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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.

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All sourcesNASA NTRSDOE OSTI
NASA NTRS2007

Digital Learning Network Education Events for the Desert Research and Technology Studies

NASA s Digital Learning Network (DLN) reaches out to thousands of students each year through video conferencing and webcasting. As part of NASA s Strategic Plan to reach the next generation of space explorers, the DLN develops and delivers educational programs that reinforce principles in the areas of science, technology, engineering and mathematics. The DLN has created a series of live education videoconferences connecting the Desert Research and Technology Studies (RATS) field test to students across the United States. The programs are also extended to students around the world via live webcasting. The primary focus of the events is the Vision for Space Exploration. During the programs, Desert RATS engineers and scientists inform and inspire students about the importance of exploration and share the importance of the field test as it correlates with plans to return to the Moon and explore Mars. This paper describes the events that took place in September 2006.

Paul, Heather L.↗
NASA NTRSDate not supplied

NASA Extravehicular Activity Technology Roadmaps for Exploration

The National Aeronautics and Space Administration (NASA) has developed and matured many technologies over the decades to advance extravehicular activity (EVA) systems. Over the last 15 years, major steps were taken to advance the technology with the Exploration Extravehicular Mobility Unit (xEMU) government reference design at the Johnson Space Center (JSC) in Houston, Texas. The xEMU builds on the lessons learned of the Apollo, Space Shuttle, and International Space Station (ISS) EMUs, evolving the technology to increase performance for extreme environments. As NASA sets its goals toward Earth’s Moon and Mars, a spacesuit design tolerable of gravity and dust will be needed for these adverse environments. NASA has used roadmaps as the means of documenting actionable plans for strategizing technology developments needed to meet NASA’s mission and goals. To help reach and create a sustained presence on the Moon, NASA procured EVA services from industry through the Exploration EVA Services (xEVAS) contract. These services include certified contractor-provided spacesuits, tools, equipment, vehicle interfaces, and support to training and real-time operations. NASA will now focus on a mission to Mars. NASA leadership has set goals and objectives related to the Agency’s vision and a Moon to Mars (M2M) strategy. This paper presents an organizational framework to provide insight into how NASA’s vision is realized. Additionally, this paper covers the maturation and development of the spacesuit technology and reveals the EVA technology roadmaps for the M2M Program. These EVA roadmaps visualize an actionable path to EVA capabilities needed for Mars exploration.

Cinda Chullen↗
NASA NTRSDate not supplied

NASA Extravehicular Activity Technology Roadmaps for Exploration

The National Aeronautics and Space Administration (NASA) has developed and matured many technologies over the decades to advance extravehicular activity (EVA) systems. Over the last 15 years, major steps were taken to advance the technology with the Exploration Extravehicular Mobility Unit (xEMU) government reference design at the Johnson Space Center (JSC) in Houston, Texas. The xEMU builds on the lessons learned of the Apollo, Space Shuttle, and International Space Station (ISS) EMUs, evolving the technology to increase performance for extreme environments. As NASA sets its goals toward Earth’s Moon and Mars, a spacesuit design tolerable of gravity and dust will be needed for these adverse environments. NASA has used roadmaps as the means of documenting actionable plans for strategizing technology developments needed to meet NASA’s mission and goals. To help reach and create a sustained presence on the Moon, NASA procured EVA services from industry through the Exploration EVA Services (xEVAS) contract. These services include certified contractor-provided spacesuits, tools, equipment, vehicle interfaces, and support to training and real-time operations. NASA will now focus on a mission to Mars. NASA leadership has set goals and objectives related to the Agency’s vision and a Moon to Mars (M2M) strategy. This paper presents an organizational framework to provide insight into how NASA’s vision is realized. Additionally, this paper covers the maturation and development of the spacesuit technology and reveals the EVA technology roadmaps for the M2M Program. These EVA roadmaps visualize an actionable path to EVA capabilities needed for Mars exploration.

