SEARCH · Search NASA
Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.
Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.
This slide presentation provides an overview of the attempt to develop and demonstrate a methodology for the comparative assessment of risks across the entire portfolio of NASA projects and assets. It includes information about strategic risk identification, normalizing strategic risks, calculation of relative risk score, and implementation options.
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.
Contents include the following: General Background and Introduction of Capability Roadmaps. Agency Objective. Strategic Planning Transformation. Advanced Planning Organizational Roles. Public Involvement in Strategic Planning. Strategic Roadmaps and Schedule. Capability Roadmaps and Schedule. Purpose of NRC Review. Capability Roadmap Development (Progress to Date).
This report highlights the challenging work accomplished during fiscal year 1996 by Ames research scientists, engineers, and technologists. It discusses research and technologies that enable the Information Age, that expand the frontiers of knowledge for aeronautics and space, and that help to maintain U.S. leadership in aeronautics and space research and technology development. The accomplishments span the range of goals of NASA's four Strategic Enterprises: (1) Aeronautics and Space Transportation Technology, (2) Space Science, (3) Human Exploration and Development of Space, and (4) Mission to Planet Earth. The primary purpose of this report is to communicate knowledge--to inform our stakeholders, customers, and partners, and the people of the United States about the scope and diversity of Ames' mission, the nature of Ames' research and technology activities, and the stimulating challenges ahead. The accomplishments cited illustrate the contributions that Ames is making to improve the quality of life for our citizens and the economic position of the United States in the world marketplace.
The Mission of the NSBRI will be to lead a National effort for accomplishing the integrated, critical path, biomedical research necessary to support the long term human presence, development, and exploration of space and to enhance life on Earth by applying the resultant advances in human knowledge and technology acquired through living and working in space. To carry out this mission, the NSBRI focuses its activities on three Strategic Programs: Strategic Program 1: Countermeasure Research Strategic Program 2: Education, Training and Outreach Strategic Program 3: Cooperative Research and Development. This document contains the detailed Team Strategic Plans for the 11 research teams focused on Strategic Program 1, and the Education and Outreach Team focused on Strategic Program 2. There is overlap and integration among the Programs and Team Strategic Plans, as described in each of the Plans.
The U.S. Space Exploration policy outlines an exciting new direction in space for human and robotic exploration and development beyond low Earth orbit. Pressed by this new visionary guidance, human civilization will be able to methodically build capabilities to move off Earth and into the solar system in a step-by-step manner, gradually increasing the capability for humans to stay longer in space and move further away from Earth. The new plans call for an implementation that would create an affordable and sustainable program in order to span over generations of explorers, each new generation pushing back the boundaries and building on the foundations laid by the earlier. To create a sustainable program it is important to enable and encourage the development of a selfsupporting commercial space industry leveraging both traditional and non-traditional segments of the industrial base. Governments will not be able to open the space frontier on their own because their goals change over relatively short timescales and because the large costs associated with human spaceflight cannot be sustained. A strong space development industrial sector is needed that can one day support the needs of commercial space enterprises as well as provide capabilities that the National Aeronautics and Space Administration (NASA) and other national space agencies can buy to achieve their exploration goals. This new industrial space sector will someday provide fundamental capabilities like communications, power, logistics, and even cargo and human space transportation, just as commercial companies are able to provide these services on Earth today. To help develop and bolster this new space industrial sector, NASA and other national space agencies can enable and facilitate it in many ways, including reducing risk by developing important technologies necessary for commercialization of space, and as a paying customer, partner, or anchor tenant. This transition from all or mostly government developed and operated facilities and services to commercial supplied facilities and services should be considered from the very earliest stages of planning. This paper will first discuss the importance of space commercialization to fulfilling national goals and the associated policy and strategic objectives that will enable space exploration and development. Then the paper will offer insights into how government can provide leadership to promote the nascent commercial space industry. In addition, the paper describes programs and policies already in place at NASA and offers five important principles government can use to strengthen space industry.
