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At least 181 records · Page 10

Rocket University at KSC

"Rocket University" is an exciting new initiative at Kennedy Space Center led by NASA's Engineering and Technology Directorate. This hands‐on experience has been established to develop, refine & maintain targeted flight engineering skills to enable the Agency and KSC strategic goals. Through "RocketU", KSC is developing a nimble, rapid flight engineering life cycle systems knowledge base. Ongoing activities in RocketU develop and test new technologies and potential customer systems through small scale vehicles, build and maintain flight experience through balloon and small‐scale rocket missions, and enable a revolving fresh perspective of engineers with hands on expertise back into the large scale NASA programs, providing a more experienced multi‐disciplined set of systems engineers. This overview will define the Program, highlight aspects of the training curriculum, and identify recent accomplishments and activities.

Training↗

Development of the Surface Management System Integrated with CTAS Arrival Tools

The Surface Management System (SMS) developed by NASA Ames Research Center in coordination with the Federal Aviation Administration (FAA) is a decision support tool to help tower traffic coordinators and Ground/Local controllers in managing and controlling airport surface traffic in order to increase capacity, efficiency, and flexibility. SMS provides common situation awareness to personnel at various air traffic control facilities such as airport traffic control towers (ATCT s), airline ramp towers, Terminal Radar Approach Control (TRACON), and Air Route Traffic Control Center (ARTCC). SMS also provides a traffic management tool to assist ATCT traffic management coordinators (TMCs) in making decisions such as airport configuration and runway load balancing. The Build 1 of the SMS tool was installed and successfully tested at Memphis International Airport (MEM) and received high acceptance scores from ATCT controllers and coordinators, as well as airline ramp controllers. NASA Ames Research Center continues to develop SMS under NASA s Strategic Airspace Usage (SAU) project in order to improve its prediction accuracy and robustness under various modeling uncertainties. This paper reports the recent development effort performed by the NASA Ames Research Center: 1) integration of Center TRACON Automation System (CTAS) capability with SMS and 2) an alternative approach to obtain airline gate information through a publicly available website. The preliminary analysis results performed on the air/surface traffic data at the DFW airport have shown significant improvement in predicting airport arrival demand and IN time at the gate. This paper concludes with recommendations for future research and development.

Jung, Yoon C.↗

Future Directions in Rotorcraft Technology at Ames Research Center

Members of the NASA and Army rotorcraft research community at Ames Research Center have developed a vision for 'Vertical Flight 2025'. This paper describes the development of that vision and the steps being taken to implement it. In an effort to realize the vision, consistent with both NASA and Army Aviation strategic plans, two specific technology development projects have been identified: (1) one focused on a personal transportation system capable of vertical flight (the 'Roto-Mobile') and (2) the other on small autonomous rotorcraft (which is inclusive of vehicles which range in grams of gross weight for 'MicroRotorcraft' to thousands of kilograms for rotorcraft uninhabited aerial vehicles). The paper provides a status report on these projects as well as a summary of other revolutionary research thrusts being planned and executed at Ames Research Center.

Aiken, Edwin W.↗

The requirements and feasibility of business planning in the office of space and terrestrial applications

The feasibility of applying strategic business planning techniques which are developed and used in the private sector to the planning of certain projects within the NASA Office of Space and Terrestrial Applications was assessed. The methods of strategic business planning that are currently in use in the private sector are examined. The typical contents of a private sector strategic business plan and the techniques commonly used to develop the contents of the plan are described, along with modifications needed to apply these concepts to public sector projects. The current long-range planning process in the Office of Space and Terrestrial Applications is reviewed and program initiatives that might be candidates for the use of strategic business planning techniques are identified. In order to more fully illustrate the information requirements of a strategic business plan for a NASA program, a sample business plan is prepared for a hypothetical Operational Earth Resources Satellite program.

