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NASA NTRS2014

AztechSat-1, a First Collaborative CubeSat Between NASA and Mexico

An international collaboration program for capacity building in space technology is being established between NASA and the Mexican Space Agency (AEM). Its objective is to develop a series of CubeSats collaboratively in a way that benefits both agencies. For AEM, this experience will support the development of human capital required for its space program. This project provides an opportunity for NASA future missions to benefit from commercially available technologies demonstrated in space. AEM was recently created by the Mexican Government to use and develop space technology in Mexico. Current AEM plans call for having the capability of developing its own communication satellites by 2030, so the need for having a Mexican cadre of space experts is mandatory. The program will start with the development and launching of AztechSat-1, the first AEM CubeSat project to be deployed from the International Space Station (ISS). Several public Mexican universities will participate in this project to demonstrate GlobalStar, a satellite communications provider using a constellation of LEO satellites, as an option for small satellite missions. AztechSat-1 mission objectives are:(1) Develop a flight ready CubeSat for deployment from the ISS; (2) Demonstrate GlobalStar´s Network as a method to advance communications in CubeSat missions. AztechSat-1 is envisioned as a 1U CubeSat and will be designed and constructed by Mexican graduate students from two major universities in Mexico: UNAM and IPN. The students will be mentored and supervised by researchers from NASA Ames Research Center (NARC). Flight acceptance tests are going to be done both at Mexican university labs as well as at NARC. Funding for the project will be provided concurrently by AEM, the Mexican participating universities, and other Mexican entities. The development of AztechSat-1 will emphasize the transfer of knowledge in space mission analysis and design, flight acceptance testing and other areas of space technology which are not well developed in Mexico yet. Mexican students will benefit from their mentoring from NASA researchers and will provide a multiplier effect in the development of the next generation of Mexican aerospace engineers. AztechSat-1 will be developed in a period of twelve months and will be launched by late 2015. AztechSat´s success will define the future of collaboration between NASA and AEM in capacity building. A plan for developing a series of AztechSat’s in a one per year basis, with increasing capabilities and complexity is currently being negotiated between NASA an AEM.

Martinez, Andres↗

NASA NTRSDate not supplied

NASA’s LSII: Ensuring Cohesive, Executable Strategy for Technology Development

In 2019, NASA’s Space Technology Mission Directorate (STMD) established the Lunar Surface Innovation Initiative (LSII) which has evolved into a key agency asset aimed at spurring technology development and providing risk reduction for lunar surface system and infrastructure development. In the five years since its inception, LSII’s work has serviced the needs of technology stakeholders from U.S. industry, academia, government agencies, non-profit institutions, and has expanded to include participation from international organizations. Continued domestic and foreign engagement has gained rapid momentum through LSII’s Lunar Surface Innovation Consortium (LSIC), an innovative approach that encourages public-private partnerships and collaboration across sectors to support NASA’s existing technology investments and prepare for increasingly complex lunar surface technology demonstrations.

Lunar↗

NASA NTRS1995

National Center for Manufacturing Sciences: Environmentally conscious manufacturing

The purpose of this presentation is to share the results and some of the thinking of the Environmentally Conscious Manufacturing - Strategic Initiative Group (ECM-SIG) at the National Center for Manufacturing Sciences (NCMS). NCMS is a consortium of more than 185 North American Manufacturing organizations comprised of about 75 percent for profit manufacturing companies and about 25 percent nonprofit organizations that support manufacturing activities. NCMS conducts collaborative R&D programs designed to improve global competitiveness of its members and other North American manufacturers to address common issues that are important to manufacturing industries. NCMS is an industry driven organization whose agenda is established by industry with input from appropriate government agencies.

