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NASA NTRSDate not supplied

SatCORPS Global Cloud Composite (GCC): the Design and Delivery of A High Quality, High Resolution, Global Cloud Product Available in Near-Real Time

The NASA Satellite ClOud and Radiation Property retrieval System (SatCORPS) supports the development of an analysis ready and cloud-optimized data transformation pipeline and geospatial service enablement of a global cloud composite (GCC) product derived from global geostationary satellite imagery. This geospatial service will be available at high temporal and spatial resolution via the SatCORPS web mapping application for visualization and analysis as well as direct ingestion to common geospatial software and custom programming. The resulting global cloud composite products from the processing pipeline can then be geospatially-service enabled as ArcGIS Image Services and Open Geospatial Consortium (OGC) Web Mapping/Coverage Services for visualization and analysis via a web mapping application and common geospatial software. Near real time global observations are created through the composition of five geostationary satellites that provides modelling and forecasting communities with the capability to provide high quality and timely information to start the projection process. The Global Cloud Composite product combines information from geostationary satellites, GOES-16, GOES-17, Himawari-8, Meteosat-11 and Meteosat-9 to create a single global composite netcdf file and images using the different products within the netcdf file. The SatCORPS team, though our Global Cloud Composite (GCC) product and web-based visualization tools including Geographical Information System (GIS) services provide near real time global cloud product information to both automated processes and traditional web users that is timely and high quality derived from geostationary satellites. The Global Cloud Composite product takes advantage of the scalable processing resources provided by the AWS batch service to provide new composites every thirty minutes. Because information from each of the low earth orbiting satellites is available on schedules tuned to the specific satellite, the processing algorithm temporally composites the final dataset as each satellite’s information becomes available. The SatCORPS team has leveraged our experience using Amazon Web Services (AWS) to build a low latency high availability tool that allows end users both human and automated to acquire high quality and high-resolution Geostationary Earth Orbiting (GEO) information at zero cost to the end user. This presentation will describe how we architected and implemented the service as well as lessons learned based on our experiences both developing and operating the system. The lessons learned include how we integrated multiple services including Amazon Batch, Amazon S3 and Amazon Lambda service to create a low cost but high-performance processing system that is capable of identifying and processing the most appropriate satellite overpass information into global cloud composites. We will also describe our web-based tools including our Geographic Information System that can be used for visualization and analysis. The products from the processing can be geospatially-service enabled as ArcGIS Image Services and Open Geospatial Consortium (OGC) Web Mapping/Coverage Services for visualization and analysis via a web mapping application and common geospatial software. The SatCORPS Global Composite Cloud product provides sophisticated global composited cloud research products with very low latency that we see that as filling a rapidly growing need in the research and modelling community with no up-front nor ongoing costs associated with downloading or using the information.

AWS AMCE SMCE GCC SATCORPS GLOBAL CLOUD COMPOSITE ↗
NASA NTRSDate not supplied

Uncertainty Quantification using Deep Ensembles for Decision Making in Cyber-Physical-Human Systems

In this paper and its companion, Differential Equation Approximation Using Gradient-Boosted Quantile Regression, Robison et al., we examine an approach to quantifying model uncertainty with the aim of increasing the trustworthiness of computational models in human-machine interactions. In Differential Equation Approximation Using Gradient-Boosted Quantile Regression, we focus on gradient-boosted decision trees, while in this one, we give more details about deep ensembles. Uncertainty quantification is crucial for building trustworthy autonomous decision-making agents in human-machine teams. There are two types of uncertainties: aleatoric and epistemic. The former is related to the inherent stochasticity (noise) of the process, whereas the latter is associated with the lack of knowledge or representation capability of models, such as neural networks. By lack of knowledge, we mean the model’s inability to accurately predict outputs for all possible inputs. The aleatory uncertainty can be estimated fairly easily with, for example, filters, whereas epistemic uncertainty is challenging to compute. This paper uses deep ensembles to quantify both aleatory and epistemic uncertainty. It can act as an uncertainty-aware surrogate transition model for decision-making frameworks. "Uncertainty-aware" means that the surrogate transition model should make predictions along with confidence in those predictions. In the context of decision-making, the transition models are ordinary differential equations (ODEs). Since ODEs can be simulated to make one-step or multi-step predictions, a good surrogate model for them should perform reasonably well in both modes. In a multi-step approach, the trajectory sampling method TS∞ was used to propagate uncertainty over multiple steps. The cartpole dynamical system was selected to demonstrate the ability of deep ensembles as good surrogate transition models for decision-making frameworks. The deep ensembles modeled the dynamics of cartpole ODEs and made uncertainty-aware predictions in single-step and multi-step transition modes.

