Results for “Strategic Development” — Page 18

NASA NTRS2010

Assessing Space Exploration Technology Requirements as a First Step Towards Ensuring Technology Readiness for International Cooperation in Space Exploration

Advancing critical and enhancing technologies is considered essential to enabling sustainable and affordable human space exploration. Critical technologies are those that enable a certain class of mission, such as technologies necessary for safe landing on the Martian surface, advanced propulsion, and closed loop life support. Others enhance the mission by leading to a greater satisfaction of mission objectives or increased probability of mission success. Advanced technologies are needed to reduce mass and cost. Many space agencies have studied exploration mission architectures and scenarios with the resulting lists of critical and enhancing technologies being very similar. With this in mind, and with the recognition that human space exploration will only be enabled by agencies working together to address these challenges, interested agencies participating in the International Space Exploration Coordination Group (ISECG) have agreed to perform a technology assessment as an important step in exploring cooperation opportunities for future exploration mission scenarios. "The Global Exploration Strategy: The Framework for Coordination" was developed by fourteen space agencies and released in May 2007. Since the fall of 2008, several International Space Exploration Coordination Group (ISECG) participating space agencies have been studying concepts for human exploration of the moon. They have identified technologies considered critical and enhancing of sustainable space exploration. Technologies such as in-situ resource utilization, advanced power generation/energy storage systems, reliable dust resistant mobility systems, and closed loop life support systems are important examples. Similarly, agencies such as NASA, ESA, and Russia have studied Mars exploration missions and identified critical technologies. They recognize that human and robotic precursor missions to destinations such as LEO, moon, and near earth objects provide opportunities to demonstrate the technologies needed for Mars mission. Agencies see the importance of assessing gaps and overlaps in their plans to advance technologies in order to leverage their investments and enable exciting missions as soon as practical. They see the importance of respecting the ability of any agency to invest in any technologies considered interesting or strategic. This paper will describe the importance of developing an appropriate international strategy for technology development and ideas for effective mechanisms for advancing an international strategy. This work will both inform and be informed by the development of an ISECG Global Exploration Roadmap and serve as a concrete step forward in advancing the Global Exploration Strategy.

Laurini, Kathleen C.↗

NASA NTRS2011

Implementing Strategic Planning Capabilities Within the Mars Relay Operations Service

Throughout this development and deployment process we have followed a few guiding principles: (1) Ensure ubiquitous access through ReSTful and web interfaces; (2) Design a system that is mission and even planet agnostic so that future missions may be added with little hassle, and the system itself may be redeployed for other planetary relay networks; (3) Accept constant input and feedback between mission operators and the development team to ensure that there is a useful product that may be used for years to come.

software development↗

NASA NTRS2013

Estimating the Effects of Astronaut Career Ionizing Radiation Dose Limits on Manned Interplanetary Flight Programs

Space radiation effects mitigation has been identified as one of the highest priority technology development areas for human space flight in the NASA Strategic Space Technology Investment Plan (Dec. 2012). In this paper we review the special features of space radiation that lead to severe constraints on long-term (more than 180 days) human flight operations outside Earth's magnetosphere. We then quantify the impacts of human space radiation dose limits on spacecraft engineering design and development, flight program architecture, as well as flight program schedule and cost. A new Deep Space Habitat (DSH) concept, the hybrid inflatable habitat, is presented and shown to enable a flexible, affordable approach to long term manned interplanetary flight today.

Koontz, Steven L.↗

NASA NTRS1997

NASA Accountability Report

NASA is piloting fiscal year (FY) 1997 Accountability Reports, which streamline and upgrade reporting to Congress and the public. The document presents statements by the NASA administrator, and the Chief Financial Officer, followed by an overview of NASA's organizational structure and the planning and budgeting process. The performance of NASA in four strategic enterprises is reviewed: (1) Space Science, (2) Mission to Planet Earth, (3) Human Exploration and Development of Space, and (4) Aeronautics and Space Transportation Technology. Those areas which support the strategic enterprises are also reviewed in a section called Crosscutting Processes. For each of the four enterprises, there is discussion about the long term goals, the short term objectives and the accomplishments during FY 1997. The Crosscutting Processes section reviews issues and accomplishments relating to human resources, procurement, information technology, physical resources, financial management, small and disadvantaged businesses, and policy and plans. Following the discussion about the individual areas is Management's Discussion and Analysis, about NASA's financial statements. This is followed by a report by an independent commercial auditor and the financial statements.

