Search NASA⌕ Search

SEARCH · Search NASA

Results for “strategic technologies”

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 217 records · Page 12
All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

Update on NASA’s ISRU Development and Mission Plans for the Artemis Program

In 2017, NASA initiated the Artemis program to send astronauts back to the lunar surface, create a sustainable human lunar exploration program, and lead the first human exploration mission to the Mars surface. While much of NASA’s plans for the Artemis program currently focus on the Human Lunar Return and the ability for astronauts to explore the lunar surface for limited durations each year, the longer-term vision for the Artemis program is to enable sustained human exploration and commercial operations in cis-lunar space and the lunar surface. An important aspect of achieving this long-term vision, is to better understand and characterize the resources on the Moon and Mars and learn how to extract and use these resources. Known as In Situ Resource Utilization (ISRU), the identification, mapping, extraction, and processing of space resources has the potential to greatly reduce the cost and risk of human exploration. These are achieved by reducing what needs to be delivered from Earth and the dependency on these supplies, lowering costs through commercial operations, and expanding infrastructure for safer and more capable exploration and surface operations. To guide development of ISRU technologies and systems on the ground and demonstrate these capabilities on the Moon and Mars, the NASA Space Technology Mission Directorate (STMD) created and released the ISRU Envisioned Future Priorities (EFP) strategic plan in 2022 and updated it in 2023. While lunar ISRU technology development had already started, these publicly released strategic plans have been used to guide and prioritize technology development, and assess the progress in achieving the vision. Since the release of the ISRU EFP, there have been several significant activities/events that have occurred with respect to human lunar exploration, surface infrastructure, and ISRU. One was the release of the Artemis Architecture Definition Document Revision 1 that included ISRU as a sub-architecture. The second was the release of several STMD solicitations including the Announcement of Collaborative Opportunities (ACO) and Tipping Point (TP). The third was the release of a Request for Information for the Lunar Infrastructure Foundational Technology-1 (LIFT-1) mission with the primary objective of extracting oxygen from lunar regolith. The fourth was the release of STMD technology and capability Shortfalls, and the review, ranking by numerous stakeholders and individuals, and subsequent prioritization of the Shortfalls that will be utilized in future solicitation and development plans. This paper will provide an overview and status of on-going technology and system development activities, an update of ISRU into the Artemis campaign, an update on ISRU-related mission, and the impacts of the Shortfall prioritization.

NASA↗
NASA NTRSDate not supplied

Moon to Mars In Situ Resource Utilization (ISRU) Status Update

In 2017, NASA initiated the Artemis program to send astronauts back to the lunar surface, create a sustainable human lunar exploration program, and lead the first human exploration mission to the Mars surface. While much of NASA’s plans for the Artemis program currently focus on the Human Lunar Return and the ability for astronauts to explore the lunar surface for limited durations each year, the longer-term vision for the Artemis program is to enable sustained human exploration and commercial operations in cis-lunar space and the lunar surface. An important aspect of achieving this long-term vision, is to better understand and characterize the resources on the Moon and Mars and learn how to extract and use these resources. Known as In Situ Resource Utilization (ISRU), the identification, mapping, extraction, and processing of space resources has the potential to greatly reduce the cost and risk of human exploration. These are achieved by reducing what needs to be delivered from Earth and the dependency on these supplies, lowering costs through commercial operations, and expanding infrastructure for safer and more capable exploration and surface operations. To guide development of ISRU technologies and systems on the ground and demonstrate these capabilities on the Moon and Mars, the NASA Space Technology Mission Directorate (STMD) created and released the ISRU Envisioned Future Priorities (EFP) strategic plan in 2022 and updated it in 2023. While lunar ISRU technology development had already started, these publicly released strategic plans have been used to guide and prioritize technology development, and assess the progress in achieving the vision. Since the release of the ISRU EFP, there have been several significant activities/events that have occurred with respect to human lunar exploration, surface infrastructure, and ISRU. This presentation will provide an overview and status of on-going technology and system development activities, an update of ISRU into the Artemis campaign, an update on ISRU-related activities.

