Results for “Strategic Vision” — Page 2

NASA NTRSDate not supplied

Earth Independent Operations Development for NASA’s Mars Campaign Office

NASA’s Moon to Mars Objectives lay out a strategic vision for the future of human spaceflight that culminates in crewed missions to the surface of Mars. The Mars Campaign Office (MCO) of the Moon to Mars Program is responsible for developing the technologies and capabilities necessary to support Mars missions. One such set of technologies supports a need for increased independence from Earth driven primarily by a communications delay between Earth and Mars that can reach twenty minutes or more. This paper lays out the initial strategy and approach for the MCO Earth-Independent Operations (EIO) portfolio and identifies areas targeted for investment between now and Mars missions tentatively planned for the early 2040s.

Ian D Maddox↗

NASA NTRSDate not supplied

Summary of Technical Interchange Meetings (TIMs) Designed to Enable Earth Independent Medical Operations (EIMO)

The Exploration Medical Capability Element (ExMC) in NASA’s Human Research Program hosted a series of TIMs in 2023-2024 designed to stimulate discussion around specific topics with the goal of enabling EIMO. In context of the thematic constituent elements of EIMO, namely pre-mission planning, acute/emergent/prolonged medical decision making, supply/resource management and task load management, subject matter experts from industry, academia and government (NASA and other Agencies) provided valuable and actionable guidance and recommendations. Earth-based medical experts will remain indispensable for pre-mission planning, however, management of acute/emergent medical contingencies will require a gradual transition of medical care and decision making from terrestrial to space-based assets to enable support of astronaut health and performance and reduce overall mission risk. Key to achieving these enhancements is providing an integrated data system platform capable of utilizing multiple data streams in concert with a variety of on-board databases and passive monitoring of video and wearable sensors to enable a multi-modal, agentic AI-based clinical decision support system (CDSS) to support crew medical officer (CMO) medical decision-making. The EIMO series of TIMs (I-V) have proven to be instructive and portend a significant paradigm shift will be necessary to maintain crew health and performance on exploration class missions. Importantly, since the expected paradigm shift will be significantly different from the methods of operation that have been employed for the majority of missions from the inception of human spaceflight to date, any proposed methods must be deployed in the setting of ongoing operations early and be “tested, reviewed and practiced” while reliable back-up is available to facilitate an Enterprise-wide level of comfort and acceptance. Serious constraints on data transmission coupled with a large and expanding universe of on-board medical informatics data streams will necessitate implementation of a CDSS to supplant the current reliance on support provided by ground-based SMEs. Establishment of trust in the system by CMO/crew and the ground-based medical support team will be essential. Co-development of a CDSS with industry partners will assure that state of the art tools can be employed, and industry efficiencies can be leveraged. Training regimens, materials and tools must evolve to be responsive (just-in-time training) and facilitate autonomous execution of procedures. Proficiency metrics should be established and be based on validated competencies or milestones as opposed to a prescribed number of training hours. Training should be prioritized for broad, translatable skills that have universal application across a variety of medical conditions. Repetition was deemed to be the key to achieving proficiency and emphasis should lie in procedural training which is known to extinguish more rapidly than diagnostic skills. Advanced tools, e.g., extended reality, can provide more realistic and effective training. Use of advanced probabilistic risk assessment tools will be essential to optimize the medical system capability while carefully balancing risk relative to mass/power/volume limitations. Importance of factoring use-life of medical supplies and maintaining awareness of redundancy and opportunity to re-purpose under off nominal situations was emphasized. Consideration of adopting optimized performance standards vs. “good-enough” performance thresholds is warranted. The use of legacy systems as opposed to creating new systems may be preferable. Managing task load and associated cognitive load will be essential to maintain operational safety and behavioral health. ExMC aspires to create a shared EIMO paradigm and strategic vision for advancing medical system design through novel technologies, training, protocols, and support capabilities, built upon the spirit of successful strategies and innovations over the past six decades of space medicine operations.

