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At least 217 records · Page 12

NASA Envisioned Future Priorities for In Situ Resource Utilization

A major objective of the United States National Aeronautics and Space Administration’s Artemis program is to create a sustainable human lunar exploration program through the establishment of lunar infrastructure and commercial space operations. A key aspect in achieving this objective is characterizing the resources that exist on the Moon and Mars, and learning how to utilize them to create products for crew, power, transportation, and infrastructure growth. Commonly known as In Situ Resource Utilization (ISRU), the ability to make products from local materials instead of bringing everything from Earth has the potential to significantly reduce mission costs, mass, risks, and dependency on Earth. To achieve this vision, NASA’s Space Technology Mission Directorate (STMD) established a strategic framework, called the Strategic Technology Architecture Roundtable (STAR) process, to coordinate development of critical capabilities around four major Thrusts (Go, Land, Live, and Explore). To guide and drive the development of critical mission capabilities, the STAR process involves establishing a ‘grand vision’ known as an Envisioned Future for each of these capabilities. For ISRU, the Envisioned Future is “Scalable ISRU production/utilization capabilities including sustainable commodities on the lunar and Mars Surface”. This paper will discuss the STAR process, and the strategic plan and near-term priorities for achieving the ISRU Envisioned Future.

In Situ Resources Utilization↗

Supersonics/Airport Noise Plan: An Evolutionary Roadmap

This presentation discusses the Plan for the Airport Noise Tech Challenge Area of the Supersonics Project. It is given in the context of strategic planning exercises being done in other Projects to show the strategic aspects of the Airport Noise plan rather than detailed task lists. The essence of this strategic view is the decomposition of the research plan by Concept and by Tools. Tools (computational, experimental) is the description of the plan that resources (such as researchers) most readily identify with, while Concepts (here noise reduction technologies or aircraft configurations) is the aspects that project management and outside reviewers most appreciate as deliverables and milestones. By carefully cross-linking these so that Concepts are addressed sequentially (roughly one after another) by researchers developing/applying their Tools simultaneously (in parallel with one another), the researchers can deliver milestones at a reasonable pace while doing the longer-term development that most Tools in the aeroacoustics science require. An example of this simultaneous application of tools was given for the Concept of High Aspect Ratio Nozzles. The presentation concluded with a few ideas on how this strategic view could be applied to the Subsonic Fixed Wing Project's Quiet Aircraft Tech Challenge Area as it works through its current roadmapping exercise.

Bridges, James↗

STREAM: A technology planning and capacity expansion model for the industrial sector

The Strategic Technology Roadmapping and Energy, Environmental, and Economic Analysis Model—STREAM—is an optimization-based modeling tool and analysis framework to assist with strategic planning and technology investments of the industrial sector. This open-source framework is written in Julia using the JuMP package, which enables users to model future “pathways” for incumbent and future production technologies, costs, fuels and energy carriers, and energy and non-energy environmental impacts from industries as they transform in pursuit of a robust and competitive manufacturing sector. The model starts with an initial stock of industrial production technologies and assets at a facility level and then determines pathways that minimize cost, subject to an array of possible constraints on demand, market shares, environmental flows, and other exogenously specified operational considerations such as capacity utilization rates or regional energy costs. Key features of the framework include flexibility to model a wide range of industries and industrial technologies/processes at varying levels of granularity, ability to perform parametric sensitivity analyses, and ability to visualize model results using visualization objects.

capacity expansion↗

2020 State of the Science Report, Chapter 9: Social and Economic Data Collection for Marine Renewable Energy

The social and economic effects of marine renewable energy (MRE) are a necessary consideration for the consenting/permitting (hereafter consenting) of projects (including planning, siting, and project design) and for strategic planning processes. Social and economic effects can include impacts on people, communities, jobs, wages, and revenues. https://tethys.pnnl.gov/publications/state-of-the-science-2020-chapter-9-social-economic

