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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 343 records · Page 19
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NASA NTRS1985

Research opportunities in human behavior and performance

Extant information on the subject of psychological aspects of manned space flight are reviewed; NASA's psychology research program is examined; significant gaps in knowledge are identified; and suggestions are offered for future research program planning. Issues of human behavior and performance related to the United States space station, to the space shuttle program, and to both near and long term problems of a generic nature in applicable disciplines of psychology are considered. Topics covered include: (1) human performance requirements for a 90 day mission; (2) human perceptual, cognitive, and motor capabilities and limitations in space; (3) crew composition, individual competencies, crew competencies, selection criteria, and special training; (4) environmental factors influencing behavior; (5) psychosocial aspects of multiperson space crews in long term missions; (6) career determinants in NASA; (7) investigational methodology and equipment; and (8) psychological support.

Christensen, J. M.↗
NASA NTRSDate not supplied

From Here to There - Bird's Eye Perspective on Grant Lifecycle and Administration

“What gets measured gets done ”or “measure it to manage it”. The statements have become matter of fact. However, measurement (and even metrics) alone cannot fully communicate an organization’s story without the point of accountability. As a dynamic org, we must measure what is necessary, using the appropriate lenses to analyze the most relevant information that allows robust decision-making. A key function of Program Planning and Control (PP&C) is to assist HRP in the development of such strategy that ensures the proper execution of program research goals. With introspection of the Technical Officer role as defined by 2 CFR(i.e., Part 200, Part 1800)and subsequent governance under the NASA Grant and Cooperative Agreement Manual (GCAM), we’ve realized an obvious disconnect among Principal Investigator’s (PI),technical communication with the elements and some of the administrative/fiduciary requirements that should run parallel to the science work. This find has introduced new program risks as evidenced through incomplete deliverables or other less-than-successful requirements through the lifecycle for work we fund. One solution the Grants Technical Officer proposes is for PP&C to share in the communication with stakeholders of grants administration much earlier in the award process in attempt to reduce programmatic risks; particularly in data, reporting and performance management. As such, the planned IWS 2022 session will focus on(plenary) topics that include (1) definition of the grant lifecycle, (2) anatomy of a grant(NF1687 the award document), and (3)performance measurement/post-award monitoring. As HH&P pursues its strategic objectives to evolve the directorate into a data rich and knowledge rich organization, it has become increasingly important to develop the multiple levels of insight across the program to ensure data and other reporting(qualitative/quantitative), alongside proper administration. And the desired outcome is to make certain HRP meets/exceeds the accountability standard that our research information is received, maintained and accessible in posterity.

Lucy D Barnes-Moten↗
NASA NTRSDate not supplied

Integrated Logistics and Supportability Challenges of Sustained Human Lunar Exploration

NASA’s Artemis program plans to establish a sustained human presence on the lunar surface. The International Space Station and other space station programs have demonstrated long-duration human spaceflight operations that reuse infrastructure in Low Earth Orbit, sometimes including long uncrewed “dormant” periods. In contrast, all human exploration beyond Low Earth Orbit to date has consisted solely of relatively short sortie missions, rather than a sustained presence. A sustained human outpost on the Moon that can support month-long crewed exploration missions and be reused by multiple crews will be more challenging than past operations, particularly from the perspective of logistics, supportability, and risk. This paper examines the integrated logistics and supportability challenges of sustained human lunar exploration and provides a review of historical spaceflight experience in terms of crewed mission endurance, uncrewed duration, transportation overhead, and access to abort. Planned Artemis Base Camp crewed mission endurance is approximately 2.5 times longer than past lunar surface crewed mission endurance, but similar to the average time between resupply for the International Space Station. Sustained human spacecraft have only twice experienced uncrewed durations longer than the planned interval between Artemis Base Camp missions, and Artemis surface assets will face long uncrewed periods more regularly than any past sustained human spacecraft. Transportation of crew and cargo to and from the Moon will be more difficult and time-consuming than transportation to and from Low Earth Orbit, and crew access to abort will be more limited. The implications of Artemis lunar operations for crewed Mars mission planning are also discussed. Historical approaches to risk management—including logistics, supportability, and abort strategies—should be reexamined and re-optimized for this new mission context. Sustained lunar operations will provide a valuable proving ground for testing new approaches to crewed space exploration.

logistics↗
NASA NTRS1982

Upward Mobility Program Handbook

This handbook contains the policy and program objectives of the NASA Upward Mobility Program. In addition it gives guidance regarding program planning, implementation, and evaluation and also describes the roles and responsibilities of key personnel responsible for the successful implementation of the program. The Federal Personnel Manual Chapter 720 explains the Federal Government's policy on upward mobility and is available from the installation personnel office upon request. This handbook is applicable to all NASA installations. Unless specifically limited, all responsibilities set forth in this plan for the Installation Personnel Director may be administered wholly or in part by the Personnel Director's designee. This handbook will be revised by page changes.