Jay Lemery↗

NASA NTRSDate not supplied

Dynamic Anomaly Response and Integrated Analysis (DARIA): A Fault Investigation Toolset Supporting Earth-Independent Operations in Future Crewed Mars Missions

NASA's Moon to Mars Objectives outline a strategic vision for human spaceflight culminating in crewed missions to Mars. A critical component of this objective is the development of systems that are capable of being Earth-Independent Operated (EIO). A key aspect of EIO is the ability to rapidly detect, diagnose, and respond to anomalies in crew-supporting habitat and connected systems. To address this, the Dynamic Anomaly Response and Integrated Analysis (DARIA) architecture has been developed. DARIA incorporates a network of compact, wireless sensing devices called the System for Telemetry Amalgamation of Multimodal PrognosticS (STAMPS) for increased state awareness of EIO habitats. Able to perform on-the-fly data acquisition, STAMPS are connected to integrated anomaly data dashboards for crew visualization. DARIA is designed to seamlessly integrate into various off-world environments, including the International Space Station, Lunar Gateway, Artemis Base Camp, and future Mars habitats. By leveraging Commercial Off-The-Shelf (COTS) hardware, the NASA Internet of Things (NASA IoT) framework, and EIO fault detection methods, DARIA provides a cost-effective and adaptable solution for anomaly detection and response in EIO habitats.

Diagnostics↗

NASA NTRSDate not supplied

Access to Space for NASA Small Sats: Current and Future Needs

Small spacecraft technology advancements have fundamentally shifted how NASA’s Science Mission Directorate (SMD) executes science investigations. To support this approach, the SMD Rideshare Office (SRO) was established in 2020 to lead the definition and implementation of a directorate-wide rideshare strategy. Serving as the central point of contact for coordinating compatible NASA payloads with launch opportunities, the SRO maximizes science, exploration, and technology return on investment by enabling rideshare or other access to space opportunities for small spacecraft on SMD primary mission launches, VADR commercial launch procurements, and other government agency launch opportunities. As NASA seeks to reduce costs and increase the rate of discovery, small satellites and multi manifest access to space have become integral to achieving the agency’s strategic vision. While NASA has created the above-mentioned mechanisms to expand access to space and achieve lower launch costs for its small satellites, many factors have limited full exploit of the opportunity these mechanisms can bring. NASA continues to evolve its mission cultures and technical requirements to adapt and take advantage of burgeoning commercial launch and rideshare advancements. To do so NASA requires collaboration with small satellite manufacturers, principal investigators, and commercial industry partners. Current needs include technical development and design of structurally robust spacecraft buses capable of withstanding varied launch loads, which will increase rideshare interchangeability and versatility. Further, instrument and spacecraft designs must also evolve to handle diverse launch environments and loads factors, while reducing reliance on complex purge and cleanliness constraints, sensitivities to silicones and hydrocarbons, and magnetic requirements. Continued maturation of small and medium launch providers in the near-term is also essential to drive down costs through competition. The current mission selection cadence often complicates the ability to synchronize multiple missions on a single launch. Future needs can include affordable space maneuverability options such as enhanced spacecraft propulsion systems and unique orbital maneuvering capabilities for our individual smallsats or constellations. These emerging capabilities offer a path to unique science orbits for NASA small satellites, but only under the condition that their cost remains affordable and competitive to accommodate inherently smaller mission budgets. Additionally, the projected surge of multiple SMD small satellites launching simultaneously and to unique deep space science orbits necessitates evaluation of expanding deep space communications capabilities. This presentation provides a comprehensive overview of NASA SMD’s access to space landscape and offers further unique insights and discussion, backed by NASA rideshare experiences and lessons learned, on the current and future developments required to unleash the full potential of rideshare opportunities.