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

The NASA Integrated Information Technology Architecture

This document defines an Information Technology Architecture for the National Aeronautics and Space Administration (NASA), where Information Technology (IT) refers to the hardware, software, standards, protocols and processes that enable the creation, manipulation, storage, organization and sharing of information. An architecture provides an itemization and definition of these IT structures, a view of the relationship of the structures to each other and, most importantly, an accessible view of the whole. It is a fundamental assumption of this document that a useful, interoperable and affordable IT environment is key to the execution of the core NASA scientific and project competencies and business practices. This Architecture represents the highest level system design and guideline for NASA IT related activities and has been created on the authority of the NASA Chief Information Officer (CIO) and will be maintained under the auspices of that office. It addresses all aspects of general purpose, research, administrative and scientific computing and networking throughout the NASA Agency and is applicable to all NASA administrative offices, projects, field centers and remote sites. Through the establishment of five Objectives and six Principles this Architecture provides a blueprint for all NASA IT service providers: civil service, contractor and outsourcer. The most significant of the Objectives and Principles are the commitment to customer-driven IT implementations and the commitment to a simpler, cost-efficient, standards-based, modular IT infrastructure. In order to ensure that the Architecture is presented and defined in the context of the mission, project and business goals of NASA, this Architecture consists of four layers in which each subsequent layer builds on the previous layer. They are: 1) the Business Architecture: the operational functions of the business, or Enterprise, 2) the Systems Architecture: the specific Enterprise activities within the context of IT systems, 3) the Technical Architecture: a common, vendor-independent framework for design, integration and implementation of IT systems and 4) the Product Architecture: vendor=specific IT solutions. The Systems Architecture is effectively a description of the end-user "requirements". Generalized end-user requirements are discussed and subsequently organized into specific mission and project functions. The Technical Architecture depicts the framework, and relationship, of the specific IT components that enable the end-user functionality as described in the Systems Architecture. The primary components as described in the Technical Architecture are: 1) Applications: Basic Client Component, Object Creation Applications, Collaborative Applications, Object Analysis Applications, 2) Services: Messaging, Information Broker, Collaboration, Distributed Processing, and 3) Infrastructure: Network, Security, Directory, Certificate Management, Enterprise Management and File System. This Architecture also provides specific Implementation Recommendations, the most significant of which is the recognition of IT as core to NASA activities and defines a plan, which is aligned with the NASA strategic planning processes, for keeping the Architecture alive and useful.

Baldridge, Tim↗

Determining Research Priorities for Astronomy Using Machine Learning

We summarize the first exploratory investigation into whether Machine Learning (ML) techniques can augment science strategic planning. We find that an approach based on Latent Dirichlet Allocation (LDA) using abstracts drawn from high-impact astronomy journals may provide a leading indicator of future interest in a research topic. We show two topic metrics that correlate well with the high-priority research areas identified by the 2010 National Academies’ Astronomy and Astrophysics Decadal Survey. One metric is based on a sum of the fractional contribution to each topic by all scientific papers (“counts”) while the other is the Compound Annual Growth Rate (CAGR) of counts. These same metrics also show the same degree of correlation with the whitepapers submitted to the same Decadal Survey. Our results suggest that the Decadal Survey may under-emphasize fast growing research. A preliminary version of our work was presented by Thronson et al. (2021).

Astronomy↗

Transforming Science Prioritization Processes Using Artificial Intelligence

Artificial Intelligence (AI) and Machine Learning (ML) have potential to augment significantly the current labor-intensive processes of science prioritization, specifically by the National Academies’ Decadal Survey on behalf of NASA and NSF. Here we summarize what we believe to be the first exploratory demonstration-of-concept results from an application of AI/ML to Survey science prioritization. Specifically, we applied Latent Dirichlet Allocation (LDA) and Natural Language Processing (NLP) to reveal trends in published astrophysics research that may indicate science priorities and which could be applied to strategic planning. For the purpose of the work that we summarize here, AI/ML is able to analyze – that is, to “understand,” in a manner of speaking – a vast amount of text to reveal complex relationships among research topics, including the growth or decline of science community activities in those topics over time. We trained ourselves and AI/ML algorithms by using ~400,000 abstracts in the period 1998 to 2010 to “forecast” the Academies’ Astro2010 recommendations and compare with the solicited white papers. Comparing our results with actual Astro2010 recommendations allowed us to identify candidate metrics that better predicted the actual results of the Survey. We found, for example, that Compound Annual Growth Rate (CAGR) of papers published in a topic area is a good proxy measure for importance of this topic area of research. With this training complete, we identified candidate astrophysics astrophysics science priorities for the 2021+ period using the research during 2007 - 2019 . We conclude that appropriate application of AI can potentially significantly reduce the current workload of the Decadal Survey processes and reveal otherwise unrecognized characteristics in the body of astronomical research. We emphasize throughout the exploratory nature of our work, encouraging colleagues to pursue promising results further. Our most critical governing assumption was that increased (or decreased) research activity can be used to identify scientific or technology topic areas worthy of increased (or decreased) future emphasis. We discuss advantages, limitations, and recognize the “black box” nature of our technique. We note ethics issues associated, for example, with using AI/ML to reveal “hidden” meanings and biases in published work. Furthermore, inevitable improvements in AI may soon enable widespread and welcome identification of and advocacy for science and technology priorities by disparate and diverse groups and organizations. Consequently, we continue to urge a near-term, in-depth evaluation of appropriate applications of AI, including implications and consequences, as well as support for multiple follow-on assessments, of which ours is only a beginning.

