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At least 343 records · Page 19

International Space Station Execution Replanning Process: Trends and Implications

International Space Station is a joint venture. Because of this, ISS execution planning- planning within the week for the ISS requires coordination across multiple partner, and the associated processes and tools to allow this coordination to occur. These processes and tools are currently defined and are extensively used. This paper summarizes these processes, and documents the current data trends associated with these processes and tools, with a focus on the metrics provided from the ISS Planning Product Change Request (PPCR) tool. As NASA's Vision for Space Exploration and general Human spaceflight trends are implemented, the probability of joint venture long duration programs such as ISS, with varying levels of intergovernmental and/or corporate partnership, will increase. Therefore, the results of this PPCR analysis serve as current Lessons learned for the ISS and for further similar ventures.

McCormick, Robet J.↗

NASA's Vision for Potential Energy Reduction from Future Generations of Propulsion Technology

Through a robust partnership with the aviation industry, over the past 50 years NASA programs have helped foster advances in propulsion technology that enabled substantial reductions in fuel consumption for commercial transports. Emerging global trends and continuing environmental concerns are creating challenges that will very likely transform the face of aviation over the next 20-40 years. In recognition of this development, NASA Aeronautics has established a set of Research Thrusts that will help define the future direction of the agency's research technology efforts. Two of these thrusts, Ultra-Efficient Commercial Vehicles and Transition to Low-Carbon Propulsion, serve as cornerstones for the Advanced Air Transport Technology (AATT) project. The AATT project is exploring and developing high-payoff technologies and concepts that are key to continued improvement in energy efficiency and environmental compatibility for future generations of fixed-wing, subsonic transports. The AATT project is primarily focused on the N+3 timeframe, or 3 generations from current technology levels. As should be expected, many of the propulsion system architectures technologies envisioned for N+3 vary significantly from todays engines. The use of batteries in a hybrid-electric configuration or deploying multiple fans distributed across the airframe to enable higher bypass ratios are just two examples of potential advances that could enable substantial energy reductions over current propulsion systems.

Airbreathing Propulsion↗

NASA Support for Commercial Crew Launch Capabilities

Since the earliest days of U.S. human spaceflight, NASA’s Marshall Space Flight Center in Huntsville, Alabama, has played a key role in American crew launch capability, from engineering support for the first Mercury-Redstone launches, to the Saturn launches to the Moon, through Shuttle and now Artemis. Today, Marshall brings that expertise gained through decades of crewed space launches to NASA’s Commercial Crew Program (CCP), providing launch vehicle engineering and programmatic support. The team’s responsibilities have included human certification of commercial launch systems for the CCP missions, including Atlas V and Falcon 9, and verifying each launch vehicle complies with flight certification. MSFC provides expertise in nearly all aspects of launch vehicle design and performance including solid motors and liquid engines, stage propulsion, thrust vector control, structural and dynamics, safety and mission assurance. During each commercial crew launch, an engineering support team is on console at Marshall’s Huntsville Operations Support Center, which has provided launch operations support since Apollo, providing real-time oversight to safety standards for the vehicle and verifying data. Launch vehicle support for Commercial Crew has come as a paradigm shift for the MSFC team, inspiring new approaches that leverage expertise and best practices from past NASA-developed launch vehicle missions, while at the same time providing new synergies from work with commercial partners on CCP. This paper will explore the role that the Marshall launch vehicle services team plays in the Commercial Crew Program, as well as lessons learned from the program that will continue to benefit a new era of spaceflight partnerships.

Commercial Crew↗

Overview of the Millimeter-Wave Thermal Launch System (MTLS) Project

In 2012, DARPA challenged the authors to launch a small thermal rocket into the air using millimeter waves. The resulting 2-year program, the Millimeter-Wave Thermal Launch System (MTLS), has been executed by NASA Ames Research Center and involves partnerships with General Atomics DIII-D Tokamak, the Air Force Research Laboratory, and the Army High Energy Laser Systems Test Facility (HELSTF). We define the MTLS program, describe its challenges, and outline its achievements

Parkin, Kevin Lewis↗

Update: Partnership for the Revitalization of National Wind Tunnel Force Measurement Technology Capability

NASA's Aeronautics Test Program (ATP) chartered a team to examine the issues and risks associated with the lack of funding and focus on force measurement over the past several years, focusing specifically on strain-gage balances. NASA partnered with the U.S. Air Force's Arnold Engineering Development Center (AEDC) to exploit their combined capabilities and take a national level government view of the problem and established the National Force Measurement Technology Capability (NFMTC) project. This paper provides an update on the team's status for revitalizing the government's balance capability with respect to designing, fabricating, calibrating, and using the these critical measurement devices.