Rideshare↗

NASA NTRSDate not supplied

NASA's Small Spacecraft and Distributed Systems: Development and Demonstration of Technologies Enabling Swarms and New Spacecraft Platforms with AI and Edge Computing

NASA’s Small Spacecraft & Distributed Systems (SSDS) within the Research and Technology Mission Directorate (RTMD) expands U.S. capability to execute unique missions through targeted investment, rapid development, and flight demonstration of small spacecraft technologies applicable to exploration, science and the commercial space sector. SSDS strategically invests in technology development and on-orbit demonstrations executed across NASA, other government agencies, industry, and academia. The program’s University SmallSat Technology Partnerships initiative awards academic researchers with the opportunity to collaborate with NASA to mature innovative technology. Capabilities aligned with RTMD’s technology shortfalls and interests - power, processing, propulsion, sensors, communications, autonomous navigation, architectures, and advanced applications like artificial intelligence (AI), machine learning, and edge computing - are prioritized in SSDS investments. These investments enable distributed, autonomous, and cooperative small spacecraft systems that support swarm missions extending beyond low Earth orbit into cislunar and deep space. This paper highlights representative SSDS flight demonstrations that mature these capabilities to enable a future operational infrastructure needed to support sustained exploration of the Moon and beyond. SSDS’s investment strategy emphasizes rapid development and on-orbit demonstration to validate spacecraft technologies required for swarms and distributed mission architectures. The Starling swarm technology demonstration mission exemplifies this approach by advancing distributed spacecraft autonomy, cooperative operations, and space situational awareness. Extended flight testing and ongoing studies of next generation swarm configurations and on-orbit space traffic monitoring and management continue to inform future swarm designs. DiskSat’s four-spacecraft demonstration mission represents SSDS’s strategic vision to expand the design space for future small spacecraft through its commitment to advance novel platform concepts that can impact how science is performed on orbit. Continuing to invest in future platforms, the notional PY12 concept is a 12-spacecraft swarm hosting neuromorphic processors and is envisioned as an on-orbit testbed for AI, edge computing, and positioning, navigation and timing technologies. SSDS also invests in single-spacecraft technology demonstrations that underpin the success of future swarm missions and accelerate the availability of validated technologies across the small spacecraft ecosystem. Examples of such demonstrations include Pathfinder Technology Demonstrator-3 (PTD-3), which performed high-rate optical communications; PTD-R, which demonstrated a camera capable of simultaneous ultraviolet and short-wave infrared optical sensing; and CAPSTONE, the Cislunar Autonomous Positioning System Technology and Operations Navigation Experiment, which validated autonomous navigation in cislunar space. Collectively, SSDS-funded demonstrations advance capabilities across swarms and illustrate a coordinated investment strategy to mature high-impact technologies required for autonomous, distributed, and cooperative small spacecraft systems for low Earth orbit, cislunar, and deep space applications. Technology demonstrations strengthen SSDS partnerships with industry, academia, and other government agencies, and promote small spacecraft community adoption of capabilities required to close technical gaps for swarm missions.

Jan Stupl↗

NASA NTRSDate not supplied

Access to Space for NASA SmallSats: Current and Future Needs

Small spacecraft technology advancements have fundamentally shifted how NASA’s Science Mission Directorate (SMD) executes science investigations. To support this approach, the SMD Rideshare Office (SRO) was established in 2020 to lead the definition and implementation of a directorate-wide rideshare strategy. Serving as the central point of contact for coordinating compatible NASA payloads with launch opportunities, the SRO maximizes science, exploration, and technology return on investment by enabling rideshare or other access to space opportunities for small spacecraft on SMD primary mission launches, VADR commercial launch procurements, and other government agency launch opportunities. As NASA seeks to reduce costs and increase the rate of discovery, small satellites and multi manifest access to space have become integral to achieving the agency’s strategic vision. While NASA has created the above-mentioned mechanisms to expand access to space and achieve lower launch costs for its small satellites, many factors have limited full exploit of the opportunity these mechanisms can bring. NASA continues to evolve its mission cultures and technical requirements to adapt and take advantage of burgeoning commercial launch and rideshare advancements. To do so NASA requires collaboration with small satellite manufacturers, principal investigators, and commercial industry partners. Current needs include technical development and design of structurally robust spacecraft buses capable of withstanding varied launch loads, which will increase rideshare interchangeability and versatility. Further, instrument and spacecraft designs must also evolve to handle diverse launch environments and loads factors, while reducing reliance on complex purge and cleanliness constraints, sensitivities to silicones and hydrocarbons, and magnetic requirements. Continued maturation of small and medium launch providers in the near-term is also essential to drive down costs through competition. The current mission selection cadence often complicates the ability to synchronize multiple missions on a single launch. Future needs can include affordable space maneuverability options such as enhanced spacecraft propulsion systems and unique orbital maneuvering capabilities for our individual smallsats or constellations. These emerging capabilities offer a path to unique science orbits for NASA small satellites, but only under the condition that their cost remains affordable and competitive to accommodate inherently smaller mission budgets. Additionally, the projected surge of multiple SMD small satellites launching simultaneously and to unique deep space science orbits necessitates evaluation of expanding deep space communications capabilities. This presentation provides a comprehensive overview of NASA SMD’s access to space landscape and offers further unique insights and discussion, backed by NASA rideshare experiences and lessons learned, on the current and future developments required to unleash the full potential of rideshare opportunities.