Artificial Intelligence↗

National Aeronautics and Space Administration FY 02 Revised Final Annual Performance Plan

The Government Performance and Results Act (GPRA) was passed by Congress and signed by the President in 1993. GPRA was enacted to improve the efficiency of all Federal agencies, with the following specific goals: (1) Improve Federal program management, effectiveness, and public accountability; (2) Improve Congressional decision making on where to commit the Nation's financial and human resources; and (3) Improve citizen confidence in government performance. GPRA directs Executive Branch agencies to develop a customer-focused strategic plan that aligns activities with concrete missions and goals. The Act directs agencies to manage and measure results to justify Congressional appropriations and authorizations. The Report Consolidation Act of 2000 directs agencies to provide a report on the degree of success in achieving the goals and performance measures defined in the strategic and performance plans one hundred and fifty days after the completion of the fiscal year.

Source record↗

Enabling the Next Generation Of Facilities for Particle Physics

The report of the decadal US Particle Physics Community Planning Exercise known as “Snowmass” was released earlier this year. The Snowmass report serves as input for the second phase of planning, the Particle Physics Project Prioritization Panel (P5). P5 will develop a strategic plan for U.S. particle physics that will guide the field for the next decade and set R&D priorities beyond that. A broad range of proposals for future facilities were put forward during the Snowmass process, many requiring beyond state-of-the-art superconducting materials and magnets. This talk will give an overview of some of the collider options and outline elements of an R&D plan for the material and magnet development needed to meet the challenging requirements.

Gourlay, Steve↗

Hypermedia and visual technology

Applications of a codified professional practice that uses visual representations of the thoughts and ideas of a working group are reported in order to improve productivity, problem solving, and innovation. This visual technology process was developed under the auspices of General Foods as part of a multi-year study. The study resulted in the validation of this professional service as a way to use art and design to facilitate productivity and innovation and to define new opportunities. It was also used by NASA for planning Lunar/Mars exploration and by other companies for general business and advanced strategic planning, developing new product concepts, and litigation support. General Foods has continued to use the service for packaging innovation studies.

Walker, Lloyd↗

Research and technology goals and objectives for Integrated Vehicle Health Management (IVHM)

Integrated Vehicle Health Management (IVHM) is defined herein as the capability to efficiently perform checkout, testing, and monitoring of space transportation vehicles, subsystems, and components before, during, and after operational This includes the ability to perform timely status determination, diagnostics, and prognostics. IVHM must support fault-tolerant response including system/subsystem reconfiguration to prevent catastrophic failures; and IVHM must support the planning and scheduling of post-operational maintenance. The purpose of this document is to establish the rationale for IVHM and IVHM research and technology planning, and to develop technical goals and objectives. This document is prepared to provide a broad overview of IVHM for technology and advanced development activities and, more specifically, to provide a planning reference from an avionics viewpoint under the OAST Transportation Technology Program Strategic Plan.

Source record↗

Commercial Aircraft Integrated Vehicle Health Management Study

Statistical data and literature from academia, industry, and other government agencies were reviewed and analyzed to establish requirements for fixture work in detection, diagnosis, prognosis, and mitigation for IVHM related hardware and software. Around 15 to 20 percent of commercial aircraft accidents between 1988 and 2003 involved inalftfnctions or failures of some aircraft system or component. Engine and landing gear failures/malfunctions dominate both accidents and incidents. The IVI vl Project research technologies were found to map to the Joint Planning and Development Office's National Research and Development Plan (RDP) as well as the Safety Working Group's National Aviation Safety Strategic. Plan (NASSP). Future directions in Aviation Technology as related to IVHlvl were identified by reviewing papers from three conferences across a five year time span. A total of twenty-one trend groups in propulsion, aeronautics and aircraft categories were compiled. Current and ftiture directions of IVHM related technologies were gathered and classified according to eight categories: measurement and inspection, sensors, sensor management, detection, component and subsystem monitoring, diagnosis, prognosis, and mitigation.