Cinda Chullen↗
DOE OSTI2022

GTO Multi-Year Program Plan FY 2022-2026

The GTO Multi-Year Program Plan (MYPP), building on the findings of the GeoVision analysis, outlines a 5-year plan of activities GTO will pursue to support the growth and long-term contribution of geothermal energy to the U.S. electricity grid and American homes and buildings. The MYPP outlines GTO’s vision and mission and presents a high-level technology plan for key areas of GTO research starting in Fiscal Year (FY) 2022 and running through the end of FY 2026.

15 GEOTHERMAL ENERGY↗
DOE OSTI2022

Large-scale Hydrogen Storage – Risk Assessment Seattle City Light and Port of Seattle [Abstract]

This CRADA presents the strategy that Pacific Northwest National Laboratory (PNNL) and Sandia National Laboratories (SNL) will take to support Seattle City Light (SCL), and the Port of Seattle (Port) in performing a risk assessment of large-scale hydrogen storage. Risk assessment is often used to ensure that adequate measures are taken to protect workers and the public, the environment, infrastructure, and assets. A detailed risk assessment can also be used to direct funding and upgrades, to specific components and sub-systems in order to mitigate risks to the larger system. In this way risk assessments are often employed as a part of a larger risk management strategy, with the goal of minimizing the occurrence of hazards and to identify means to limit their consequences. Risk assessment is often used to engage and inform regulators, and to communicate how specific regulations are being met. However, it is important to note that the proposed work is not intended for SCL and the Port to use in order to gain regulatory acceptance for their proposed activities. The work performed as a part of this effort will be a preliminary risk assessment for early-stage component and system designs and should be considered research and development (R&D). As such, the proposed work will be performed to a quality level and design maturity consistent with R&D and is not considered appropriate for final safety analysis and regulatory compliance purposes. Previous and on-going work at SCL and the Port demonstrated the utility of deploying hydrogen systems at the Port. The deployment of hydrogen at the Port is a part of a larger vision of using hydrogen to address a range of issues for SCL and the Port. These include large-scale fueling of MD/HD vehicles, cargo-handling equipment (CHE), and harbor vessels to reduce emissions; support of adjacent LD vehicles; support of critical port operations during extreme events (i.e., resiliency); deferral of more capital- and time-intensive electrical distribution system upgrades while still supporting evolving port operations and decarbonization efforts; facilitating electrification by establishing energy storage as a grid resource, starting at strategic port locations; creation of a flexible market resource that can be used by SCL to generate revenue via arbitrage; support of planned future maritime operations that involve heavy use of hydrogen for ocean-going vessels; and future end-use applications involving natural gas pipeline hydrogen injection. Ultimately, the success of these activities is underpinned by the deployed storage capacity. Large-scale deployment of hydrogen systems will require hydrogen storage at a scale that has not been demonstrated. In addition, the ideal location for such multi-use systems is near the end user which will often necessitate deploying into urban and/or industrial areas. A detailed risk assessment using the Port as a test case is necessary to ensure the deployment of large-scale hydrogen is successful. Many technologies have been proposed for hydrogen storage; however, these technologies need to be analyzed as they apply to an actual site. The physical infrastructure and hydrogen use cases for the Port will be analyzed, and a risk assessment for compressed hydrogen, liquified hydrogen, and Liquid Organic Hydrogen Carrier (LOHC) storage will be performed. These risk assessments will be useful for understanding how each of these technologies would perform in terms of facility and public safety. The operating states of the proposed hydrogen systems at the Port will be analyzed and incorporated into the storage risk assessment. Scalability will also be analyzed to understand how future port uses would affect the overall risk assessment. Finally, using the risk assessment as a tool to inform engagement and to gain stakeholder acceptance will be explored.