As part of Kennedy Space Center's (KSC's) challenge to open the space frontier, new spaceport technologies must be developed, matured and successfully transitioned to operational systems. R&D investment decisions can be considered from multiple perspectives. Near mid and far term technology horizons must be understood. Because a multitude of technology investment opportunities are available, we must identify choices that promise the greatest likelihood of significant lifecycle At the same time, the costs and risks of any choice must be well understood and balanced against its potential returns The problem is not one of simply rank- ordering projects in terms of their desirability. KSC wants to determine a portfolio of projects that simultaneously satisfies multiple goals, such as getting the biggest bang for the buck, supporting projects that may be too risky for private funding, staying within annual budget cycles without foregoing the requirements of a long term technology vision, and ensuring the development of a diversity of technologies that, support the variety of operational functions involved in space transportation. This work aims to assist in the development of in methods and techniques that support strategic technology investment decisions and ease the process of determining an optimal portfolio of spaceport R&D investments. Available literature on risks and returns to R&D is reviewed and most useful pieces are brought to the attention of the Spaceport Technology Development Office (STDO). KSC's current project management procedures are reviewed. It is found that the "one size fits all" nature of KSC's existing procedures and project selection criteria is not conducive to prudent decision-making. Directions for improving KSC's - procedures and criteria are outlined. With help of a contractor, STDO is currently developing a tool, named Change Management Analysis Tool (CMAT)/ Portfolio Analysis Tool (PAT), to assist KSC's R&D portfolio determination. A critical review of CMAT/PAT is undertaken. Directions for the improvement of this tool are provided. STDO and KSC intend to follow up on many, if not all, of the recommendations provided.
NASA Ames Research Center is the leader in developing autonomous nanosatellites or CubeSats to address strategic knowledge gaps about the effects of space travel on biological organisms, including GeneSat, PharmaSat, and EcAMSat. Now that NASA has set its sights on human exploration in deep space, such missions require significant technological and biomedical countermeasures to protect astronauts from chronic radiation exposure. CubeSats can inform these countermeasures by querying relevant space environments with model organisms and/or biosensors. BioSentinel will be the first interplanetary CubeSat to study the biological response to space radiation outside low Earth orbit in almost 50 years. BioSentinel is an autonomous platform able to support biology and to investigate the effects of space radiation on a model organism in interplanetary deep space. It will fly onboard Artemis-1, from which it will be deployed on a lunar fly-by trajectory and into a heliocentric orbit. BioSentinel, a 6U CubeSat (1U = 10-cm cube), will measure the DNA damage response to ambient space radiation in a model organism, which will be compared to information provided by an onboard radiation spectrometer and to data obtained on the ISS and on Earth. Even though the primary objective of the mission is to develop an autonomous spacecraft capable of conducting biological experiments in deep space, the 4U BioSensor science payload contained within the free-flyer is an adaptable instrument that can perform bio measurements with different microorganisms and in multiple space environments, including the ISS, lunar gateway, and on the surface of the Moon. Thus, nanosatellites like BioSentinel can be used to study the effects of both reduced gravity and space radiation and can house different organisms to answer specific science questions. In addition to their flexibility, nanosatellites also provide a low-cost alternative to more complex and larger missions, and require minimal crew support, if any
NASA Ames Research Center is the leader in developing autonomous nanosatellites or CubeSats to address strategic knowledge gaps about the effects of space travel on biological organisms, including GeneSat, PharmaSat, and EcAMSat. Now that NASA has set its sights on human exploration in deep space, such missions require significant technological and biomedical countermeasures to protect astronauts from chronic radiation exposure. CubeSats can inform these countermeasures by querying relevant space environments with model organisms and/or biosensors. BioSentinel will be the first interplanetary CubeSat to study the biological response to space radiation outside low Earth orbit in almost 50 years. BioSentinel is an autonomous platform able to support biology and to investigate the effects of space radiation on a model organism in interplanetary deep space. It will fly onboard Artemis-1, from which it will be deployed on a lunar fly-by trajectory and into a heliocentric orbit. BioSentinel, a 6U CubeSat (1U = 10-cm cube), will measure the DNA damage response to ambient space radiation in a model organism, which will be compared to information provided by an onboard radiation spectrometer and to data obtained on the ISS and on Earth. Even though the primary objective of the mission is to develop an autonomous spacecraft capable of conducting biological experiments in deep space, the 4U BioSensor science payload contained within the free-flyer is an adaptable instrument that can perform bio measurements with different microorganisms and in multiple space environments, including the ISS, lunar gateway, and on the surface of the Moon. Thus, nanosatellites like BioSentinel can be used to study the effects of both reduced gravity and space radiation and can house different organisms to answer specific science questions. In addition to their flexibility, nanosatellites also provide a low-cost alternative to more complex and larger missions, and require minimal crew support, if any.