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NASA NTRS2007

A Contrast in Use of Metrics in Earth Science Data Systems

In recent years there has been a surge in the number of systems for processing, archiving and distributing remotely sensed data. Such systems, working independently as well as in collaboration, have been contributing greatly to the advances in the scientific understanding of the Earth system, as well as utilization of the data for nationally and internationally important applications. Among such systems, we consider those that are developed by or under the sponsorship of NASA to fulfill one of its strategic objectives: "Study Earth from space to advance scientific understanding and meet societal needs." NASA's Earth science data systems are of varying size and complexity depending on the requirements they are intended to meet. Some data systems are regarded as NASA's "Core Capabilities" that provide the basic infrastructure for processing, archiving and distributing a set of data products to a large and diverse user community in a robust and reliable manner. Other data systems constitute "Community Capabilities". These provide specialized and innovative services to data users and/or research products offering new scientific insight. Such data systems are generally supported by NASA through peer reviewed competition. Examples of Core Capabilities are 1. Earth Observing Data and Information System (EOSDIS) with its Distributed Active Archive Centers (DAACs), Science Investigator-led Processing Systems (SIPSs), and the EOS Clearing House (ECHO); 2. Tropical Rainfall Measurement Mission (TRMM) Science Data and Information System (TSDIS); 3. Ocean Data Processing System (ODPS); and 4. CloudSat Data Processing Center. Examples of Community Capabilities are projects under the Research, Education and Applications Solutions Network (REASON), and Advancing Collaborative Connections for Earth System Science (ACCESS) Programs. In managing these data system capabilities, it is necessary to have well-established goals and to measure progress relative to them. Progress is measured through "metrics", which can be a combination of quantitative as well as qualitative assessments. The specific metrics of interest depend on the user of the metrics as well as the type of data system. The users of metrics can be data system managers, program managers, funding agency or the public. Data system managers need metrics for assessing and improving the performance of the system and for future planning. Program managers need metrics to assess progress and the value of the data systems sponsored by them. Also, there is a difference in the metrics needed for core capabilities that tend to be more complex, larger and longer-term compared to community capabilities and the community capabilities that tend to be simpler, smaller and shorter-term. Even among community capabilities there are differences; hence the same set of metrics does not apply to all. Some provide data products to users, some provide services that enable better utilization of data or interoperability among other systems, and some are a part of a larger project where provision of data or services is only a minor activity. There is also a contrast between metrics used for internal and external purposes. Examples of internal purposes are: ensuring that the system meets its requirements, and planning for evolution and growth. Examples of external purposes are: providing to sponsors indicators of success of the systems, demonstrating the contributions of the system to overall program success, etc. This paper will consider EOSDIS, REASON and ACCESS programs to show the various types of metrics needed and how they need to be tailored to the types of data systems while maintaining the overall management goals of measuring progress and contributions made by the data systems.

Ramapriyan, Hampapuram↗
NASA NTRSDate not supplied

Exploration Capabilities Data Analysis: An Integrated Approach

In preparation for humanity’s return to the Moon, it is necessary to advance technologies and capabilities that will allow for human sustainability on the lunar surface, as well as on eventual missions to send humans to Mars. Guided by Space Policy Directive-1 and through the National Aeronautical and Space Administration (NASA) Artemis program, the advancement and development of technologies on the lunar surface will be leveraged towards technologies and knowledge needed for humans to successfully and safely go to Mars and return. In order to understand the capability needs for lunar and Mars missions, the Capabilities Integration Team identifies integration approaches and overlaps between missions to develop strategies for advancing key capabilities that support those needs. Since 2013, the Capabilities Integration Team has reached out to subject matter experts, principal technologists, and system capability leadership teams throughout NASA to gather information about the critical technologies and capabilities needed in order to support the lunar and Mars exploration missions. To properly gather this data, the Capabilities Integration Team used a capability-driven approach to identify gaps between the current state of the art and the needs of proposed exploration missions, as well as activities that may close those gaps. These inputs are used to shape technology investment strategies and are incorporated in missions to the lunar and Mars surfaces. Data collected included: gap definitions and identifying information; gap closure information and metrics for success; mapping of gaps to elements of NASA's Artemis program and future exploration architecture. . The data collected, specifically from the technology gap list, has been used to support the NASA Human Exploration and Operations Mission Directorate Planning, Programming, Budgeting, and Execution processes, as well as the NASA Space Technology Mission Directorate Strategic Technology Plans. This paper discusses the integration approach used by the Capabilities Integration Team to identify current capability gaps for the Moon to Mars architecture and what capabilities exist or must be developed to support those architecture needs. In addition, this paper also details the performance, gap characterization, current capability gap closure opportunities, and risk impacts towards Artemis, and the overall Moon to Mars architecture.