08 HYDROGEN↗
DOE OSTI2024

DOE BSSD Performance Management Metrics Report Q2

The vision of the National Microbiome Data Collaborative (NMDC) centers on the concept of connecting data, people, and ideas to advance microbiome innovation and discovery. Building data infrastructure, while key to NMDC’s ability to execute on our vision, can only go so far in creating scientific impact. By fostering strong community partnerships and developing a set of robust community outreach and training programs, we are able to turn our products – the Submission Portal, NMDC EDGE, and the Data Portal – into tools that empower the scientific community. Our multi-pronged community building approach spans individual researchers, research teams, consortia and scientific societies, and institutions and federal agencies. To foster a collaborative and inclusive community-centered environment, we have identified three strategic objectives to promote an inclusive and connected community: (1) recognize and support the diverse research needs and perspectives of the microbiome research community; (2) promote best practices across the microbiome community, from researchers to funders, through community-driven practices (FAIR, CARE, and TRUST); and (3) build a microbiome ecosystem that enables scientific discovery and innovation across stakeholders. These strategic objectives allow our team to focus on impact across a diverse range of activities, from launching the American Society for Microbiology (ASM) Microbiome Data Prize to supporting the Ambassador and Champions programs fostering learning and building a collaborative network. We broadly communicate our work through social media (X/Twitter, LinkedIn, and Instagram), The Microbiome Standard (our quarterly newsletter), and Annual Reports. All our work is underpinned by a strong commitment to diversity, equity, and inclusion as articulated in our Action Plan that tracks progress towards key metrics. A core component of our engagement strategy is user research. User research ensures the Submission Portal, NMDC EDGE, Data Portal, and the new Field Notes mobile app are designed with and for the scientific community. Our user research efforts consist of asking researchers exploratory questions to collect information on researcher priorities, methodologies, and perceptions to ensure that we are aware of the current state of microbiome research. Our usability testing provides researchers with prototypes or test environments of the NMDC products, and we capture valuable information on how users interact with the products to make improvements. Given the diverse nature of microbiome work, we acknowledge that we are not aware of all pressing data challenges and thus rely on the research community to help us identify the most important issues to prioritize. To date, we have conducted 24 interviews and one beta-testing call with 10 participants across all NMDC products, which have generated 321 insights and 120 action items. Herein, we describe the ways we engage with the microbiome research community to advance the NMDC mission.

59 BASIC BIOLOGICAL SCIENCES↗
DOE OSTI2022

Roadmap for IES Modeling and Simulation Activities

Since inception of the DOE-NE Integrated Energy Systems (IES) program, several program and modeling visions and roadmaps have been published. In 2017, the last modeling and simulation capability development plan was published. In 2020, a comprehensive roadmap for the DOE-NE Integrated Energy Systems program has been published. The current report is meant to update the 2017 modeling and simulation capability roadmap and complement the IES overall program roadmap published in 2020. The role of modeling and simulation within IES is to support the demonstration of new coupled integrated technologies along every step of the technology maturation from the strategic analysis of preferred system architecture to preliminary design, to laboratory testing, up to full commercial testing and integration. To achieve this role, modeling and simulation must be able to assess the technical performance and the economic viability of potential IES. Also, modeling and simulation must provide support for experimental evaluations, i.e., support component design and real time operations of experimental demonstration systems. Finally, modeling and simulation can help scale-up experimental systems to the final commercial systems. This report details the current state of the modeling and simulation efforts within IES for the above-mentioned areas, provides a gap analysis and proposes next steps for a time horizon over the next 4 to 5 years.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
NASA NTRS2014

