Search NASA⌕ Search

SEARCH · Search NASA

Results for “strategic vision”

Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 199 records · Page 11
All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

In Situ Resource Utilization (ISRU) Envisioned Future Priorities

The National Aeronautics and Space Administration (NASA) of the United States of America (US) has initiated the Artemis Moon to Mars program to send astronauts (the first woman and person of color) back to the lunar surface, create a sustainable human lunar exploration program, and lead the first human exploration mission to the Mars surface in the 2030’s. A major objective of this program is to characterize the resources that exist on the Moon and Mars, and learn how to utilize them for sustained and affordable exploration. Commonly known as In Situ Resource Utilization (ISRU), the search for, acquisition, and processing of resources in space has the potential to greatly reduce the dependency on transporting mission consumables and infrastructure from Earth, thereby reducing mission costs, risks, and dependency on Earth. Through the extraction and processing of resources into mission commodities such as rocket propellants, life support consumables, and fuel cell reactants, ISRU enhances and evolves the cis-lunar, lander, and surface transportation systems required for human exploration; expanding and ehancing HOW humans get to, explore, and return from the Moon. Through the extraction and processing of resources into metals, silicon, and other manufacturing and construction feedstock, ISRU enhances and allows for the expansion of critical infrastructure through in situ manufacturing and construction capabilities needed for WHAT humans do on the Moon and in cis-lunar space. Because of this, ISRU supports and enables commercial involvement beyond NASA and governmental agencies by both lowering the cost of sustained transportation to/from/on the Moon as well as supporting the market required for needing these transportation systems. To achieve this vision, NASA’s Space Technology Mission Directorate (STMD) ensures the coordinated development of ISRU and other critical space and surface infrastructure elements such as propulsion, power, manufacturing, construction, and robotics through the Strategic Technology Architecture Roundtable (STAR) process. Through STAR, an integrated framework and process has been created allowing for capabilities and technologies to be linked and assessed, gaps to be identified, specifications and metrics to be established, and provide a means to prioritize and implement technology development and missions. For lunar ISRU, three primary areas of development have been initiated, (1) understanding, mapping, extracting, and processing water and other volatiles found in polar permanently shadowed regions (PSRs), (2) methods, technologies to extract oxygen from regolith, and (3) methods, technologies, and use cases for metals, silicon, and other feedstock commodities extracted and produced from lunar resources. This presentation will briefly discuss the STAR process and elaborate on the current status and future plans for ISRU development, demonstration, and architecture implementation of NASA’s Envisioned Future Priorities plan for ISRU.

In Situ Resource Utilization↗
NASA NTRS2005

The APPL "Learning Map"

Root Learning, a learning consulting organization with a background in strategic planning, recognizes the knowledge gap that frequently exists between a leadership team and the rest of an organization. Team members supposedly working toward the same goal don't always have the same vision as to where the organization is headed, and they may not understand how the piece they are accountable for fits into the big picture. To address these complex problems, Root Learning utilizes the age-old tools of sarcasm, metaphor and graphics (much in the same way that ASK uses a traditional storytelling format.) The company is best known for creating "Learning Maps" like this one: humorous drawings based on the inner workings of an organization. Their purpose is to put complex topics on the table, to stimulate discussion, and to ultimately give team members a common vision of where the organization is going and what role they personally play in getting there. APPL knows how effective it is to incorporate new and engaging techniques into its knowledge sharing programs. By collaborating with Root Learning, we were able to expand the knowledge of the organization and add one more of these techniques to our repertoire.

Source record↗
DOE OSTI2026

Wai'anae Moku Resilience Hub Network ETIPP Deep-Dive Technical Assistance

In 2024, organizations representing communities in the Wai'anae moku, with support from the National Laboratory of the Rockies (NLR) and Hawai'i State Energy Office (HSEO) through an ETIPP Strategic Energy Planning engagement, developed the Wai'anae Moku Community Energy Plan, along with a companion report from NLR. The plan identified five priority focus areas and associated projects to support an energy vision of Wai'anae moku community representatives. The 2026 ETIPP Deep Dive Technical Assistance focuses explicitly on the project identified as highest priority in the plan: support for resilience hub network design and analysis. This fact sheet outlines the scope of technical assistance, benefits of participation the project, and roles and contact information for partners in the project.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS1987

