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NASA NTRS1998

Macroeconomic Benefits of Low-Cost Reusable Launch Vehicles

The National Aeronautics and Space Administration (NASA) initiated its Reusable Launch Vehicle (RLV) Technology Program to provide information on the technical and commercial feasibility of single-stage to orbit (SSTO), fully-reusable launchers. Because RLVs would not depend on expendable hardware to achieve orbit, they could take better advantage of economies of scale than expendable launch vehicles (ELVs) that discard costly hardware on ascent. The X-33 experimental vehicle, a sub-orbital, 60%-scale prototype of Lockheed Martin's VentureStar SSTO RLV concept, is being built by Skunk Works for a 1999 first flight. If RLVs achieve prices to low-earth orbit of less than $1000 US per pound, they could hold promise for eliciting an elastic response from the launch services market. As opposed to the capture of existing market, this elastic market would represent new space-based industry businesses. These new opportunities would be created from the next tier of business concepts, such as space manufacturing and satellite servicing, that cannot earn a profit at today's launch prices but could when enabled by lower launch costs. New business creation contributes benefits to the US Government (USG) and the US economy through increases in tax revenues and employment. Assumptions about the costs and revenues of these new ventures, based on existing space-based and aeronautics sector businesses, can be used to estimate the macroeconomic benefits provided by new businesses. This paper examines these benefits and the flight prices and rates that may be required to enable these new space industries.

Shaw, Eric J.↗
NASA NTRS2001

NASA Alternate Access to Station Service Concept

The evolving nature of the NASA space enterprise compels the agency to develop new and innovative space systems concepts. NASA, working with increasingly strained budgets and a declining manpower base, is attempting to transform from operational activities to procurement of commercial services. NASA's current generation reusable launch vehicle, the Shuttle, is in transition from a government owned and operated entity to a commercial venture to reduce the civil servant necessities for that program. NASA foresees its second generation launch vehicles being designed and operated by industry for commercial and government services. The "service" concept is a pioneering effort by NASA. The purpose the "service" is not only to reduce the civil servant overhead but will free up government resources for further research - and enable industry to develop a space business case so that industry can sustain itself beyond government programs. In addition, NASA desires a decreased responsibility thereby decreasing liability. The Second Generation Reusable Launch Vehicle (RLV) program is implementing NASA's Space Launch Initiative (SLI) to enable industry to develop the launch vehicles of the future. The Alternate Access to Station (AAS) project office within this program is chartered with enabling industry to demonstrate an alternate access capability for the International Space Station (ISS). The project will not accomplish this by traditional government procurement methods, not by integrating the space system within the project office, or by providing the only source of business for the new capability. The project funds will ultimately be used to purchase a service to take re-supply cargo to the ISS, much the same as any business might purchase a service from FedEx to deliver a package to its customer. In the near term, the project will fund risk mitigation efforts for enabling technologies. AAS is in some ways a precursor to the 2nd Generation RLV. By accomplishing ISS resupply with existing technologies, not only will a new category of autonomous vehicles deliver cargo, but a commercial business base will be incubated that will improve the likelihood of commercial convergence with the next generation of RLVs. Traditional paradigms in government management and acquisition philosophy are being challenged in order to bring about the objective of the AAS project. The phased procurement approach is proving to be the most questionable aspect to date. This work addresses the fresh approach AAS is adopting in management and procurement through a study of the AAS history, current solutions, key technologies, procurement complications, and an incremental forward plan leading to the purchase of a service to deliver goods to ISS. Included in this work is a discussion of the Commercial Space Act of 1998 and how it affects government purchase of space launch and space vehicle services. Industry should find these topics pertinent to their current state of business.

