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NASA NTRS2012

Development of Human System Integration at NASA

Human Systems Integration seeks to design systems around the capabilities and limitations of the humans which use and interact with the system, ensuring greater efficiency of use, reduced error rates, and less rework in the design, manufacturing and operational deployment of hardware and software. One of the primary goals of HSI is to get the human factors practitioner involved early in the design process. In doing so, the aim is to reduce future budget costs and resources in redesign and training. By the preliminary design phase of a project nearly 80% of the total cost of the project is locked in. Potential design changes recommended by evaluations past this point will have little effect due to lack of funding or a huge cost in terms of resources to make changes. Three key concepts define an effective HSI program. First, systems are comprised of hardware, software, and the human, all of which operate within an environment. Too often, engineers and developers fail to consider the human capacity or requirements as part of the system. This leads to poor task allocation within the system. To promote ideal task allocation, it is critical that the human element be considered early in system development. Poor design, or designs that do not adequately consider the human component, could negatively affect physical or mental performance, as well as, social behavior. Second, successful HSI depends upon integration and collaboration of all the domains that represent acquisition efforts. Too often, these domains exist as independent disciplines due to the location of expertise within the service structure. Proper implementation of HSI through participation would help to integrate these domains and disciplines to leverage and apply their interdependencies to attain an optimal design. Via this process domain interests can be integrated to perform effective HSI through trade-offs and collaboration. This provides a common basis upon which to make knowledgeable decisions. Finally, HSI must be considered early in the requirements development phase of system design and acquisition. This will provide the best opportunity to maximize return on investment (ROI) and system performance. HSI requirements must be developed in conjunction with capability ]based requirements generation through functional. HSI requirements will drive HSI metrics and embed HSI issues within the system design. After a system is designed, implementation of HSI oversights can be very expensive. An HSI program should be included as an integral part of a total system approach to vehicle and habitat development. This would include, but not limited to, workstation design, D&C development, volumetric analysis, training, operations, and human -robotic interaction. HSI is a necessary process for Human Space Flight programs to meet the Agency Human ]System standards and thus mitigate human risks to acceptable levels. NASA has been involved in HSI planning, procedures development, process, and implementation for many years, and has been building several internal and publicly accessible products to facilitate HSI fs inclusion in the NASA Systems Engineering Lifecycle. Some of these products include: NASA STD 3001 Volumes 1 and 2, Human Integration Design Handbook, NASA HSI Implementation Plan, NASA HSI Implementation Plan Templates, NASA HSI Implementation Handbook, and a 2 ]hour short course on HSI delivered as part of the NASA Space and Life Sciences Directorate Academy. These products have been created leveraging industry best practices and lessons learned from other Federal Government agencies.

Whitmore, Mihriban↗
NASA NTRSDate not supplied

Classifying Agnostic Biosignatures using Raman, VNIR, and Elemental Data

How can we use our current wealth of terrestrial data, encompassing biogenic and abiogenic systems, to determine the distinguishing properties of life? SCOBI (Statistical Classification of Biosignature Information) uses machine learning techniques to algorithmically identify combinations of measurements that are “indicative of life”. A set of ~1000 observations, comprising elemental abundance, isotopic fractionation, VNIR reflectance, and (in progress) Raman spectra, have been assembled from existing literature and databases. The observations cover systems classified as “indicative alive” (e.g., cells, vegetation), “indicative non-alive” (e.g., fossils, teeth), “mixed indicative” (e.g., soil, pond water), or “non-indicative” (e.g., rocks, meteorites). VNIR data was preprocessed by linear interpolation from 400-2100 nm and smoothed with a Savitzky-Golay filter. To limit the amount of Earth-biochemistry-specific (non-agnostic) information included, the first five spectral features extracted were number of peaks, number of troughs, mean reflectance, mean peak width, and broadest peak width. To help further emphasize agnostic biosignatures, Earth-specific features such as chlorophylls have been manually flagged so that feature importance with and without them can be compared. Classifiers including k-nearest neighbors (KNN), Gaussian Naïve Bayes (GNB), logistic regression (LR), random forest (RF), and support vector machine (SVM) were implemented, as was a combination voting classifier. Performance metrics included false positive rates, false negative rates, and AUC with 50-50 test/train splits (Monte Carlo simulations). Key takeaways from this stage, prior to the inclusion of Raman spectra, are (1) the overall success rate of 0.933 AUC was most heavily influenced by the elemental abundance data; and (2) VNIR reflectance had the lowest classification performance with 0.52 AUC (58% of objects correctly classified). The next steps are to complete integration of Raman spectral data and to improve the approach to pre-processing and feature extraction for both types of spectral data, such as automated baseline removal, whole spectrum matching, and dimensionality reduction.