NASA↗
NASA NTRS1997

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.↗
NASA NTRS2016

Review of Potential Wind Tunnel Balance Technologies

This manuscript reviews design, manufacture, materials, sensors, and data acquisition technologies that may benefit wind tunnel balances for the aerospace research community. Current state-of-the-art practices are used as the benchmark to consider advancements driven by researcher and facility needs. Additive manufacturing is highlighted as a promising alternative technology to conventional fabrication and has the potential to reduce both the cost and time required to manufacture force balances. Material alternatives to maraging steels are reviewed. Sensor technologies including piezoresistive, piezoelectric, surface acoustic wave, and fiber optic are compared to traditional foil based gages to highlight unique opportunities and shared challenges for implementation in wind tunnel environments. Finally, data acquisition systems that could be integrated into force balances are highlighted as a way to simplify the user experience and improve data quality. In summary, a rank ordering is provided to support strategic investment in exploring the technologies reviewed in this manuscript.

Burns, Devin E.↗
NASA NTRS2011

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↗
NASA NTRS1992

Science, engineering and enabling technologies for exploration of the universe

This report by NASA's Office of Aeronautics, Exploration, and Technology identifies a list of critical technologies needed to support the exploration of the universe. The concept of the Integrated Technology Plan (ITP) is introduced with specific attention given to the strategic planning framework for NASA and other participants involved in the development of space technologies. The required technologies are identified for the Mission to Planet Earth, the Space Exploration Initiative, information systems, spacecraft advancement, and critical astrophysics issues. The ITP presents the basis for strategically planning the development of such technologies as observation systems, on-board processing, EVA systems, aerobraking, nuclear propulsion, scientific information acquisition, and high-energy sensors. The ITP is a significant step towards the planned and prioritized advancement of critical technologies related to the exploration of the universe.

Reck, Gregory M.↗
NASA NTRS1998

LightSAR Pushes Both the Technology and the Economics

As part of the strategic plan for its Earth Science Enterprise, the U.S. National Aeronautics and Space Administration (NASA) is committed to fostering the development and prosperous use of imaging radar science and technology in both the public and private sectors.

LightSAR radar imaging earth-orbiting imaging rada↗
NASA NTRS1997

NASA Accountability Report

NASA is piloting fiscal year (FY) 1997 Accountability Reports, which streamline and upgrade reporting to Congress and the public. The document presents statements by the NASA administrator, and the Chief Financial Officer, followed by an overview of NASA's organizational structure and the planning and budgeting process. The performance of NASA in four strategic enterprises is reviewed: (1) Space Science, (2) Mission to Planet Earth, (3) Human Exploration and Development of Space, and (4) Aeronautics and Space Transportation Technology. Those areas which support the strategic enterprises are also reviewed in a section called Crosscutting Processes. For each of the four enterprises, there is discussion about the long term goals, the short term objectives and the accomplishments during FY 1997. The Crosscutting Processes section reviews issues and accomplishments relating to human resources, procurement, information technology, physical resources, financial management, small and disadvantaged businesses, and policy and plans. Following the discussion about the individual areas is Management's Discussion and Analysis, about NASA's financial statements. This is followed by a report by an independent commercial auditor and the financial statements.

Source record↗
NASA NTRS1998

Research and Technology 1997

This report highlights the challenging work accomplished during fiscal year 1997 by Ames research scientists and engineers. The work is divided into accomplishments that support the goals of NASA s four Strategic Enterprises: Aeronautics and Space Transportation Technology, Space Science, Human Exploration and Development of Space (HEDS), and Earth Science. NASA Ames Research Center s research effort in the Space, Earth, and HEDS Enterprises is focused i n large part to support Ames lead role for Astrobiology, which broadly defined is the scientific study of the origin, distribution, and future of life in the universe. This NASA initiative in Astrobiology is a broad science effort embracing basic research, technology development, and flight missions. Ames contributions to the Space Science Enterprise are focused in the areas of exobiology, planetary systems, astrophysics, and space technology. Ames supports the Earth Science Enterprise by conducting research and by developing technology with the objective of expanding our knowledge of the Earth s atmosphere and ecosystems. Finallv, Ames supports the HEDS Enterprise by conducting research, managing spaceflight projects, and developing technologies. A key objective is to understand the phenomena surrounding the effects of gravity on living things. Ames has also heen designated the Agency s Center of Evcellence for Information Technnlogv. The three cornerstones of Information Technology research at Ames are automated reasoning, human-centered computing, and high performance computing and networking.