With the announcement of the Vision for Space Exploration on January 14, 2004, there has been a renewed interest in nuclear thermal propulsion. Nuclear thermal propulsion is a leading candidate for in-space propulsion for human Mars missions; however, the cost to develop a nuclear thermal rocket engine system is uncertain. Key to determining the engine development cost will be the engine requirements, the technology used in the development and the development approach. The engine requirements and technology selection have not been defined and are awaiting definition of the Mars architecture and vehicle definitions. The paper discusses an engine development approach in light of top-level strategic questions and considerations for nuclear thermal propulsion and provides a suggested approach based on work conducted at the NASA Marshall Space Flight Center to support planning and requirements for the Prometheus Power and Propulsion Office. This work is intended to help support the development of a comprehensive strategy for nuclear thermal propulsion, to help reduce the uncertainty in the development cost estimate, and to help assess the potential value of and need for nuclear thermal propulsion for a human Mars mission.
General Background and Introduction of Capability Roadmaps: Agency Objective. Strategic Planning Transformation. Advanced Planning Organizational Roles. Public Involvement in Strategic Planning. Strategic Roadmaps and Schedule. Capability Roadmaps and Schedule. Technology and Capability Readiness Levels. Relationships Between Roadmaps. Purpose of NRC Review. Capability Roadmap Development (Team Progress to Date).
Contents include the following: General Background and Introduction of Capability Roadmaps "Title." Agency Objective. Strategic Planning Transformation. Advanced Planning Organizational Roles. Public Involvement in Strategic Planning. Strategic Roadmaps and Schedule. Capability Roadmaps and Schedule. Purpose of NRC Review. Capability Roadmap Development (Progress to Date).
Projected demand for transportation services in the urban environment has led to the development of several Concepts of Operation for Urban Air Mobility, or UAM. UAM is a concept for the transportation of people and goods in the metropolitan environment using small, efficient aircraft over short distances as part of an expanding multimodal transportation network. UAM will leverage emerging technologies including electric Vertical Takeoff and Landing (eVTOL) aircraft, increasing levels of automation and a new operational paradigm in dense airspace where a set of agreed-upon rules govern the procedures and interactions defining a cooperative environment in which operators are entrusted with a range of functions typically conducted by Air Traffic Control (ATC). These rules, proposed in the FAA NextGen Office’s UAM Concept of Operations [1], were originally termed Community Based Rules or Community Business Rules (CBRs), and will in the future termed Cooperative Operating Practices (COPs); this document uses the original term, CBR. CBRs are a set of rules, developed by the UAM community and (where necessary) approved by the FAA that govern the interactions between UAM entities and limit the need for ATC services including, but not limited to, separation control by ATC, addressing a fundamental challenge to scaling UAM operations. UAM community development of CBRs is anticipated to accelerate the adoption of new practices while retaining the regulatory authority of the FAA within required domains (e.g., NAS safety, security and equal access). However, there currently exists no agreed industry forum or defined procedures for CBR development. Investigation of best practices for the development of UAM CBRs was identified by NASA and the FAA NextGen Office as a research need. In collaboration with seven industry partners, NASA participated in a series of simulations that investigated elements of the envisioned UAM operations, with a primary focus on Strategic Conflict Management (SCM). The development and conduct of cooperative UAM simulations with seven industry partners provided a unique opportunity to investigate CBR development practices. Development of CBRs for the