2013 Nutrition Risk Research Plan Review Final Report

The 2013 Nutrition Risk Standing Review Panel (from here on referred to as the SRP) was impressed by the degree of progress the nutrition discipline has made with the research plan presented since the 2012 Nutrition Risk SRP WebEx/teleconference. The scientists and staff associated with the nutrition discipline have, in addition, continued their impressive publication track record. Specifically the SRP found that the novel and important progress in the ocular health research area (Gap N7.3) represents an important advance in understanding the etiology and potential countermeasures for this condition and thinks that the work will not only be valuable for vision, but may have implications for cardiovascular health, as well. The SRP also considered the bone countermeasure data presented a potentially valuable tool for investigating bone metabolism under the unique conditions of space travel, specifically the innovation of variable use of stable Ca isotopes for bone synthesis and equal contribution for bone to investigate bone metabolism, as well as, the impact of the advanced resistive exercise device (ARED) on body composition during spaceflight. Finally, the SRP considers the planned Integrated Nutrition task to be an important and necessary strategic part of the research plan. The SRP is concerned that the risks observed in previous research on Low Earth Orbit (LEO) may not capture all the risks of longer duration flight beyond LEO. In particular, the SRP believes that there may be a much greater likelihood of an intensified chronic inflammatory response compared to the very minimal evidence seen to date and that modest effects seen in LEO, such as the reduction in appetite, may not predict an absence in longer duration flight out of LEO. The added complications of longer duration flight, greater bio-behavioral stress, radiation exposure, poorer communication, and inability to respond to unforeseen exigencies may create different risks. Thus, preparation for potential anticipated problems on long duration missions should be considered now while countermeasures can be developed even in the absence of sure knowledge as to their likelihood. Overall, the SRP thinks that all the Gaps presently in the research plan are appropriate and relevant, but there are a few missing Gaps that will help expand the research plan.

Source record↗
NASA NTRS2022

Working Toward A National Coordinated Soil Moisture Monitoring Network: Vision, Progress, and Future Directions

Soil moisture is a critical land surface variable, impacting the water, energy, and carbon cycles. While in situ soil moisture monitoring networks are still developing, there is no cohesive strategy or framework to coordinate, integrate, or disseminate these diverse data sources in a synergistic way that can improve our ability to understand climate variability at the national, state, and local levels. Thus, a national strategy is needed to guide network deployment, sustainable network operation, data integration and dissemination, and user-focused product development. The National Coordinated Soil Moisture Monitoring Network (NCSMMN) is a federally led, multi-institution effort that aims to address these needs by capitalizing on existing wide-ranging soil moisture monitoring activities, increasing the utility of observational data, and supporting their strategic application to the full range of decision-making needs. The goals of the NCSMMN are to 1) establish a national “network of networks” that effectively demonstrates data integration and operational coordination of diverse in situ networks; 2) build a community of practice around soil moisture measurement, interpretation, and application—a “network of people” that links data providers, researchers, and the public; and 3) support research and development (R&D) on techniques to merge in situ soil moisture data with remotely sensed and modeled hydrologic data to create user-friendly soil moisture maps and associated tools. The overarching mission of the NCSMMN is to provide coordinated high-quality, nationwide soil moisture information for the public good by supporting applications like drought and flood monitoring, water resource management, agricultural and forestry planning, and fire danger ratings.

C. Bruce Baker↗
NASA NTRS2012

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency s increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HHPD functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗
NASA NTRS2012

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency's increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HH&P functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-­‐ based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗
NASA NTRS2012

Locomotor Dysfunction after Long-Duration Space Flight and Development of Countermeasures to Facilitate Faster Recovery

Exposure to the microgravity conditions of space flight induces adaptive modification in sensorimotor function allowing astronauts to operate in this unique environment. This adaptive state, however, is inappropriate for a 1-g environment. Consequently astronauts must spend time readapting to Earth s gravity following their return to Earth. During this readaptation period, alterations in sensorimotor function cause various disturbances in astronaut gait during postflight walking. They often rely more on vision for postural and gait stability and many report the need for greater cognitive supervision of motor actions that previous to space flight were fully automated. Over the last several years our laboratory has investigated postflight astronaut locomotion with the aim of better understanding how adaptive changes in underlying sensorimotor mechanisms contribute to postflight gait dysfunction. Exposure to the microgravity conditions of space flight induces adaptive modification in the control of vestibularly-mediated reflexive head movement during locomotion after space flight. Furthermore, during motor learning, adaptive transitions are composed of two main mechanisms: strategic and plastic. Strategic mechanisms represent immediate and transitory modifications in control to deal with changes in the prevailing environment that, if prolonged, induce plastic mechanisms designed to automate new behavioral responses. The goal of the present study was to examine the contributions of sensorimotor subsystems such as the vestibular and body load sensing (BLS) somatosensory influences on head movement control during locomotion after long-duration space flight. Further we present data on the two motor learning processes during readaptation of locomotor function after long-duration space flight.