Biosignatures↗
NASA NTRS2012

NASA's Space Launch System: A Flagship for Exploration Beyond Earth's Orbit

The National Aeronautics and Space Administration s (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center, is making progress toward delivering a new capability for exploration beyond Earth orbit in an austere economic climate. This fact drives the SLS team to find innovative solutions to the challenges of designing, developing, fielding, and operating the largest rocket in history. To arrive at the current SLS plan, government and industry experts carefully analyzed hundreds of architecture options and arrived at the one clear solution to stringent requirements for safety, affordability, and sustainability over the decades that the rocket will be in operation. This paper will explore ways to fit this major development within the funding guidelines by using existing engine assets and hardware now in testing to meet a first launch by 2017. It will explain the SLS Program s long-range plan to keep the budget within bounds, yet evolve the 70 metric ton (t) initial lift capability to 130-t lift capability after the first two flights. To achieve the evolved configuration, advanced technologies must offer appropriate return on investment to be selected through a competitive process. For context, the SLS will be larger than the Saturn V that took 12 men on 6 trips for a total of 11 days on the lunar surface over 4 decades ago. Astronauts train for long-duration voyages on the International Space Station, but have not had transportation to go beyond Earth orbit in modern times, until now. NASA is refining its mission manifest, guided by U.S. Space Policy and the Global Exploration Roadmap. Launching the Orion Multi-Purpose Cargo Vehicle s first autonomous certification flight in 2017, followed by a crewed flight in 2021, the SLS will offer a robust way to transport international crews and the air, water, food, and equipment they need for extended trips to asteroids, Lagrange Points, and Mars. In addition, the SLS will accommodate high-priority science experiments. SLS affordability initiatives include streamlining interfaces, applying risk-based insight into contracted work, centralizing systems engineering and integration, and nurturing a learning culture that continually benchmarks its performance against successful ventures. As this paper will explain, the SLS is making measurable progress toward becoming a global infrastructure asset for robotic and human scouts of all nations by harnessing business and technological innovations to deliver sustainable solutions for space exploration.

May, Todd↗
NASA NTRS2012

NASA's Space Launch System: A Flagship for Exploration Beyond Earth's Orbit

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center, is making progress toward delivering a new capability for exploration beyond Earth orbit in an austere economic climate. This fact drives the SLS team to find innovative solutions to the challenges of designing, developing, fielding, and operating the largest rocket in history. To arrive at the current SLS plan, government and industry experts carefully analyzed hundreds of architecture options and arrived at the one clear solution to stringent requirements for safety, affordability, and sustainability over the decades that the rocket will be in operation. This paper will explore ways to fit this major development within the funding guidelines by using existing engine assets and hardware now in testing to meet a first launch by 2017. It will explain the SLS Program s long-range plan to keep the budget within bounds, yet evolve the 70 metric ton (t) initial lift capability to 130-t lift capability after the first two flights. To achieve the evolved configuration, advanced technologies must offer appropriate return on investment to be selected through a competitive process. For context, the SLS will be larger than the Saturn V that took 12 men on 6 trips for a total of 11 days on the lunar surface over 4 decades ago. Astronauts train for long-duration voyages on the International Space Station, but have not had transportation to go beyond Earth orbit in modern times, until now. NASA is refining its mission manifest, guided by U.S. Space Policy and the Global Exploration Roadmap. Launching the Orion Multi-Purpose Crew Vehicle s (MPCV s) first autonomous certification flight in 2017, followed by a crewed flight in 2021, the SLS will offer a robust way to transport international crews and the air, water, food, and equipment they need for extended trips to asteroids, Lagrange Points, and Mars. In addition, the SLS will accommodate high-priority science experiments. SLS affordability initiatives include streamlining interfaces, applying risk-based insight into contracted work, centralizing systems engineering and integration, and nurturing a learning culture that continually benchmarks its performance against successful ventures. As this paper will explain, the SLS is making measurable progress toward becoming a global infrastructure asset for robotic and human scouts of all nations by harnessing business and technological innovations to deliver sustainable solutions for space exploration.