Bailey, Michelle D.↗
NASA NTRS2003

Advanced Information Technology in Simulation Based Life Cycle Design

In this research a Collaborative Optimization (CO) approach for multidisciplinary systems design is used to develop a decision based design framework for non-deterministic optimization. To date CO strategies have been developed for use in application to deterministic systems design problems. In this research the decision based design (DBD) framework proposed by Hazelrigg is modified for use in a collaborative optimization framework. The Hazelrigg framework as originally proposed provides a single level optimization strategy that combines engineering decisions with business decisions in a single level optimization. By transforming this framework for use in collaborative optimization one can decompose the business and engineering decision making processes. In the new multilevel framework of Decision Based Collaborative Optimization (DBCO) the business decisions are made at the system level. These business decisions result in a set of engineering performance targets that disciplinary engineering design teams seek to satisfy as part of subspace optimizations. The Decision Based Collaborative Optimization framework more accurately models the existing relationship between business and engineering in multidisciplinary systems design.

Renaud, John E.↗
NASA NTRS2007

Risk Management: A Practical Design Tool For Space Systems and Technology Development

Over the past two decades, risk management and risk analysis have emerged throughout the business community in the United States (US) as prominent planning and development strategies used to mitigate risk of failure and ensure a high return on investment (ROI) for business endeavors (financial and otherwise). They are generic tools that can be applied to any business regardless of the sector (i.e., government, university, private) and have been used by the Federal government in the form of institutional practices aimed at maximizing the probability of success in business activities. One US Federal agency that incorporates risk management and analysis techniques into business and/or engineering activities is the National Aeronautics and Space Administration (NASA). The present work is a discussion on mission, spacecraft and instrument design (as well as technology development) and the role of risk management, analysis and mitigation as a fundamental tool in the design process.

Silk, Eric A.↗
NASA NTRS2010

Integration of Advanced Concepts and Vehicles Into the Next Generation Air Transportation System: Introduction, Key Messages, and Vehicle Attributes - Volume 1

Raytheon, in partnership with NASA, is leading the way in ensuring that the future air transportation continues to be a key driver of economic growth and stability and that this system provides an environmentally friendly, safe, and effective means of moving people and goods. A Raytheon-led team of industry and academic experts, under NASA contract NNA08BA47C, looked at the potential issues and impact of introducing four new classes of advanced aircraft into the next generation air transportation system -- known as NextGen. The study will help determine where NASA should further invest in research to support the safe introduction of these new air vehicles. Small uncrewed or unmanned aerial systems (SUAS), super heavy transports (SHT) including hybrid wing body versions (HWB), very light jets (VLJ), and supersonic business jets (SSBJ) are the four classes of aircraft that we studied. Understanding each vehicle's business purpose and strategy is critical to assessing the feasibility of new aircraft operations and their impact on NextGen's architecture. The Raytheon team used scenarios created by aviation experts that depict vehicles in year 2025 operations along with scripts or use cases to understand the issues presented by these new types of vehicles. The information was then mapped into the Joint Planning and Development Office's (JPDO s) Enterprise Architecture to show how the vehicles will fit into NextGen's Concept of Operations. The team also identified significant changes to the JPDO's Integrated Work Plan (IWP) to optimize the NextGen vision for these vehicles. Using a proven enterprise architecture approach and the JPDO s Joint Planning Environment (JPE) web site helped make the leap from architecture to planning efficient, manageable and achievable. Very Light Jets flying into busy hub airports -- Supersonic Business Jets needing to climb and descend rapidly to achieve the necessary altitude Super-heavy cargo planes requiring the shortest common flight path -- are just a few of the potential new operations in the future National Airspace System. To assess the impact of these new scenarios on overall national airspace operations, the Raytheon team used the capabilities of a suite of tools such as NASA's Airspace Concepts Evaluation System (ACES), the Flight Optimization System (FLOPS), FAA's Aviation Environmental Design Tool (AEDT), Intelligent Automations Kinematic Trajectory Generator (KTG) and the Aviation Safety Risk Model (ASRM). Detailed metroplex modeling, surface delay models for super heavy transports, prioritized routing and corridors for supersonics business jets, and VLJ demand models are some of the models developed by the Raytheon team to study the effect of operating these new vehicles in the future NAS. Using this suite of models, several trade studies were conducted to evaluate these effects in terms of delays, equity in access, safety, and the environment. Looking at the impact of each vehicle, a number of critical issues were identified. The Raytheon team concluded that strict compliance to NextGen's 4-dimensional trajectory (4DT) management will be required to accommodate these vehicles unique operations and increased number of flights in the future air space system. The next section provides a discussion of this and the other key findings from our study.