Rideshare↗

NASA NTRSDate not supplied

NASA's Small Spacecraft and Distributed Systems: Development and Demonstration of Technologies Enabling Swarms and New Spacecraft Platforms with AI and Edge Computing

NASA’s Small Spacecraft & Distributed Systems (SSDS) within the Research and Technology Mission Directorate (RTMD) expands U.S. capability to execute unique missions through targeted investment, rapid development, and flight demonstration of small spacecraft technologies applicable to exploration, science and the commercial space sector. SSDS strategically invests in technology development and on-orbit demonstrations executed across NASA, other government agencies, industry, and academia. The program’s University SmallSat Technology Partnerships initiative awards academic researchers with the opportunity to collaborate with NASA to mature innovative technology. Capabilities aligned with RTMD’s technology shortfalls and interests - power, processing, propulsion, sensors, communications, autonomous navigation, architectures, and advanced applications like artificial intelligence (AI), machine learning, and edge computing - are prioritized in SSDS investments. These investments enable distributed, autonomous, and cooperative small spacecraft systems that support swarm missions extending beyond low Earth orbit into cislunar and deep space. This paper highlights representative SSDS flight demonstrations that mature these capabilities to enable a future operational infrastructure needed to support sustained exploration of the Moon and beyond. SSDS’s investment strategy emphasizes rapid development and on-orbit demonstration to validate spacecraft technologies required for swarms and distributed mission architectures. The Starling swarm technology demonstration mission exemplifies this approach by advancing distributed spacecraft autonomy, cooperative operations, and space situational awareness. Extended flight testing and ongoing studies of next generation swarm configurations and on-orbit space traffic monitoring and management continue to inform future swarm designs. DiskSat’s four-spacecraft demonstration mission represents SSDS’s strategic vision to expand the design space for future small spacecraft through its commitment to advance novel platform concepts that can impact how science is performed on orbit. Continuing to invest in future platforms, the notional PY12 concept is a 12-spacecraft swarm hosting neuromorphic processors and is envisioned as an on-orbit testbed for AI, edge computing, and positioning, navigation and timing technologies. SSDS also invests in single-spacecraft technology demonstrations that underpin the success of future swarm missions and accelerate the availability of validated technologies across the small spacecraft ecosystem. Examples of such demonstrations include Pathfinder Technology Demonstrator-3 (PTD-3), which performed high-rate optical communications; PTD-R, which demonstrated a camera capable of simultaneous ultraviolet and short-wave infrared optical sensing; and CAPSTONE, the Cislunar Autonomous Positioning System Technology and Operations Navigation Experiment, which validated autonomous navigation in cislunar space. Collectively, SSDS-funded demonstrations advance capabilities across swarms and illustrate a coordinated investment strategy to mature high-impact technologies required for autonomous, distributed, and cooperative small spacecraft systems for low Earth orbit, cislunar, and deep space applications. Technology demonstrations strengthen SSDS partnerships with industry, academia, and other government agencies, and promote small spacecraft community adoption of capabilities required to close technical gaps for swarm missions.