May, Todd A.↗
NASA NTRS2017

Parameter Validation for Evaluation of Spaceflight Hardware Reusability

Within recent years, there has been an influx of companies around the world pursuing reusable systems for space flight. Much like NASA, many of these new entrants are learning that reusable systems are complex and difficult to acheive. For instance, in its first attempts to retrieve spaceflight hardware for future reuse, SpaceX unsuccessfully tried to land on a barge at sea, resulting in a crash-landing. As this new generation of launch developers continues to develop concepts for reusable systems, having a systematic approach for determining the most effective systems for reuse is paramount. Three factors that influence the effective implementation of reusability are cost, operability and reliability. Therefore, a method that integrates these factors into the decision-making process must be utilized to adequately determine whether hardware used in space flight should be reused or discarded. Previous research has identified seven features that contribute to the successful implementation of reusability for space flight applications, defined reusability for space flight applications, highlighted the importance of reusability, and presented areas that hinder successful implementation of reusability. The next step is to ensure that the list of reusability parameters previously identified is comprehensive, and any duplication is either removed or consolidated. The characteristics to judge the seven features as good indicators for successful reuse are identified and then assessed using multiattribute decision making. Next, discriminators in the form of metrics or descriptors are assigned to each parameter. This paper explains the approach used to evaluate these parameters, define the Measures of Effectiveness (MOE) for reusability, and quantify these parameters. Using the MOEs, each parameter is assessed for its contribution to the reusability of the hardware. Potential data sources needed to validate the approach will be identified.

Childress-Thompson, Rhonda↗
NASA NTRS2017

Parameter Validation for Evaluation of Spaceflight Hardware Reusability

Within recent years, there has been an influx of companies around the world pursuing reusable systems for space flight. Much like NASA, many of these new entrants are learning that reusable systems are complex and difficult to acheive. For instance, in its first attempts to retrieve spaceflight hardware for future reuse, SpaceX unsuccessfully tried to land on a barge at sea, resulting in a crash-landing. As this new generation of launch developers continues to develop concepts for reusable systems, having a systematic approach for determining the most effective systems for reuse is paramount. Three factors that influence the effective implementation of reusability are cost, operability and reliability. Therefore, a method that integrates these factors into the decision-making process must be utilized to adequately determine whether hardware used in space flight should be reused or discarded. Previous research has identified seven features that contribute to the successful implementation of reusability for space flight applications, defined reusability for space flight applications, highlighted the importance of reusability, and presented areas that hinder successful implementation of reusability. The next step is to ensure that the list of reusability parameters previously identified is comprehensive, and any duplication is either removed or consolidated. The characteristics to judge the seven features as good indicators for successful reuse are identified and then assessed using multiattribute decision making. Next, discriminators in the form of metrics or descriptors are assigned to each parameter. This paper explains the approach used to evaluate these parameters, define the Measures of Effectiveness (MOE) for reusability, and quantify these parameters. Using the MOEs, each parameter is assessed for its contribution to the reusability of the hardware. Potential data sources needed to validate the approach will be identified.

Childress-Thompson, Rhonda↗
NASA NTRSDate not supplied

SPHINX: An SEP Model Validation Infrastructure developed through Community Challenges and the SEP Scoreboards

Solar Energetic Particle (SEP) events are interesting from a scientific perspective as they are the product of a broad set of physical processes from the corona out through the extent of the heliosphere, and provide insight into processes of particle acceleration and transport that are widely applicable in astrophysics. From the operations perspective, SEP events pose a radiation hazard for aviation, electronics in space, and human space exploration, in particular for missions outside of the Earth’s protective magnetosphere including to the Moon and Mars (Whitman et al 2022). For these reasons, SEP modelers have developed a rich and diverse set of models with a wide variety of aims. Some models probe the basic physics at the heart of particle acceleration and transport. Others produce fast statistical forecasts or employ disruptive new techniques like Machine Learning with the goal to assist end users in making operational decisions. To enable a consistent and quantitative understanding of SEP model performance, a generalized, automated validation infrastructure, called SPHINX, is being developed at NASA SRAG in close collaboration with NASA CCMC, NASA M2M, NOAA SWPC, and BIRA-IASB. This infrastructure has been built up through a multi-year community challenge. Starting in 2018 at the SHINE workshop, an effort was launched through SHINE, ISWAT, and ESWW to encourage quantitative, comprehensive, and consistent validation of SEP models. This effort has defined a set of challenge SEP events with the aim of generating quantitative comparisons between forecasts and observations and a set of challenge “non-events” to assess false alarms. In 2023, these challenge lists have been extended to statistically significant numbers with a prescribed set of rules for producing forecasts and supported through the dedicated SEPVAL working meetings. The participation of the research community has allowed the infrastructure to validate all the types of outputs being produced by SEP models. In parallel, the SPHINX code is being applied to real time forecasts submitted to the SEP Scoreboards, ensuring that the validation infrastructure can interpret forecasts produced in an operational scenario and provide metrics meaningful for operations. Upon completion, SPHINX and its interactive user interface, SPHINX-Web, will be made available for public use.