Visions of tomorrow: A focus on national space transportation issues; Proceedings of the Twenty-fifth Goddard Memorial Symposium, Greenbelt, MD, Mar. 18-20, 1987

The present conference on U.S. space transportation systems development discusses opportunities for aerospace students in prospective military, civil, industrial, and scientific programs, current strategic conceptualization and program planning for future U.S. space transportation, the DOD space transportation plan, NASA space transportation plans, medium launch vehicle and commercial space launch services, the capabilities and availability of foreign launch vehicles, and the role of commercial space launch systems. Also discussed are available upper stage systems, future space transportation needs for space science and applications, the trajectory analysis of a low lift/drag-aeroassisted orbit transfer vehicle, possible replacements for the Space Shuttle, LEO to GEO with combined electric/beamed-microwave power from earth, the National Aerospace Plane, laser propulsion to earth orbit, and a performance analysis for a laser-powered SSTO vehicle.

Soffen, Gerald A.↗
NASA NTRSDate not supplied

Putting Universities in Charge Yields Early Success for NASA Aeronautics

The process by which NASA’s Aeronautics Research Mission Directorate (ARMD) interacts with the university community has been augmented with the introduction of the University Leadership Initiative (ULI). ULI represents a new approach that asks universities to propose what they want to work on as long as it is in line with the ARMD’s vision for aviation. In ULI, NASA is seeing academia working with industry to solve important aviation problems. Multi-disciplinary, multi-university teams are researching diverse and relevant topics spanning the various ARMD strategic thrusts. Undergraduate and graduate student involvement in ULI research is already having a significant impact in student education and next generation workforce development. Through ULI, ARMD seeks to develop several novel technologies that will complement the NASA-internal portfolio.

Koushik Datta↗
NASA NTRS2001

Methodology Development for Assessment of Spaceport Technology Returns and Risks

As part of Kennedy Space Center's (KSC's) challenge to open the space frontier, new spaceport technologies must be developed, matured and successfully transitioned to operational systems. R&D investment decisions can be considered from multiple perspectives. Near mid and far term technology horizons must be understood. Because a multitude of technology investment opportunities are available, we must identify choices that promise the greatest likelihood of significant lifecycle At the same time, the costs and risks of any choice must be well understood and balanced against its potential returns The problem is not one of simply rank- ordering projects in terms of their desirability. KSC wants to determine a portfolio of projects that simultaneously satisfies multiple goals, such as getting the biggest bang for the buck, supporting projects that may be too risky for private funding, staying within annual budget cycles without foregoing the requirements of a long term technology vision, and ensuring the development of a diversity of technologies that, support the variety of operational functions involved in space transportation. This work aims to assist in the development of in methods and techniques that support strategic technology investment decisions and ease the process of determining an optimal portfolio of spaceport R&D investments. Available literature on risks and returns to R&D is reviewed and most useful pieces are brought to the attention of the Spaceport Technology Development Office (STDO). KSC's current project management procedures are reviewed. It is found that the "one size fits all" nature of KSC's existing procedures and project selection criteria is not conducive to prudent decision-making. Directions for improving KSC's - procedures and criteria are outlined. With help of a contractor, STDO is currently developing a tool, named Change Management Analysis Tool (CMAT)/ Portfolio Analysis Tool (PAT), to assist KSC's R&D portfolio determination. A critical review of CMAT/PAT is undertaken. Directions for the improvement of this tool are provided. STDO and KSC intend to follow up on many, if not all, of the recommendations provided.

Joglekar, Prafulla↗
NASA NTRS2008

Synthetic Vision for Lunar and Planetary Landing Vehicles

The Crew Vehicle Interface (CVI) group of the Integrated Intelligent Flight Deck Technologies (IIFDT) has done extensive research in the area of Synthetic Vision (SV), and has shown that SV technology can substantially enhance flight crew situation awareness, reduce pilot workload, promote flight path control precision and improve aviation safety. SV technology is being extended to evaluate its utility for lunar and planetary exploration vehicles. SV may hold significant potential for many lunar and planetary missions since the SV presentation provides a computer-generated view of the terrain and other significant environment characteristics independent of the outside visibility conditions, window locations, or vehicle attributes. SV allows unconstrained control of the computer-generated scene lighting, terrain coloring, and virtual camera angles which may provide invaluable visual cues to pilots/astronauts and in addition, important vehicle state information may be conformally displayed on the view such as forward and down velocities, altitude, and fuel remaining to enhance trajectory control and vehicle system status. This paper discusses preliminary SV concepts for tactical and strategic displays for a lunar landing vehicle. The technical challenges and potential solutions to SV applications for the lunar landing mission are explored, including the requirements for high resolution terrain lunar maps and an accurate position and orientation of the vehicle that is essential in providing lunar Synthetic Vision System (SVS) cockpit displays. The paper also discusses the technical challenge of creating an accurate synthetic terrain portrayal using an ellipsoid lunar digital elevation model which eliminates projection errors and can be efficiently rendered in real-time.