Rhew, Ray D.↗

NASA's Management and Utilization of the Small Business Innovative Research (SBIR) Program

The United Space Congress established the SBIR program in 1982 for the following purposes: ( 1) Stimulate technological innovation (2) Increase private-sector commercialization derived from federal R&D (3) Use small business to meet federal R&D needs (4) Foster and encourage participation by disadvantaged persons and women in technological innovation The STTR program was established in 1992 with the additional requirement of having a small business partner with a research institution (usually a university) for the purpose of transferring intellectual property from the research institution to the small business concern for enabling a government technical need and furthering the technological development for the purpose of developing commercial products. The government of Japan has established a program that models portions of the U.S. SBIR and STTR programs. They are very interested in how NASA has been so successful in fulfilling the Congressional objectives of these programs. In particular, they want to understand the management practices and incentives that are provided to enable partnerships between business enterprises, academia and government. The speech will also focus on some of the many successful technologies (on a conceptual level) that have been developed through NASA s SBIR and STTR programs and mechanisms used to promote cooperation between small businesses, large businesses, academia and government agencies within the United States. The speech is on a conceptual level, focusing on U.S. and NASA policies and management implementation practices. No enabling technical discussion will be held.

Mexcur, Winfield Paul↗

NSTTF Voucher Program RPPR-1 (Final Report)

Sandia issued a Request for Proposals (RFP) to solicit proposals from industry, academia, research laboratories, government agencies, and individuals on the use of the National Solar Thermal Test Facility (NSTTF) to increase CSP technology market adoption across the United States. The voucher funds will be used to cover the cost of NSTTF test facilities usage and technical staff support for analysis, design and test planning and execution. Sandia will collect submitted proposals, coordinate their review through DOE SETO, and work in partnership or under contract with the applicants to complete the funded research. Through this program, participants will be supported in their use of the world class facilities and expertise available at the NSTTF at Sandia in Albuquerque, NM to accelerate the advancement of CST technologies toward meeting 2030 SETO goals for CSP. The goals of this semi-annual reporting period were to complete all administrative tasks and contracting, begin testing on three of the vouchers, and report on initial findings. The fourth voucher (University of Michigan) is predicated on the results of an ongoing heat exchanger test that is expected to conclude by the end of FY22.

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Updated Benefits for Humanity from the International Space Station

Final document is attached. In 2018, the International Space Station (ISS) [Figure 1] partnership completed a revision for the third edition of the International Space Station Benefits for Humanity, a compilation of case studies of benefits being realized from ISS activities in the areas of human health, Earth observations and disaster response, innovative technology, global education, and economic development of space. The revision included new assessments of economic value and scientific value with more detail than the second edition. The third edition contains updated statistics on the impacts of the benefits as well as new benefits that have developed since the previous publication. This presentation will summarize the updates on behalf of the ISS Program Science Forum, which consists of senior science representatives across the ISS international partnership. An independent consultant determined the economic valuation (EV) of ISS research benefits case studies and the third edition contains the results. The process involved a preliminary assessment of economic, social, and innovation factors. A more detailed assessment followed, which included factors such as addressable market, market penetration, revenue generation, ability to leverage across other applications or customer groups, quality of life improvements, health benefits, environmental benefits, cultural and community cohesion, inspiration, new knowledge, novel approaches, creation of a unique market niche, and research leadership. Because of the unique microgravity environment of the ISS laboratory, the multidisciplinary and international nature of the research, and the significance of the investment in its development, analyzing ISS scientific impacts is an exceptional challenge. As a result, the ISS partnership determined the scientific valuation (SV) of ISS research using a combination of citation analyses, bibliometrics, and narratives of important ISS utilization results. Approximately 2,100 ISS results publications comprised of scientific journal articles, conference proceedings, and gray literature, representing over 5,000 authors and co-authors on Earth were used in this evaluation to enable the communication of impacts of ISS research on various science and technology fields across many countries. The publication also updates and expands the previously described benefits of research results in the areas of space commerce, technology development, human health, environmental change and disaster response, and education activities. Distinct benefits return to Earth from the only orbiting multidisciplinary laboratory of its kind. The ISS is a stepping-stone for future space exploration while also providing findings that develop low Earth orbit as a place for sustained human activity and improve life on our planet.