space weather↗
NASA NTRS2004

The NASA Continuous Risk Management Process

As an intern this summer in the GRC Risk Management Office, I have become familiar with the NASA Continuous Risk Management Process. In this process, risk is considered in terms of the probability that an undesired event will occur and the impact of the event, should it occur (ref., NASA-NPG: 7120.5). Risk management belongs in every part of every project and should be ongoing from start to finish. Another key point is that a risk is not a problem until it has happened. With that in mind, there is a six step cycle for continuous risk management that prevents risks from becoming problems. The steps are: identify, analyze, plan, track, control, and communicate & document. Incorporated in the first step are several methods to identify risks such as brainstorming and using lessons learned. Once a risk is identified, a risk statement is made on a risk information sheet consisting of a single condition and one or more consequences. There can also be a context section where the risk is explained in more detail. Additionally there are three main goals of analyzing a risk, which are evaluate, classify, and prioritize. Here is where a value is given to the attributes of a risk &e., probability, impact, and timeframe) based on a multi-level classification system (e.g., low, medium, high). It is important to keep in mind that the definitions of these levels are probably different for each project. Furthermore the risks can be combined into groups. Then, the risks are prioritized to see what risk is necessary to mitigate first. After the risks are analyzed, a plan is made to mitigate as many risks as feasible. Each risk should be assigned to someone in the project with knowledge in the area of the risk. Then the possible approaches to choose from are: research, accept, watch, or mitigate. Next, all risks, mitigated or not, are tracked either individually or in groups. As the plan is executed, risks are re-evaluated, and the attribute values are adjusted as necessary. Metrics are established and monitored as tools for risk tracking. Also a trigger or threshold should be set on the metric data that indicates when an action is needed. Results of this tracking are usually evaluated and reported in a relevant format at weekly or monthly meetings. Choosing controls is the subsequent step, which involves the effects of the tracking. The three basic controls are: close, continue tracking, and re- plan. Finally communicate & document is the last step, but occurs throughout the process. It is vital that main risks, plans, changes, and progress are known by everyone in the project. A good way to keep everyone updated and inform other projects of common issues is by thoroughly documenting project risks. NASA sees value in risk management and believes that projects have greater probability or success by using the NASA Continuous Risk Management Process.

Pokorny, Frank M.↗
NASA NTRSDate not supplied

Satellite-Derived Imagery and Transfer Learning: A Novel Technique for Land Cover Classification

Land cover classification is a continuing research topic due to its relevance to land use and land cover changes from impacts such as climate change, agriculture, urbanization, and hazardous weather. Simple access to frequently changing land cover classifications could provide knowledge and decision support to various researchers and agencies across the globe for each of above-mentioned and related influences. This research aims to provide a novel technique for land cover classification of remote sensing imagery; harnessing Artificial Neural Networks and transfer learning (TL). Knowledge sharing techniques within machine learning are typically utilized when training datasets are sparse or transitions between data modalities is required. In this case, two data modalities, multi and hyperspectral data, are considered for knowledge transfer. The large number of continuous spectral bands available from hyperspectral sensors typically provide increased sophisticated land classification capability compared to more traditional multispectral imagery with limited discrete spectral bands. However, large-scale, frequent access to hyperspectral imagery is relatively limited. The proposed classification technique would therefore prove useful in regions in which hyperspectral data are not readily available for classification but multispectral data are. Image segmentation models are trained on each multi and hyperspectral datasets. Knowledge sharing techniques are then applied to each model to understand what knowledge, if any, is gained when moving between the data modalities. The datasets utilized for training and testing a U-Net model include the European Space Agency’s multispectral imager Sentinel-2 and the hyperspectral German Aerospace Center’s Earth Sensing Imaging Spectrometer (DESIS). Initially, only two classes, land and water, are classified for simplicity. However, more complex classes can be added if knowledge sharing is successful. The workflow for image classification through supervised image segmentation with a U-Net model will be discussed along with metrics calculated before and after TL for both Sentinel-2 and DESIS data are applied. Additionally, future steps to advance the sophistication of this technique as well as other applicable methodologies will be explored.