Zellweger, Andres↗
NASA NTRS2012

Summer Final Report

The summer of 2012 has been filled with many memorable events and activities. As an intern, I had responsibilities that had to be fulfilled. My tour of duty was completed as an administrative student trainee in the Information Technology and Communications Services Business Office (IT-A). In accordance with the Business Objectives and Agreement of the Business Office and my performance plan, I was to provide business office support, improve business, project management, and technical work processes. With this being stated, I supported a project called "The Big Move Project" (TBMP), which will take course over the next several years. The Big Move Project is the planning of the Information Technology (IT) Directorate's relocation to various buildings in the course of upcoming years, when designs and the building of Central Campus have been completed. Working directly with my supervisor and the project manager, I was responsible for gathering both administrative and operational area requirements for the Information Technology (IT) Directorate, along with its outsourced support and contractors, such as IMCS, NICS, and ACES. My first action was to create rubrics that will serve as a guideline for the information that should be given by each branch of IT. After receiving that information via a few KAITS actions, I was able to start the consolidation process, and begin working on a presentation. A SharePoint was created shortly after for others to view the progression of the project, which I managed. During the consolidation ofthis information, I would occasionally present to the IT Deputy Director and IT Chiefs. The draft of this presentation was shown to employees of Center Operations (T A) and stakeholders-IT Chief Officers and contractor managers-in the relocation of IT to make them aware of what requirements must be met that will enable IT to be accommodated appropriately in the design of Central Campus Phase 11-the time in which IT and its contractors are scheduled to be relocated. Besides supporting TBMP, I also supported the Section 508 Policy Compliance Coordinator, R. Liang. Section 508 is a policy that requires employers to implement accessibility assurance of information and technology to disabled communities. On Thursday, July 19, 2012, I was able to go to Camp Boggy Creek-a camp for disabled children-for an education outreach, in collaboration with the Education Office. We shared with them information about how astronauts live and work in space, they were able to ride hovercrafts, build paper rockets, and then launch them outside. Although this outreach was quite fun with the kids at the camp, this was a learning opportunity to gain some insight to those with cognitive and physical disabilities, the problems they typically face, and in tum, how to accommodate those with disabilities in the work environment. In the process of implementing accessibility and Section 508 compliance, I attended various teleconferences, did field runs to supply closed-caption call phones to employees with limited hearing, and helped with the development of the charter ofthe Section 508 Compliance Working Group.