CPH systems↗
NASA NTRS2010

Space Flight Resource Management for ISS Operations

Although the astronaut training flow for the International Space Station (ISS) spans 2 years, each astronaut or cosmonaut often spends most of their training alone. Rarely is it operationally feasible for all six ISS crewmembers to train together, even more unlikely that crewmembers can practice living together before launch. Likewise, ISS Flight Controller training spans 18 months of learning to manage incredibly complex systems remotely in plug-and-play ground teams that have little to no exposure to crewmembers before a mission. How then do all of these people quickly become a team - a team that must respond flexibly yet decisively to a variety of situations? The answer implemented at NASA is Space Flight Resource Management (SFRM), the so-called "soft skills" or team performance skills. Based on Crew Resource Management, SFRM was developed first for shuttle astronauts and focused on managing human errors during time-critical events (Rogers, et al. 2002). Given the nature of life on ISS, the scope of SFRM for ISS broadened to include teamwork during prolonged and routine operations (O'Keefe, 2008). The ISS SFRM model resembles a star with one competency for each point: Communication, Cross-Culture, Teamwork, Decision Making, Team Care, Leadership/Followership, Conflict Management, and Situation Awareness. These eight competencies were developed with international participation by the Human Behavior and Performance Training Working Group. Over the last two years, these competencies have been used to build a multi-modal SFRM training flow for astronaut candidates and flight controllers that integrates team performance skills into the practice of technical skills. Preliminary results show trainee skill increases as the flow progresses; and participants find the training invaluable to performing well and staying healthy during ISS operations. Future development of SFRM training will aim to help support indirect handovers as ISS operations evolve further with the retirement of the Space Shuttle Program.

Schmidt, Lacey L.↗
NASA NTRSDate not supplied

NASA Earth Science Division’s Commitment to Increasing Safety in the Field

NASA's Earth Science Division (ESD) has led and supported field campaign research over many decades focused on advancing fundamental research, testing new instrument technologies, and promoting career development. ESD field campaign research is conducted over a wide range of projects that vary in size, science focus area, location, platform type, and people. ESD leadership has created a task team to address campaign physical and mental safety, with the goal of providing all participants in NASA field campaign research with an environment that promotes research, safety, inclusivity, and a positive experience. Building on resources that have been developed both within and outside NASA, we report on the task team’s accomplishments and near-term plans, including the recent establishment of a best practices document and guidelines for the development of “agreement of behaviors” document for field teams. We also describe progress in the development of an online training module for field campaign participation, the incorporation of campaign safety language in forthcoming NASA ROSES solicitations, and outreach activities. Finally, we report on recent joint interactions with the NASA Planetary Science Division’s Ethics in Fieldwork team.

