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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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NASA NTRS1992

Strategic considerations for support of humans in space and Moon/Mars exploration missions. Life sciences research and technology programs, volume 1

During the next several decades, our nation will embark on human exploration in space. In the microgravity environment we will learn how human physiology responds to the absence of gravity and what procedures and systems are required to maintain health and performance. As the human experience is extended for longer periods in low Earth orbit, we will also be exploring space robotically. Robotic precursor missions, to learn more about the lunar and Martian environments will be conducted so that we can send crews to these planetary surfaces to further explore and conduct scientific investigations that include examining the very processes of life itself. Human exploration in space requires the ability to maintain crew health and performance in spacecraft, during extravehicular activities, on planetary surfaces, and upon return to Earth. This goal can only be achieved through focused research and technological developments. This report provides the basis for setting research priorities and making decisions to enable human exploration missions.

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NASA NTRS1992

Strategic considerations for support of humans in space and Moon/Mars exploration missions. Life sciences research and technology programs, volume 2

Summary charts of the following topics are presented: the Percentage of Critical Questions in Constrained and Robust Programs; the Executive Committee and AMAC Disposition of Critical Questions for Constrained and Robust Programs; and the Requirements for Ground-based Research and Flight Platforms for Constrained and Robust Programs. Data Tables are also presented and cover the following: critical questions from all Life Sciences Division Discipline Science Plans; critical questions listed by category and criticality; all critical questions which require ground-based research; critical questions that would utilize spacelabs listed by category and criticality; critical questions that would utilize Space Station Freedom (SSF) listed by category and criticality; critical questions that would utilize the SSF Centrifuge; facility listed by category and criticality; critical questions that would utilize a Moon base listed by category and criticality; critical questions that would utilize robotic missions listed by category and criticality; critical questions that would utilize free flyers listed by category and criticality; and critical questions by deliverables.

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NASA NTRS2013

On the Performance Potential of Bioelectrochemical Life Support Systems

An area of growing multi-disciplinary research and revolutionary development for bio-processing on Earth is bioelectrochemical systems. These systems exploit the capability of many microorganisms to act as biocatalysts, enhancing the performance of electrochemical processes which convert low-value materials into valuable products. Many varieties of such processes hold potential value for space exploration as means to recycle metabolic waste and other undesirable materials or insitu resources into oxygen, water, and other valuable substances. However, the wide range of possible reactants, products, configurations, and operating parameters, along with the early stage of development and application on the ground necessitate thorough consideration of which, if any, possibilities could outperform existing technologies and should thus receive investment for space applications. In turn, the decision depends on the theoretical and practical limits of performance and the value of the reactant-product conversions within spaceflight scenarios, and should, to the greatest extent possible, be examined from the perspective of a fully designed, integrated system, rather than as an isolated unit lacking critical components like valves and pumps. Herein, we select a series of possible reactant-product conversions, develop concept process flow diagrams for each, and estimate theoretical and (where sufficient literature data allows) practical performance limitations of each. The objective was to estimate the costs, benefits, and risks of each concept in order to aid strategic decisions in the early-phase technology development effort.

Mansell, J. Matthew↗
NASA NTRS2009

Human Research Program Integrated Research Plan

The Integrated Research Plan (IRP) describes the portfolio of Human Research Program (HRP) research and technology tasks. The IRP is the HRP strategic and tactical plan for research necessary to meet HRP requirements. The need to produce an IRP is established in HRP-47052, Human Research Program - Program Plan, and is under configuration management control of the Human Research Program Control Board (HRPCB). Crew health and performance is critical to successful human exploration beyond low Earth orbit. The Human Research Program (HRP) is essential to enabling extended periods of space exploration because it provides knowledge and tools to mitigate risks to human health and performance. Risks include physiological and behavioral effects from radiation and hypogravity environments, as well as unique challenges in medical support, human factors, and behavioral or psychological factors. The Human Research Program (HRP) delivers human health and performance countermeasures, knowledge, technologies and tools to enable safe, reliable, and productive human space exploration. Without HRP results, NASA will face unknown and unacceptable risks for mission success and post-mission crew health. This Integrated Research Plan (IRP) describes HRP s approach and research activities that are intended to address the needs of human space exploration and serve HRP customers and how they are integrated to provide a risk mitigation tool. The scope of the IRP is limited to the activities that can be conducted with the resources available to the HRP; it does not contain activities that would be performed if additional resources were available. The timescale of human space exploration is envisioned to take many decades. The IRP illustrates the program s research plan through the timescale of early lunar missions of extended duration.