Makidi, Nitou↗
NASA NTRS2015

Technology Candidates for Air-to-Air and Air-to-Ground Data Exchange

Technology Candidates for Air-to-Air and Air-to-Ground Data Exchange is a two-year research effort to visualize the U. S. aviation industry at a point 50 years in the future, and to define potential communication solutions to meet those future data exchange needs. The research team, led by XCELAR, was tasked with identifying future National Airspace System (NAS) scenarios, determining requirements and functions (including gaps), investigating technical and business issues for air, ground, & air-to-ground interactions, and reporting on the results. The project was conducted under technical direction from NASA and in collaboration with XCELAR's partner, National Institute of Aerospace, and NASA technical representatives. Parallel efforts were initiated to define the information exchange functional needs of the future NAS, and specific communication link technologies to potentially serve those needs. Those efforts converged with the mapping of each identified future NAS function to potential enabling communication solutions; those solutions were then compared with, and ranked relative to, each other on a technical basis in a structured analysis process. The technical solutions emerging from that process were then assessed from a business case perspective to determine their viability from a real-world adoption and deployment standpoint. The results of that analysis produced a proposed set of future solutions and most promising candidate technologies. Gap analyses were conducted at two points in the process, the first examining technical factors, and the second as part of the business case analysis. In each case, no gaps or unmet needs were identified in applying the solutions evaluated to the requirements identified. The future communication solutions identified in the research comprise both specific link technologies and two enabling technologies that apply to most or all specific links. As a result, the research resulted in a new analysis approach, viewing the underlying architecture of ground-air and air-air communications as a whole, rather than as simple "link to function" paired solutions. For the business case analysis, a number of "reference architectures" were developed for both the future technologies and the current systems, based on three typical configurations of current aircraft. Current and future costs were assigned, and various comparisons made between the current and future architectures. In general, it was assumed that if a future architecture offers lower cost than the current typical architecture, while delivering equivalent or better performance, it is likely that the future solution will gain industry acceptance. Conversely, future architectures presenting higher costs than their current counterparts must present a compelling benefit case in other areas or risk a lack of industry acceptance. The business case analysis consistently indicated lower costs for the proposed future architectures, and in most cases, significantly so. The proposed future solutions were found to offer significantly greater functionality, flexibility, and growth potential over time, at lower cost, than current systems. This was true for overall, fleet-wide equipage for domestic and oceanic air carriers, as well as for single, General Aviation (GA) aircraft. The overall research results indicate that all identified requirements can be met by the proposed solutions with significant capacity for future growth. Results also illustrate that the majority of the future communication needs can be met using currently allocated aviation RF spectrum, if used in more effective ways than it is today. A combination of such optimized aviation-specific links and commercial communication systems meets all identified needs for the 50-year future and beyond, with the caveat that a new, overall function will be needed to manage all information exchange, individual links, security, cost, and other factors. This function was labeled "Delivery Manager" (DM) within this research. DM employs a distributed client/server architecture, for both airborne and ground communications architectures. Final research results included identifying the most promising candidate technologies for the future system, conclusions and recommendations, and identifying areas where further research should be considered.

Communications↗
NASA NTRS2016

A Vision and Roadmap for Increasing User Autonomy in Flight Operations in the National Airspace

The purpose of Air Transportation is to move people and cargo safely, efficiently and swiftly to their destinations. The companies and individuals who use aircraft for this purpose, the airspace users, desire to operate their aircraft according to a dynamically optimized business trajectory for their specific mission and operational business model. In current operations, the dynamic optimization of business trajectories is limited by constraints built into operations in the National Airspace System (NAS) for reasons of safety and operational needs of the air navigation service providers. NASA has been developing and testing means to overcome many of these constraints and permit operations to be conducted closer to the airspace user's changing business trajectory as conditions unfold before and during the flight. A roadmap of logical steps progressing toward increased user autonomy is proposed, beginning with NASA's Traffic Aware Strategic Aircrew Requests (TASAR) concept that enables flight crews to make informed, deconflicted flight-optimization requests to air traffic control. These steps include the use of data communications for route change requests and approvals, integration with time-based arrival flow management processes under development by the Federal Aviation Administration (FAA), increased user authority for defining and modifying downstream, strategic portions of the trajectory, and ultimately application of self-separation. This progression takes advantage of existing FAA NextGen programs and RTCA standards development, and it is designed to minimize the number of hardware upgrades required of airspace users to take advantage of these advanced capabilities to achieve dynamically optimized business trajectories in NAS operations. The roadmap is designed to provide operational benefits to first adopters so that investment decisions do not depend upon a large segment of the user community becoming equipped before benefits can be realized. The issues of equipment certification and operational approval of new procedures are addressed in a way that minimizes their impact on the transition by deferring a change in the assignment of separation responsibility until a large body of operational data is available to support the safety case for this change in the last roadmap step.This paper will relate the roadmap steps to ongoing activities to clarify the economics-based transition to these technologies for operational use.