Williams, Steven P.↗
NASA NTRS1996

(Re)inventing Government-Industry R and D Collaboration

This paper describes the lessons learned in developing and operating a large-scale strategic alliance whose organization and coordination is U.S. Government-led using new means for R&D collaboration. Consortia in the United States counter a century of 1884 Sherman Anti-Trust Law-based governmental and legal policy and a longstanding business tradition of unfettered competition. Success in public-private collaboration in America requires compelling vision and motivation by both partners to reinvent our ways of doing business. The foundations for reinventing government and alliance building were laid in 1994 with Vice President Al Gore's mandates for Federal Lab Reviews and other examinations of the roles and missions for the nation's more than 700 government labs. In addition, the 1984 National Cooperative Research Act (NCRA) set in motion the abilities for U.S. companies to collaborate in pre-competitive technology development. The budget realities of the 1990's for NASA and other government agencies demand that government discover the means to accomplish its mission by leveraging resources through streamlining as well as alliances. Federal R&D investments can be significantly leveraged for greater national benefit through strategic alliances with industry and university partners. This paper presents early results from one of NASA's first large-scale public/private joint R&D ventures.

Holmes, Bruce J.↗
DOE OSTI2021

Accelerator and Beam Physics Research Goals and Opportunities

This report is a summary of two preparatory workshops, documenting the community vision for the national accelerator and beam physics research program. It identifies the Grand Challenges of accelerator and beam physics (ABP) field and documents research opportunities to address these Grand Challenges. This report will be used to develop a strategic research roadmap for the field of accelerator science.

43 PARTICLE ACCELERATORS↗
DOE OSTI2020

Energy Paths for the Yurok People

This Yurok Tribe energy strategic planning study examined electricity usage, costs and infrastructure, as well as electricity needs on the Reservation. It also assessed the Tribe’s energy resources. Equipped with this information, the project team conducted an energy options analysis that examined different project opportunities and identified key projects that are both feasible to implement and will help the Tribe reach its stated Energy Vision. A key finding of the energy needs assessment is that there are still numerous households that are without grid electric power, and it is likely that most of them will remain disconnected from the grid because of their remoteness. To provide these community members with reliable, affordable, modern energy services their homes will need to be electrified via a robust off-grid energy services program that installs and maintains off-grid energy systems. This is the key need that is explored and addressed in this plan. The approach taken is to establish a new business entity, a Tribal Energy Authority or Utility, that will operate a Tribal Energy Program. The Energy Strategic Plan identifies a number of potential funding sources that could be used to support both the On-grid and Off-grid Energy Programs. This plan also promotes continued efforts to reduce electricity consumption through the implementation of energy efficiency measures in existing facilities and the enforcement of a strong energy-efficient building code for all new construction on the Reservation. Finally, the plan promotes added resilience at critical Tribal facilities on the Reservation by recommending that battery energy storage systems and microgrid controls be coupled with rooftop solar PV systems to create cutting edge microgrid facilities that can provide critical power services to Tribal facilities when the main electric grid is shutdown.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2026

Plan energético estratégico: Playa de Ponce, Ponce, Puerto Rico [Strategic Energy Plan: Playa de Ponce, Ponce, Puerto Rico]

Un Nuevo Amanecer Inc. (UNA), a community-based NGO (501C(3)), sought technical assistance through the U.S. Department of Energy's (DOE's) Energy Technology Innovation Partnership Project (ETIPP) to develop a strategic energy plan (SEP) for the community of Playa de Ponce on the south coast of Puerto Rico. A SEP helps communities identify energy goals and priority projects, and outline strategies and actions to build a shared path toward their energy vision.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2023