Ocean-based measurements↗
NASA NTRSDate not supplied

NASA's Professional DEVELOPment - Evaluating 10 Weeks of Capacity Building

Under NASA’s Applied Sciences, the NASA DEVELOP Program is centered on dual capacity building. Projects bring together partners and participants to learn how Earth observation data can enhance environmental decision-making practices and inform action. During their time with DEVELOP, participants build technical skills around remotely sensed data and professional skills through interactions with team members, science advisors, and partners. To further refine the participant experience, DEVELOP explores which technical and professional skills individuals report improving during the 10-week program. An analysis of self-reported assessments from 2018 to 2021 included projects that were conducted in-person and virtually. Participants consistently indicated a strong improvement in technical and professional skills yet there was clear variation between in-person and virtual opportunities. When comparing between 2019 and 2021, self-reporting showed a higher percentage of participants reporting an increase in networking in the virtual environment and an increase in building professional relationships with project partners virtually. This analysis suggests that professional opportunities available in the virtual environment may in fact bolster early career scientists’ networking abilities. This presentation will identify DEVELOP’s approach to monitoring and evaluation, highlight interesting trends introduced by the pandemic, and lessons learned.

Sarah Payne↗
NASA NTRS2021

Compass Final Report: Nuclear Electric Propulsion (NEP)-Chemical Vehicle 1.2

Many previous studies have examined sending crews to and from Mars. The most economical involved a ‘conjunction’ class whereby the crew spends around 500 days on Mars waiting for a ‘cheap’ return. The total mission time results in over a 1000-day mission duration (about 3 years). Given the current experience level of only one year on the International Space Station (ISS), it of interest to reduce that time to only two years, thus reducing risk and minimizing required Mars surface infrastructure. The Phase 1.1 Study goal was stated as follows, “Determine the feasibility of a two-year roundtrip class Mars mission concept of operation that enables boots on Mars no later than 2036.” While the Phase1 study did show feasibility for the NEP-Chemical option, the 2036 Opposition opportunity was found to stress the schedule due to proposed technology development schedules. A 2039 Opposition (which requires even more energy than the 2036 case) was chosen as representative for Phase 1.2. Phase 1.2 also sought to further refine the concept, building on the feasibility, but addressing several challenges brought by the red team and habitat team. Given the date of 2039, nearer term technologies, primarily nuclear thermal and nuclear electric were deemed as the most viable for these missions. As will be shown, the energy required to perform such a mission in only two years (for the 2039 opportunity at least) is about three times that of the three-year conjunction mission. The rocket equation shows that this mission would then require several times the propellant of the three-year mission unless the specific impulse (ISP) of the propulsion system can be increased. Based on lunar needs, a limit of five Space Launch System (SLS) launchers with 8.4m fairings was imposed for the piloted transportation portion of the mission, limiting the size of the system. When using nuclear electric propulsion, the main limiting factor was packaging the required radiator area. The higher Isp nuclear electric propulsion (NEP) system option is described herein but with a twist: in order to keep the size of radiators packageable in one SLS and use proven reactor power system technology (~1200K reactor outlet temperature and superalloy-class Brayton) the NEP system had to be combined with a chemical propulsion system. This combination of electric propulsion and high thrust chemical was found to be useful in previous design studies combining solar electric propulsion (SEP) and chemical propulsion. Such a combination allowed the low-thrust system to provide significant change in velocity (∆V) during the interplanetary portions of the mission, thereby notably reducing the ∆V required by the high thrust system to capture and depart from the Mars gravity well. Here the high thrust ‘impulsive’ system is more efficient due to the Oberth Effect. A plethora of trades, both at the mission and system level, as well as the subsystem level were performed to develop these vehicle concepts. An entire family of NEP-Chemical transportation vehicles is described herein. The main driver and the primary focus was the piloted vehicle but additional concepts for cargo were performed using the same ‘building blocks’ in order to reduce costs and provide commonality.