Emily Foshee↗
NASA NTRSDate not supplied

Tomography Analysis of Orion Artemis 1 Heatshield Sample

The Orion spacecraft, under NASA's Artemis program, is an integral step in humanity's ambitions of deep space exploration, including our return to the Moon and subsequent mission to Mars. The performance of Orion's heatshield is central to ensuring the safety and success of such missions. This presentation offers a comprehensive overview of the process used in and findings derived from tomography scans of an Artemis 1 heatshield sample executed at the Lawrence Berkeley National Laboratory's Advanced Light Source. These tomography scans captured high-resolution X-Ray images of the heatshield's microstructure, allowing advanced imaging to be employed for 3D image segmentation and visualization of the sample. The Porous Media Analysis (PuMA) software stands central to our analysis, offering robust computational algorithms and methodologies to digitally compute properties of the heatshield material. The presentation discusses the following derived metrics: - Volume fractions, representing the spatial distribution and amounts of various components throughout the heatshield’s depth. - Porosity and crack distributions, offering insights into the void space within the material, critical for understanding the heatshield's structural integrity. - Fiber orientation, detailing the alignment and arrangement of fibers, significant for material orthotropy. - Permeability estimates, quantifying the passage of gas through the material, relevant for re-entry conditions and pyrolysis gasses. One distinctive feature of this study is the comparative evaluation against data obtained from tomography scans of the Exploration Flight Test-1 (EFT-1) heatshield. Such a comparison offers multiple insights, including evaluation of the consistency and repeatability of manufacturing processes as well as understanding of any evolutionary changes in heatshield design or material properties.

Micro-tomography↗
NASA NTRSDate not supplied

In Situ Resource Utilization (ISRU) Envisioned Future Priorities

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

In Situ Resource Utilization↗
NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi-Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the life-cycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reachback support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-ofthe- art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗
NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi- Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the lifecycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reach-back support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-of-the-art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗
NASA NTRSDate not supplied

An Evening with NASA Scientists and Engineers: A Senior Living Community Outreach Program

Introduction: An Evening with NASA Scientists and Engineers is an outreach program for senior living communities, where participants learn from and interact with a scientist or engineer in a virtual setting. Participants learn about NASA science and engineering through a behind-the-scenes look from the people who work at NASA. The program focuses on both the stories behind the discoveries and the stories behind the people. The audience tunes in to the events via the NASA Zoom Webinar platform, where they have the opportunity to ask questions throughout the approximately 30-minute program. By bringing the audience into the conversation, we build rapport and thus improve their connection with NASA. Overview: An Evening with NASA Scientists and Engineers began in September 2020 when we identified a need for outreach to this particular demographic, as senior living communities had been hit especially hard by the COVID-19 pandemic. The program covers a wide range of topics, including heliophysics, astrophysics, planetary science, Earth science, planetary defense, and more, depending on what is topically appropriate at the time, and occurs on a roughly monthly basis. Each interactive presentation is between 20-25 minutes with 5-10 minutes of dedicated Q&A. Future dates and topics may change depending on new developments to NASA missions and stories. Audience: As of December 2021, we have four regularly attending senior living communities, spanning the East Coast from New Hampshire to Florida, with each joining the overall program at various stages of its development. The ability to reach many different senior living communities is crucial so that a diversity of people may benefit from this program. The audience consists of seniors with varying experience and comprehension levels – some are very familiar with the sciences while others are simply curious to learn more. Residents tune in to each event from their individual rooms or from their larger community rooms. RiverWoods Exeter. The RiverWoods Exeter community was our initial audience who acted as our “guinea pig” to see how this program might be implemented and to work out any major issues. They are located in Exeter, NH but also have two additional campuses in Durham, NH and Manchester, NH, that joined us a few months into the program. Culpepper Garden. Our second community to join the program was Culpepper Garden, a senior living community in Arlington, VA that provides both independent and assisted living housing to low-income seniors. Edinburgh Square. Our third community, Edinburgh Square, connected with us after hearing about the program through Culpepper Garden. Edinburgh Square is an HUD-subsidized retirement community in Roanoke, VA that houses both seniors and those living with disabilities. Moonstruck Astronomy Club. The Moonstruck Astronomy Club consists of residents from the On Top of the World retirement community in Ocala, FL and was the latest senior living community to join us. NASA Zoom Webinar: An Evening with NASA Scientists and Engineers reaches numerous senior living communities through live presentations that we host using the NASA Zoom Webinar virtual platform. Participants are typically already familiar with the Zoom platform which enables a lower barrier to entry. A recording of each talk is added to a designated video playlist on the NASA STEM YouTube channel so that audiences worldwide may view them [1]. These recordings began with our April 1, 2021 presentation, as this was when NASA Zoom Webinar was implemented, thus enabling us to record each talk. Metrics: We record attendance numbers from the senior living communities for each event as well as those from YouTube views after the presentation recording is posted online. Depending on which communities tune in, typical attendance numbers are between 60-100 people. RiverWoods Exeter has the most regularly attending residents, with an average of 55 attendees per event. As of December 2021, we have hosted fourteen events, nine of which were recorded and posted to our designated NASA STEM YouTube Channel playlist. The nine recordings combined have roughly 4,000 YouTube views thus far, with specific videos seeing higher view counts around launch dates (e.g. NASA’s DART mission) and trending topics (e.g. JWST). A list of speakers, topics, and links to presentation recordings is shown in Table 1. Future Program Expansion: Thus far, we have been adding communities on an individual basis. To make this process more streamlined, we are looking into working with senior living community networks and organizations such as LeadingAge [2]. In this manner, we will be able to reach more communities while also making it easier to send and receive relevant information.