research↗

Updated Benefits for Humanity, Third Edition (B4H3), from the International Space Station (ISS)

In 2018, the International Space Station (ISS) [Figure 1] partnership completed a revision for the third edition of the International Space Station Benefits for Humanity, a compilation of case studies of benefits being realized from ISS activities in the areas of human health, Earth observations and disaster response, innovative technology, global education, and economic development of space. The revision included new assessments of economic value and scientific value with more detail than the second edition. The third edition contains updated statistics on the impacts of the benefits as well as new benefits that have developed since the previous publication. This presentation will summarize the updates on behalf of the ISS Program Science Forum, which consists of senior science representatives across the ISS international partnership. An independent consultant determined the economic valuation (EV) of ISS research benefits case studies and the third edition contains the results. The process involved a preliminary assessment of economic, social, and innovation factors. A more detailed assessment followed, which included factors such as addressable market, market penetration, revenue generation, ability to leverage across other applications or customer groups, quality of life improvements, health benefits, environmental benefits, cultural and community cohesion, inspiration, new knowledge, novel approaches, creation of a unique market niche, and research leadership. Because of the unique microgravity environment of the ISS laboratory, the multidisciplinary and international nature of the research, and the significance of the investment in its development, analyzing ISS scientific impacts is an exceptional challenge. As a result, the ISS partnership determined the scientific valuation (SV) of ISS research using a combination of citation analyses, bibliometrics, and narratives of important ISS utilization results. Approximately 2,100 ISS results publications comprised of scientific journal articles, conference proceedings, and gray literature, representing over 5,000 authors and co-authors on Earth were used in this evaluation to enable the communication of impacts of ISS research on various science and technology fields across many countries. The publication also updates and expands the previously described benefits of research results in the areas of space commerce, technology development, human health, environmental change and disaster response, and education activities. Distinct benefits return to Earth from the only orbiting multidisciplinary laboratory of its kind. The ISS is a stepping-stone for future space exploration while also providing findings that develop low Earth orbit as a place for sustained human activity and improve life on our planet.

ISS↗

A Partnership for Global Impact and Resiliency

Many researchers, particularly in the development sector, struggle with connecting their work with on-the-ground users who will benefit from their research. SERVIR, a National Aeronautics and Space Administration (NASA)/ United States Agency for International Development (USAID) joint program strives to “connect space to village” and to reduce through the use of geospatial technology and data. Partnerships with organizations, such as Mercy Corps, are important for connecting to the village level and ensuring that our work is benefiting the most vulnerable communities. Mercy Corps is a global non-governmental, humanitarian and development organization operating in transitional contexts that have undergone, or have been undergoing, various forms of economic, environmental, social and political instabilities. Through the Mercy Corps and SERVIR partnership, we are able to bring together the remote sensing and geospatial technology expertise of SERVIR and the on-the-ground expertise of Mercy Corps. In this talk we will provide additional background of this partnership as well as provide examples of how we have collaborated thus far in the partnership. The partnership spans engagement from connecting one another with our various partners to in-depth collaboration on specific projects. Additionally, we will discuss some of the various goals and outcomes of the partnership that help frame our work together in the present and future.

Muench, Rebekke↗

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C Dempsey↗

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗

Monographs in Aerospace History Series No. 11. Together in Orbit: The Origins of International Participation in the Space Station

This essay is a history and analysis of the steps leading to the origins of the space station partnership between the United States and its closest allies. It traces the process that led to the decision to invite other countries to participate in the project and their reasons for accepting that invitation. Not covered in this account are the difficult negotiations during the 1984-1988 period that led first to an initial set of agreements that allowed the prospective partners to work together during the early stages of the space station program and then to the final set of agreements creating the original space station partnership. Also, the 1993 invitation to the Russian Federation to join the original partners is not discussed, nor are the subsequent negotiations to revise the 1988 agreements.