Source record↗
NASA NTRS2014

Project Assessment Framework through Design (PAFTD) - A Project Assessment Framework in Support of Strategic Decision Making

Research and development organizations that push the innovation edge of technology frequently encounter challenges when attempting to identify an investment strategy and to accurately forecast the cost and schedule performance of selected projects. Fast moving and complex environments require managers to quickly analyze and diagnose the value of returns on investment versus allocated resources. Our Project Assessment Framework through Design (PAFTD) tool facilitates decision making for NASA senior leadership to enable more strategic and consistent technology development investment analysis, beginning at implementation and continuing through the project life cycle. The framework takes an integrated approach by leveraging design principles of useability, feasibility, and viability and aligns them with methods employed by NASA's Independent Program Assessment Office for project performance assessment. The need exists to periodically revisit the justification and prioritization of technology development investments as changes occur over project life cycles. The framework informs management rapidly and comprehensively about diagnosed internal and external root causes of project performance.

Depenbrock, Brett T.↗
NASA NTRS2000

NASA Performance Report

Introduction NASA's mission is to advance and communicate scientific knowledge and understanding of Earth, the solar system, and the universe; to advance human exploration, use, and development of space; and to research, develop, verify, and transfer advanced aeronautics, space, and related technologies. In support of this mission, NASA has a strategic architecture that consists of four Enterprises supported by four Crosscutting Processes. The Strategic Enterprises are NASA's primary mission areas to include Earth Science, Space Science, Human Exploration and Development of Space, and Aerospace Technology. NASA's Crosscutting Processes are Manage Strategically, Provide Aerospace Products and Capabilities, Generate Knowledge and Communicate Knowledge. The implementation of NASA programs, science, and technology research occurs primarily at our Centers. NASA consists of a Headquarters, nine Centers, and the Jet Propulsion Laboratory, as well as several ancillary installations and offices in the United States and abroad. The nine Centers are as follows: (1) Ames Research Center, (2) Dryden Flight Research Center (DFRC), (3) Glenn Research Center (GRC), (4) Goddard Space Flight Center (GSFC), (5) Johnson Space Center, (6) Kennedy Space Center (KSC), (7) Langley Research Center (LaRC), (8) Marshall Space Flight Center (MSFC), and (9) Stennis Space Center (SSC).

Source record↗
NASA NTRS2005

Advanced Technology Lifecycle Analysis System (ATLAS) Technology Tool Box (TTB)

The Advanced Technology Lifecycle Analysis System (ATLAS) is a decision support tool designed to aid program managers and strategic planners in determining how to invest technology research and development dollars. It is an Excel-based modeling package that allows a user to build complex space architectures and evaluate the impact of various technology choices. ATLAS contains system models, cost and operations models, a campaign timeline and a centralized technology database. Technology data for all system models is drawn from a common database, the ATLAS Technology Tool Box (TTB). The TTB provides a comprehensive, architecture-independent technology database that is keyed to current and future timeframes.

Doyle, Monica↗
NASA NTRSDate not supplied

Creating Portfolio Management Concepts for Highly Agile and Innovative Government Research Programs Using Design Thinking and Lean Startup Methodologies

Managing a research and development (R&D) portfolio presents numerous challenges, such as prioritizing research areas, remaining agile, strategic workforce planning, and measuring return on investment, impact, and innovation. One government R&D program is charged with producing a high degree of innovative, transformational breakthroughs in aviation technology. A practical, structured methodology for strategically prioritizing emerging aviation R&D in such an environment is lacking. The existing multi-criteria decision aid tools are primarily utilized at an enterprise level, take months to set up and collect data, require large teams of experts, are used on an infrequent basis, and are not conducive to a highly innovative, high-risk portfolio. Prior to audaciously creating a new portfolio prioritization process, the exact challenges with portfolio management for R&D projects were identified using the design thinking and lean start-up methods. A key part of this discovery process was interviewing stakeholders, as well as other managers of organizations charged with producing innovative portfolios. These interviews, as well as additional techniques, were used to develop a deeper understanding of the challenges and, subsequently, lay the foundation for development of an effective portfolio prioritization process. Four potential concepts that represent key findings emerged: carefully selected criteria for portfolio assessment and selection, targeted portfolio turnover rate, dynamic portfolio prioritization framework, and streamlined transition or commercialization of R&D. Acting on any one of the resulting portfolio management concepts will increase the transparency and confidence in portfolio decisions and, ideally, result in a greater degree of transformational breakthroughs in aviation technology.