Reveley, Mary S.↗

Production Agency Quality Assurance Management Execution Strategy [Thesis]

There are multiple federal directives that Los Alamos National Laboratory (LANL) must follow for the proper implementation of quality assurance, strategic planning, and execution of manufacturing and surveillance operations. Recent assessments identified that manufacturing in all processing areas is dynamic due to influencing scope changes, design modifications, funding adjustments, and staff attrition. In response, this project was started to develop a comprehensive PAQ execution strategy to support the success of LANL’s manufacturing mission. This project’s method for developing an updated architecture was to create an integrated, flexible, reliable, and agile strategic process. The execution plan has five deliverables: 1) an integrated schedule view of PAQ work scope, 2) a resource management plan that aligns with the required scope, 3) a metrics monitoring dashboard, 4) a project management plan for sustaining NAP 401.1A implementation, and 5) a risk management plan. The research design is a mixed-method approach focused on data collection for each deliverable. The methodology entails qualitative and quantitative research, metrics monitoring, data analysis, and the creation of a dashboard. The qualitative methods used include literature reviews and interviews. The quantitative methods include resource, financial, schedule and survey data analysis. Preliminary and final results were peer reviewed by subject matter experts both within the ALDWP organization and deployed support.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA Technology Demonstrations Missions Program Overview

The National Aeronautics and Space Administration (NASA) Fiscal Year 2010 (FY10) budget introduced a new strategic plan that placed renewed emphasis on advanced missions beyond Earth orbit. This supports NASA s 2011 strategic goal to create innovative new space technologies for our exploration, science, and economic future. As a result of this focus on undertaking many and more complex missions, NASA placed its attention on a greater investment in technology development, and this shift resulted in the establishment of the Technology Demonstrations Missions (TDM) Program. The TDM Program, within the newly formed NASA Office of the Chief Technologist, supports NASA s grand challenges by providing a steady cadence of advanced space technology demonstrations (Figure 1), allowing the infusion of flexible path capabilities for future exploration. The TDM Program's goal is to mature crosscutting capabilities to flight readiness in support of multiple future space missions, including flight test projects where demonstration is needed before the capability can transition to direct mission The TDM Program has several unique criteria that set it apart from other NASA program offices. For instance, the TDM Office matures a small number of technologies that are of benefit to multiple customers to flight technology readiness level (TRL) 6 through relevant environment testing on a 3-year development schedule. These technologies must be crosscutting, which is defined as technology with potential to benefit multiple mission directorates, other government agencies, or the aerospace industry, and they must capture significant public interest and awareness. These projects will rely heavily on industry partner collaboration, and funding is capped for all elements of the flight test demonstration including planning, hardware development, software development, launch costs, ground operations, and post-test assessments. In order to inspire collaboration across government and industry, more than 70% of the TDM funds will be competitively awarded as a result of yearly calls for proposed flight demonstrators and selected based on possible payoff to NASA, technology maturity, customer interest, cost, and technical risk reduction. This paper will give an overview of the TDM Program s mission and organization, as well as its current status in delivering advanced space technologies that will enable more flexible and robust future missions. It also will provide several examples of missions that fit within these parameters and expected outcomes.

Turner, Susan↗

A Technology Plan for Enabling Commercial Space Business

The National Aeronautics and Space Administration's (NASA) Advanced Space Transportation Program is a customer driven, focused technology program that supports the NASA Strategic Plan and considers future commercial space business projections. The initial cycle of the Advanced Space Transportation Program implementation planning was conducted from December 1995 through February 1996 and represented increased NASA emphasis on broad base technology development with the goal of dramatic reductions in the cost of space transportation. The second planning cycle, conducted in January and February 1997, updated the program implementation plan based on changes in the external environment, increased maturity of advanced concept studies, and current technology assessments. The program has taken a business-like approach to technology development with a balanced portfolio of near, medium, and long-term strategic targets. Strategic targets are influenced by Earth science, space science, and exploration objectives as well as commercial space markets. Commercial space markets include those that would be enhanced by lower cost transportation as well as potential markets resulting in major increases in space business induced by reductions in transportation cost. The program plan addresses earth-to-orbit space launch, earth orbit operations and deep space systems. It also addresses all critical transportation system elements; including structures, thermal protection systems, propulsion, avionics, and operations. As these technologies are matured, integrated technology flight experiments such as the X-33 and X-34 flight demonstrator programs support near-term (one to five years) development or operational decisions. The Advanced Space Transportation Program and the flight demonstrator programs combine business planning, ground-based technology demonstrations and flight demonstrations that will permit industry and NASA to commit to revolutionary new space transportation systems beginning at the turn of the century and continuing far into the future.