Logsdon, John M.↗

Technology Development Report: CDDF, Dual Use Partnerships, SBIR/STTR: Fiscal Year 2003 Activities

The FY2003 NASA John C. Stennis Stennis Space Center (SSC) Technology Development Report provides an integrated report of all technology development activities at SSC. This report actually combines three annual reports: the Center Director's Discretionary Fund (CDDF) Program Report, Dual Use Program Report, and the Small Business Innovation Research (SBIR)/Small Business Technology Transfer (STTR) Program Report. These reports are integrated in one document to summarize all technology development activities underway in support of the NASA missions assigned to SSC. The Dual Use Program Report provides a summary review of the results and status of the nine (9) Dual Use technology development partnership projects funded and managed at SSC during FY2003. The objective of these partnership projects is to develop or enhance technologies that will meet the technology needs of the two NASA SSC Mission Areas: Propulsion Test and Earth Science Applications. During FY2003, the TDTO managed twenty (20) SBIR Phase II Projects and two (2) STTR Phase II Projects. The SBIR contracts support low TRL technology development that supports both the Propulsion Test and the Earth Science Application missions. These projects are shown in the SBIR/STTR Report. In addition to the Phase II contracts, the TDTO managed ten (10) SBIR Phase I contracts which are fixed price, six month feasibility study contracts. These are not listed in this report. Together, the Dual Use Projects and the SBIR/STTR Projects constitute a technology development partnership approach that has demonstrated that success can be achieved through the identification of the technical needs of the NASA mission and using various available partnership techniques to maximize resource utilization to achieve mutual technology goals. Greater use of these partnership techniques and the resource leveraging they provide, is a goal of the TDTO, providing more support to meet the technology development needs of the mission areas at SSC.

Bailey, John W.↗

NASA Small Spacecraft Technology Program

This presentation provides an overview of current and recent past technology demonstration missions, University SmallSat Technology Partnership projects, and technology interests for future years.

Roger C. Hunter↗

Investigating Low-Altitude Constellations of Ad-Hoc Lunar PNT System for Distributed Spacecraft Autonomy