Greenberg, J. S.↗

SCOS 2: ESA's new generation of mission control system

New mission-control infrastructure is currently being developed by ESOC, which will constitute the second generation of the Spacecraft Control Operations system (SCOS 2). The financial, functional and strategic requirements lying behind the new development are explained. The SCOS 2 approach is described. The technological implications of these approaches is described: in particular it is explained how this leads to the use of object oriented techniques to provide the required 'building block' approach. The paper summarizes the way in which the financial, functional and strategic requirements have been met through this combination of solutions. Finally, the paper outlines the development process to date, noting how risk reduction was achieved in the approach to new technologies and summarizes the current status future plans.

Jones, M.↗

NASA's Efforts to Commercialize Communications Services for Mission in Near-Earth Space

The National Aeronautics and Space Administration (NASA) Space Communications and Navigation (SCaN)Program enables high speed, robust, secure and cost-effective space communications and navigation services to current and future science and exploration missions. Consistent with National Space Policy, NASA is pursuing the use of demonstrated commercial services for all its future near-Earth requirements through a flexible, multi-provider approach that minimizes risks to the user missions and ensures costs to user missions are reasonable. Progress toward this goal is advancing in multiple key areas including direct to Earth (DTE), space-based relay, technology investments, required spectrum regulatory changes and mission engagement and infusion. The transition to commercial DTE services is already underway, with a target for transition by 2024. The primary functions to execute SCaN’s DTE strategy include increasing commercial service allocations by leveraging current commercial network providers and enabling seamless onboarding of additional providers into the network. Furthermore, moving away from government DTE services will allow operational costs to be optimized. A more gradual approach is planned for the transition to commercial space-based relay services to allow for demonstration and operationalization of commercial services for future users by 2030. In June of 2022, six American SATCOM vendors were awarded a combined $278.5 million through Funded Space Act Agreements (FSAAs) for the first cycle of demonstration and validation activities. The end-to-end service capabilities being targeted are based on existing NASA mission operational needs. Accordingly, each company has proposed a technical approach to lower costs, increase flexibility, and improve performance for a broad range of missions. Successful user mission transition to commercial services, both DTE and space-based relay, are dependent on the technologies and capabilities that address gaps in commercial capability. NASA is investing in technology development and pursuing a new strategic approach to the creation or adoption of space communications standards to move the agency toward a commercial paradigm. Wideband and multi-lingual user terminals are being developed to bridge differences in industry services. Building on ground demonstrations completed in 2021, the Johns Hopkins Applied Physics Lab (APL) will be flight testing a multi-lingual wideband terminal (payload) and demonstrating connectivity to both government and commercial relay services. NASA holds a leadership role in multiple civil space standards bodies and international coordination groups to ensure that standards supporting interoperability are developed with defined functions, interfaces, and performance. However, to successfully meet commercialization objectives, NASA seeks to collaborate with industry, and as applicable adopt or adapt to commercially defined standards. As such, NASA joined the 3rd Generation Partnership Project (3GPP) as an official member in 2021 to advocate for the inclusion of space missions as a unique user segment in future 5G non-terrestrial networks, and to better understand the scope of 3GPP releases and implications for space users. Further, engagement in Spectrum regulatory bodies is being undertaken to augment existing space-Earth and inter-satellite frequency allocations available for both government and commercial space systems. This paper addresses the recent progress toward NASA’s commercial space communications transition objectives and how key challenges are being navigated.