Source record↗

NASA NTRS2004

Overview: Small Aircraft Transportation System Airborne Remote Sensing Fuel Droplet Evaporation

The NASA Nebraska Preparation Grant was designed to solidify relationships, intensify communication, and launch collaborative initiatives among Nebraska researchers and key contacts at NASA research centers and enterprises. In doing so, Nebraska was successful in laying the groundwork for the foundation for numerous long-term, mutually beneficial collaborations that were subsequently proposed and awarded in the NASA EPSCoR 2000 competition. The NASA Nebraska EPSCoR Preparation Grant was managed by the same administrative team that oversees Nebraska's NASA Space Grant and EPSCoR programs. An advisory board (later Technical Advisory Committee) made up of voting representatives from all affiliate and partner organizations regularly reviewed grant progress and direction. The University of Nebraska at Omaha's Aviation Institute, the host institution for all three programs, provided additional administrative oversight and program evaluation through established review mechanisms. This structure has served NASA well and has been cited as a model program. The second year of preparation grant funding served as a significant opportunity for Nebraska to lay the groundwork for the continued elevation and success of its NASA EPSCoR program. In anticipation of the NASA EPSCoR 2000 grant competition, Year 2 funding enabled funded researchers to further broaden and enhance the quality and quantity of collaborations with NASA Field Centers, Codes, and Enterprises. The plan set the stage for long-term research and outreach endeavors that have contributed significantly to the achievement of NASA's strategic objectives; the state of Nebraska's economic and aerospace development efforts; and have advanced Nebraska s aeronautics research efforts to a national leadership level. The overarching goal of the NASA Nebraska EPSCoR Preparation grant was met by facilitating research endeavors among Nebraska faculty that addressed research and technology priorities of the NASA Field Centers, Codes, and Strategic Enterprises. During the first year of funding, Nebraska established open and frequent lines of communication with university affairs officers and other key personnel at all NASA Centers and Enterprises, and facilitated the development of collaborations between and among junior faculty in the state and NASA researchers. As a result, Nebraska initiated a major research cluster, the Small Aircraft Transportation System Nebraska Implementation Template.

Bowen, Brent↗

NASA NTRS2005

National Research Council Dialogue to Assess Progress on NASA's Systems Engineering Cost/Risk Analysis Capability Roadmap Development: General Background and Introduction

Contents include the following: General Background and Introduction of Capability. Roadmaps for Systems Engineering Cost/Risk Analysis. Agency Objectives. Strategic Planning Transformation. Review Capability Roadmaps and Schedule. Review Purpose of NRC Review. Capability Roadmap Development (Progress to Date).

Regenie, Victoria↗

NASA NTRS1991

Integrated Technology Plan for the Civil Space Program, 1991

The purpose of the Integrated Technology Plan (ITP) is to serve as a strategic plan for the OAST space research and technology (R&T) program, and as a strategic planning framework for other NASA and national participants in advocating and conducting technology developments that support future U.S. civil space missions. The ITP begins with a discussion of the national policy and NASA organization which establishes the overall framework for civil space R&T planning. The second chapter provides a top-level review of the potential users of civil space R&T, their strategic mission plans, and the technologies they have identified as needed to achieve those plans. The overall methodology used to develop a civil space technology strategy is discussed. The technical details of the 1991 strategic plan are described, ending with a review of civil space R&T priorities. The fourth chapter describes how the strategic plan is annually translated into the OAST Space R&T Program, with a summary of the fiscal year 1992 program. The ITP concludes with a discussion of requirements for technology development coordination and strategies for facilitating the transfer of civil space technology to the private sector. Several appendices also are attached that provide further information regarding budget implications of the strategic plan, organizational roles, and other topics.

Source record↗

NASA NTRS1993

Role of strategic planning in engineering management

Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.

Krishen, Kumar↗

NASA NTRS1992

Strategic planning as a focus for continuous improvement. A case study

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

Oneill, John W.↗

NASA NTRS2024

Sizing and Performance Analysis of a MW-Class Electrified Aircraft Propulsion (EAP) System for a Parallel Hybrid Turboprop Concept

Aircraft electrification has emerged as a pivotal research and development focus in the 21st century, gaining international momentum as a strategic approach to curtail fuel consumption and emissions in the civil aviation sector. Through the Electrified Powertrain Flight Demonstration (EPFD) project, NASA is collaborating with industry partners to develop and demonstrate Megawatt (MW) class Electrified Aircraft Propulsion (EAP) systems using regional turboprops, as well as single-aisle commercial transports. With the rapid emergence of novel EAP concepts, current efforts are focused on developing the capabilities to evaluate the impacts of electrification on vehicle-level performance. This requires parametric modeling at the conceptual design stage, using uncertainty propagation techniques to account for the high variability in EAP system architecture. This paper details an integrated approach to parametric sizing of multi-MW EAP systems in a large turboprop freighter concept with a parallel hybrid configuration. The primary goal is to assess vehicle-level performance sensitivities, such as range and fuel burn reduction, to variations in electrical system component-level performance metrics, including specific power, efficiency, and energy density, based on near-term EAP technology levels.