Vinton, Clare↗

NASA NTRS2014

An Overview of the Concept of Operations for Assembly, Integration, Testing and Ground Servicing Developed for the MPCV-ESM Propulsion System

A concept of operations for the Assembly, Integration and Testing (AIT) and the Ground Systems Development Operations (GSDO) of the European Service Module (ESM) propulsion system has been developed. The AIT concept of operations covers all fabrication, integration and testing activities in both Europe and in the United States. The GSDO Program develops the facilities, equipment, and procedures for the loading of hypergolic propellants, the filling of high-pressure gases, and contingency de-servicing operations for the ESM. NASA and ESA along with the Lockheed Martin and Airbus Space and Defense are currently working together for the EM-1 and EM-2 missions in which the ESM will be flown as part of the Orion Multi-Purpose Crew Vehicle (MPCV). The NASA/ESA SM propulsion team is collaborating with the AIT personnel from ESA/Airbus and NASA/Lockheed Martin to ensure successful integration of the European designed Service Module propulsion system, the Lockheed Martin designed Crew Module Adapter and the heritage Space Shuttle Orbital Maneuvering System Engines (OMS-E) being provided as Government Furnished Equipment (GFE). This paper will provide an overview of the current AIT and GSDO concept of operations for the ESM propulsion system.

Propulsion↗

NASA NTRS2014

An Overview of the Concept of Operations for Assembly, Integration, Testing and Ground Servicing Developed for the MPCV-ESM Propulsion System

Ground Servicing↗

NASA NTRS2020

Is Structured Agile an Oxymoron? Tales from Implementing and Executing Agile in a US Government Environment

To paraphrase a famous quote, "No plan survives contact with the reality." Software (SW) development is often a classic example of this: whatever the plan was for a particular development, it often does not survive contact with technical realities, budget realities, program realities and schedule realities. Traditionally, SW development has followed a waterfall methodology with requirements being rigorously specified before the design, which was completed before the coding and unit testing started, which were in turn finished before validation and verification started. This model of SW engineering derives much from the HW engineering of large systems, and has been the standard methodology used in US government software acquisitions and systems for decades, with highly variable results. US Government SW requirements are built around Waterfall concepts, which assume that the plan will survive contact with reality, or at least that modifications to the plan are relatively small, and relatively few.Because of the inefficiencies and difficulties inherent in Waterfall, the commercial SW world started using a different SW development methodology called Agile more than 20 years ago. Agile believes that a plan should evolve and learn rapidly in response to the realities encountered. At its core, there are a few key elements of Agile:- A small team of people which is highly flexible and adaptive. The team collaborates and interoperates through sophisticated development architectures and release environments- An iterative, incremental development and release approach which is based upon the concept that knowledge comes from experience within the team, and that the team makes decisions based upon what it knows- A team culture which prizes transparency, inspection and adaptation. These values are necessary so that the team experience and decision making is transparent and responsive to the realities encountered during development and testingSo, how to use Agile in a US Government environment? GMSEC (Goddard Mission Services Evolution Center) develops satellite ground system software for NASA and other US Government agencies. The SW developed by the team contains a large code base of many applications used within satellite mission operations centers. It spans the full gamut of SW development types: from SW which is in a classic maintenance and sustainment mode, to new developments with a fairly well understood scope and approach, to new developments whose scope and approach are quite unclear and which require significant research and prototyping. Team members move between all of these different types of SW development. Waterfall was inadequate to the programmatic and technical needs of the team, as well as the various types of SW development being done. The software plan was not surviving contact with the technical and programmatic realities experienced by the team. To address this, the team started a small pilot project in 2016 to test the use of Agile within a small subset of the team for a new web services application. In early 2018, the use of Agile was expanded to the whole team and all the software, but we had to fulfill the NASA SW development requirements. And we needed to do this while still remaining true to the key Agile elements of transparency, inspection and adaption. In order to do this, the team worked very closely with the Software Process Improvement (SPI) team at NASA Goddard, as well as NASA engineering manageme