project portfolio management↗
NASA NTRS1989

Software reuse issues affecting AdaNET

The AdaNet program is reviewing its long-term goals and strategies. A significant concern is whether current AdaNet plans adequately address the major strategic issues of software reuse technology. The major reuse issues of providing AdaNet services that should be addressed as part of future AdaNet development are identified and reviewed. Before significant development proceeds, a plan should be developed to resolve the aforementioned issues. This plan should also specify a detailed approach to develop AdaNet. A three phased strategy is recommended. The first phase would consist of requirements analysis and produce an AdaNet system requirements specification. It would consider the requirements of AdaNet in terms of mission needs, commercial realities, and administrative policies affecting development, and the experience of AdaNet and other projects promoting the transfer software engineering technology. Specifically, requirements analysis would be performed to better understand the requirements for AdaNet functions. The second phase would provide a detailed design of the system. The AdaNet should be designed with emphasis on the use of existing technology readily available to the AdaNet program. A number of reuse products are available upon which AdaNet could be based. This would significantly reduce the risk and cost of providing an AdaNet system. Once a design was developed, implementation would proceed in the third phase.

Mcbride, John G.↗
NASA NTRS1992

A vision for planetary exploration

A vision for planetary exploration is proposed which combines historical perspective and current NASA studies with the realities of changing political climates, economic environments, and technological directions. The concepts of Strategic Implementation Architectures (SIA), Open System Infrastructure Standards (OSIS), and Minimum Service Level Infrastructure (MSLI) are presented in order to propose a structure for the SEI which allows the realization of incremental mission objectives, establishes an investment strategy that efficiently uses public resources, and encourages partnerships with the government. The SIA is a hypothetical master plan which will allow the implementation of the complete spectrum of envisioned system capabilities for planetary exploration. OSIS consists of standards for interconnection, interoperability, and administration. MSLI can be defined as the minimum level of services provided by the system that are not justified by profit or parochial motives.

Connolly, John F.↗
NASA NTRS1993

Asteroid approach covariance analysis for the Clementine mission

The Clementine mission is designed to test Strategic Defense Initiative Organization (SDIO) technology, the Brilliant Pebbles and Brilliant Eyes sensors, by mapping the moon surface and flying by the asteroid Geographos. The capability of two of the instruments available on board the spacecraft, the lidar (laser radar) and the UV/Visible camera is used in the covariance analysis to obtain the spacecraft delivery uncertainties at the asteroid. These uncertainties are due primarily to asteroid ephemeris uncertainties. On board optical navigation reduces the uncertainty in the knowledge of the spacecraft position in the direction perpendicular to the incoming asymptote to a one-sigma value of under 1 km, at the closest approach distance of 100 km. The uncertainty in the knowledge of the encounter time is about 0.1 seconds for a flyby velocity of 10.85 km/s. The magnitude of these uncertainties is due largely to Center Finding Errors (CFE). These systematic errors represent the accuracy expected in locating the center of the asteroid in the optical navigation images, in the absence of a topographic model for the asteroid. The direction of the incoming asymptote cannot be estimated accurately until minutes before the asteroid flyby, and correcting for it would require autonomous navigation. Orbit determination errors dominate over maneuver execution errors, and the final delivery accuracy attained is basically the orbit determination uncertainty before the final maneuver.

Ionasescu, Rodica↗
NASA NTRS2004

A Recipe for Streamlining Mission Management

This paper describes a project's design and implementation for streamlining mission management with knowledge capture processes across multiple organizations of a NASA directorate. Thc project's focus is on standardizing processes and reports; enabling secure information access and case of maintenance; automating and tracking appropriate workflow rules through process mapping; and infusing new technologies. This paper will describe a small team's experiences using XML technologies through an enhanced vendor suite of applications integrated on Windows-based platforms called the Wallops Integrated Scheduling and Document Management System (WISDMS). This paper describes our results using this system in a variety of endeavors, including providing range project scheduling and resource management for a Range and Mission Management Office; implementing an automated Customer Feedback system for a directorate; streamlining mission status reporting across a directorate; and initiating a document management, configuration management and portal access system for a Range Safety Office's programs. The end result is a reduction of the knowledge gap through better integration and distribution of information, improved process performance, automated metric gathering, and quicker identification of problem areas and issues. However, the real proof of the pudding comes through overcoming the user's reluctance to replace familiar, seasoned processes with new technology ingredients blended with automated procedures in an untested recipe. This paper shares some of the team's observations that led to better implementation techniques, as well as an IS0 9001 Best Practices citation. This project has provided a unique opportunity to advance NASA's competency in new technologies, as well as to strategically implement them within an organizational structure, while wetting the appetite for continued improvements in mission management.

Mitchell, Andrew E.↗