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UPDATE #32 - September 11, 1998

PART 1: Upcoming Chats
PART 2: Working with People/Teams
PART 3: Subscribing & Unsubscribing: How to do it


Tuesday, September 15, 1998, 9:30 AM Pacific Time: Stephen Jaeger,
aeroacoustics engineer
Aeroacoustics is the study of aircraft noise. Stephen's
responsibilities in this area include developing tools for measuring
aircraft noise, and conducting acoustics research on wind tunnel models of
supersonic jets, airliners and aircraft engines. He also builds new test
instruments, designs equipment, analyzes noise data, and presents the
results of wind tunnel tests. 

Read Stephen Jaeger's autobiography and field journals prior to joining
this chat. 
Registration for this chat.

[Editors note: Larry Young is a research engineer at NASA Ames Research Center. He specializes in the aeromechanics of tiltrotor aircraft. Read his bio at http://quest.arc.nasa.gov/aero/team/young.html ]


by Larry Young

December 17, 1997

Teamwork is an essential aspect of modern engineering projects.  The
increasing complexity and cost of most of today's engineering projects
dictates that teams -- instead of single individuals --
perform the required work.  Engineering project teams can be fairly small
(three or four people) or very, very large (thousands of people).  The
TRAM project which I manage has had several dozens of companies and
individuals contributing to the success of the project.  A good project
manager must always be humble and supportive of each member of his or her
team -- for a project's success is not his alone but instead is due to
everybody working on the project.

Wind tunnel and, in particular, rotorcraft project/test teams are
comprised of hard-working, dedicated individuals who often have to work
several years on a project before success is achieved. Rotorcraft and wind
tunnel projects are challenging -- and success is not always guaranteed.
Persistence, team loyalty and respect, and risk management (anticipating
and solving problems) are very important to achieve success. Communication
and planning skills are also crucial to teamwork.  Each team member has a
crucial task to perform on a project; each team member relies on his/her
team-mates to complete their tasks to insure success.

For rotorcraft wind tunnel test teams, the project director and the test
director play key roles.  The project director is responsible for the
definition and implementation of the test objectives and the run "matrix"
(tunnel and model operating conditions for which data is acquired to meet
the test objectives) and is also responsible for data quality.   The test
director is responsible for the day-to-day operational execution of the
test in a safe and efficient manner. The project director and test
director "lead" the test team during the wind tunnel entry.

The TRAM/DNW wind tunnel test team, for example, is comprised roughly of
twenty team members.   Members of the test team come from the U.S. Army,
NASA Ames and NASA Langley Research Centers, and Boeing Helicopter (Mesa,
AZ).  (This is actually a small subset of the total number of individuals
who have made key contributions to the TRAM.   Dozens of designers,
analysts, and machinists contributed to the
building of the TRAM models prior to the wind tunnel entry.)    Test team
members include technicians, mechanics, wind tunnel and model operators,
software programmers, instrumentation engineers, data system hardware
engineers, structural engineers, mechanical engineers, aeronautical
engineers (and project managers).  Most rotorcraft wind tunnel projects
require roughly the same number of people and skill sets.



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