Gregory Benjamin↗
NASA NTRS1994

Third International Symposium on Artificial Intelligence, Robotics, and Automation for Space 1994

The Third International Symposium on Artificial Intelligence, Robotics, and Automation for Space (i-SAIRAS 94), held October 18-20, 1994, in Pasadena, California, was jointly sponsored by NASA, ESA, and Japan's National Space Development Agency, and was hosted by the Jet Propulsion Laboratory (JPL) of the California Institute of Technology. i-SAIRAS 94 featured presentations covering a variety of technical and programmatic topics, ranging from underlying basic technology to specific applications of artificial intelligence and robotics to space missions. i-SAIRAS 94 featured a special workshop on planning and scheduling and provided scientists, engineers, and managers with the opportunity to exchange theoretical ideas, practical results, and program plans in such areas as space mission control, space vehicle processing, data analysis, autonomous spacecraft, space robots and rovers, satellite servicing, and intelligent instruments.

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NASA NTRS1978

Study on utilization of advanced composites in commercial aircraft wing structures. Volume 1: Executive summary

The effort required by commercial transport manufacturers to accomplish the transition from current construction materials and practices to extensive use of composites in aircraft wings was investigated. The engineering and manufacturing disciplines which normally participate in the design, development, and production of an aircraft were employed to ensure that all of the factors that would enter a decision to commit to production of a composite wing structure were addressed. A conceptual design of an advanced technology reduced energy aircraft provided the framework for identifying and investigating unique design aspects. A plan development effort defined the essential technology needs and formulated approaches for effecting the required wing development. The wing development program plans, resource needs, and recommendations are summarized.

Sakata, I. F.↗
NASA NTRS2000

NASA FY 2000 Accountability Report

This Accountability Report consolidates reports required by various statutes and summarizes NASA's program accomplishments and its stewardship over budget and financial resources. It is a culmination of NASA's management process, which begins with mission definition and program planning, continues with the formulation and justification of budgets for the President and Congress, and ends with scientific and engineering program accomplishments. The report covers activities from October 1, 1999, through September 30, 2000. Achievements are highlighted in the Statement of the Administrator and summarized in the Report.

Source record↗
NASA NTRS1977

Space Shuttle Program Orbiter Approach and Landing Test

The orbiter approach and landing test (ALT) reports are published to provide senior NASA management with timely information on ALT program plans and accomplishments. The ALT reports will be comprised of this pre-ALT report, ALT pre-flight memoranda, and an ALT post-flight report following each flight. The purpose of this pre-ALT report is to provide an overview of the ALT program, describing the flight vehicles involved and summarizing the planned flights.

Source record↗
NASA NTRS1972

Space flight operations for world development.

Mission objectives, hardware development efforts, and aspects of international cooperation are covered in an outline of space flight programs planned by the United States for the forthcoming decade. Scientific experiments envisioned for the Apollo 17 mission and for the Skylab program are discussed along with the current status of the joint Apollo/Soyuz test project specified by the U.S.-USSR space agreement of May 1972. The Space Shuttle, Space Tug, and Sortie Laboratory projects are outlined with emphasis on the use of experience and hardware gained in earlier phases of this space program.

Myers, D. D.↗
NASA NTRS1973

Advanced space engine preliminary design

A preliminary design was completed for an O2/H2, 89 kN (20,000 lb) thrust staged combustion rocket engine that has a single-bell nozzle with an overall expansion ratio of 400:1. The engine has a best estimate vacuum specific impulse of 4623.8 N-s/kg (471.5 sec) at full thrust and mixture ratio = 6.0. The engine employs gear-driven, low pressure pumps to provide low NPSH capability while individual turbine-driven, high-speed main pumps provide the system pressures required for high-chamber pressure operation. The engine design dry weight for the fixed-nozzle configuration is 206.9 kg (456.3 lb). Engine overall length is 234 cm (92.1 in.). The extendible nozzle version has a stowed length of 141.5 cm (55.7 in.). Critical technology items in the development of the engine were defined. Development program plans and their costs for development, production, operation, and flight support of the ASE were established for minimum cost and minimum time programs.