Mulavara, A. P.↗
DOE OSTI2021

Next Generation Logistics Systems for Delivering Optimal Biomass Feedstocks to Biorefining Industries in the Southeastern U.S.

The diverse portfolio of biomass sources that is available in the Southeastern U.S., including a significant supply of pine “residue”, represents a valuable strategic position for the region. Through blends formulated based on critical properties, this project will take full advantage of the range in biomass properties afforded by the portfolio to produce a consistent, high-performance feedstock for the industry, while lowering cost. Key developments being targeted to enable this potential include whole-tree transport to a state-of-the-art merchandising depot that will further access biomass from ongoing, forest industry operations. The approach will more effectively utilize the tree and distribute cost, while minimizing in-woods contamination of the woody biomass component. To implement this vision, information on the chemical composition and changes that are induced during multiple preprocessing steps (size reduction, moisture removal, densification, etc.) is needed. New NIR sensor technology will be developed for online monitoring of important biomass properties. The data will be incorporated into a statistical process control platform to improve process efficiency and meet required specifications. Advanced process models are being developed to inform the techno-economic and life-cycle assessment of the program’s impact. The new system will ultimately reduce operational risks from supply chain disruptions, and allow operation of larger-scale biorefineries.

09 BIOMASS FUELS↗
DOE OSTI2020

Session 097A - Panel: Accomplishments and Update of the East Tennessee Technology Park in Oak Ridge, TN (1/4) (R1.16a)

This panel was deferred until 2021. The session was designed to highlight and celebrate the accomplishment of Vision 2020 at US DoE's East Tennessee Technology Park (ETTP) in Oak Ridge, Tennessee. Vision 2020 is the overarching strategy and guidance that have formed the foundation of success in closing one of the largest cleanup site in the DOE Complex. The session was supposed to feature representatives from the DOE Oak Ridge Office of Environmental Management (OREM) and its contractor, UCOR, in exploring the partnerships and performance excellence that have made the difference in achieving success. OREM's Vision 2020 is a collaboration with entities that have made a difference in its success: economic developers, workforce developers, the University of Tennessee, and community partners. The vigorous Oak Ridge small business contracting community has also been instrumental in helping achieve success. This session plans to celebrate the entire process, its numerous players, and the spirit of accomplishment as the Oak Ridge community comes to realize the promise of 30 years of continuous cleanup excellence. This session integrated with panel sessions 97B, 97C and 97D. Panelists with presentations: Beyond Cleanup: Achieving Risk Reduction through Partnerships and Performance Excellence (Kenneth Rueter); Strategic Approach to Achieve End States at the East Tennessee Technology Park (Jay Mullis)