S L Tiedeken↗
NASA NTRS2012

Desert Research and Technology Studies (DRATS) 2010 Science Operations: Operational Approaches and Lessons Learned for Managing Science during Human Planetary Surface Missions

Desert Research and Technology Studies (Desert RATS) is a multi-year series of hardware and operations tests carried out annually in the high desert of Arizona on the San Francisco Volcanic Field. These activities are designed to exercise planetary surface hardware and operations in conditions where long-distance, multi-day roving is achievable, and they allow NASA to evaluate different mission concepts and approaches in an environment less costly and more forgiving than space.The results from the RATS tests allows election of potential operational approaches to planetary surface exploration prior to making commitments to specific flight and mission hardware development. In previous RATS operations, the Science Support Room has operated largely in an advisory role, an approach that was driven by the need to provide a loose science mission framework that would underpin the engineering tests. However, the extensive nature of the traverse operations for 2010 expanded the role of the science operations and tested specific operational approaches. Science mission operations approaches from the Apollo and Mars-Phoenix missions were merged to become the baseline for this test. Six days of traverse operations were conducted during each week of the 2-week test, with three traverse days each week conducted with voice and data communications continuously available, and three traverse days conducted with only two 1-hour communications periods per day. Within this framework, the team evaluated integrated science operations management using real-time, tactical science operations to oversee daily crew activities, and strategic level evaluations of science data and daily traverse results during a post-traverse planning shift. During continuous communications, both tactical and strategic teams were employed. On days when communications were reduced to only two communications periods per day, only a strategic team was employed. The Science Operations Team found that, if communications are good and down-linking of science data is ensured, high quality science returns is possible regardless of communications. What is absent from reduced communications is the scientific interaction between the crew on the planet and the scientists on the ground. These scientific interactions were a critical part of the science process and significantly improved mission science return over reduced communications conditions. The test also showed that the quality of science return is not measurable by simple numerical quantities but is, in fact, based on strongly non-quantifiable factors, such as the interactions between the crew and the Science Operations Teams. Although the metric evaluation data suggested some trends, there was not sufficient granularity in the data or specificity in the metrics to allow those trends to be understood on numerical data alone.

Eppler, Dean↗
NASA NTRS2018

NASA's Space Launch System: Unprecedented Payload Capabilities

As part of a renewed focus on deep space exploration, NASA and its private sector and international partners are building a new super heavy-lift launch vehicle, the Space Launch System (SLS), as well as the new Orion crew vehicle, and upgrading launch facilities at Kennedy Space Center. Progress made on the Block 1 vehicle, as well as its expected performance metrics and fiscal support from the U.S. administration and Congress, have opened up additional manifest possibilities that the Agency continues to evaluate. Offering a combination of power, payload capacity and departure energy unmatched in contemporary boosters, the SLS family of launch vehicles features the world's most-proven propulsion system: solid rocket boosters and RS-25 main engines with a modified existing cryogenic in-space stage. The initial SLS configuration, Block 1, will deliver at least 26 metric tons (t) of payload to trans-lunar injection (TLI). The vehicle's flexible architecture will enable the rocket to evolve over the next decade to meet the most demanding deep space mission requirements. The second configuration, Block 1B, will deliver at least 34 to 40 t to TLI, depending on whether the crewed or cargo variant is selected. Although designed to facilitate human exploration of deep space, the vehicle also provides game-changing benefits for large science payloads and even harnesses excess capacity to provide small satellites with affordable access to deep space. For the first integrated mission of SLS and Orion, launching from Kennedy Space Center in fiscal year 2020, SLS Block 1 will send Orion on a 25.5-day mission to a distant retrograde lunar orbit with the primary objective to test and validate new systems and procedures. That first mission, called Exploration Mission-1 (EM-1), also has 13 6U-class CubeSat payloads manifested. Those payloads, which will carry out a variety of scientific experiments and technology demonstrations, will deploy in several locations along the trajectory after Orion has separated from SLS. Contractors and suppliers have made significant progress since last year manufacturing the Block 1 vehicle for EM-1. The upper stage and adapters are complete as are the four RS-25 engines. All other major components are constructed and being outfitted for flight. In fact, hardware for the second flight is currently being manufactured at locations across the United States. This paper will outline hardware, avionics and testing progress toward the first and second flights of SLS. Manifest opportunities for primary, co-manifested and secondary payloads will be discussed. An in-depth look at payload utilization and integration will be provided, as well as lessons learned from installing a secondary payload deployment system for EM-1.

