility through the use of combined mission configurations, 

multi-sensor ai'..angements, larger crew complements, resupply techniques, orbital 

storage. 

3. Increased mission performance through improvements to the baseline sensor 

capability, incorporation of higher resolution payloads, use of additional or complementary 

payload capabilities, and the application of advanced data management and recovery 

techniques. 

4. Development of growth versions with diversified mission pe.tential for support 

of DOD, NASA or other national requirements that may arise; such as long duration bioastrona,:tie investigations, meteorology, multi-spectral earth sensing, as Ironer-fly and 

planetary observation, and the conduct of other experiments of militar-y- or national 

relevance. 

5. Investigation of advanced techniques and technologies leading directly to improved 

optical sensors and systems capable of ground resolution approaching the limits imposed 

by atmospheric phenomena. Some of the major aspects to be investigated are: 

a. System confl7rnratns 

b. Components and materials 

c. Navigation, control and drive systems 

d. Bulk, weight and. mass considerations 

c. Supporting subsystem -equirernents 

f. Vibration environment 
ONNIIMMIMMENNOW „ 

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Advanced Plans and Requirements 

MOI,Division 

Advanced Plans and Requirements 

Basic Objective 

----t 

Provile plans and identify associated requirements for the Manned Orbiting 

Laboratory System to define follow-on programs, system growth, and 

alternate applications of the MOL System to DOD and National Space Objectives. 

Short and long range plans shall be developed to define approached for 

obtaining improved. system economics, performance and operational 

flexibility. 

Functions and Responsibilities 

1, Responsible .for the preparation and presentation of advanced planning 

for the MOL Program. This area of responsibility shall include the analysis 

of Misc,ic:-. Payload Elements , AVE, AGE, Facilities, and. Operational Requirements to define recommended System Characteristics in tern is 

of the following: Design, Performance, Costs, Schedules and System Effectiveness, These studies shall identify mis Si 03i objectives, contributions-of the 

crew, and the corresponding reql_lirements/impact on MOL System segments. 

Study results shall present recommended and alternative approaches for 

system design modification and operational employment with associated 

performance, cost, schedule and system effectiveresq estimates. 

2. Plan and direct techn'cal effort for funded Contract,,r studies of applicatic:ls and evolutionary gi ow'Lli of the 1,..1011, sys 4:ern. This effort shall 

encompass the preparation of study objectives, technical criteria., and the 

rendering of technical direction to Lhe Contractor during study cr7,ncluct, in 

accordance. with MOL/SO and MOL/P0 agreements and study funding. 

3. In the performance of the above stated functions, Advanced Plans and 

Requirements shall report directly to the Office of the General Manager, 

MOL Division. Additionally, Advanced Plans and Requirements shall 

coordinate planning activities with the responsible MOL offices for engineering and operations within Aerospace. 

4. The activities of Advanced Plans and Requirements shall be performed 

on the basis of continuing coordination with the Advanced Plans and Requirements Directorate MOL/SO, and shall be responsive to the needs of that 

Directorate as defined by agreed upon priorities and manpower. 
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COST ANALYSIS 

MOL. Division 

Advanced Plans and Rev-ire/I-lents 

Cost Analysis 

Objective 

. _ 

Provid

l

e cost estimrtes and analysis of fiscal funding options in support of 

advanced planning and applications for the MOL. System, and support baseline 

program costing activities. 

Functions and Responsibilities 

1. Perform studies to define estimated costs for vehicle/subsystem design 

modification, fabrication, testinr, and operational support as required for 

MO', system follow-on programs, system growth planning and for applications 

of developed hardware/software to specified alternate uses. Estimates shall 

normally be defined in terms of non-recurring and recurring costs, and 

shall be presented in adequate detail to support the particular planning study. 

2. (.) ,1-2;11 and maintain a curr..mt of cost data for space vehicle 

development and operations. Data shall encompass NASA as well as DOD 

programs for unmanned and manned systems. 

3. Participate in Cost/Re3iability Effectiveness analyses with other appropriate functions within Advanced Plans and Requirements. It shall be 

an objective of this effort to develop meaningful techniques for effectiveness 

evaluations including computer programs for use in fast response analysis. 

4. Prepare breakdowns of cost elements to be utilized in funded Contractor 

studies, and where reLial.,:o;:l..-eptre approved cost data to be used in the 

study. 

5. Cost Analysis shall report directly to the Advanced Plans and Requirements 

Director, and shall be responsible to him for the satisfactory performance 

of the above stated functions. 
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SYSTEM ANALYSIS SECTION 

MOL Division 

Advanced Plans and Requirements 

System Analysis Section 

Basic bThi_ective 

The System Analysis Section of the Advanced Plans and Requirements Office 

is responsible for the development of candidate improvements of and additions 

to the MOL mission payload. 