Cotton, William B.↗
NASA NTRS1982

Applications of advanced upper surface blowing propulsive-lift technology

The success of the Quiet Short-Haul Research Aircraft led to studies of this technology for a business jet and a Short-Haul Transport. The studies showed that the Short-Haul Transport could operate from a 762.0-m runway with 95 passengers at low noise levels. Design range was 500 n. mi. but with maximum fuel load the runway length is only increased to 883.9 m while the range is increased to more than 1000 n. mi. Two business jet designs were studied; one design was based on a 457.2-m field length and the other was designed for a 760.0-m field length. The business jet designed for a 457.2-m field length can also be loaded to maximum fuel capacity. In this case the range increases from 500 n. mi. to 1400 n. mi. while the runway length increases from 457.2 m to 632.5 m. The business jet studies showed that the application of advanced propulsive-lift technology to this class aircraft can result in payload-range-speed performance comparable to current aircraft with about one-half the runway length requirement.

Cochrane, J. A.↗
NASA NTRS1984

Evaluating NASA Technology Programs in Terms of Private Sector Impacts

NASA is currently developing spacecraft technology for application to NASA scientific missions, military missions and commercial missions which are part of or form the basis of private sector business ventures. The justification of R&D programs that lead to spacecraft technology improvements encompasses the establishment of the benefits in terms of improved scientific knowledge that may result from new and/or improved NASA science missions, improved cost effectiveness of NASA and DOD missions and new or improved services that may be offered by the private sector (for example communications satellite services). It is with the latter of these areas that attention will be focused upon. In particular, it is of interest to establish the economic value of spacecraft technology improvements to private sector communications satellite business ventures. It is proposed to assess the value of spacecraft technology improvements in terms of the changes in cash flow and present value of cash flows, that may result from the use of new and/or improved spacecraft technology for specific types of private sector communications satellite missions (for example domestic point-to-point communication or direct broadcasting). To accomplish this it is necessary to place the new and/or improved technology within typical business scenarios and estimate the impacts of technical performance upon business and financial performance.

Greenberg, J. S.↗
NASA NTRS1989

Transportation cost - Impacts on commercial users

The potential impact of transportation price on the financial performance of space business ventures is analyzed. Business plans for generic space facilities (both STS based and free-flying), space processing, and communications satellite businesses were developed. Impacts were established parametrically for return on investment and customer product/service price as a function of transportation price. The following businesses were considered: communications satellite; shuttle based and free-flying space facilities; and space pharmaceuticals manufacturing and minilab leasing.

Greenberg, Joel S.↗
NASA NTRS1988

Space market model development project, phase 2

The results of the prototype operations of the Space Business Information Center are presented. A clearinghouse for space business information for members of the U.S. space industry composed of public, private, and academic sectors was conducted. Behavioral and evaluation statistics were recorded from the clearinghouse and the conclusions from these statistics are presented. Business guidebooks on major markets in space business are discussed. Proprietary research and briefings for firms and agencies in the space industry are also discussed.

Bishop, Peter C.↗
NASA NTRS1989

How to compete for NASA contracts

Various studies and NASA experience have found that business concerns can provide a vital and significant impetus to technological innovation, not only in the fields of space and aeronautics, but also in national technological growth. NASA personnel are determined to foster the development of small business capabilities in technical areas that will support future projects and establish a small business base for the development and production of flight hardware for future missions. The solicitation process for Federal contracts has grown quite complex over the years. Where possible, we continue to try to simplify and streamline procedures for obtaining and performing these contracts. This booklet is designed to help understand NASA solicitations, find the information needed in deciding whether to respond, and improve chances for success. The first section of this booklet will answer general questions concerning the various types of NASA solicitations. Your specific questions on how to prepare bids will be answered in the second section, which is followed by a third section on the unique features of construction contracting. A fourth section describes how to submit technical and cost proposals for the negotiated procurement process. Some tips or suggestions, called DO's and DONT's, are placed at the end of the second, third, and fourth sections. Then, in the fifth section, ways to seek business as a subcontractor are identified.