Nuclear Power↗
NASA NTRSDate not supplied

NASA HAT Lab Activities

The principles and reasons for employing Human Autonomy Teaming is discussed. Application of these techniques to multi-vehicle control is described. In several operational environments from small drone delivery to air taxi to autonomous cargo, many companies will need technologies that will allow for the operation of an unmanned aircraft (UAS or eVTOL) by a small crew of individuals that are located in a remote network operations center. That is, Multiple operators supervising an increasing Number of vehicles (M:N). This will require a new control/supervisory paradigm where the supervisors team with automation to achieve their joint tasks; Human Autonomy Teaming (HAT). This task will follow the HAT philosophy and tenants (e.g., trust, bi-directional communication, pilot directed interfaces). It will also develop and employ specific HAT tools (e.g., playbook, working agreements, predictive timeline displays, transparent interfaces to build trust).

multi-vehicle control↗
NASA NTRS1992

Artificial intelligence support for scientific model-building

Scientific model-building can be a time-intensive and painstaking process, often involving the development of large and complex computer programs. Despite the effort involved, scientific models cannot easily be distributed and shared with other scientists. In general, implemented scientific models are complex, idiosyncratic, and difficult for anyone but the original scientific development team to understand. We believe that artificial intelligence techniques can facilitate both the model-building and model-sharing process. In this paper, we overview our effort to build a scientific modeling software tool that aids the scientist in developing and using models. This tool includes an interactive intelligent graphical interface, a high-level domain specific modeling language, a library of physics equations and experimental datasets, and a suite of data display facilities.

Keller, Richard M.↗
NASA NTRS1993

Gaining the Competitive Edge: Design for Manufacturing

The successful design of a commercial aircraft which is intended to be in direct competition with existing aircraft requires a market analysis to establish design requirements, the development of a concept to achieve those goals. and the ability to economically manufacture the aircraft. It is often the case that an engineer designs system components with only the perspective of a particular discipline. The relationship of that component to the entire system is often a minor consideration. In an effort to highlight the interaction that is necessary during the design process, the students were organized into design/build teams and required to integrate aspects of market analysis, engineering design, production and economics into their concepts. In order to facilitate this process a hypothetical "Aeroworld" was established. Having been furnished relevant demographic and economic data for "Aeroworld". students were given the task of designing and building an aircraft for a specific market while achieving an economically competitive design. Involvement of the team in the evolution of the design from market definition to technical development to manufacturing allowed the students to identify critical issues in the design process and to encounter many of the conflicting requirements which arise in an aerospace systems design.

Batill, Stephen M.↗
NASA NTRS2003

Supplying the Giant

It was critical for our team to find a radically different way of doing business. Deciding to build the airframe out of composites was the first step, refining processes from the boat building industry was second, and the final step was choosing a supplier. Lockheed Martin built the first prototypes at our Skunk Works facility in Palmdale, California. These units were hand-built and used early prototypical tooling. They looked great but were not affordable. We had to focus on minimizing touch labor and cycle time and reducing material costs. We needed a company to produce the composite quilts we would use to avoid hand lay-ups. The company we found surprised a lot of people. We partnered with a small company outside of Boston whose primary business was making baseball bats and golf club shafts.

Lawson, Larry↗
NASA NTRS2004

Final Report for the Advanced Camera for Surveys (ACS)

ACS was launched aboard the Space Shuttle Columbia just before dawn on March 1, 2002. At the time of liftoff, the Hubble Space Telescope (HST) was reflecting the early morning sun as it moved across the sky. After successfully docking with HST, several components were replaced. One of the components was the Advanced Camera for Surveys built by Ball Aerospace & Technologies Corp. (BATC) in Boulder, Colorado. Over the life of the HST contract at BATC, hundreds of employees had the pleasure of working on the concept, design, fabrication, assembly, and test of ACS. Those employees thank NASA - Goddard Space Flight Center and the science team at Johns Hopkins University (JHU) for the opportunity to participate in building a great science instrument for HST.