Beech, Theresa W.↗

NASA NTRS2017

Evaluating Process Effectiveness to Reduce Risk

It is well documented that government agencies do not have the same incentive as the private sector to focus on process effectiveness and continual improvement of those processes. It is also well documented whenever government agencies fail to deliver efficient, effective, consistent, and fair services to the citizens. In spite of the various "reinventing government" and "effectiveness initiatives" of the past decades, and in spite of the efforts on the part of many agencies to improve, government in general still lags behind industry in creating a culture of effective processes and systems. While the tragic events that unfolded recently in Flint, Michigan, teach us that running government "like a business" does not always take the needs of the citizenry into account, there are many lessons and techniques from the private sector that government agencies can use to improve. The incentive to improve, while mandated by various administrations1, needs to come from within the workforce, in order to effectively take root. The best, most effective incentive is to reduce, control or eliminate risk. Government agencies face some of the same risks as the private sector, while some are unique. While ISO 310002 has been around since 2009, risk has taken on increased visibility within the private sector with the advent of the emphasis on risk-based thinking in ISO 9001:20153. The relationship between risk-based thinking and effective processes is simple and direct. Those processes that are well thought out and standardized (i.e. Plan-Do-Check-Act), will have taken into account the applicable policy, statutory, regulatory, safety, quality and technical parameters, which may not occur to someone performing the process with minimal experience or training; and thus protect the employees, the public and the agency from statutory and regulatory violations; delay in providing services; non-delivery of services; harm to public or employee safety and health; cost overruns; breaches in security; loss of confidence in government; failure of publicly funded projects; damage to the environment; ethics violations, and the list goes on; with local, national and even international consequences. The Plan-Do-Check-Act process, also known as the "process approach" can be used at any time to establish and standardize a process, and it can also be used to check periodically for "process creep" (i.e., informal, unauthorized changes that have occurred over time), any necessary updates and improvements. While ISO 9001 compliance is not mandated for all government agencies, if interpreted correctly, it can be useful in establishing a framework and implementing effective management systems and processes.4 Another method that can be used to evaluate effectiveness is the scorecard definitions in Mallory's Process Management Standard5 as a basis for evaluating work on the process level on effective, and continuously improved and improving processes. With processes on the lower end of the scale, agencies are vulnerable to a great many risks, with employees and managers making up many of the rules as they go, leading to the above listed negative results. Without clear guidance for nominal operations, off-nominal situations can, and do, increase the likelihood of chaos. In an increasingly technical environment, with inter-agency communication and collaboration becoming the norm, agencies need to come to grips with the fact that processes can become rapidly outdated, and that the technical community should take on an increased role in the maturation of the agency's processes. Industry has long known that effective processes are also efficient, and process improvement methods such as Kaizen, Lean, Six Sigma, 5S, and mistake proofing lead to increased productivity, improved quality, and decreased cost. Again, government agencies have different concerns, but inefficiencies and mistakes can have dire and wide reaching consequences for the public that they serve. While no one goes to work planning to cause harm, it is up to agencies to establish upper level systems, which make establishment and compliance with processes possible. Again, Mallory provides us with a Systems Management Standard6, similar to the Process Management Standard, with a scale of 0-5 for systems effectiveness and maturity. Deming determined that "eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individual employees to do better." 7 It is not just the working level employees who need effective processes, but the mid-and upper level managers as well. A disciplined management culture sets the tone for the employees, aids both routine and off-nominal decision-making, and incorporates risk -based thinking into the systems and processes as a matter of normal activity. Figure 1, illustrates the relationship between ineffective and effective processes and risk, through the use of the "stoplight" colors that are commonly used to show serious situations (red), situations which may be improving or deteriorating depending on trends (yellow), and situations that are under control and continuously improved (green).

Shepherd, Christena C.↗

NASA NTRS2018

Small Spacecraft Systems Virtual Institute's Federated Databases and State of the Art of Small Spacecraft Technology Report

NASA's Small Spacecraft Systems Virtual Institute (S3VI) is collaborating with the Air Force Research Laboratory and Space Dynamics Laboratory on the development of a small spacecraft parts database called SmallSat Parts On Orbit Now (SPOON). The SPOON database contains small spacecraft parts and technologies categorized by major satellite subsystems developed by industry, academia and government. The State of the Art of Small Spacecraft Technology report reflects small spacecraft parts submitted to the SPOON database and technologies compiled from other sources that were assessed as the current state of the art in each of the major subsystems. The report, first commissioned by NASA's Small Spacecraft Technology Program in mid-2013, is developed in response to the continuing growth in interest in using small spacecraft for many types of missions in Earth orbit and beyond. Due to the high market penetration of CubeSats, particular emphasis is placed on the state of the art of CubeSat-related technology. The 2018 report is planned for release in late summer. A review of SPOON database functionality, federation of additional NASA-internal and external databases along with a common search capability, as well as an overview of the State of the Art of Small Spacecraft Technology report will be presented. The S3VI is jointly sponsored by NASA's Space Technology Mission Directorate and Science Mission Directorate.