Jan Stupl↗

NASA NTRS2003

U.S. Climate Change Science Program. Vision for the Program and Highlights of the Scientific Strategic Plan

The vision document provides an overview of the Climate Change Science Program (CCSP) long-term strategic plan to enhance scientific understanding of global climate change.This document is a companion to the comprehensive Strategic Plan for the Climate Change Science Program. The report responds to the Presidents direction that climate change research activities be accelerated to provide the best possible scientific information to support public discussion and decisionmaking on climate-related issues.The plan also responds to Section 104 of the Global Change Research Act of 1990, which mandates the development and periodic updating of a long-term national global change research plan coordinated through the National Science and Technology Council.This is the first comprehensive update of a strategic plan for U.S. global change and climate change research since the origal plan for the U.S. Global Change Research Program was adopted at the inception of the program in 1989.

Climate change↗

NASA NTRS2005

NASA Strategic Roadmap Summary Report

In response to the Vision, NASA commissioned strategic and capability roadmap teams to develop the pathways for turning the Vision into a reality. The strategic roadmaps were derived from the Vision for Space Exploration and the Aldrich Commission Report dated June 2004. NASA identified 12 strategic areas for roadmapping. The Agency added a thirteenth area on nuclear systems because the topic affects the entire program portfolio. To ensure long-term public visibility and engagement, NASA established a committee for each of the 13 areas. These committees - made up of prominent members of the scientific and aerospace industry communities and senior government personnel - worked under the Federal Advisory Committee Act. A committee was formed for each of the following program areas: 1) Robotic and Human Lunar Exploration; 2) Robotic and Human Exploration of Mars; 3) Solar System Exploration; 4) Search for Earth-Like Planets; 5) Exploration Transportation System; 6) International Space Station; 7) Space Shuttle; 8) Universe Exploration; 9) Earth Science and Applications from Space; 10) Sun-Solar System Connection; 11) Aeronautical Technologies; 12) Education; 13) Nuclear Systems. This document contains roadmap summaries for 10 of these 13 program areas; The International Space Station, Space Shuttle, and Education are excluded. The completed roadmaps for the following committees: Robotic and Human Exploration of Mars; Solar System Exploration; Search for Earth-Like Planets; Universe Exploration; Earth Science and Applications from Space; Sun-Solar System Connection are collected in a separate Strategic Roadmaps volume. This document contains memebership rosters and charters for all 13 committees.

Wilson, Scott↗

NASA NTRS2009

Strategies For Human Exploration Leading To Human Colonization of Space

Enabling the commercial development of space is key to the future colonization of space and key to a viable space exploration program. Without commercial development following in the footsteps of exploration it is difficult to justify and maintain public interest in the efforts. NASA's exploration program has suffered from the lack of a good commercial economic strategy for decades. Only small advances in commercial space have moved forward, and only up to Earth orbit with the commercial satellite industry. A way to move beyond this phase is to begin the establishment of human commercial activities in space in partnership with the human exploration program. In 2007 and 2008, the authors researched scenarios to make space exploration and commercial space development more feasible as part of their graduate work in the Space Architecture Program at the Sasakawa International Center for Space Architecture at the University of Houston, Houston, Texas. Through this research it became apparent that the problems facing future colonization are much larger than the technology being developed or the international missions that our space agencies are pursuing. These issues are addressed in this paper with recommendations for space exploration, commercial development, and space policy that are needed to form a strategic plan for human expansion into space. In conclusion, the authors found that the current direction in space as carried out by our space agencies around the world is definitely needed, but is inadequate and incapable of resolving all of the issues that inhibit commercial space development. A bolder vision with strategic planning designed to grow infrastructures and set up a legal framework for commercial markets will go a long way toward enabling the future colonization of space.