electrified aircraft propulsion↗

NASA NTRS2022

Coordinating Innovative Technology Development at NASA

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

Erica Rodgers↗

NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

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

Erica Rodgers↗

NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

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

Erica Rodgers↗

NASA NTRS1982

COSAM program overview

The COSAM program for reduction of the use of strategic alloying elements in nickel-based superalloys for gas turbine engines was reviewed. Sources, consumption, and pricing of cobalt, tantalum, columbium, and chromium are surveyed. Research projects in strategic element substitution, advanced processing concepts, and the development of alternate materials (intermetallics and iron-base alloys) are listed and research plans for FY 1983 and FY 1984 summarized.

Stephens, J. R.↗

NASA NTRS1991

Mining and beneficiation: A review of possible lunar applications

Successful exploration of Mars and outer space may require base stations strategically located on the Moon. Such bases must develop a certain self-sufficiency, particularly in the critical life support materials, fuel components, and construction materials. Technology is reviewed for the first steps in lunar resource recovery-mining and beneficiation. The topic is covered in three main categories: site selection; mining; and beneficiation. It will also include (in less detail) in-situ processes. The text described mining technology ranging from simple diggings and hauling vehicles (the strawman) to more specialized technology including underground excavation methods. The section of beneficiation emphasizes dry separation techniques and methods of sorting the ore by particle size. In-situ processes, chemical and thermal, are identified to stimulate further thinking by future researchers.

Chamberlain, Peter G.↗

NASA NTRS1991

Flight project data book, 1991

The Office of Space Science and Applications (OSSA) is responsible for planning, directing, executing, and evaluating that part of the overall NASA program that has as its goal the use of the unique characteristics of the space environment to conduct a scientific study of the universe, to solve practical problems on Earth, and to provide the scientific research foundation for expanding human presence beyond Earth into the solar system. OSSA manages the development of NASA's flight instrumentation for space science and applications including free flying spacecraft, Shuttle and Space Station payloads, and the suborbital sounding rockets, balloons, and aircraft programs. A summary is provided of future flight missions, including those approved and currently under development and those which appear in the OSSA strategic plan.

Source record↗

NASA NTRS2000

Carbon Nanotubes for Space Applications

The potential of nanotube technology for NASA missions is significant and is properly recognized by NASA management. Ames has done much pioneering research in the last five years on carbon nanotube growth, characterization, atomic force microscopy, sensor development and computational nanotechnology. NASA Johnson Space Center has focused on laser ablation production of nanotubes and composites development. These in-house efforts, along with strategic collaboration with academia and industry, are geared towards meeting the agency's mission requirements. This viewgraph presentation (including an explanation for each slide) outlines the research focus for Ames nanotechnology, including details on carbon nanotubes' properties, applications, and synthesis.

Meyya Meyyappan↗

NASA NTRS2001

ISS-Crystal Growth of Photorefractive Materials (BSO): Critical Design Issues for Optimized Data Extraction from Space Experiments

Realization of the full potential of photorefractive materials in device technology is seriously impeded by our inability to achieve controlled formation of critical defects during single crystal growth and by difficulties in meeting the required degree of compositional uniformity on a micro-scale over macroscopic dimensions. The exact nature and origin of the critical defects which control photorefractivity could not as yet be identified because of gravitational interference. There exists, however, strong evidence that the density of defect formation and their spatial distribution are adversely affected by gravitational interference which precludes the establishment of quantifiable and controllable heat and mass transfer conditions during crystal growth. The current, NASA sponsored research at MIT is directed at establishing a basis for the development of a comprehensive approach to the optimization of property control during melt growth of photorefractive materials, making use of the m-g environment, provided in the International Space Station. The objectives to be pursued in m-g research on photorefractive BSO (Bi12SiO20) are: (a) identification of the x-level(s) responsible for photorefractivity in undoped BSO; (b) development of approaches leading to the control of x-level formation at uniform spatial distribution; (c) development of doping and processing procedures for optimization of the critical, application specific parameters, spectral response, sensitivity, response time and matrix stability. The presentation will focus on: the rationale for the justification of the space experiment, ground-based development efforts, design considerations for the space experiments, strategic plan of the space experiments, and approaches to the quantitative analysis of the space experiments.

Hyers, Robert W.↗