Advanced Simulation and Computing: ASC FY24 Implementation Plan

The DOE National Nuclear Security Administration (NNSA) Stockpile Stewardship Program (SSP) is an integrated technical program for maintaining the safety, security, and reliability of the U.S. nuclear stockpile. The SSP incorporates nuclear test data, computational modeling and simulation, and experimental facilities to advance understanding of nuclear weapons. The suite of data analyzed comes from activities including previous nuclear tests, stockpile surveillance, experimental research, and development and engineering programs. This integrated national program requires the continued use of experimental facilities and the computational capabilities to support the SSP missions. These component parts, in addition to an appropriately scaled production capability, enable NNSA to support stockpile requirements. The ultimate goal of the SSP, and thus of the Advanced Simulation and Computing (ASC) program, is to ensure that the U.S. maintains a safe, secure, and effective strategic deterrent. The ASC program is a cornerstone of the SSP, providing simulation capabilities and computational resources to support the annual stockpile assessment and certification process, study advanced nuclear weapons design and manufacturing processes, analyze accident scenarios and weapons aging, and provide the tools to enable stockpile Life Extension Programs (LEPs) and the resolution of Significant Finding Investigations (SFIs). This work requires a balance of resources, including technical staff, hardware, simulation software, and computer science solutions. The ASC program focuses on increasing the predictive capabilities in a three-dimensional (3D) simulation environment while maintaining support to the SSP. The Program continues to improve its unique tools for understanding and solving progressively more difficult stockpile problems (sufficient resolution, dimensionality, and scientific details), and quantifying critical margins and uncertainties. Resolving each issue requires increasingly difficult analyses because the aging process has progressively moved the stockpile further from the original test base. While the focus remains on the U.S. nuclear weapons program, where possible, the Program also enables the use of high-performance computing (HPC) and simulation tools to address broader national security needs, such as foreign nuclear weapon assessments and nuclear counterterrorism. The 2022 Nuclear Posture Review (NPR) calls for NNSA to “deliver a modern, adaptive nuclear security enterprise based on an integrated strategy for risk management, production-based resilience, science and technology innovation, and workforce initiatives.” Furthermore, “NNSA will establish a Science and Technology Innovation Initiative to accelerate the integration of science and technology (S&T) throughout its activities.” Executing this strategy necessitates the continued emphasis on developing and sustaining high-quality scientific and engineering staff, as well as supporting computational and experimental capabilities. These components constitute the foundation of the nuclear weapons program. The continued success of the SSP and LEPs is predicated upon the ability to credibly certify the stockpile, without a return to underground nuclear tests (UGTs). Shortly after the nuclear test moratorium entered into force in 1992, the Accelerated Strategic Computing Initiative (ASCI) was established to provide an extensive simulation capability to underpin stockpile certification. While computing and simulation have always been essential to the success of the nuclear weapons program, the program goal of ASCI was to execute NNSA’s vision of using these tools in support of the stockpile stewardship mission. The ASCI program was essential to the successful demonstration of the SSP, providing critical nuclear weapons simulation and modeling capabilities. ASCI officially evolved into the ASC program in fiscal year (FY) 2005, but the mission remains essentially the same: provide the simulation and computational capabilities that underpin the ability to maintain a safe, secure, effective nuclear weapon stockpile, without returning to underground nuclear testing. The capabilities that the ASC program provides at the national laboratories play a vital role in the nuclear security enterprise and are necessary for fulfilling the stockpile stewardship and life extension requirements outlined for NNSA. The Program develops modern simulation tools that provide insights into stockpile aging issues, provide the computational and simulation tools that enable designers and analysts to certify the current stockpile and life-extended nuclear weapons, and inform the decision-making process when any modifications in nuclear warheads or the associated manufacturing processes are deemed necessary. Furthermore, ASC is enhancing the predictive simulation capabilities that are essential to evaluate weapons effects, design experiments, and ensure test readiness. The ASC program continues to improve its unique tools to solve stockpile problems— with a focus on sufficient resolution, dimensionality, and scientific detail—to enable Quantification of Margins and Uncertainties (QMU) and to resolve the increasingly difficult analyses needed for stockpile stewardship. The needs of the Stockpile Management and Production Modernization programs (formerly Directed Stockpile Work) also drive the requirements for simulation and computational resources. These requirements include planned LEPs, stockpile support activities, and mitigation efforts against the potential for technical surprise. All of the weapons within the current stockpile are in some stage of the life extension process. The simulation and computational capabilities are crucial for successful execution of these life extensions and for ensuring NNSA can certify these life-extended weapons without conducting a UGT.