Smitherman, David↗

NASA NTRS2005

Flight Testing an Integrated Synthetic Vision System

NASA's Synthetic Vision Systems (SVS) project is developing technologies with practical applications to eliminate low visibility conditions as a causal factor to civil aircraft accidents while replicating the operational benefits of clear day flight operations, regardless of the actual outside visibility condition. A major thrust of the SVS project involves the development/demonstration of affordable, certifiable display configurations that provide intuitive out-the-window terrain and obstacle information with advanced pathway guidance for transport aircraft. The SVS concept being developed at NASA encompasses the integration of tactical and strategic Synthetic Vision Display Concepts (SVDC) with Runway Incursion Prevention System (RIPS) alerting and display concepts, real-time terrain database integrity monitoring equipment (DIME), and Enhanced Vision Systems (EVS) and/or improved Weather Radar for real-time object detection and database integrity monitoring. A flight test evaluation was jointly conducted (in July and August 2004) by NASA Langley Research Center and an industry partner team under NASA's Aviation Safety and Security, Synthetic Vision System project. A Gulfstream GV aircraft was flown over a 3-week period in the Reno/Tahoe International Airport (NV) local area and an additional 3-week period in the Wallops Flight Facility (VA) local area to evaluate integrated Synthetic Vision System concepts. The enabling technologies (RIPS, EVS and DIME) were integrated into the larger SVS concept design. This paper presents experimental methods and the high level results of this flight test.

Kramer, Lynda J.↗

NASA NTRS2007

Concepts and Benefits of Lunar Core Drilling

Understanding lunar material at depth is critical to nearly every aspect of NASA s Vision and Strategic Plan. As we consider sending human s back to the Moon for brief and extended periods, we will need to utilize lunar materials in construction, for resource extraction, and for radiation shielding and protection. In each case, we will be working with materials at some depth beneath the surface. Understanding the properties of that material is critical, thus the need for Lunar core drilling capability. Of course, the science benefit from returning core samples and operating down-hole autonomous experiments is a key element of Lunar missions as defined by NASA s Exploration Systems Architecture Study. Lunar missions will be targeted to answer specific questions concerning lunar science and re-sources.

McNamara, K. M.↗

NASA NTRS2019

Earth Science Technology Office (ESTO) New Observing Strategies (NOS) and NOS-Testbed (NOS-T)

With the advancement of space hardware technologies such as smaller spacecraft, component and instrument miniaturization and high performance space processors, and with the advancement of software technologies in artificial intelligence, big data analysis and autonomous decision making, Earth Science is looking at novel ways to observe phenomena that previously could not have been studied or would have been too expensive to study with traditional missions. In particular, the New Observing Strategies (NOS) component of the NASA Earth Science Technology Office (ESTO) Advanced Information Systems Technology (AIST) Program aims at leveraging these novel technologies as well as low cost and easy access to space to acquire multi-temporal or simultaneous multi-angular, multi-locations, multi-resolution and multi-spectral observations that will provide better multi-source measurements and will build a more dynamic and comprehensive picture of Earth Science phenomena that need to be studied and analyzed. For applications such as water resources management, air quality monitoring, biodiversity studies or disaster management, NOS will integrate the use of small instruments, small spacecraft, constellations of spacecraft and networks of sensors to design new missions that will provide the necessary measurements to improve future forecast and science modeling systems.Measurement acquisition will therefore be approached as a system of systems rather than on a mission basis, and a system of this complexity should not be expected to work without full integration and experimental characterization. Although most of the individual technologies enabling to link and coordinate multi-source observations are more or less mature, a few technologies need to be developed and all of them need to be integrated and tested as a system. In order for this validation to occur, the AIST Program is developing the NOS Testbed that includes 3 main goals:1.Validate novel NOS technologies, independently and as a system2.Demonstrate novel distributed operations concepts3.Socialize new Distributed Spacecraft Mission (DSM) and SensorWeb (SW) technologies and concepts to the science community by significantly retiring the risk of integrating these new technologies.The NOS Testbed will consist of multiple sensing nodes, simulated or actual, representing space, air and/or ground measurements, that are interconnected by a communications fabric (infrastructure that permits nodes to transmit and receive data between one another and interact with each other). Each node will be supported by hardware capabilities required to perform nodes monitoring and command & control, as well as intelligent "onboard" computing. The nodes will work together in a collaborative manner to demonstrate optimal science capabilities. The testbed will enable to validate technologies such as inter-node communication models, techniques and protocols; inter-node coordination; real-time data fusion and understanding; planning; sensor re-targeting; etc. Additionally, the testbed will have the capability to interact with various mission design tools, OSSEs and one or several forecast models. More details about the NOS Testbed will be presented at the confererence.