Source record↗
NASA NTRS2005

Return to Flight Resource Reel 2 of 2

A continuation of the tests performed on the Space Shuttle Discovery in preparation for its return to flight is presented. The tests include: 1) Shuttle Robot Arm Recertification; 2) Michael Hiltz Systems Group Leader; 3) Orbiter Boom Fabrication; 4) Orbiter Boom Final Development; 5) Gary Searle Manager of Orbiter Boom Sensor System (OBSS) Manufacturing and Assembly; 6) Orbiter Boom Qualification Unit; 7) STS-114 Crew Inspects Orbiter Boom at Kennedy Space Center; 8) Orbiter Boom Inspection of Thermal Protection System Animation; 9) External Tank Bipod Redesign; 10) External Tank Flange Redesign; 11) External Tank Bellows Redesign; 12) Shuttle Main Engine Testing and Delivery to Kennedy Space Center; 13) Ronnie Rigney Project Manager Space Shuttle Main Engine Program Office; 14) Gene Goldmman NASA Project Manager Space Shuttle Main Engine Project; 15) Mike Cosgrove Boeing-Rocketdyne Flow Manager; 16) Shuttle Rocket Booster Build-Up; 17) Ascent Imagery Improvements; and 18) STS-114 Flight Control Team and Mission Management Team.

Source record↗
NASA NTRS2005

2005 PathfinderPlus Aero-Elastic Research Flight

This viewgraph presentation describes the 2005 Pathfinder along with an investigation of its aeroelastic responses. The contents include: 1) HALE Class of Vehicles; 2) Aero-elastic Research Flights Overall Objective; 3) General Arrangement; 4) Sensor Locations; 5) NASA Ramp Operations; 6) Lakebed Operations; 7) 1st Flight Data Set; 8) Tool development / data usage; 9) HALE Tool Development & Validation; 10) Building a HALE Foundation; 11) Compelling Needs Drive HALE Efforts; and 12) Team Photo

Navarro, Robert↗
NASA NTRS2008

Constellation Overview: Ares V Solar System Science Workshop

Presentation topics include: what is NASA's mission, why the Moon next, options for Moon landings, NASA's exploration roadmap, building on a foundation of proven technologies - launch vehicle comparisons, Ares nationwide team, Ares I elements, vehicle integration accomplishments, Aires I-X test flight, Ares I-X accomplishments, Orion crew exploration vehicle, Altair lunar lander, and Ares V elements.

Horack, John M.↗
NASA NTRS2018

Optical Relay for Future NASA Geosynchronous Orbiting Satellite for High Data Rate Links to NASA User Missions

NASA is exploring options for its Next Generation Relay (NGR) architecture while the current Tracking Data Relay Satellite System (TDRSS) completes its mission. The plan is to start implementation of the NGR beginning around 2025. The new system of proposed relay satellites will greatly increase the data rates between low Earth orbiting (LEO) satellite missions and the NASA TDRSS relay satellites. This increase in data rates will allow an unprecedented increase in data throughput from the LEO satellite missions back to the principal investigators (PI). This can be accomplished at Ka-band frequencies with high order modulation or at optical frequencies using Differential Phase Shift Keying (DPSK). The first satellite in the next set of relay satellites will have to be backward compatible with current technology to support ongoing and planned missions. The new set of satellites will be launched over a 10-year period with design lifetimes of at least 15 years. To meet these requirements, we analyzed various architectures and designed both the communication payloads on the relay satellite and candidate payloads on the user spacecraft by utilizing optical heads already designed. From this analysis, a demonstration optical satellite named “the Next Generation Optical Relay Pathfinder” with Ka-band capabilities was proposed to be built and launched with the purpose of evaluating an integrated high-speed optical and Ka-band communication system. Given a cost limit for the demonstration satellite, various satellite configurations were developed by varying the number of optical communication payloads. The communication payload on the relay satellite consisted of three major sub-systems: 1) Optical communication payload, 2) Ka-band communication payload, 3) Digital processing and routing of signals. The size, mass (weight), and power (SWaP) of the communication payload and other sub-systems of the satellite were obtained. The NASA Glenn Research Center COMPASS team designed the Pathfinder satellite and performed a cost analysis for its build and launch. In this paper, we first describe the needs, drivers, and the associated challenges for the Next Generation Optical Relay Pathfinder to be capable of connecting multiple LEO and GEO satellites at high data rates. Second, we detail the concept of operations (ConOps) and the system architecture, including the satellite configurations considered, their attributes and limitations, and the size of the satellite needed for each configuration. Third, we provide a summary of the Next Generation Optical Relay Pathfinder satellite design trades and its key elements. Finally, we present the path needed for implementation and operations.