Functions and Responsibilities 

1. Irnprovementsof the primary MOL mission (technical intelligence) are 

derived from analyses of the system operational capability and sensor 

performance. Operational. analyses focus on the benefits to the primary 

mission of variations in orbital performance profile, terrestrial illumination 

and coverage, and mission duration. Sensor performance enhancement studies 

concentrate on improved resolution through increased focal length, aperture 

utilization, and scene recording improvements. 

2. Additions to the MOL mission typically envolve extentions of 

Vehicle application. Examples of such additions are the recent incorporation 

planetary photography to the MOL mission profile. 

Studies are currently underway on missions which may require additional 

equipment compliments (e. g. geodetic targeting). 

3. The flexibility of the NXDI_. system is exploited by str«1ies into such 

mission enhancements as wide-band data transfer and multi-spectral (visible 

and infra-red) analyses of targets using a modified Dorian payload, 

4. Low level studies are also directed a•p,_qication of the MOL to 

requirements of other agencies (e. n. astronomy, Navy radar, elint, etc. ). 

'5. During all phases of study, technology requirements. if identified, 

are directed to appropriate offices in SAMS() or the Special Projects Office. 

6. System Analysis shall report directly to the Advanced Plans and 

Requirements Director, arid shall be responsible to him for the satisfactory 

performance of the above stated functions. 
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DESIGN 

MOL Division 

Advanced Plans and Requirements 

Design 

Basic Objective 

Support Advanced Planning and Applications of the MOL, System by 

providing design studies of vehicles and vehicle subsystems and to 

conduct vehicle performance studies, perform evaluations of vehicles, 

and assess modes of system utilization. 

Functions and Responsibilities 

1. Perform design analyses to determine tradeoffs leading to preferred vehicle configurations. 

2. Provide weight estimates for vehicle systems under consideration. 

3. Identify appropriate test requirements associated with alternative 

systems under consideration, including reqUirements for AGE, facilities, 

and operational support. 

4. Provide estimates of subsystem and vehicle reliability. Identify 

crew activities for ir-lspace maintenance, including additional equipment 

access, redundan,:ly ST'ares corcepts, and specialized crew training. 

5. Obtain and evaluate performance data for launch vehicles applicable 

to ',VOL System growth and applications. 

6. Perform studies to define vehicle launch factors, constraints, and 

launch windows. Evaluate alternate operational modes and tradeoff considerations, including special trajectories such as rendezvous/intercept. 

7. Perform orbital parameter studies to determine orbit sustenance 

and optional orbit adjustment maneuvers. 

8. Monitor current in-house and Industry studies related to design and 

performance of vehicle systems, such as maneuvering re-entry vehicles 

and un-manned resupply vehicles, and conduct additional in-house studies 

to determine adaptibility to the MOI, follow-on program. 

• 
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Functions and Responsibilities (Continued). 

9. Monitor NASA near earth orbit mission plans and respond as 

requir ed, with vehicle design and performance. data for potential appli- l

cationiof the MOL developed hardware to the national. space program 

Coals I 

10. Prepare technical criteria, design concepts, performance data, 

and trajectory envelopes as required for funded Contractor studies. 

11. Design shall report directly to the Advanced Plans and Requirements Director, and shall be responsible to. Iii.171 for satisfactory 

performance of the above stated functions. 
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FUNCTIONAL ASSIGNMENTS 

ADVANCED PLANS E.1: REQUIREMENTS 

C. L. Olson (Director) 

3". Neiss* 

(Cost & Schedule Analysis) 

E. Gambaro (Mission Er_ P/L Analysis) 

M. Weiss (Communications gz Technology) 

T. Silva (Configuration Analysis & System Design) 

A. Poynter (Subsystems £_ Reliability) 

H. Solomon (Orbit Mechanics _`.':echan_icste Vehicle Performance) 

) 

T. Nishizolza (Preliminary Design & Weights) 

*Transfer in process 
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NRO APPROVED FOR A. :E ROSPA 7 CORPO R. 

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TO: MOL Directors & 

Group Directors. 

CC: DATE: 19 November 1968 

SUBJECT: ESO Activities W". C. Willian-Is 

The entire agenda of the regular weekly VOL, Division/ESO joint 

meeting of Thursday, 14 November, consisted of a report by ESO 

on their activities in support of MOT,. The electronics portion of 

the task presentation was given Tuesday, 19 November 196E. 

Copies of the charts presented are attached. Will you please 

analyze this information with a particular view toward possible 

changes in emphasis or shifting from "Tasks deforx ed." and "Tasks 

not being worked" into the "Current Tasks" category (and vice versa). 

Your analysis of the attached material should be prepared for 

by J. F. Chalmers by afternoon, 21 Novernte; 1968. 

Vii! 

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7/ ••• , ; 

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;•-• 

C. Williams 

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