Source record↗
NASA NTRS1994

Evolving software reengineering technology for the emerging innovative-competitive era

This paper reports on a multi-tool commercial/military environment combining software Domain Analysis techniques with Reusable Software and Reengineering of Legacy Software. It is based on the development of a military version for the Department of Defense (DOD). The integrated tools in the military version are: Software Specification Assistant (SSA) and Software Reengineering Environment (SRE), developed by Computer Command and Control Company (CCCC) for Naval Surface Warfare Center (NSWC) and Joint Logistics Commanders (JLC), and the Advanced Research Project Agency (ARPA) STARS Software Engineering Environment (SEE) developed by Boeing for NAVAIR PMA 205. The paper describes transitioning these integrated tools to commercial use. There is a critical need for the transition for the following reasons: First, to date, 70 percent of programmers' time is applied to software maintenance. The work of these users has not been facilitated by existing tools. The addition of Software Reengineering will also facilitate software maintenance and upgrading. In fact, the integrated tools will support the entire software life cycle. Second, the integrated tools are essential to Business Process Reengineering, which seeks radical process innovations to achieve breakthrough results. Done well, process reengineering delivers extraordinary gains in process speed, productivity and profitability. Most importantly, it discovers new opportunities for products and services in collaboration with other organizations. Legacy computer software must be changed rapidly to support innovative business processes. The integrated tools will provide commercial organizations important competitive advantages. This, in turn, will increase employment by creating new business opportunities. Third, the integrated system will produce much higher quality software than use of the tools separately. The reason for this is that producing or upgrading software requires keen understanding of extremely complex applications which is facilitated by the integrated tools. The radical savings in the time and cost associated with software, due to use of CASE tools that support combined Reuse of Software and Reengineering of Legacy Code, will add an important impetus to improving the automation of enterprises. This will be reflected in continuing operations, as well as in innovating new business processes. The proposed multi-tool software development is based on state of the art technology, which will be further advanced through the use of open systems for adding new tools and experience in their use.

Hwang, Phillip Q.↗
NASA NTRS1994

Space Commerce 1994 Forum: The 10th National Space Symposium. Proceedings report

The theme of the 10th National Space Symposium was 'New Windows of Opportunity'. These proceedings cover the following: Business Trends in High Tech Commercialization; How to Succeed in Space Technology Business -- Making Dollars and Sense; Obstacles and Opportunities to Success in Technology Commercialization NASA's Commercial Technology Mission -- a New Way of Doing Business: Policy and Practices; Field Center Practices; Practices in Action -- A New Way: Implementation and Business Opportunities; Space Commerce Review; Windows of Opportunity; the International Space Station; Space Support Forum; Spacelift Update; Competitive Launch Capabilities; Supporting Life on Planet Earth; National Security Space Issues; NASA in the Balance; Earth and Space Observations -- Did We Have Cousins on Mars?; NASA: A New Vision for Science; and Space Technology Hall of Fame.

Lipskin, Beth Ann↗
NASA NTRS1995

Entrepreneurship within General Aviation

Many modern economic theories place great importance upon entrepreneurship in the economy. Some see the entrepreneur as the individual who bears risk of operating a business in the face of uncertainty about future conditions and who is rewarded through profits and losses. The 20th century economist Joseph Schumpter saw the entrepreneur as the medium by which advancing technology is incorporated into society as businesses seek competitive advantages through more efficient product development processes. Due to the importance that capitalistic systems place upon entrepreneurship, it has become a well studied subject with many texts to discuss how entrepreneurs can succeed in modern society. Many entrepreneuring and business management courses go so far as to discuss the characteristic phases and prominent challenges that fledgling companies face in their efforts to bring a new product into a competitive market. However, even with all of these aids, start-up companies fail at an enormous rate. Indeed, the odds of shepherding a new company through the travails of becoming a well established company (as measured by the ability to reach Initial Public Offering (IPO)) have been estimated to be six in 1,000,000. Each niche industry has characteristic challenges which act as barriers to entry for new products into that industry. Thus, the applicability of broad generalizations is subject to limitations within niche markets. This paper will discuss entrepreneurship as it relates to general aviation. The goals of this paper will be to: introduce general aviation; discuss the details of marrying entrepreneurship with general aviation; and present a sample business plan which would characterize a possible entrepreneurial venture.