In this study, we examine a low-altitude Lunar Position, Navigation, and Timing (LPNT) constellations and the localization performance of Centralized Extended Kalman Filter (CEKF) and Decentralized Extended Kalman Filter (DEKF) algorithms. The primary investigation involves a 100-node swarm operating at a 100 km altitude, in contrast to previous studies that examined a 21-node asset in a frozen-orbit at 5,500 km. The autonomous operation of large-scale swarm is based on two-way Inter-Satellite Link (ISL) measurements, which involve pseudoranges and relative velocities among swarm nodes. We perform a numerical assessment of the two filtering approaches, utilizing ‘fully sampled’ measurements from all available assets as well as ‘two ISL’ measurements where each spacecraft is restricted to only two antennas. This research includes an analysis of CEKF under 2-ISL constraints and evaluates the performance of DEKF in a 100-node swarm, which has not been explored in previous studies. In addition, we examine the impact of increasing the sampling frequency for DEKF, showing that the update cycle can be shortened from a 10-minute interval. A novel approach for ‘2-ISL limited’ DEKF will also be introduced, using a matching formulation that exhaustively enumerates all potential matches. This study provides valuable insights into large-scale distributed swarm operations, considering various filter configurations, sampling frequencies, matching strategies, and scalability of CEKF and DEKF for low-altitude LPNT applications. The Lunar PNT technology plays a key role in providing reliable and robust navigation services on the Moon's surface and the South pole, where the primary Lunar missions are planned. To support upcoming Lunar missions, including small satellites from NASA's Commercial Lunar Payload Services program, the Lunar PNT system must be adaptable to smaller platforms like CubeSats. Driven by the growing involvement of public and private exploration partnerships, the traditional low Earth orbit missions are shifting to beyond geosynchronous orbit [1]. These upcoming missions aim to foster a sustainable and innovative exploration program, in collaboration with commercial and international partners, to facilitate human expansion throughout the solar system and return new knowledge and opportunities to Earth [2]. As part of this trend, there are increasing efforts to utilize science missions in Lunar orbit to develop a non-dedicated and ad-hoc PNT network system. Two traditional approaches, the Deep Space Network (DSN) and the weak signal Global Positioning System (GPS), are established deep-space navigation technologies for missions beyond the geosynchronous orbit. Beginning in 1958, the DSN was developed to communicate with the Explorer 1 spacecraft based on the use of radiometric tracking in spacecraft navigation [3]. The DSN is capable of providing nearly unfettered coverage to spacecraft beyond low-Earth orbit (LEO), however, increased space mission volume has created concerns about future expectations of DSN usage for spacecraft navigation [4]. For cislunar mission applications, the position accuracy using DSN achieves 100 m (3σ) with at least three geometrically diverse ground stations when using radiometric tracking alone [5]. The DSN's dependence on Earth-based ground stations restricts its operational capabilities to periods of Earth visibility. This limitation, coupled with its poor localization performance, renders the DSN unsuitable for future lunar missions that demand continuous tracking and precise positioning. To satisfy the increasing requirements of DSN in Lunar applications, spacecrafts are also required to improve their onboard antenna power and efficiency of the transmission. However, there is an important aggregate cost trade between adding capabilities to every spacecraft and adding to a capacity on the ground that serves multiple spacecraft [6]. A weak GPS system can provide PNT service while the user spacecraft is bound to the Moon, leveraging a single, steerable high gain antenna with the relatively narrow beam which includes all the sources in its field of view [7]. However, the higher the altitude the receiver is above the GPS constellations, the poorer and the weaker are the relative geometry and the received signal powers, respectively, leading to a significant navigation accuracy reduction [8]. The transmitted power becomes weaker with increasing distance from the Earth as well as signals tracked from one of the side lobes of the GPS antenna pattern. As a results, the number of visible satellites and relative geometric condition of the GPS satellites at very high altitude drops dramatically and reduces the navigation solution accuracy. Therefore, the weak GPS system is also not an ideal way to provide PNT service to upcoming Lunar missions when considering its limited geometric condition and the recued navigation accuracy. Another navigation approach on the Moon is being developed, similar to the Global Navigation Satellite System (GNSS) on Earth, aiming to offer navigation service with continuous 24/7 coverage across the entire Lunar surface. For example, lunar communications relay and navigation systems (LCRNS) by NASA and Lunar navigation satellite systems (LNSS) by JAXA are designed to serve as dedicated Position, Navigation, and Timing (PNT) systems for the Moon. However, designing a dedicated LNSS and PNT service involves additional challenges, which are unique to the lunar environment, including limited payload capacity for the CubeSat platform, i.e., the size, weight, and power (SWaP) of the onboard clock, limited lunar ground monitoring stations, and limited financial investment as compared to the legacy Earth-GPS [9]. NASA’s focus on utilizing CubeSat platforms on the Moon leads to an alternative Lunar navigation platform that leverages the existing Lunar science and exploration assets. The small satellites used in Lunar missions can be used to create a low-cost, autonomous, ad-hoc, and on-demand mission-centric Lunar PNT swarm capable of providing PNT services to these low-cost lunar missions [10]. As upcoming Lunar missions will often operate at low-altitude about 30 km to 100 km for scientific observations and mapping purposes, the low-altitude orbital constellations could be employed to create an ad-hoc Lunar PNT system. However, several issues must be addressed, such as the instability of these orbits, which often require maintenance or are only suitable for short-duration missions, operating for fewer than 90 days. Additionally, at an altitude of 100 km, the satellites have a limited