Creech, Steve↗
NASA NTRS2016

Mission X: Train Like an Astronaut Challenge

The Mission X: Train Like an Astronaut Challenge was developed in 2011 to encourage proper exercise and nutrition at an early age by teaching young people to live and eat like space explorers. The strong correlation between an unhealthy childhood diet and adolescent fitness, and the onset of chronic diseases as an adult is the catalyst for Mission X. Mission X is dedicated to assisting people on a global scale to live healthier lifestyles and learn about human space exploration. The Mission X: Train Like an Astronaut 2015 (MX15) International Challenge hosted almost 40,000 children on 800 teams, 28 countries affiliated with 12 space agencies. The MX15 website included 17 languages. MX15, the fifth annual international fitness challenges sponsored by the NASA Human Research Program worked with the European Space Agency and other space agencies from around the world. In comparison to MX14, MX15 expanded to include four additional new countries, increased the number of students by approximately 68% and the number of teams by 29%. Chile' and South Korea participated in the new fall Astro Charlie Walk Around the Earth Challenge. Pre-challenge training materials were made more readily available from the website. South Korea completed a prospective assessment of the usability of the MX content for improving health and fitness in 212 preschool children and their families. Mission X is fortunate to have the support of the NASA, ESA and JAXA astronaut corps. In MX15, they participated in the opening and closing events as well as while on-board the International Space Station. Italian Astronaut Samantha Cristoretti participated as the MX15 Astronaut Ambassador for health and fitness providing the opening video and other videos from ISS. United Kingdom Astronaut Tim Peake and US Astronaut Kate Rubins have agreed to be the MX Ambassadors for 2016 and 2017 respectively. The MX15 International Working Group Face-to-Face meeting and Closing Event were held at the Agenzia Spaziale Italiana (ASI) in Rome, Italy. A record number of twenty-eight countries participated. Austria and Norway have offered to host the 2016 and 2017 working group meetings. MX16 planning began with the working group meetings and areas of improvement will include another second early challenge to accommodate countries in the Southern Hemisphere, recommended changes to the MX website, development of a more defined approach to metrics, a change to the format of future MX International Working Group meetings, and proposed new activities to be developed by the MX International Educator Working Group. We look forward to welcoming many new participants in 2016!