Ullmann, Brian M.↗
NASA NTRS1997

The NASA Integrated Information Technology Architecture

This document defines an Information Technology Architecture for the National Aeronautics and Space Administration (NASA), where Information Technology (IT) refers to the hardware, software, standards, protocols and processes that enable the creation, manipulation, storage, organization and sharing of information. An architecture provides an itemization and definition of these IT structures, a view of the relationship of the structures to each other and, most importantly, an accessible view of the whole. It is a fundamental assumption of this document that a useful, interoperable and affordable IT environment is key to the execution of the core NASA scientific and project competencies and business practices. This Architecture represents the highest level system design and guideline for NASA IT related activities and has been created on the authority of the NASA Chief Information Officer (CIO) and will be maintained under the auspices of that office. It addresses all aspects of general purpose, research, administrative and scientific computing and networking throughout the NASA Agency and is applicable to all NASA administrative offices, projects, field centers and remote sites. Through the establishment of five Objectives and six Principles this Architecture provides a blueprint for all NASA IT service providers: civil service, contractor and outsourcer. The most significant of the Objectives and Principles are the commitment to customer-driven IT implementations and the commitment to a simpler, cost-efficient, standards-based, modular IT infrastructure. In order to ensure that the Architecture is presented and defined in the context of the mission, project and business goals of NASA, this Architecture consists of four layers in which each subsequent layer builds on the previous layer. They are: 1) the Business Architecture: the operational functions of the business, or Enterprise, 2) the Systems Architecture: the specific Enterprise activities within the context of IT systems, 3) the Technical Architecture: a common, vendor-independent framework for design, integration and implementation of IT systems and 4) the Product Architecture: vendor=specific IT solutions. The Systems Architecture is effectively a description of the end-user "requirements". Generalized end-user requirements are discussed and subsequently organized into specific mission and project functions. The Technical Architecture depicts the framework, and relationship, of the specific IT components that enable the end-user functionality as described in the Systems Architecture. The primary components as described in the Technical Architecture are: 1) Applications: Basic Client Component, Object Creation Applications, Collaborative Applications, Object Analysis Applications, 2) Services: Messaging, Information Broker, Collaboration, Distributed Processing, and 3) Infrastructure: Network, Security, Directory, Certificate Management, Enterprise Management and File System. This Architecture also provides specific Implementation Recommendations, the most significant of which is the recognition of IT as core to NASA activities and defines a plan, which is aligned with the NASA strategic planning processes, for keeping the Architecture alive and useful.

Baldridge, Tim↗
NASA NTRS2001

Next Space Race is in IT

The next Space Race will be in the economic applications from space and science technology. As NASA science and technology has global application; IT is global, economics is global; surely there are great untapped potentials in finding the IT links of commonality among these three. The Economics of IT will continue to depend upon solution providers creating new methods that capitalize on linking information and information centers with the applications community for business and economic functions.. New and innovative IT vendors whose increased efforts to apply evolving technologies and principles that power the e-business revolution are now seeing the business of government being transformed in a similar fashion. NASA will be a prime example of IT transformation. Potential benefits of e-government are identical to the benefits of e-commerce, which start from value derived from capabilities and assets. The capability and asset wealth of NASA technology and data mass scattered through hundreds of archives will one day provide incredible economic benefit across international and corporate boundaries. Yet the ability to economically benefit from bridging the gap between capability to billable service has yet to find it's first major market. Ultimately the role of government, science, and technology linking to the business world will find greater dependence from this increasingly common ground of IT solutions and technologies. Therefore the future role of the IT industry may be as much administrative as technical, ultimately of critical importance furthering the role of science into application.

Alger, George↗