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NASA NTRS2022

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗
NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗
NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗
NASA NTRSDate not supplied

Digital Prototyping Methods to Enable Product Development Analysis Cycle Compression in Aerospace Systems

Historically, the product development life cycle (spanning from origination of a systems concept to initial delivery or fielding) for large-scale aerospace systems is 10-25 years. Examples of recent programs exhibiting this timeline are the Space Shuttle (13 years), , International Space Station (18 years), NASA Hubble telescope (16 years), USAF F-35 Strike Fighter (22 years), Missile Defense Agency THAAD (21 years), USAF V-22 Osprey (26 years), USAF B-2 Spirt (19 years), US Army RAH-66 Comanche (22 years, cancelled prior to fielding), James Webb Space Telescope (25 years), Space Launch System (10 years). This list illustrates the challenges of developing and fielding a modern integrated multi-disciplinary aerospace system. These development timelines are often preceded by significant research and development programs and followed by multiple increments, blocks, or spirals to reach planned operational capability. In the modern era of aerospace system acquisition, there is significant pressure to reduce system development timelines to meet system objectives and enable competitiveness in the current industry and landscape. Across the aerospace industry, a range of rapid acquisition and prototyping programs are seeking to achieve system development within timelines considerably less than 10 years. Notably, in September of 2019, NASA issued a solicitation for the development and demonstration of a Human Landing System (HLS) to deliver humans to the lunar surface by 2024 (5 years) and for the development and demonstration of a more sustainable HLS by 2026 (7 years). Lengthy product development cycle timelines are a product of multiple factors ranging from programmatic, sociological, technical, and systems engineering issues. New approaches in systems engineering provide new ways to enable these compressed development timelines. These approaches employ expanded application of advanced systems engineering methods and cross-cutting digital tools to accelerate system development, utilizing digital prototyping to connect maturing sub-system or component technologies into system or system-of-systems hardware prototypes. Approaches such as the use of system integrating physics relationships to reduce the number of design analysis cycle iterations and state analysis modeling to reduce necessary software testing (and improving coverage of system execution scenarios) represent steps forward in reducing the engineering time needed to field new systems. In addition to cost, schedule and performance benefits, expanded digital exploration and demonstration reduce risk in live system test and demonstration. This incremental demonstration approach, where digital prototyping and demonstration leads and informs full system test and demonstration, could be more important for space applications because of the increased difficulty of test and demonstration of space systems and architectures. The Advanced Concepts Office (ACO) at Marshall Space Flight Center merges traditional multi-disciplinary concept definition methods with modern, cross-cutting systems engineering concepts to enable iterative design and analysis of space architectures and systems through coordinated, strategic management of human capital, technical processes, and technology. This paper provides an overview of that approach, including recent examples and a strategic path forward to enabling continued reduction of aerospace system product development life cycles.

Michael D Watson↗
NASA NTRS2007

Food Supplement Reduces Fat, Improves Flavor

Diversified Services Corporation, seeking to develop a new nutritional fat replacement and flavor enhancement product, took advantage of the NASA Glenn Garrett Morgan Commercialization Initiative (GMCI) for technology acquisition and development and introductions to potential customers and strategic partners. Having developed and commercialized the product, named Nurtigras, the company is now marketing it through its subsidiary, H.F. Food Technologies Inc. The Nutrigras fat substitute is available in liquid, gel, or dry form and can be easily customized to the specific needs of the food manufacturer. It is primarily intended for use as a partial replacement for animal fat in beef patties and other normally high-fat meat products, and can also be used in soups, sauces, bakery items, and desserts. In addition to the nutritional benefits, the fat replacement costs less than the food it replaces, and as such can help manufacturers reduce material costs. In precooked products, Nutrigras can increase moisture content and thereby increase product yield. The company has been able to repay the help provided by NASA by contributing to the Space Agency's astronaut diet-the Nutrigras fat substitute can be used as a flavor enhancer and shelf-life extender for food on the ISS.