Cuffe, J. P. B.↗
NASA NTRS1999

National Aeronautics and Space Administration: 1998 Accountability Report

This Accountability Report summarizes NASA's program accomplishments and its stewardship over budget and financial resources. The report is the culmination of NASA's management process, which begins with mission definition and program planning, continues with formulation and justification of NASA's budgets for the President and Congress, and ends with NASA scientific and engineering program accomplishments. This report covers NASA's activities from October 1, 1997, through September 30, 1998, with discussion of some subsequent events.

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NASA NTRS1999

National Aeronautics and Space Administration 1999 Accountability Report

This Accountability Report consolidates reports required by various statutes and summarizes NASA's program accomplishments and its stewardship over budget and financial resources. It is a culmination of NASA's management process, which begins with mission definition and program planning, continues with the formulation and justification of budgets for the President and Congress, and ends with the resulting scientific and engineering program accomplishments. The report covers activities from October 1, 1998, through September 30, 1999, with a discussion of some subsequent events. Program accomplishments included the deployment and operation of the Chandra X-ray Observatory, the delivery of supplies and equipment needed to live and operate on the International Space Station, and the development of the first global 3-D map of Mars. Achievements are highlighted in the Statement of the Administrator and summarized in the performance section of this report.

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NASA NTRS2001

Report by the International Space Station (ISS) Management and Cost Evaluation (IMCE) Task Force

The International Space Station (ISS) Management and Cost Evaluation Task Force (IMCE) was chartered to conduct an independent external review and assessment of the ISS cost, budget, and management. In addition, the Task Force was asked to provide recommendations that could provide maximum benefit to the U.S. taxpayers and the International Partners within the President's budget request. The Task Force has made the following principal findings: (1) The ISS Program's technical achievements to date, as represented by on-orbit capability, are extraordinary; (2) The Existing ISS Program Plan for executing the FY 02-06 budget is not credible; (3) The existing deficiencies in management structure, institutional culture, cost estimating, and program control must be acknowledged and corrected for the Program to move forward in a credible fashion; (4) Additional budget flexibility, from within the Office of Space Flight (OSF) must be provided for a credible core complete program; (5) The research support program is proceeding assuming the budget that was in place before the FY02 budget runout reduction of $1B; (6) There are opportunities to maximize research on the core station program with modest cost impact; (7) The U.S. Core Complete configuration (three person crew) as an end-state will not achieve the unique research potential of the ISS; (8) The cost estimates for the U.S.-funded enhancement options (e.g., permanent seven person crew) are not sufficiently developed to assess credibility. After these findings, the Task Force has formulated several primary recommendations which are published here and include: (1) Major changes must be made in how the ISS program is managed; (2) Additional cost reductions are required within the baseline program; (3) Additional funds must be identified and applied from the Human Space Flight budget; (4) A clearly defined program with a credible end-state, agreed to by all stakeholders, must be developed and implemented.

Young, A. Thomas↗
NASA NTRS2001

MTF Driven by Plasma Liner Dynamically Formed by the Merging of Plasma Jets: An Overview

One approach for standoff delivery of the momentum flux for compressing the target in MTF consists of using a spherical array of plasma jets to form a spherical plasma shell imploding towards the center of a magnetized plasma, a compact toroid (Figure 1). A 3-year experiment (PLX-1) to explore the physics of forming a 2-D plasma liner (shell) by merging plasma jets is described. An overview showing how this 3-year project (PLX-1) fits into the program plan at the national and international level for realizing MTF for energy and propulsion is discussed. Assuming that there will be a parallel program in demonstrating and establishing the underlying physics principles of MTF using whatever liner is appropriate (e.g. a solid liner) with a goal of demonstrating breakeven by 2010, the current research effort at NASA MSFC attempts to complement such a program by addressing the issues of practical embodiment of MTF for propulsion. Successful conclusion of PLX-1 will be followed by a Physics Feasibility Experiment (PLX-2) for the Plasma Liner Driven MTF.

Thio, Y. C. Francis↗