Small spacecraft↗

NASA NTRSDate not supplied

Lunar Mega Project: Processes, Work Flow and Terminology of the Terrestrial Construction Industry versus the Space Industry

Recent developments around the world show an increased interest and international activity toward developing a lunar surface human and robotic presence with a long term, sustainable vision. In Europe, the construction of a "Moon Village" has been proposed, and China has stated its intention to build a research station with a crew at the lunar South Pole. Russia stated it will land cosmonauts on the Moon in the 2030's. India has sent an orbiter, a robotic lander, and rover to the Moon. The USA intends to land the first woman and a man on the Moon by 2024 to initiate a sustained human lunar presence.A lunar research station with associated commercial activities will require infrastructure to become a permanent capability. Landing and launch pads, propellant storage and distribution farms, spacecraft access and handling structures, cranes, blast protection berms or walls, roads, graded areas, dust stabilized areas, foundations, parking lots, radiation shelters, micro-meteorite protection hangars, habitats and other human shelters, greenhouse farms, utility trenches, power plants, industrial water and oxygen extraction plants, communications antenna towers, thermal protection, mining zones, crater access and sub-surface access will be required to create a safe and sustainable lunar operations capability. This infrastructure will require significant construction activities in an extreme environment, with risky and expensive operations. On Earth, there are similar large and expensive projects (>$1 Billion) in difficult locations that attract a lot of public attention. These are known as "Mega Projects" and examples include bridges, tunnels, highways, railways, airports, seaports, power plants, dams, wastewater projects, Special Economic Zones (SEZ), oil and natural gas extraction projects, public buildings, information technology systems, aerospace projects, and weapons systems. Large consortiums consisting of public and private entities typically implement these infrastructure Mega-Projects.This paper will compare the typical design process, project management process, and work flow in the terrestrial construction industry to the space industry in order to create a better understanding between the terrestrial construction industry and the space industry, to further enable collaboration on a lunar Mega Project to build infrastructure on the Moon. In addition, a glossary of respective industry terminology with annotated linkages and definitions has been compiled. This information will enable contracts and business practices to be formulated for generating requests for proposals (RFP) by governments to consortiums consisting of construction and space industry companies that will bid on Lunar Infrastructure Projects that could lead to contracts to build the permanent capabilities.

Robert P Mueller↗

NASA NTRS2015

Software Defined Radio Architecture Contributions to Next Generation Space Communications

Space communications architecture concepts, comprising the elements of the system, the interactions among them, and the principles that govern their development, are essential factors in developing National Aeronautics and Space Administration (NASA) future exploration and science missions. Accordingly, vital architectural attributes encompass flexibility, the extensibility to insert future capabilities, and to enable evolution to provide interoperability with other current and future systems. Space communications architectures and technologies for this century must satisfy a growing set of requirements, including those for Earth sensing, collaborative observation missions, robotic scientific missions, human missions for exploration of the Moon and Mars where surface activities require supporting communications, and in-space observatories for observing the earth, as well as other star systems and the universe. An advanced, integrated, communications infrastructure will enable the reliable, multipoint, high-data-rate capabilities needed on demand to provide continuous, maximum coverage for areas of concentrated activity. Importantly, the cost/value proposition of the future architecture must be an integral part of its design; an affordable and sustainable architecture is indispensable within anticipated future budget environments. Effective architecture design informs decision makers with insight into the capabilities needed to efficiently satisfy the demanding space-communication requirements of future missions and formulate appropriate requirements. A driving requirement for the architecture is the extensibility to address new requirements and provide low-cost on-ramps for new capabilities insertion, ensuring graceful growth as new functionality and new technologies are infused into the network infrastructure. In addition to extensibility, another key architectural attribute of the space communication equipment's interoperability with other NASA communications systems, as well as those communications and navigation systems operated by international space agencies and civilian and government agencies. In this paper, we review the philosophies, technologies, architectural attributes, mission services, and communications capabilities that form the structure of candidate next-generation integrated communication architectures for space communications and navigation. A key area that this paper explores is from the development and operation of the software defined radio for the NASA Space Communications and Navigation (SCaN) Testbed currently on the International Space Station (ISS). Evaluating the lessons learned from development and operation feed back into the communications architecture. Leveraging the reconfigurability provides a change in the way that operations are done and must be considered. Quantifying the impact on the NASA Space Telecommunications Radio System (STRS) software defined radio architecture provides feedback to keep the standard useful and up to date. NASA is not the only customer of these radios. Software defined radios are developed for other applications, and taking advantage of these developments promotes an architecture that is cost effective and sustainable. Developments in the following areas such as an updated operating environment, higher data rates, networking and security can be leveraged. The ability to sustain an architecture that uses radios for multiple markets can lower costs and keep new technology infused.