97 MATHEMATICS AND COMPUTING↗
NASA NTRS2016

Kennedy Space Center Five Year Sustainability Plan

The Federal Government is committed to following sustainable principles. At its heart, sustainability integrates environmental, societal and economic solutions for present needs without compromising the ability of future generations to meet their needs. Building upon its pledge towards environmental stewardship, the Administration generated a vision of sustainability spanning ten goals mandated within Executive Order (EO) 13693, Planning for Federal Sustainability in the Next Decade. In November 2015, the National Aeronautics and Space Administration (NASA) responded to this EO by incorporating it into a new release of the NASA Strategic Sustainability Performance Plan (SSPP). The SSPP recognizes the importance of aligning environmental practices in a manner that preserves, enhances and strengthens NASA's ability to perform its mission indefinitely. The Kennedy Space Center (KSC) is following suit with KSC's Sustainability Plan (SP) by promoting, maintaining and pioneering green practices in all aspects of our mission. KSC's SP recognizes that the best sustainable solutions use an interdisciplinary, collaborative approach spanning civil servant and contractor personnel from across the Center. This approach relies on the participation of all employees to develop and implement sustainability endeavors connected with the following ten goals: Reduce greenhouse gas (GHG) emissions. Design, build and maintain sustainable buildings, facilities and infrastructure. Leverage clean and renewable energy. Increase water conservation. Improve fleet and vehicle efficiency and management. Purchase sustainable products and services. Minimize waste and prevent pollution. Implement performance contracts for Federal buildings. Manage electronic equipment and data centers responsibly. Pursue climate change resilience. The KSC SP details the strategies and actions that address the following objectives: Reduce Center costs. center dot Increase energy and water efficiencies. Promote smart buying practices. Increase reuse and recycling while decreasing waste. Benefit the community. Meet or exceed the EO and NASA SSPP sustainability goals.

Sustainability↗
NASA NTRS2016

NASA's Physics of the Cosmos and Cosmic Origins Technology Development Programs

The strategic astrophysics missions of the coming decades will help answer the questions "How did our universe begin and evolve?" and "How did galaxies, stars, and planets come to be?" Enabling these missions requires advances in key technologies far beyond the current state of the art. NASA's Physics of the Cosmos (PCOS) and Cosmic Origins (COR) Program Offices manage technology maturation projects funded through the Strategic Astrophysics Technology (SAT) program to accomplish such advances. The PCOS and COR Program Offices, residing at the NASA Goddard Space Flight Center (GSFC), were established in 2011, and serve as the implementation arm for the Astrophysics Division at NASA Headquarters. We present an overview of the Programs' technology development activities and the current technology investment portfolio of 23 technology advancements. We discuss the process for addressing community-provided technology gaps and Technology Management Board (TMB)-vetted prioritization and investment recommendations that inform the SAT program. The process improves the transparency and relevance of our technology investments, provides the community a voice in the process, and promotes targeted external technology investments by defining needs and identifying customers. The Programs' priorities are driven by strategic direction from the Astrophysics Division, which is informed by the National Research Council's (NRC) "New Worlds, New Horizons in Astronomy and Astrophysics" (NWNH) 2010 Decadal Survey report [1], the Astrophysics Implementation Plan (AIP) [2] as updated, and the Astrophysics Roadmap "Enduring Quests, Daring Visions" [3]. These priorities include technology development for missions to study dark energy, gravitational waves, X-ray and inflation probe science, and large far-infrared (IR) and ultraviolet (UV)/optical/IR telescopes to conduct imaging and spectroscopy studies. The SAT program is the Astrophysics Division's main investment method to mature technologies that will be identified by study teams set up to inform the 2020 Decadal Survey process on several large astrophysics mission concepts.