Warner, Joseph H. D.↗
NASA NTRS2009

Spacecraft Electrical Connector Selection and Application Processes

This assessment was initiated by the NASA Engineering & Safety Center (NESC) after a number of recent "high profile" connector problems, the most visible and publicized of these being the problem with the Space Shuttle's Engine Cut-Off System cryogenic feed-thru connector. The NESC commissioned a review of NASA's connector selection and application processes for space flight applications, including how lessons learned and past problem records are fed back into the processes to avoid recurring issues. Team members were primarily from the various NASA Centers and included connector and electrical parts specialists. The commissioned study was conducted on spacecraft connector selection and application processes at NASA Centers. The team also compared the NASA spacecraft connector selection and application process to the military process, identified recent high profile connector failures, and analyzed problem report data looking for trends and common occurrences. The team characterized NASA's connector problem experience into a list of top connector issues based on anecdotal evidence of a system's impact and commonality between Centers. These top issues are as follows, in no particular rank order: electrically shorted, bent and/or recessed contact pins, contact pin/socket contamination leading to electrically open or intermittencies, connector plating corrosion or corrosion of connector components, low or inadequate contact pin retention forces, contact crimp failures, unmated connectors and mis-wiring due to workmanship errors during installation or maintenance, loose connectors due to manufacturing defects such as wavy washer and worn bayonet retention, damaged connector elastomeric seals and cryogenic connector failure. A survey was also conducted of SAE Connector AE-8C1 committee members regarding their experience relative to the NASA concerns on connectors. The most common responses in order of occurrence were contact retention, plating issues, worn-out or damaged coupling mechanisms, bent pins, contact crimp barrel cracking and torn seals. In addition to these common themes, responses included issues with markings, dimensional errors on the build, contact/socket damage (handling), manufacturing defects and customer misapplication and mishandling. The NESC team concluded that considering the large quantity and wide variety of connectors successfully flown on human and robotic space applications, the number of failures is quite low. However, "high profile" failures with significant cost, schedule, safety, and/or mission success impacts continue to occur. It was also concluded that connector failures occur throughout a system's life-cycle with the majority of connector issues application related. A number of recommendations were identified for improving NASA connector selection processes and overall space connector reliability and performance.