Lessons Learned↗

NASA NTRS1995

A versatile system for processing geostationary satellite data with run-time visualization capability

To better predict global climate change, scientists are developing climate models that require interdisciplinary and collaborative efforts in their building. We are currently involved in several such projects but will briefly discuss activities in support of two such complementary projects: the Atmospheric Radiation Measurement (ARM) program of the Department of Energy and Sequoia 2000, a joint venture of the University of California, the private sector, and government agencies. Our contribution to the ARM program is to investigate the role of clouds on the top of the atmosphere and on surface radiance fields through the data analysis of surface and satellite observations and complex modeling of the interaction of radiation with clouds. One of our first ARM research activities involves the computation of the broadband shortwave surface irradiance from satellite observations. Geostationary satellite images centered over the first ARM observation site are received hourly over the Internet network and processed in real time to compute hourly and daily composite shortwave irradiance fields. The images and the results are transferred via a high-speed network to the Sequoia 2000 storage facility in Berkeley, where they are archived These satellite-derived results are compared with the surface observations to evaluate the accuracy of the satellite estimate and the spatial representation of the surface observations. In developing the software involved in calculating the surface shortwave irradiance, we have produced an environment whereby we can easily modify and monitor the data processing as required. Through the principles of modular programming, we have developed software that is easily modified as new algorithms for computation are developed or input data availability changes. In addition, the software was designed so that it could be run from an interactive, icon-driven, graphical interface, TCL-TK, developed by Sequoia 2000 participants. In this way, the data flow can be interactively assessed and altered as needed. In this environment, the intermediate data processing 'images' can be viewed, enabling the investigator to easily monitor the various data processing steps as they progress. Additionally, this environment allows the rapid testing of new processing modules and allows their effects to be visually compared with previous results.

Landsfeld, M.↗

NASA NTRS2008

Energy and Water Management

Energy efficiency isn't just a good idea; it's a necessity, both for cost reasons and to meet federal regulatory requirements. First, rising energy unit costs continue to erode NASA's mission budget. NASA spent roughly $156M on facility energy in FY 2007. Although that represents less than one per cent of NASA's overall annual budget, the upward trend in energy costs concerns the agency. While NASA reduced consumption 13%, energy unit costs have risen 63%. Energy cost increases counteract the effects of energy conservation, which results in NASA buying less yet spending more. The second factor is federal energy legislation. The National Energy Conservation Policy Act, as amended by the Energy Policy Act of 2005, Executive Order (EO) 13423 (January, 2007), and the Energy Independence and Security Act (December, 2007), mandates energy/water conservation goals for all federal agencies, including NASA. There are also reporting requirements associated with this legislation. The Energy/Water Management Task was created to support NASA Headquarters Environmental Management Division (HO EMD) in meeting these requirements. With assistance from TEERM, HQ EMD compiled and submitted the NASA Annual Report to the Department of Energy FY 2007. The report contains information on how NASA is meeting federally mandated energy and water management goals. TEERM monitored input for timeliness, errors, and conformity to the new energy/water reporting guidelines and helped compile the information into the final report. TEERM also assists NASA Energy/Water Management with proposal and award calls, updates to the energy/water management database, and facilitating communication within the energy/water management community. TEERM is also supporting NASA and the Interagency Working Group (IWG) on Hydrogen and Fuel Cells. Established shortly after the President announced the Hydrogen Fuel Initiative in 2003, this IWG serves as the mechanism for collaboration among the Federal agencies involved in hydrogen-related research, development, and demonstration. TEERM developed a matrix showing all Hydrogen and Fuel Cell activities from the various NASA centers to be included in the Group's extensive hydrogen research taxonomy of past, present, and future hydrogen activities of the Federal government.