Lyles, Garry M.↗

Strategic Design of Long-Haul and Oceanic Aircraft Trajectories in Aviation Operations

Long-Haul Aircraft consume most of their fuel during the cruise phase of flight. The inefficiency in cruise flights compared to efficient routes varies is around 3 to 4. The efficiency of oceanic flights is low due to limited navigational and communication equipment, congestion and airspace restrictions. The availability of Automated Dependent Surveillance-Broadcast (ADS-B) and other improvements provides opportunity for better strategic planning of trajectories. Transatlantic flights between US and Europe constitute one of the busiest oceanic airspace regions in the world. This talk examines the benefits of a wind-optimal trajectory concept with a strategic de-confliction component compared to the current flight planning using the North Atlantic Tracks. The analysis is based on air traffic between US and Europe during July 2012. The potential fuel savings are in the range of (420-970) kg per flight for a Boeing 767-300, the most widely used aircraft between the city-pairs in this study. The talk also describes a global simulation of aviation operations combining flight plans and real air traffic data with historical commercial city-pair aircraft type and schedule data and global atmospheric data. The resulting capability extends the simulation and optimization functions of NASAs Future Air Traffic Management Concept Evaluation Tool (FACET) to global scale. This new capability is used to characterize the evolution of global air traffic, analyze fuel savings and seasonal variations in the long-haul wind-optimal traffic patterns in six major regions of the world.

strategic trajectory design↗

NOAA National Centers for Environmental Information Fisheries Acoustics Archive Network Deep Dive

EPOC uses the Deep Dive process to discuss and analyze current and planned science use cases and anticipated data output of a particular use case, site, or project to help inform the strategic planning of a campus or regional networking environment. This includes understanding future needs related to network operations, network capacity upgrades, and other technological service investments. A Deep Dive comprehensively surveys major research stakeholders’ plans and processes in order to investigate data management requirements over the next 5–10 years. Deep Dives help ensure that key stakeholders have a common understanding of the issues and the actions that a campus or regional network may need to undertake to offer solutions. The EPOC team leads the effort and relies on collaboration with the hosting site or network, and other affiliated entities that participate in the process. EPOC organizes, convenes, executes, and shares the outcomes of the review with all stakeholders. Between May 2021 and August 2021, staff members from the Engagement and Performance Operations Center (EPOC) met with researchers and staff from the National Oceanic and Atmospheric Administration (NOAA)'s N-Wave (the Enterprise network that supports the NOAA mission) and National Centers for Environmental Information (NCEI)'s Fisheries Acoustics Archive for the purpose of a recording a Deep Dive into research drivers. The goal of these meetings was to help characterize the requirements for the research use case, and to enable cyberinfrastructure support staff to better understand the needs of the researchers they support.

59 BASIC BIOLOGICAL SCIENCES↗

University of Central Florida Campus-Wide Deep Dive

EPOC uses the Deep Dive process to discuss and analyze current and planned science use cases and anticipated data output of a particular use case, site, or project to help inform the strategic planning of a campus or regional networking environment. This includes understanding future needs related to network operations, network capacity upgrades, and other technological service investments. A Deep Dive comprehensively surveys major research stakeholders’ plans and processes in order to investigate data management requirements over the next 5–10 years. Deep Dives help ensure that key stakeholders have a common understanding of the issues and the actions that a campus or regional network may need to undertake to offer solutions. The EPOC team leads the effort and relies on collaboration with the hosting site or network, and other affiliated entities that participate in the process. EPOC organizes, convenes, executes, and shares the outcomes of the review with all stakeholders. Between December 2020 and August 2021, staff members from the Engagement and Performance Operations Center (EPOC) met with researchers and staff at University of Central Florida (UCF) for the purpose of a Campus-Wide Deep Dive into research drivers. The goal of this meeting was to help characterize the requirements for five campus research use cases and to enable cyberinfrastructure support staff to better understand the needs of the researchers they support.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