Everything seemed normal as Apollo 13 made its way through space following launch on April 11, 1970. Some folks said the number "13" should never have been used in the first place. Other folks (who make decisions about such things) weren't bothered by unscientific superstitions. They used the in-sequence mission number.
Jim Lovell, commander of the mission, was looking forward to his time on the moon. So was Fred Haise. On the other hand, Ken Mattingly (originally slated as the third member of the crew) was still home in Houston. He'd been exposed to German measles and, 72 hours before launch, was replaced by Jack Swigert. Turns out, it was a good thing Mattingly was still on the ground. His expert help was going to be needed by his crew mates. (This link takes you to the official portrait of the crew which includes Mattingly in the middle.)
Fifty-six hours into the flight, Apollo 13 was in serious trouble. There was a short in the current from fuel cell three. That current was supplying power to the cryogenic oxygen tank. Two other shorts occurred a few seconds later. Not only was the mission in trouble, the lives of the crew were in danger. The severely damaged Service Module had lost its ability to produce oxygen and water. Lovell radioed mission control:
Houston, we’ve had a problem.
Mission Control in Houston, together with
Ken Mattingly, feverishly worked out a way to get the crew back to earth. It wasn't easy. The solution was complicated.
Meanwhile, with their oxygen being depleted, the crew in space had to power down their Command Module ("Odyssey"), power up the Lunar Module ("Aquarius"), and make sure they had proper airlines. The tiny capsule would not take them to the moon this trip, but it would help to save their lives. One hour before reentry, the crew jettisoned Aquarius. It would not survive a reentry.
Apollo 13 landed in the Pacific Ocean 142 hours, 54 minutes and 41 seconds after lift-off. The USS Iwo Jima recovered the men and Odyssey. Nearly two-thirds of the mission had been under extreme emergency conditions.
The decisions of the NASA team in Houston produced a brilliant example of managing a terrible situation under extraordinary pressure. Returning the crew safely was one of NASA's finest moments. Sixteen years later, horrible misjudgments and a lack of effective teamwork produced its greatest disaster.