Valek, Susan E.↗

NASA NTRS2018

Creating Innovative Frameworks to Spur Cultural Change at NASA Armstrong Flight Research Center

Changing the culture of an organization is a monumental task that often takes years and has no set formula. Steps can be taken, however, to spur cultural change by creating spaces and infrastructure to serve as the initial driving force. An innovation space and a bicycle sharing (bike share) program were implemented at the National Aeronautics and Space Administration (NASA) Armstrong Flight Research Center (AFRC) (Edwards, California) with a vision toward connecting Center personnel, fostering collaboration and innovation, retaining newer employees, promoting flexibility, and improving the culture and workplace atmosphere. This paper discusses the steps taken, challenges faced, novel culture-change-focused design elements, lessons learned, acquired metrics, and how these initiated cultural change at AFRC. For both the innovation space and the bike share program, funding was negotiated and provided through the NASA Convergent Aeronautics Solutions (CAS) project, which was seeking to improve the innovation and collaboration capabilities at each of the four NASA aeronautics Centers. Key stakeholders across AFRC from upper management, facilities, safety, engineering, and procurement were identified early in the process and were consulted and included throughout execution to ensure that any encountered roadblocks could be easily navigated. Research was then conducted by attending conferences and visiting culture-changing organizations both inside and outside United States Government agencies. Distilling the research, identifying available space, and deciding on specific design elements for the space was conducted by a subset of individuals of diverse backgrounds to enable quick, effective decision-making. Decisions were made with the intent to increase usage and diversity of users of the space; care was taken to ensure a well-crafted atmosphere that would foster the desired culture change. The allocated physical space required major structural modifications, new furniture, and new capabilities that would bring people in. Decisions and desires underwent a rapid reiterative process in order to stay within budget and short deadlines, while holding firm to what was seen as fundamental elements of an innovation space. The framework for cultural change being established, the more difficult task began: incubating the desired culture. Intentional workday use of the innovation space was encouraged, and organized events coordinated in order to truly foster culture change. Such incubation supports the organic spread of culture change to all areas of AFRC. This framework was complemented and expanded by the implementation of the bike share program. Steps for implementation included bike selection based on lessons learned, creating bike stations and signage, implementing bike share rules, and building a volunteer maintenance infrastructure. A novel user-reporting feedback system at each bike station is a low-impact method of capturing usage metrics. Due to the nature of the work conducted at AFRC, the bike share program and feedback system were negotiated and vetted through various organizations including legal, safety, and operations. The innovation space and the bike share program together are an effective initial framework for innovation and collaboration. Culture change takes time, but the innovation space and the bike share program are already showing signs of making a positive impact on the AFRC workforce.

rooms↗

NASA NTRS2003

Prebiotic Synthesis of Autocatalytic Products From Formaldehyde-Derived Sugars as the Carbon and Energy Source

Our research objective is to understand and model the chemical processes on the primitive Earth that generated the first autocatalytic molecules and microstructures involved in the origin of life. Our approach involves: (a) investigation of a model origin-of-life process named the Sugar Model that is based on the reaction of formaldehyde- derived sugars (trioses and tetroses) with ammonia, and (b) elucidation of the constraints imposed on the chemistry of the origin of life by the fixed energies and rates of C,H,O-organic reactions under mild aqueous conditions. Recently, we demonstrated that under mild aqueous conditions the Sugar Model process yields autocatalytic products, and generates organic micropherules (2-20 micron dia.) that exhibit budding, size uniformity, and chain formation. We also discovered that the sugar substrates of the Sugar Model are capable of reducing nitrite to ammonia under mild aqueous conditions. In addition studies done in collaboration with Sandra Pizzarrello (Arizona State University) revealed that chiral amino acids (including meteoritic isovaline) catalyze both the synthesis and specific handedness of chiral sugars. Our systematic survey of the energies and rates of reactions of C,H,O-organic substrates under mild aqueous conditions revealed several general principles (rules) that govern the direction and rate of organic reactions. These reactivity principles constrain the structure of chemical pathways used in the origin of life, and in modern and primitive metabolism.

