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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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NASA NTRS2016

International Space Exploration Coordination Group Assessment of Technology Gaps for Dust Mitigation for the Global Exploration Roadmap

The International Space Exploration Coordination Group (ISECG) formed two Gap Assessment teams to evaluate topic discipline areas that had not been worked at an international level to date. Accordingly, the ISECG Technology Working Group (TWG) recommended two discipline areas based on Global Exploration Roadmap (GER) Critical Technology Needs reflected within the GER Technology Development Map (GTDM): Dust Mitigation and LOX/Methane Propulsion, with this paper addressing the former. The ISECG approved the recommended Gap Assessment teams, and tasked the TWG to formulate the new teams with subject matter experts (SMEs) from the participating agencies. The participating agencies for the Dust Mitigation Gap Assessment Team were ASI, CSA, ESA, JAXA, and NASA. The team was asked to identify and make a presentation on technology gaps related to the GER2 mission scenario (including cislunar and lunar mission themes and long-lead items for human exploration of Mars) at the international level. In addition the team was tasked to produce a gap assessment in the form of a summary report and presentation identifying those GER Critical Technology Needs, including opportunities for international coordination and cooperation in closing the identified gaps. Dust is still a principal limiting factor in returning to the lunar surface for missions of any extended duration. However, viable technology solutions have been identified, but need maturation to be available to support both lunar and Mars missions.

dust↗
NASA NTRS2016

JPL's Foundry Furnace: Web-Based Concurrent Engineering for Formulation

The Jet Propulsion Laboratory’s Innovation Foundry is an enterprise tasked with shepherding space mission concepts through the formulation lifecycle. It oversees a number of “virtual teams” for the various stages of formulation. Among these is Team X, which has had considerable success over its more than 20-year history. In a Team X study, domain experts (including engineers devoted to the various spacecraft subsystems) work concurrently and collaboratively over several days to arrive at a feasible point design with a reasonable cost estimate. They use a set of linked Excel workbooks, each developed and approved by a responsible “line organization” within JPL. This toolset has served Team X well over the years, and has evolved since its inception. At the same time, the Innovation Foundry’s portfolio of formulation teams has expanded, and so has the scope of the design challenges they face. The A-Team runs workshop-like architecture studies to focus science investigations, generate mission concepts, assess feasibility, and explore trade spaces. Team Xc performs rapid point design in the style of Team X, but for CubeSats and small spacecraft, using a different toolset. Proposal teams further mature concepts to the point where they can be proposed. Recognizing the importance of trade space modeling combined with new IT services for providing and integrating data, JPL is developing the Foundry Furnace web-based software infrastructure. It will support A-Team, Team Xc, and Team X, providing study management, a catalog of hardware components, a library of re-usable analyses, and a design environment. It is a modernization of JPL’s concurrent engineering infrastructure, embracing the core concepts of Model-Based Systems Engineering, and built with modern software design philosophies.

Murphy, Jonathan↗
NASA NTRS2015

The Asteroid Redirect Mission (ARM)

The National Aeronautics and Space Administration (NASA) is developing a robotic mission to visit a large near-Earth asteroid (NEA), collect a multi-ton boulder from its surface, and redirect it into a stable orbit around the Moon. Once returned to cislunar space in the mid-2020s, astronauts will explore the boulder and return to Earth with samples. This Asteroid Redirect Mission (ARM) is part of NASA's plan to advance the technologies, capabilities, and spaceflight experience needed for a human mission to the Martian system in the 2030s. Subsequent human and robotic missions to the asteroidal material would also be facilitated by its return to cislunar space. Although ARM is primarily a capability demonstration mission (i.e., technologies and associated operations), there exist significant opportunities to advance our knowledge of small bodies in the synergistic areas of science, planetary defense, asteroidal resources and in-situ resource utilization (ISRU), and capability and technology demonstrations. In order to maximize the knowledge return from the mission, NASA is organizing an ARM Investigation Team, which is being preceded by the Formulation Assessment and Support Team. These teams will be comprised of scientists, technologists, and other qualified and interested individuals to help plan the implementation and execution of ARM. An overview of robotic and crewed segments of ARM, including the mission requirements, NEA targets, and mission operations, will be provided along with a discussion of the potential opportunities associated with the mission.

Abell, Paul↗
DOE OSTI2022

Physical Properties of the Salt Waste Processing Next Generation Solvent Formulation

In 2020, a review team examined the risks associated with the implementation of a new solvent formulation, similar to what was used in Modular Caustic-Side Solvent Extraction Unit (MCU). The team identified a number of risks associated with the change and pathways to mitigate some of the risks. SRNL has been tasked with examination and testing of a Salt Waste Processing Facility (SWPF) formulation for a Next Generation Solvent (NGS) intended for use at that facility. This formulation is known as the “$NGS\tiny{OPTIMUM}$”. This formulation consists of: 50 mM MAXCalix; 3 mM TiDG•HCl; 0.65 M Modifier; Remainder Isopar-L™. SRNL examined several physical aspects of this solvent in order to confirm its suitability for use at SWPF, such as viscosity, dispersion, surface tension, and third phase formation. Results indicate no unusual properties of this solvent when compared to the current “BOBCalix” solvent in use at SWPF.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS2024

Exploring the Moon: Preserving the Legacy Through Spacesuit Knowledge Capture and Strategic Communication