Lloyd, Charles W.↗
NASA NTRSDate not supplied

Overview of NASA ISRU Plans, Priorites, and Activities

Introduction:The National Aeronautics andSpace Administration (NASA) of the United States ofAmerica (US) has initiated the Artemis Moon to Marsprogram to send astronauts (the first woman andperson of color) back to the lunar surface, create asustainable human lunar exploration program, andlead the first human exploration mission to the Marssurface in the 2030’s [1]. A major objective of thisprogram is to characterize the resources that exist onthe Moon and Mars, and learn how to utilize them forsustained and affordable exploration. Commonlyknown as In Situ Resource Utilization (ISRU), thesearch for, acquisition, and processing of resources inspace has the potential to greatly reduce thedependency on transporting mission consumables andinfrastructure from Earth, thereby reducing missioncosts, risks, and dependency on Earth.ISRU is Enabling: Through the extraction andprocessing of resources into mission commoditiessuch as rocket propellants, life support consumables,and fuel cell reactants, ISRU enhances and evolvesthe cis-lunar, lander, and surface transportationsystems required for human exploration; expandingand enhancing HOW humans can explore and returnfrom the Moon. Through the extraction andprocessing of resources into metals, silicon, and othermanufacturing and construction feedstock, ISRUenhances and allows for the expansion of criticalinfrastructure using in situ manufacturing andconstruction capabilities that influence WHAT humanscan do on the Moon and in cis-lunar space. Becauseof this, ISRU supports and enables commercialinvolvement beyond NASA and governmentalagencies by both lowering the cost of sustainedtransportation to/from/on the Moon as well assupporting the market required for needing thesetransportation systems. Strategic Framework:To achieve this vision,NASA’s Space Technology Mission Directorate(STMD) ensures the coordinated development ofISRU and other critical space and surfaceinfrastructure elements such as propulsion, power,manufacturing, construction, and robotics through theStrategic Technology Architecture Roundtable(STAR) process. Through STAR, an integratedframework and process has been created allowing forcapabilities and technologies to be linked andassessed, gaps to be identified, specifications andmetrics to be established, and provide a means toprioritize and implement technology development andmissions. A critical part of the STAR effort has beenthe establishment of the Strategic Framework thatorganizes all work under four major Thrusts (Go,Land, Live, and Explore) and identifies the drivingOutcomes for each of these Thrusts. From the Thrustsand Outcomes, all work can be categorized and linkedbetween Capability Areas, and Technology Gaps canbe identified and addressed (Figure 1.)Figure 1. Strategic Framework and STAR FrameworkISRU Envisioned Future: To drive thedevelopment of technologies and capabilities, theSTAR process starts with establishing a ‘grand vision’of where each Outcome and Capability is aiming tobe considered complete. For ISRU, the EnvisionedFuture is “Scalable ISRU production/utilizationcapabilities including sustainable commodities on thelunar and Mars Surface”. This involves starting with10’s of metric tons of products, but evolves into 100’sto 1000’s of metric tons of water, oxygen, propellants,construction and manufacturing feedstock, andcommodities for habitat and food production andoperations. For ISRU, the ‘Prospect to Product’philosophy starts with Destination Reconnaissance &Resource Assessment, followed by ResourceAcquisition, Isolation, and Preparation, leading intoResource Processing (which is further subdivided intomission consumables and feedstocks for constructionand manufacturing). The ISRU Envisioned Futurealso considers what resources are available andattempts to address what and when these resourceswill be evaluated and harnessed, as well asconsidering which products/commodities can beobtained for early use and which ones require moretime and/or users of refined products.It Takes an Architecture: ISRU does not existon its own. By definition, it requires customers/users SHORT TITLE HERE: A. B. Author and C. D. Authorto use the products/commodities produced by ISRUsystems. Also, for an ISRU capability to exist, itmust obtain products and services from other systemsand infrastructure. An important aspect of the STARprocess and the ISRU Envisioned Futures Prioritiesstrategy is to identify and link all of these systems andcapabilities to achieve the desired end state (Figure2).Figure 2. ISRU as Part of a Larger ArchitectureISRU Capability Drivers: The guidingprinciples for NASA’s Space TechnologyDevelopment for Artemis are to develop criticaltechnologies and capabilities that enable (i) asustainable Lunar surface presence, (ii) the future goalof sending humans to Mars, and (iii) promotingcritical technologies to enable future science andcommercial missions. It is a major goal of theArtemis campaign to establish some sort of base campat the lunar South Pole by approximately the end ofthe decade. The ISRU Envisioned Futures Prioritiesstrategy is aligned with the Artemis campaign todevelop and demonstrate ISRU capabilities in thistimeframe that could lead to sustained surfaceoperations, infrastructure growth, and commercialoperations in the next decade (Figure 3).Figure 3. ISRU Dual Path to Full Implementation and CommercializationState of the Art and Gaps: To achieve theenvisioned future, an extensive effort was performedto understand the State of the Art (SOA) for ISRUgoing back decades, and to assess the SOA against thenear and long-term goals and objectives of the ISRUStrategic Outcome objectives. While the releasedISRU Envisioned Futures Priorities only includes atop-level definition of both the SOA and Gaps, furtherinformation on these for ISRU can be found in theISRU Gap Assessment Study performed for theInternational Space Exploration Coordination Group(ISECG) [2]. To provide further guidance to industryand academia, a top level assessment was performedand provide that divides critical areas of ISRUcapabilities and technologies into 3 categories:Significant Funding, Partially Covered/MoreRequired, and Limited/No Funded Activities.Envisioned Future Priorities- Next Steps forISRU: While a significant amount of work over abroad range of technology areas has been performedover the last several years for lunar ISRU, to reach theenvisioned future for ISRU, a lot more work isrequired at the technology level leading to bothsystems and technology demonstrations in the nearfuture. To guide investments within NASA, industry,and academia, 5 specific areas of high priority wereidentified. These are:1.Complete development of the Water and Oxygen Mining Paths and close technology gaps, with emphasis on oxygen extraction from Highland regolith and parallel paths for polar water mining.2.Expand development of metal extraction and feedstock for manufacturing and construction, with emphasis on aluminum and initial/easy to obtain/make construction feedstocks leading to more refined metals and other regolith resources. Also, evaluate biologically inspired/derived technologies in bio-mining, bio-plastic, and other feedstock commodities.3.Ensure the resource assessment needed for future ISRU commercial operations is coordinated with both near/long-term science objectives as well as Artemis mission locations of interest.4.Initiate NASA and industry-led system-level analyses, integration, and testing activities for ISRU capabilities. While significant work has been performed at the technology and subsystemlevel, it is now important to understand how these technology investments can be leveraged and utilized in actual systems and applications5.Initiate lunar ISRU technology flight demonstrations leading to initial ‘Pilot Plant’ end-to-end production capability demonstrations, led by industry

ISRU↗