Gregory W Heckler↗

Commercial Contributions to the Success of the HEDS Enterprise: A Working Model

The future of NASA involves the exploration of space beyond the confines of orbit about the Earth. This includes robotic investigations and Human Exploration and Development of Space (HEDS). The HEDS Strategic Plan states: "HEDS will join with the private sector to stimulate opportunities for commercial development in space as a key to future settlement. Near-term efforts will emphasize joint pilot projects that provide clear benefit to Earth from the development of near-Earth space." In support of this endeavor, NASA has established the Commercial Development of Space as a prime goal and is exploring all the ways in which NASA might make contributions to this development. NASA has long supported the development of space for commercial use. In 1985 it formally established and provided funds to support a program which created a number of joint ventures between universities and industry for this purpose. These were known as Centers for the Commercial Development of Space (CCDS). In 1999 NASA established a broader policy on commercialization with the aim of encouraging near-term commercial investment in conjunction with the International Space Station. Joint pilot projects will be initiated to stimulate this near-term investment. The long-term development of commercial concepts utilizing space access continues through the activities of the Commercial Space Centers (CSC), a sub-set of the original CCDS group. These Centers primarily require access to space for the conduct of their work. The remainder of the initial Centers focus on the development of tools and infrastructure to support users of the space environment. It is in this arena that long term development for commercial use and infrastructure development will occur. This paper will provide a retrospective examination of the Commercial Centers, the variety of models employed, the lessons learned, and the progress to date. This review will provide the bases for how successful models can be employed to accelerate private investment in the development of the infrastructure necessary for the success of the HEDS enterprise.

Nall, Mark↗

A National Partnership-Based Summer Learning Initiative to Engage Underrepresented Students with Science, Technology, Engineering and Mathematics

In response to the White House Educate to Innovate campaign, NASA developed a new science, technology, engineering, and mathematics (STEM) education program for non-traditional audiences that also focused on public-private partnerships and nationwide participation. NASA recognized that summer break is an often overlooked but opportune time to engage youth in STEM experiences, and elevated its ongoing commitment to the cultivation of diversity. The Summer of Innovation (SoI) is the resulting initiative that uses NASA's unique missions and resources to boost summer learning, particularly for students who are underrepresented, underserved and underperforming in STEM. The SoI pilot, launched in June 2010, is a multi-faceted effort designed to improve STEM teaching and learning through partnership, multi-week summer learning programs, special events, a national concluding event, and teacher development. The SoI pilot features strategic infusion of NASA content and educational resource materials, sustainability through STEM Learning Communities, and assessments of effectiveness of SoI interventions with other pilot efforts. This paper examines the inception and development of the Summer of Innovation pilot project, including achievements and effectiveness, as well as lessons learned for future efforts.

Melvin, Leland↗

Simulated Evaluation of Strategic Conflict Management Capabilities for Urban Air Mobility Operations

Urban Air Mobility (UAM) is a new air transportation service concept to carry passengers or cargo in metropolitan areas, leveraged by innovative aircraft and automation technologies. NASA has conducted a series of simulations to evaluate the UAM concept of operations and inform the development of airspace procedures and services for UAM operations. The latest set of simulations called “X5” were conducted to test a Provider of Services for UAM (PSU) prototype that NASA developed for UAM flight planning, strategic conflict management support, and data exchange between UAM operators. In these simulations, two strategic conflict management capabilities, Demand-Capacity Balancing (DCB) and Sequencing and Scheduling (S&S), were further investigated. This paper describes the system architecture designed for the X5 simulation activities, the sequence diagram for strategic conflict management, and the simulation environment in the Dallas/Fort Worth urban area. The simulation results based on several system performance metrics for evaluation show that a sequential application of DCB and S&S effectively works to distribute traffic demand and meet sequencing and spacing criteria by assigning ground delays, compared to the DCB only and S&S only cases.

Urban Air Mobility, Strategic Conflict Management,↗

Simulated Evaluation of Strategic Conflict Management Capabilities for Urban Air Mobility Operations

Urban Air Mobility (UAM) is a new air transportation service concept to carry passengers or cargo in metropolitan areas, leveraged by innovative aircraft and automation technologies. NASA has conducted a series of simulations to evaluate the UAM concept of operations and inform the development of airspace procedures and services for UAM operations. The latest set of simulations called “X5” were conducted to test a Provider of Services for UAM (PSU) prototype that NASA developed for UAM flight planning, strategic conflict management support, and data exchange between UAM operators. In these simulations, two strategic conflict management capabilities, Demand-Capacity Balancing (DCB) and Sequencing and Scheduling (S&S), were further investigated. This paper describes the system architecture designed for the X5 simulation activities, the sequence diagram for strategic conflict management, and the simulation environment in the Dallas/Fort Worth urban area. The simulation results based on several system performance metrics for evaluation show that a sequential application of DCB and S&S effectively works to distribute traffic demand and meet sequencing and spacing criteria by assigning ground delays, compared to the DCB only and S&S only cases.