UAM SCM simulations was conducted in parallel with simulation capability development and was closely related to requirements definition for the simulations. As such, the CBR development effort presented herein had two objectives: explore CBR development practices in collaboration with the industry partners and develop an initial set of UAM CBRs to support simulation requirements definition and development. Consensus was achieved among NASA and the industry partners on 24 CBRs that were developed to support the cooperative simulation operations across five topic areas: General (related to test requirements), Operational Intent, Conformance Monitoring, Demand Capacity Balancing, and Airspace Constraint Management. Additional topic areas and CBRs were discussed but were deemed outside the scope of the simulation; these are included in the appendices. A collaborative, iterative process was employed for developing the CBRs engaging both NASA and Industry; because CBR development is envisioned to be community-driven, opportunities were sought that provided industry partners leadership roles in developing CBRs. The following key observations and recommendations may aid the UAM industry in future CBR development efforts: - The lack of a defined process proved challenging initially. Stakeholder engagement in the early stages of CBR development was intermittent and may have been due to the lack of a clear definition of roles and responsibilities of those involved in the effort. - Industry leadership of CBR topic areas proved successful. Discussions in these topic areas were engaging, with alternate viewpoints freely discussed and detailed CBRs resulting. This points to the importance of identifying the best-suited leadership in technical areas for CBR development. - Discussions within a CBR topic area were typically dominated by only a few participants. Whereas all industry partners contributed to CBR development, within each topic area, technical leadership was evident even when not formally established. This observation may indicate that smaller, focused groups may be more effective in initial CBR development than an open forum or large standards development effort (although both maybe required prior to FAA review and approval for some CBRs). - Identifying suitable forums for initial UAM CBR development and identifying the most effective industry participants and leadership will be crucial for successful CBR development. Although the operational need for UAM CBRs may not be immediate, establishing the forums and leadership to define the processes for CBR development is a prudent early step to UAM realization.
Three of the recently completed NASA Astrophysics Strategic Mission Concept (ASMC) studies addressed the feasibility of using a Visible Nulling Coronagraph (VNC) as the prime instrument for exoplanet science. The VNC approach is one of the few approaches that works with filled, segmented and sparse or diluted aperture telescope systems and thus spans the space of potential ASMC exoplanet missions. NASA/Goddard Space Flight Center (GSFC) has a well-established effort to develop VNC technologies and has developed an incremental sequence of VNC testbeds to advance the this approach and the technologies associated with it. Herein we report on the continued development of the vacuum Visible Nulling Coronagraph testbed (VNT). The VNT is an ultra-stable vibration isolated testbed that operates under high bandwidth closed-loop control within a vacuum chamber. It will be used to achieve an incremental sequence of three visible light nulling milestones of sequentially higher contrasts of 10(exp 8) , 10(exp 9) and 10(exp 10) at an inner working angle of 2*lambda/D and ultimately culminate in spectrally broadband (>20%) high contrast imaging. Each of the milestones, one per year, is traceable to one or more of the ASMC studies. The VNT uses a modified Mach-Zehnder nulling interferometer, modified with a modified "W" configuration to accommodate a hex-packed MEMS based deformable mirror, a coherent fiber bundle and achromatic phase shifters. Discussed will be the optical configuration laboratory results, critical technologies and the null sensing and control approach.