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NASA NTRS1997

Direct Data Distribution From Low-Earth Orbit

NASA Lewis Research Center (LeRC) is developing the space and ground segment technologies necessary to demonstrate a direct data distribution (1)3) system for use in space-to-ground communication links from spacecraft in low-Earth orbit (LEO) to strategically located tracking ground terminals. The key space segment technologies include a K-band (19 GHz) MMIC-based transmit phased array antenna, and a multichannel bandwidth- and power-efficient digital encoder/modulate with an aggregate data rate of 622 Mb/s. Along with small (1.8 meter), low-cost tracking terminals on the ground, the D3 system enables affordable distribution of data to the end user or archive facility through interoperability with commercial terrestrial telecommunications networks. The D3 system is applicable to both government and commercial science and communications spacecraft in LEO. The features and benefits of the D3 system concept are described. Starting with typical orbital characteristics, a set of baseline requirements for representative applications is developed, including requirements for onboard storage and tracking terminals, and sample link budgets are presented. Characteristics of the transmit array antenna and digital encoder/modulator are described. The architecture and components of the tracking terminal are described, including technologies for the next generation terminal. Candidate flights of opportunity for risk mitigation and space demonstration of the D3 features are identified.

Budinger, James M.↗
NASA NTRS2000

We Must Take the Next Steps Towards Safe, Routine Space Travel

This paper presents, in viewgraph form, six in a half generations of airplanes in a century. Some of the topics include: 1) Enterprise goals; 2) Generations of Reusable Launch Vehicles; 3) Space Transportation Across NASA; 4) Three Tiered Implementation Approach for Future Space Transportation Technology; 5) Develop a Comprehensive, Agency Level Space Transportation Plan That Will Enable NASA's Strategic Plan; 6) Timeline for Addressing NASA's Needs; 7) Significant 2nd Generation Technology Drivers; 8) Example Large Scale Ground Demonstrations; and 9) Example Pathfinder Demonstrations. The paper also includes various aircraft designs and propulsion system technology.

Lyles, G. M.↗
NASA NTRS2009

NASA Lunar Dust Filtration and Separations Workshop Report

NASA Glenn Research Center hosted a 2.5-day workshop, entitled "NASA Lunar Dust Filtration and Separations Workshop" at the Ohio Aerospace Institute in Cleveland, Ohio, on November 18 to 20, 2008. The purpose of the workshop was to address the issues and challenges of particulate matter removal from the cabin atmospheres in the Altair lunar lander, lunar habitats, and in pressurized rovers. The presence of lunar regolith dust inside the pressurized volumes was a theme of particular interest. The workshop provided an opportunity for NASA, industry experts, and academia to identify and discuss the capabilities of current and developing air and gas particulate matter filtration and separations technologies as they may apply to NASA s needs. A goal of the workshop was to provide recommendations for strategic research areas in cabin atmospheric particulate matter removal and disposal technologies that will advance and/or supplement the baseline approach for these future lunar surface exploration missions.

Agui, Juan H.↗
NASA NTRS1981

Study to define an approach for developing a computer-based system capable of automatic, unattended assembly/disassembly of spacecraft, phase 1

The initial set of requirements for additional studies necessary to implement a space-borne, computer-based work system capable of achieving assembly, disassembly, repair, or maintenance in space were developed. The specific functions required of a work system to perform repair and maintenance were discussed. Tasks and relevant technologies were identified and delineated. The interaction of spacecraft design and technology options, including a consideration of the strategic issues of repair versus retrieval-replacement or destruction by removal were considered along with the design tradeoffs for accomplishing each of the options. A concept system design and its accompanying experiment or test plan were discussed.

Nevins, J. L.↗
NASA NTRS2001

The US Microgravity Science Program

Contents include the following: space science; earth science; human exploration and development of space; aerospace technology; and biological physical research; microgravity research strategic; microgravity research; space shuttle flight operations; and international space station preparation

Henderson, Robin↗
NASA NTRS2010

An Overview of the NASA Aeronautics Test Program Strategic Plan

U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.

Marshall, Timothy J.↗
NASA NTRS1994

Solar System Exploration Technology Requirements and Planning Process

The NASA Office of Space Science, in alliance with the Office of Advanced Concepts and Technology, has developed an Integrated Technology Strategy to guide its investment in technology for space science missions. This strategy establishes goals and strategic objectives that ensure that NASA and the nation derive the greatest possible scientific and economic benefits from investments in space science missions and technologies. Within the Office of Space Science, the Solar System Exploration Division in collaboration with the Office of Space Access and Technology, is developing a Technology Plan to implement these goals and to identify specific goals and to identify specific technology needs for solar system missions. This paper describes the philosophy, processes, and preliminary results of the systematic process being established for the identification and prioritization of solar system exploration technology needs.

space↗