Simulation↗

Object impedance control for cooperative manipulation - Theory and experimental results

The dynamic control module being developed in the Dynamic and Strategic Control of Cooperative Manipulators (DASCCOM) project at the Stanford University Aerospace Robotics Laboratory is described. First, the cooperative manipulation problem is analyzed from a systems perspective, and the desirable features of a control system for cooperative manipulation are discussed. Next, a control policy is developed that enforces a controlled impedance not of the individual arm endpoints, but of the manipulated object itself. A parallel implementation for a multiprocessor system is presented. The controller fully compensates for the system dynamics and directly controls the object internal forces. Most importantly, it presents a simple, powerful, intuitive interface to the strategic controller. Experimental results for a dual two-link arm robotic system are presented to verify the controllers performance, for both free-motion slews and environmental contact.

Schneider, Stanley A.↗

National Aeronautics and Space Administration. 2003 Strategic Plan

As the 21st century begins to unfold, NASA will focus, with renewed vigor, on the challenges and opportunities before us and on developing the unique capabilities that strengthen America and address our national needs. Our Mission is driven by science, exploration, and discovery, and it will be carried out with a firm commitment to fiscal responsibility. We will study climate change and the natural and human-induced hazards to Earth's ecosystem. We will help to counter the threat of international terrorism by developing technologies that can improve the security and safety of our air transportation system. We will lead the world into a new understanding of our planet, our solar system, and the universe around us, and in so doing, we will begin to understand whether life may have developed elsewhere in the cosmos. This strategic plan lays out our hopes for the future and the important things we seek to accomplish for America. We are privileged to be entrusted with these pursuits and thrilled to be able to carry them out. We invite you to join us on this great adventure. Releasing this strategic plan with our 2004 budget request represents our new commitment to the integration of budget and performance reporting. In this way, we will ensure that strategic priorities are aligned with and influence budget priorities. Our new Integrated Budget and Performance Document, a companion volume to this strategic plan, expands on the goals and objectives presented here and identifies the specific long-term and annual performance measures for which we will be held accountable.

STRATEGIC PLANNING↗

NASA Crew Health & Performance Capability Development for Exploration: 2022 to 2023 Overview

NASA has identified twenty-eight specific risks to human health and performance that must be adequately understood and addressed to enable future crewed missions to Mars. These risks are due to radiation, reduced gravity, distance from earth, isolation and confinement, and the effects of living within artificially created and controlled life support environments. Research and technology development is required to better understand these risks and to inform, develop, and test technologies and strategies to mitigate these risks. NASA’s System Capability Leads coordinate across the agency to continually identify, prioritize, and monitor technology investments in support of these future missions. This paper describes progress over the past year in strategic planning, coordination, and technology development related to crew health and performance capabilities that are needed for future Mars missions. Technology maturation progress and future plans are described in the following capability areas: crew health countermeasures; spacesuit physiology and performance; food and nutrition; and exploration medical capabilities.

Andrew F J Abercromby↗

Strategic Center for Networking, Integration, and Communications Orbit Propagation Front-End Software Development

Orbit propagation is fundamental for space-based mission analysis, requiring software tools to predict the time-based positions and velocities of orbiting satellites. Many system analysts currently rely on commercial software, which is effective but expensive. NASA’s Space Communications and Navigation (SCaN) Strategic Center for Networking, Integration, and Communications (SCENIC) project intends to provide these analysis capabilities by using a combination of internal and open-source software, allowing for a greater flexibility while maintaining low costs. Several routines were created to take different forms of user input to translate input into the standard set of orbital elements to be utilized within the current SCENIC analysis capabilities. These inputs range from two-line elements (TLEs) and Cartesian vectors, to coordinate transformations and Walker Delta constellations. These routines will be integrated into the SCENIC user interface (UI) in order to provide greater customization and flexibility for orbit propagation and other dynamic-analysis capabilities.