SPIE paper↗
NASA NTRSDate not supplied

Flight Test Configuration of the Sensor Payload and the Ground Nodes in Distributed Sensing Frameworks

The realization of the Urban Air Mobility (UAM) vision, entailing the deployment of high-density autonomous flights over urban areas, necessitates methodologies transcending contemporary airborne sensing techniques. An instrumental innovation in this realm is the advent of distributed sensing. In this paradigm, environmental sensors function as active agents, engaging in the triad of sensing, processing, and communication either amongst themselves, with ground stations, or both. This concerted effort creates a dynamic and responsive "smart space," facilitating real-time autonomous control. NASA Ames Research Center is actively engaged in a series of comprehensive indoor and outdoor flight tests to garner requisite data and insights essential for the actualization of this ambitious vision. This paper delineates the holistic configuration of the flight payload and the distributed ground nodes pivotal to the NASA flight test campaign. Furthermore, it expounds upon the intricacies of the sensor node communication framework. The narrative extends to provide a detailed overview of the strategic placement of distributed sensors and a comprehensive account of the varied indoor and outdoor flight tests orchestrated in pursuit of UAM objectives.

urban air mobility↗
NASA NTRSDate not supplied

Flight Test Configuration of the Sensor Payload and the Ground Nodes in Distributed Sensing Frameworks

The realization of the Urban Air Mobility (UAM) vision, entailing the deployment of high-density autonomous flights over urban areas, necessitates methodologies transcending contemporary airborne sensing techniques. An instrumental innovation in this realm is the advent of distributed sensing. In this paradigm, environmental sensors function as active agents, engaging in the triad of sensing, processing, and communication either amongst themselves, with ground stations, or both. This concerted effort creates a dynamic and responsive "smart space," facilitating real-time autonomous control. NASA Ames Research Center is actively engaged in a series of comprehensive indoor and outdoor flight tests to garner requisite data and insights essential for the actualization of this ambitious vision. This paper delineates the holistic configuration of the flight payload and the distributed ground nodes pivotal to the NASA flight test campaign. Furthermore, it expounds upon the intricacies of the sensor node communication framework. The narrative extends to provide a detailed overview of the strategic placement of distributed sensors and a comprehensive account of the varied indoor and outdoor flight tests orchestrated in pursuit of UAM objectives.

urban air mobility↗
DOE OSTI2021

A Publicly Available, Annotated Dataset for Naturalistic Driving Study and Computer Vision Algorithm Development

Oak Ridge National Laboratory developed and implemented a data collection effort to create a dataset for use in evaluating and testing algorithms for analyzing driver behavior under controlled settings for support of the Federal Highway Administration’s Exploratory Advanced Research Program. This collection is called the ORNL Naturalistic Driving Study Sample (ONDSS). The dataset is designed to emulate aspects of the Second Strategic Highway Research Project (SHRP2), which contained a massive naturalistic driving study (NDS) with over 3000 drivers between 2010 and 2013 using their personal vehicles, with over 4300 person-years of data collected [HANKEY].

42 ENGINEERING↗
NASA NTRS2010

Marshall Application Realignment System (MARS) Architecture

The Marshall Application Realignment System (MARS) Architecture project was established to meet the certification requirements of the Department of Defense Architecture Framework (DoDAF) V2.0 Federal Enterprise Architecture Certification (FEAC) Institute program and to provide added value to the Marshall Space Flight Center (MSFC) Application Portfolio Management process. The MARS Architecture aims to: (1) address the NASA MSFC Chief Information Officer (CIO) strategic initiative to improve Application Portfolio Management (APM) by optimizing investments and improving portfolio performance, and (2) develop a decision-aiding capability by which applications registered within the MSFC application portfolio can be analyzed and considered for retirement or decommission. The MARS Architecture describes a to-be target capability that supports application portfolio analysis against scoring measures (based on value) and overall portfolio performance objectives (based on enterprise needs and policies). This scoring and decision-aiding capability supports the process by which MSFC application investments are realigned or retired from the application portfolio. The MARS Architecture is a multi-phase effort to: (1) conduct strategic architecture planning and knowledge development based on the DoDAF V2.0 six-step methodology, (2) describe one architecture through multiple viewpoints, (3) conduct portfolio analyses based on a defined operational concept, and (4) enable a new capability to support the MSFC enterprise IT management mission, vision, and goals. This report documents Phase 1 (Strategy and Design), which includes discovery, planning, and development of initial architecture viewpoints. Phase 2 will move forward the process of building the architecture, widening the scope to include application realignment (in addition to application retirement), and validating the underlying architecture logic before moving into Phase 3. The MARS Architecture key stakeholders are most interested in Phase 3 because this is where the data analysis, scoring, and recommendation capability is realized. Stakeholders want to see the benefits derived from reducing the steady-state application base and identify opportunities for portfolio performance improvement and application realignment.

Belshe, Andrea↗