61 RADIATION PROTECTION AND DOSIMETRY↗
DOE OSTI2023

Roadmap for IES Modeling and Simulation Activities: Update 2023

Since inception of the DOE-NE Integrated Energy Systems (IES) program, several program and modeling visions and roadmaps have been published. In 2020, a last comprehensive roadmap for the DOE-NE Integrated Energy Systems program was published. In 2017, a separate modeling and simulation capability development plan was published that was extensively updated in 2022. The current report incrementally updates the 2022 modeling and simulation capability roadmap. This is not a new report, but individual sections have been updated to reflect recent accomplishments and new directions of the program. The role of modeling and simulation within IES is to support the demonstration of new coupled integrated technologies along every step of the technology maturation from the strategic analysis of preferred system architecture to preliminary design, to laboratory testing, up to full commercial testing and integration. To achieve this role, modeling and simulation must be able to assess the technical performance and the economic viability of potential IES. Also, modeling and simulation must provide support for experimental evaluations (i.e., support component design and real-time operations of experimental demonstration systems). Finally, modeling and simulation can help scale-up experimental systems to the final commercial systems. This report details the current state of the modeling and simulation efforts within IES for the above-mentioned areas, provides a gap analysis, and proposes next steps for a time horizon over the next years.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
NASA NTRS2007

Space Shuttle Strategic Planning Status

The Space Shuttle Program is aggressively flying the Space Shuttle manifest for assembling the International Space Station and servicing the Hubble Space Telescope. Completing this flight manifest while concurrently transitioning to the Exploration architecture creates formidable challenges; the most notable of which is retaining critical skills within the Shuttle Program workforce. The Program must define a strategy that will allow safe and efficient fly-out of the Shuttle, while smoothly transitioning Shuttle assets (both human and facility) to support early flight demonstrations required in the development of NASA's Crew Exploration Vehicle (Orion) and Crew and Cargo Launch Vehicles (Ares I). The Program must accomplish all of this while maintaining the current level of resources. Therefore, it will be necessary to initiate major changes in operations and contracting. Overcoming these challenges will be essential for NASA to fly the Shuttle safely, accomplish the Vision for Space Exploration, and ultimately meet the national goal of maintaining a robust space program. This paper will address the Space Shuttle Program s strategy and its current status in meeting these challenges.

Norbraten, Gordon L.↗
NASA NTRS2006

A Programmatic and Engineering Approach to the Development of a Nuclear Thermal Rocket for Space Exploration

With the announcement of the Vision for Space Exploration on January 14, 2004, there has been a renewed interest in nuclear thermal propulsion. Nuclear thermal propulsion is a leading candidate for in-space propulsion for human Mars missions; however, the cost to develop a nuclear thermal rocket engine system is uncertain. Key to determining the engine development cost will be the engine requirements, the technology used in the development and the development approach. The engine requirements and technology selection have not been defined and are awaiting definition of the Mars architecture and vehicle definitions. The paper discusses an engine development approach in light of top-level strategic questions and considerations for nuclear thermal propulsion and provides a suggested approach based on work conducted at the NASA Marshall Space Flight Center to support planning and requirements for the Prometheus Power and Propulsion Office. This work is intended to help support the development of a comprehensive strategy for nuclear thermal propulsion, to help reduce the uncertainty in the development cost estimate, and to help assess the potential value of and need for nuclear thermal propulsion for a human Mars mission.

Bordelon, Wayne J., Jr.↗
NASA NTRS2006

Space Shuttle Strategic Planning Status

The Space Shuttle Program is aggressively planning the Space Shuttle manifest for assembling the International Space Station and servicing the Hubble Space Telescope. Implementing this flight manifest while concurrently transitioning to the Exploration architecture creates formidable challenges; the most notable of which is retaining critical skills within the Shuttle Program workforce. The Program must define a strategy that will allow safe and efficient fly-out of the Shuttle, while smoothly transitioning Shuttle assets (both human and facility) to support early flight demonstrations required in the development of NASA s Crew Exploration Vehicle (CEV) and Crew and Cargo Launch Vehicles (CLV). The Program must accomplish all of this while maintaining the current level of resources. Therefore, it will be necessary to initiate major changes in operations and contracting. Overcoming these challenges will be essential for NASA to fly the Shuttle safely, accomplish the President s "Vision for Space Exploration," and ultimately meet the national goal of maintaining a robust space program. This paper will address the Space Shuttle Program s strategy and its current status in meeting these challenges.

Henderson, Edward M.↗