359 DAY IN THE LIFE: WHEN MAJOR ANOMALIES OCCUR CHAPTER 20 Module, which is a large external box on the starboard truss that houses the ammonia pump and the FCV. In 2010, the pump failed in a different way and was changed out via a series of three spacewalks. To avoid the EVAs, the team’s initial focus was on the “commanded from the ground” options. With the help of the Mission Evaluation Room members, the flight control team worked hard at characterizing the FCV failure and started to discuss other ways to control the loop temperatures. For example, they might be able to partially close a different valve—the Radiator Return valve—which would cause less flow from going to the cold radiator. The ISS Program management and Flight Director’s Office agreed that if these solutions were not looking feasible by morning, preparations for the EVAs would need to kick off. The chief of the Flight Director’s office named a flight director to lead the effort that would be called “Team 4” (see sidebar, Calling in the Reinforcements: Team 4). A few flight directors and some other key personnel met to start discussing the big picture in terms of personnel and EVA timing. One of the major tasks to discuss before starting to lead a big team was the timeline of events that would drive the deadlines for the team. December 30 through January 8 was the high beta period, which would not be good for either an EVA or a Cygnus mission, due to additional power-downs of equipment. Squeezing in repair EVAs before December 30 would be difficult. Even more daunting would be squeezing in the EVAs plus a Cygnus mission with launch, rendezvous, capture, and berthing. The Russian EVA that was planned for December 20 would need to be renegotiated if a series of US EVAs was added to the schedule or the Cygnus capture happened to fall on that date. Even if a way was found to wedge two major events into the same day, two dynamic events (e.g., EVAs and visiting vehicle captures) are not typically planned on the same day due to overall crew and ground team workload. Calling in the Reinforcements: Team 4 The operations team and the ISS Program management may determine that it is necessary to formally call together a larger-than-normal group of people to resolve a time-critical problem “off-console.” This type of team is called “Team 4” (see also Chapter 18), and it is led by a flight director. Team 4 is so named because it usually takes three shifts of teams to work 24-hour operations and an off-console team would be the fourth team. Although it implies a single shift of people, Team 4 usually requires two to three shifts over a few days to produce the required results. In the case of a Team 4 call-up, all available resources are made available, including facilities and the Mission Evaluation Room engineering personnel, hardware providers, and contractors. The lead Team 4 flight director brings recommendations for risk- or cost-related ISS decisions to program management and keeps the ISS Program informed throughout the course of events. Since Team 4 is able to leave the flight control function to the other three teams, it can work on new procedures or perform analysis uninterrupted, work in mock-up facilities to determine what could be constructed on orbit, support the ISS Program meetings, or go try out spacewalk techniques in the Neutral Buoyancy Laboratory. Sometimes, members of Team 4 work together in a “War Room” setting, working in a dedicated conference room for hours each day with technical experts, discussing solutions or performing analysis. Team 4 is most successful when the console team is closely following the activities of Team 4. Team 4 creates official console documentation such as Flight Notes for new procedures and changes in the way the ISS should be operated. Team 4 members try to speak with the console team frequently throughout the day, and cell phones are always in hand in case console needs to reach someone on Team 4. Friday, Dec 13, 2013— Team 4 Is Called In The next morning, the console team continued to struggle with ground commanding to control the ammonia loop temperature. It was officially announced that a Team 4 effort would be required to integrate all the teams and plan for EVAs. The Team 4 structure and logistics were discussed at a kickoff meeting. Several parallel efforts would be