Weber, Arthur L.↗

NASA NTRS2020

Data Assimilation Enhancements to Air Force Weather’s Land Information System

The United States Air Force (USAF) has a proud and storied tradition of enabling significant advancements in the area of characterizing and modeling land state information. 557th Weather Wing (557 WW; DoD’s Executive Agent for Land Information) provides routine geospatial intelligence information to warfighters, planners, and decision makers at all echelons and services of the U.S. military, government and intelligence community. 557 WW and its predecessors have been home to the DoD’s only operational regional and global land data analysis systems since January 1958. As a trusted partner since 2005, Air Force Weather (AFW) has relied on the Hydrological Sciences Laboratory at NASA/GSFC to lead the interagency scientific collaboration known as the Land Information System (LIS). LIS is an advanced software framework for high performance land surface modeling and data assimilation of geospatial intelligence (GEOINT) information.

Wegiel, Jerry↗

NASA NTRSDate not supplied

Accelerating the Deployment of Space-Based Quantum Sensors

The Space Science and Technology Partnership Forum (S&T Forum), comprised of an interagency team from the National Aeronautics and Space Administration, the National Reconnaissance Office, and the United States Space Force, presents findings and recommendations from a study on the state of quantum sensors for space applications, enabling component technologies, facilities, and developers across government, industry, and academia. The following five areas of quantum sensing technology (listed in alphabetical order) were identified as being of near-term interest to all three S&T Forum agencies: atomic clocks, atom interferometers, quantum magnetometers, Rydberg sensors, and single photon detectors. This paper focuses on two recommendations: 1) increased collaboration between the S&T Forum, industry, and academia on the development of enabling components for the five quantum sensing technology areas, and 2) challenges and future opportunities to take quantum sensors from the laboratory to space. Through this study, the S&T Forum found a diverse and broad community of quantum sensing developers in the United States that are leading efforts in research, testing, manufacturing, and qualification of quantum sensors and their enabling component technologies. There are common needs across quantum sensing technology areas. To address the common needs, the S&T Forum agencies are encouraged to utilize existing models and mechanisms to enable co-development of enabling component technologies and to explore new avenues for engagement with the quantum sensing community.

Grace C Ray↗

NASA NTRSDate not supplied

Accelerating the Deployment of Space-Based Quantum Sensors

Grace C Ray↗

NASA NTRSDate not supplied

Connecting Federal Agencies to Satellite Earth Observations: NASA’s Satellite Needs Working Group Assessment Process

The Satellite Needs Working Group (SNWG), part of the U.S. Group on Earth Observations (USGEO), surveys agencies across the U.S. Government to identify the satellite Earth observations each agency needs to fulfill its high-priority objectives and responsibilities. Around 20 civilian agencies participate in the SNWG survey every two years. After receiving the surveys, the National Aeronautics and Space Administration (NASA) conducts an in-depth evaluation of each agency's needs in collaboration with fellow satellite Earth data providers, the National Oceanic and Atmospheric Administration (NOAA) and the U.S. Geological Survey (USGS). This assessment process, which takes place over an eight-month period, is divided into distinct phases. NASA first assembles an assessment team with the necessary subject matter expertise to evaluate each submitted need. An in-depth interview with each submitting agency then follows, featuring discussion of current and upcoming satellite missions as well as potential new activities that NASA, NOAA, and/or USGS could undertake to meet the agency's needs. The assessment teams then further evaluate these potential activities or solutions to identify how many agencies would benefit and estimate how much their level of satisfaction would increase. Solutions expected to have broad-reaching and significant agency benefits are proposed by NASA for funding. SNWG agencies receive an assessment report for each submitted need, in which the tri-agency assessment teams provide a detailed evaluation of the agency need, information on relevant satellite missions, and links to specific datasets or training resources. The SNWG Management Office at NASA’s Interagency Implementation and Advanced Concepts Team (IMPACT) contributes to NASA’s SNWG assessment in a variety of capacities, including statistical analysis of the survey responses to identify trends and similar needs across multiple agencies. The Management Office also provides analytics for the new proposed solutions, demonstrating and quantifying their potential value. For activities that receive funding, the Management Office manages the implementation process and works to maximize the benefit to SNWG agencies via a Stakeholder Engagement Program.

Katrina Virts↗