Iannello, Chris↗
NASA NTRS2007

Human Space Exploration: The Moon, Mars, and Beyond

America is returning to the Moon in preparation for the first human footprint on Mars, guided by the U.S. Vision for Space Exploration. This presentation will discuss NASA's mission, the reasons for returning to the Moon and going to Mars, and how NASA will accomplish that mission in ways that promote leadership in space and economic expansion on the new frontier. The primary goals of the Vision for Space Exploration are to finish the International Space Station, retire the Space Shuttle, and build the new spacecraft needed, to return people to the Moon and go to Mars. The Vision commits NASA and the nation to an agenda of exploration that also includes robotic exploration and technology development, while building on lessons learned over 50 years of hard-won experience. Why the Moon? Many questions about the Moon's potential resources and how its history is linked to that of Earth were spurred by the brief Apollo explorations of the 1960s and 1970s. This new venture will carry more explorers to more diverse landing sites with more capable tools and equipment for extended expeditions. The Moon also will serve as a training ground before embarking on the longer, more difficult trip to Mars. NASA plans to build a lunar outpost at one of the lunar poles, learn to live off the land, and reduce dePendence on Earth for longer missions. America needs to extend its ability to survive in hostile environments close to our home planet before astronauts will reach Mars, a planet very much like Earth. NASA has worked with scientists to define lunar exploration goals and is addressing the opportunities for a range of scientific study on Mars. In order to reach the Moon and Mars within a lifetime and within budget, NASA is building on common hardware, shared knowledge, and unique experience derived from the Apollo Saturn, Space Shuttle and contemporary commercial launch vehicle programs. The journeys to the Moon and Mars will require a variety of vehicles, including the Ares I Crew Launch Vehicle, which transports the Orion Crew Exploration Vehicle, and the Ares V Cargo Launch Vehicle, which transports the Lunar Surface Access Module. The architecture for the lunar missions will use one launch to ferry the crew into orbit, where it will rendezvous with the Lunar Module in the Earth Departure Stage, which will then propel the combination into lunar orbit. The imperative to explore space with the combination of astronauts and robots will be the impetus for inventions such as solar power and water and waste recycling. This next chapter in NASA's history promises to write the next chapter in American history, as well. It will require this nation to provide the talent to develop tools, machines, materials, processes, technologies, and capabilities that can benefit nearly all aspects of life on Earth. Roles and responsibilities are shared between a nationwide Government and industry team. The Exploration Launch Projects Office at the Marshall Space Flight Center manages the design, development, testing, and evaluation of both vehicles and serves as lead systems integrator. A little over a year after it was chartered, the Exploration Launch Projects team is testing engine components, refining vehicle designs, performing wind tunnel tests, and building hardware for the first flight test of Ares I-l, scheduled for spring 2009. The U.S. Vision for Space Exploration lays out a roadmap for a long-term venture of discovery. This endeavor will inspire and attract the best and brightest students to power this nation successfully to the Moon, Mars, and beyond. If one equates the value proposition for space with simple dollars and cents, the potential of the new space economy is tremendous, from orbital space delivery services for the International Space Station to mining and solar energy collection on the Moon and asteroids. The Vision for Space Exploration is fundamentally about bringing the resources of the solar system within the economic sphere of humaind. Given the immense size of our solar system, the amount of available material and energy within it present an enormous economic opportunity.

Sexton, Jeffrey D.↗
NASA NTRS2002

Robosphere1: Building A Self-Sustaining Robotic Ecology for Mars Exploration

Robotic exploration of Mars has been a "one shot" approach where each surface mission is planned typically with a rover that will perform a series of experiments for a few weeks or months, until the robot becomes unable to operate in the harsh Mars conditions and simply "dies". It would clearly be desirable to have robots on Mars that can last for much longer periods of time, I propose that there is an approach to sustained robotic exploration that can also pave the way to future human presence. The idea is to continue building a robotic infrastructure with every mission we send. The approach is to built a team of modular robots that could repair individual members when they break down. We could "seed" areas of interest with sturdy power stations (solar, chemical) that teams of robots could use to recharge themselves. We could also seed parts and modules the robots could access for self-repair. No mission could really "fail" if we simply keep adding to and maintaining the existing infrastructure. Simply landing a package of parts will be a success. In time we create a loose infrastructure that can be controlled and augmented from earth on a continuing basis, and which could eventually pave the way for human exploration. I propose that we could begin to build this infrastructure from relatively simple modular robots. Imagine 2 "spider-like" robots built out of small modular snap-in pieces, a bin of these pieces and a bin of snap-in end effectors. One of the spiders breaks down, i.e. one of its modules needs to be replaced. The second spider comes to the rescue and helps the first one replace the broken module. Assuming the input of fresh modules, this process can continue indefinetly. Now start separating robotic explorers from robotic "mechanics", start adding, a category of mechanics that are able to fix at least some of the broken modules (and which in turn can be fixed by the original mechanics), The need for a fresh influx of modules is thus reduced. I submit that we could bootstrap a robotic ecology until it needs very little material from earth and can rely mostly on in-situ resources., We can experiment with this concept in an earthbound facility that can also simulate Mars conditions. I propose that we call this facility Robosphere1.

Colombano, Silvano P.↗