NASA’s Astrophysics Division (APD) funds development of cutting-edge technology to enable its missions to achieve ambitious and groundbreaking science goals. These technology development efforts are managed by the Physics of the Cosmos (PCOS), Cosmic Origins (COR), and Exoplanet Exploration (ExE) Programs. The NASA Strategic Astrophysics Technology (SAT) Program was established in 2009 as a new technology maturation program to fill the gap in the Technology Readiness Level (TRL) range from 3 to 6. Since program inception, 100 SAT grants have been openly competed and awarded, along with dozens of direct-funded projects, leading to a host of technologies advancing their TRLs and/or being infused into space and suborbital missions and ground-based projects. We present the portfolio distribution in terms of specific technology areas addressed, including optics, detectors, coatings, coronagraphs, starshades, lasers, electronics, cooling systems, and micro-thruster subsystems. We show an analysis of the rate of TRL advances, infusion success stories, and other benefits such as training the future astrophysics workforce, including students and postdoctoral fellows hired by projects. Finally, we present APD’s current strategic technology maturation priorities for investment, enabling a range of future strategic astrophysics missions
A major objective of the United States National Aeronautics and Space Administration’s Artemis program is to create a sustainable human lunar exploration program through the establishment of lunar infrastructure and commercial space operations. A key aspect in achieving this objective is characterizing the resources that exist on the Moon and Mars, and learning how to utilize them to create products for crew, power, transportation, and infrastructure growth. Commonly known as In Situ Resource Utilization (ISRU), the ability to make products from local materials instead of bringing everything from Earth has the potential to significantly reduce mission costs, mass, risks, and dependency on Earth. To achieve this vision, NASA’s Space Technology Mission Directorate (STMD) established a strategic framework, called the Strategic Technology Architecture Roundtable (STAR) process, to coordinate development of critical capabilities around four major Thrusts (Go, Land, Live, and Explore). To guide and drive the development of critical mission capabilities, the STAR process involves establishing a ‘grand vision’ known as an Envisioned Future for each of these capabilities. For ISRU, the Envisioned Future is “Scalable ISRU production/utilization capabilities including sustainable commodities on the lunar and Mars Surface”. This paper will discuss the STAR process, and the strategic plan and near-term priorities for achieving the ISRU Envisioned Future.
NASA has performed in-depth research and analysis into hybrid-electric aircraft concepts featuring high levels of electrification. Many of these concepts were found to be infeasible, whereas feasible designs were significantly heavier and more costly compared to conventional concepts. This study presents the development and analysis of an alternative mild hybrid concept that uses relatively low levels of stored electric energy applied strategically throughout the mission. The team researched several mild hybrid technologies, developed integrated aircraft models, and then evaluated the effects of these technologies on vehicle level performance metrics. Technologies explored in this study include the Turbine Electrified Energy Management system, electric taxi, electric climb assist, and replacing the auxiliary power unit with on-board electric energy storage. Key enabling technologies were energy storage devices that prioritized high power output over energy capacity and integrating electric motors with the shafts of the gas turbine engines. Significant performance improvements were observed when applying multiple technologies separately and in combination, with the most promising configuration incorporating all of them at once. Results for the mild hybrid configuration indicate an 8.2% reduction in block fuel, a 7.7% reduction in equivalent CO2 emissions, and a 3.5% increase in gross takeoff weight compared to a conventional baseline. Results of a cost analysis suggest the mild hybrid slightly reduces direct operating cost plus interest, which demonstrates that aircraft emissions can be significantly reduced without the cost increases associated with highly electrified concepts.
PECAN (Photovoltaic Energy Conversion Analysis) is a highly interactive decision analysis and support system. It simulates the prospects for widespread use of solar cells for the generation of electrical power. PECAN consists of a set of integrated APL functions for evaluating the potential of terrestrial photovoltaics. Specifically, the system is a deterministic simulator, which translates present and future manufacturing technology into economic and financial terms, using the production unit concept. It guides solar cell development in three areas: tactical decision making, strategic planning, and the formulation of alternative options.