Kuhl, Nick↗

Explanations in knowledge systems - Design for Explainable Expert Systems

The Explainable Expert Systems framework (EES), in which the focus is on capturing those design aspects that are important for producing good explanations, including justifications of the system's actions, explications of general problem-solving strategies, and descriptions of the system's terminology, is discussed. EES was developed as part of the Strategic Computing Initiative of DARPA. Both the general principles from which the system was derived and how the system was derived from those principles can be represented in EES. The Program Enhancement Advisor, which is the main prototype on which the explanation work has been developed and tested, is presented. PEA is an advice system that helps users improve their Common Lisp programs by recommending transformations that enhance the user's code. How EES produces better explanations is shown.

Swartout, William↗

The Experience Factory: Strategy and Practice

The quality movement, that has had in recent years a dramatic impact on all industrial sectors, has recently reached the system and software industry. Although some concepts of quality management, originally developed for other product types, can be applied to software, its specificity as a product which is developed and not produced requires a special approach. This paper introduces a quality paradigm specifically tailored on the problem of the systems and software industry. Reuse of products, processes and experiences originating from the system life cycle is seen today as a feasible solution to the problem of developing higher quality systems at a lower cost. In fact, quality improvement is very often achieved by defining and developing an appropriate set of strategic capabilities and core competencies to support them. A strategic capability is, in this context, a corporate goal defined by the business position of the organization and implemented by key business processes. Strategic capabilities are supported by core competencies, which are aggregate technologies tailored to the specific needs of the organization in performing the needed business processes. Core competencies are non-transitional, have a consistent evolution, and are typically fueled by multiple technologies. Their selection and development requires commitment, investment and leadership. The paradigm introduced in this paper for developing core competencies is the Quality Improvement Paradigm which consists of six steps: (1) Characterize the environment, (2) Set the goals, (3) Choose the process, (4) Execute the process, (5) Analyze the process data, and (6) Package experience. The process must be supported by a goal oriented approach to measurement and control, and an organizational infrastructure, called Experience Factory. The Experience Factory is a logical and physical organization distinct from the project organizations it supports. Its goal is development and support of core competencies through capitalization and reuse of its cycle experience and products. The paper introduces the major concepts of the proposed approach, discusses their relationship with other approaches used in the industry, and presents a case in which those concepts have been successfully applied.

Basili, Victor R.↗

Strategic materials availability and supply

An evaluation is made of the supply sources and current availability of elements involved in superalloy compositions, as well as of development trends in the substitution of strategic materials for superalloys, giving attention to the results thus far achieved by NASA's Conservation of Strategic Aerospace Materials program, which formally operated only from 1980 to 1984 but whose various research initiatives have been continued under other NASA programs. Peacetime and wartime economies' need and probable availability analyses are presented for bauxite/aluminum, the Pt-group metals, and the alloying elements Mn, Nb, Ta, Co, Cr, Ni, W, Fe, Cu, Ti, Mo, and Mg.

Stephens, Joseph R.↗

TASAR Certification and Operational Approval Requirements - Analyses and Results

This report documents the results of research and development work performed by Rockwell Collins in addressing the Task 1 objectives under NASA Contract NNL12AA11C. Under this contract Rockwell Collins provided analytical support to the NASA Langley Research Center (LaRC) in NASA's development of a Traffic Aware Strategic Aircrew Requests (TASAR) flight deck Electronic Flight Bag (EFB) application for technology transition into operational use. The two primary objectives of this contract were for Rockwell Collins and the University of Iowa OPL to 1) perform an implementation assessment of TASAR toward early certification and operational approval of TASAR as an EFB application (Task 1 of this contract), and 2) design, develop and conduct two Human-in-the-Loop (HITL) simulation experiments that evaluate TASAR and the associated Traffic Aware Planner (TAP) software application to determine the situational awareness and workload impacts of TASAR in the flight deck, while also assessing the level of comprehension, usefulness, and usability of the features of TAP (Task 2 of this contract). This report represents the Task 1 summary report. The Task 2 summary report is provided in [0].

Koczo, Stefan, Jr.↗