period during which they are above the horizon and capable of providing PNT service to users. The implementation of a non-dedicated, ad-hoc Lunar navigation constellation facilitates on-demand PNT services. A preliminary study of ad-hoc Lunar PNT system was conducted using 21 spacecraft in 5,5000 km altitude frozen orbits to test its feasibility and a basic performance of orbital asset localization among ad-hoc Lunar constellations in small satellites format [10]. These swarm assets are designed for autonomous localization with minimal Earth interaction, reducing dependency on bandwidth and ground resources. The design in [10] demonstrated the feasibility of a decentralized PNT approach, specifically employing a DEKF approach for state estimation, which helps minimize onboard operating costs. The DEKF method distributes computation across individual satellites, which lightens the computational load while maintaining accuracy in orbit ephemeris and clock offsets, similar to centralized systems [11]. In a follow-on study [12], each spacecraft was limited to 2 communications antennae, forcing the selection of measurements and scheduling spacecraft activities to perform the measurements. A matching algorithm is implemented to select the best measurements and schedule position estimation updates. The decentralized localization performance is also investigated with increasing levels of network degradation for swarm assets considering the impact of intermittent and permanent communication failure, to demonstrate the robustness and fidelity of the decentralized Lunar PNT service [13]. This study confirmed that the ad-hoc PNT constellations in frozen orbit are highly robust and resilient to communication failures. However, unlike frozen orbit swarm assets, the low-altitude satellites have a limited ground view at an altitude of 100 km, where the ad-hoc Lunar constellation consists of 98 low-altitude satellites, evenly distributed across seven circular polar orbital planes, alongside two satellites in a frozen orbit at an altitude of 5,500 km (Figure 1). Therefore, the number of satellites visible to ground users is significantly limited in low-altitude orbit constellations. As each visibility of a spacecraft remains intact for only a few ticks before it moves out of the field of view, the ground user encounters challenges in maintaining continuous navigation service, resulting in sparse availability and provision of Lunar PNT system. Consequently, service availability is primarily restricted to the Lunar South Pole region (Figure 2). Given these limitations and concerns, the localization performance of low-altitude swarm assets will be assessed in this study. We focus on the investigation of the localization performance of low-altitude swarm assets and ground users near the Lunar South Pole. The overall flow of the Lunar PNT simulation incorporates the DEKF approach of asset localization and the weighted least-squares approach in user localization (Figure 3). The autonomous Lunar PNT simulation is primarily implemented in MATLAB, where the DEKF based on the matching scheduler is implemented with Google’s OR-tools as a model builder and Gurobi optimization tool as a backend solver. The General Mission Analysis Tool (GMAT) is utilized to generate ephemeris data for swarm assets, and accounts for satellite orbital details, mass, and perturbations like solar radiation pressure and drag coefficients. Each ephemeris dataset is produced in the Moon International Celestial Reference Frame (ICRF) inertial coordinate system. For state estimation, the distributed swarm assets rely on two-way Inter-Satellite Link (ISL) measurements, which involve tracking pseudoranges and relative velocities between visible satellites and anchor nodes during each observation. Numerical evaluations of the decentralized localization process are conducted to demonstrate the feasibility of the low-altitude PNT system in providing reliable navigation services. The main approach involves using DEKF and CEKF to localize 100 satellites in low-altitude constellations, where the CEKF is implemented to serve as a baseline for comparing the performance of distributed algorithms. In both cases, we evaluate ‘fully sampled’ measurements from all available assets, and ‘two ISL’ measurements when spacecraft are constrained to have only two antennas. We test four estimation techniques: CEKF fully sampled, CEKF two ISL, DEKF fully sampled, and DEKF two ISL filters. As the DEKF update cycle is comprised of network setup, communication, and computations, a global broadcast network and 2-way ISL network setup will take from 4 to 6 minutes as maximum [12]. In this simulation, the DEKF update cycle is set to 10 minutes, including a 4-minute latency for obtaining and computing the actual measurement updates. We experiment an increased update cycle to demonstrate the feasibility and evaluate the impact on localization performance using various tuning values for measurement noise covariances (Figures 4 and 5). By comparing centralized and decentralized approaches using a matching algorithm, we analyze the influence of cross-correlation factors in the covariance matrix, assuming 100% reliability of all assets and measurements. The increased frequency and the adjustments of tuning parameters reveal distinct error patterns between the two scenarios. The localization accuracy of the swarm assets and ground users is assessed by taking the median error across 100 assets and one ground user (84.9°S, 137.5°E) over 7-day simulation period (Table 1). Since the user localization accuracy is significantly affected by the performance of the swarm assets, it is crucial to maintain high localization accuracy within the swarm. This study will continue to explore decentralized filtering for autonomous LPNT operations, with further investigation of an 'iterative' matching approach which enumerates every valid matching pair, planned for the following month.

Yeji Kim↗

Stepped hosting capacity for maximizing distributed solar on Guam

Guam Power Authority (GPA) sought national lab assistance through the Energy Technology Innovations Partnership Project as part of the second cohort of applicants (i.e. the program’s second year). GPA is leading an effort to evolve the island’s energy generation portfolio to 50% renewable by 2030, and 100% renewable by 2040. These goals for renewable penetration are a function of public law and GPA is legally required to comply, though GPA’s timeline is more aggressive by five years in each case than the law requires.

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