Earth Science missions; Advanced information Syste↗

NASA NTRS2019

New Observing Strategy (NOS) for Future Earth Science Missions

One of the new thrusts of the Earth Science Technology Office (ESTO) Advanced Information Systems Technology (AIST) Program is the New Observing Strategy (NOS) thrust. Its goal is to provide a framework for identifying technology advances needed to exploit newly available observational capabilities, particularly to enable the development of the information technologies needed to support planning, evaluating, implementing, and operating dynamic, multi-element sets of observing assets. In this paper, we will introduce relevant NOS terminology and some key concepts before describing the objectives, driving factors and technology goals of this new thrust.

Advanced Information Systems↗

NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) KM Initiative

NASA Marshall Space Flight Center s Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities with in the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center Of Excellence (AISCE), Intergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KM implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to support the planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have been performed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural/KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level systems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗

NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) Knowledge Management (KM) Initiative

NASA Marshall Space Flight Center's Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities within the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center of Excellence (AISCE), lntergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KNI implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to suppo~th e planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have beon pedormed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural1KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level svstems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, - evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗

NASA NTRS2015

Pathways Final Presentation

This Power Point Presentation is a mandatory requirement for Pathway's Interns to complete prior to both graduation and full-time conversion to work as a regular NASA employee. This presentation briefly outlines Mercedes Zuk's duties and experiences during her first semester as a Pathway's Intern during the Spring 2015 rotation. This presentation discusses projects and work accomplished by Mrs. Zuk while working at NASA. The presentation further discusses the NASA Engineering Directorate and alignment with NASA's Vision, Mission, and Strategic Plan.

Engineering Directorate↗

NASA NTRS2018

Vision 2040: A Roadmap for Integrated, Multiscale Modeling and Simulation of Materials and Systems

Over the last few decades, advances in high-performance computing, new materials characterization methods, and, more recently, an emphasis on integrated computational materials engineering (ICME) and additive manufacturing have been a catalyst for multiscale modeling and simulation-based design of materials and structures in the aerospace industry. While these advances have driven significant progress in the development of aerospace components and systems, that progress has been limited by persistent technology and infrastructure challenges that must be overcome to realize the full potential of integrated materials and systems design and simulation modeling throughout the supply chain. As a result, NASA's Transformational Tools and Technology (TTT) Project sponsored a study (performed by a diverse team led by Pratt & Whitney) to define the potential 25-year future state required for integrated multiscale modeling of materials and systems (e.g., load-bearing structures) to accelerate the pace and reduce the expense of innovation in future aerospace and aeronautical systems. This report describes the findings of this 2040 Vision study (e.g., the 2040 vision state; the required interdependent core technical work areas, Key Element (KE); identified gaps and actions to close those gaps; and major recommendations) which constitutes a community consensus document as it is a result of over 450 professionals input obtain via: 1) four society workshops (AIAA, NAFEMS, and two TMS), 2) community-wide survey, and 3) the establishment of 9 expert panels (one per KE) consisting on average of 10 non-team members from academia, government and industry to review, update content, and prioritize gaps and actions. The study envisions the development of a cyber-physical-social ecosystem comprised of experimentally verified and validated computational models, tools, and techniques, along with the associated digital tapestry, that impacts the entire supply chain to enable cost-effective, rapid, and revolutionary design of fit-for-purpose materials, components, and systems. Although the vision focused on aeronautics and space applications, it is believed that other engineering communities (e.g., automotive, biomedical, etc.) can benefit as well from the proposed framework with only minor modifications. Finally, it is TTT's hope and desire that this vision provides the strategic guidance to both public and private research and development decision makers to make the proposed 2040 vision state a reality and thereby provide a significant advancement in the United States global competitiveness.

multi-scale modeling↗