NASA is returning to the Moon to stay. To establish a sustained lunar presence, astronauts will pack spacesuits, surface-mobility tools, rovers, and decades’ worth of knowledge. The U.S. Spacesuit Knowledge Capture (SKC) and Strategic Communications (Strat Comm) team is specialized in capturing, preserving, and sharing space-related knowledge with NASA scientists, technicians, engineers, vendors, and the public to support space exploration. Since the SKC Program’s 2007 inception, its focus has been to capture and share valuable spacesuit-related knowledge with the NASA community. As the program evolved, its notoriety, funding, scope, and staffing expanded from a one-person, part-time, unfunded operation to a small-team, funded entity. Currently, this team has been formulated with a diverse skillset to meet the requirements of its stakeholders. The SKC and Strat Comm team has used its skills to produce over 260 recorded knowledge captures of subject-matter experts (SMEs) and photoshoots. These knowledge captures are in the form of photographs, lectures, workshops, vignettes, videos, and interviews containing essential space-related knowledge. To help educate the space community and public, this trove of information (e.g., videos of world-class facilities, photographs, and SME lectures), produced inside NASA Johnson Space Center, can be obtained through various sources. During Fiscal Year 2024, the SKC and Strat Comm team will focus on several initiatives. Examples of initiatives include the following: 1) share lessons learned during NASA’s internal venues such as Safety & Health Day and Day of Remembrance; 2) share knowledge with the public, educators, and students through a media production titled Exploring the Moon; and 3) highlight NASA’s unique capabilities and expertise in a video series titled What’s Behind This Door? This paper discusses the team's approach, unique capture capability, initiatives, and much more.

Cinda Chullen↗
NASA NTRSDate not supplied

Exploring the Moon: Preserving the Legacy Through Spacesuit Knowledge Capture and Strategic Communication

NASA is returning to the Moon to stay. To establish a sustained lunar presence, astronauts will pack spacesuits, surface-mobility tools, rovers, and decades’ worth of knowledge. The U.S. Spacesuit Knowledge Capture (SKC) and Strategic Communications (Strat Comm) team is specialized in capturing, preserving, and sharing space-related knowledge with NASA scientists, technicians, engineers, vendors, and the public to support space exploration. Since the SKC Program’s 2007 inception, its focus has been to capture and share valuable spacesuit-related knowledge with the NASA community. As the program evolved, its notoriety, funding, scope, and staffing expanded from a one-person, part-time, unfunded operation to a small-team, funded entity. Currently, this team has been formulated with a diverse skillset to meet the requirements of its stakeholders. The SKC and Strat Comm team has used its skills to produce over 260 recorded knowledge captures of subject-matter experts (SMEs) and photoshoots. These knowledge captures are in the form of photographs, lectures, workshops, vignettes, videos, and interviews containing essential space-related knowledge. To help educate the space community and public, this trove of information (e.g., videos of world-class facilities, photographs, and SME lectures), produced inside NASA Johnson Space Center, can be obtained through various sources. During Fiscal Year 2024, the SKC and Strat Comm team will focus on several initiatives. Examples of initiatives include the following: 1) share lessons learned during NASA’s internal venues such as Safety & Health Day and Day of Remembrance; 2) share knowledge with the public, educators, and students through a media production titled Exploring the Moon; and 3) highlight NASA’s unique capabilities and expertise in a video series titled What’s Behind This Door? This paper discusses the team's approach, unique capture capability, initiatives, and much more.

Cinda Chullen↗
NASA NTRS2004

Results from an Investigation into Extra-Vehicular Activity (EVA) Training Related Shoulder Injuries

The number and complexity of extravehicular activities (EVAs) required for the completion and maintenance of the International Space Station (ISS) is unprecedented. The training required to successfully complete this magnitude of space walks presents a real risk of overuse musculoskeletal injuries to the EVA crew population. There was mounting evidence raised by crewmembers, trainers, and physicians at the Johnson Space Center (JSC) between 1999 and 2002 that suggested a link between training in the Neutral - Buoyancy Lab (NBL) and the several reported cases of shoulder injuries. The short- and long-term health consequences of shoulder injury to astronauts in training as well as the potential mission impact associated with surgical intervention to assigned EVA crew point to this as a critical problem that must be mitigated. Thus, a multi-directorate tiger team was formed in December of 2002 led by the EVA Office and Astronaut Office at the JSC. The primary objectives of this Tiger Team were to evaluate the prevalence of these injuries and substantiate the relationship to training in the NBL with the crew person operating in the EVA Mobility Unit (EMU). Between December 2002 and June of 2003 the team collected data, surveyed crewmembers, consulted with a variety of physicians, and performed tests. The results of this effort were combined with the vast knowledge and experience of the Tiger Team members to formulate several findings and over fifty recommendations. This paper summarizes those findings and recommendations as well as the process by which these were determined. The Tiger Team concluded that training in the NBL was directly linked to several major and minor shoulder injuries that had occurred. With the assistance of JSC flight surgeons, outside consultants, and the lead crewmember/physician on the team, the mechanisms of injury were determined. These mechanisms were then linked to specific aspects of the hardware design, operational techniques, and the training environment. During the 1999 to 2003 time frame many variables converged to make it impossible to determine with any accuracy which one or two root causes were primarily involved. Therefore a broad range of recommendations was established to prevent future injury to crewmembers training in the NBL in the near term. Many of these recommendations are lessons learned that are essentially timeless and therefore should be passed on to future EVA endeavors to ensure that hardware designs and operational techniques utilized in the future consider the demands of training on the human body here on earth.

Johnson, Brian J.↗
NASA NTRS2001

Institutionalizing Lessons Learned

The NASA Integrated Action Team (NIAT) was formed by the NASA Administrator in March 2000. The purpose of this team was to identify the actions that NASA must take to address systemic findings reported in 4 different anomaly investigations. Team membership represented senior managers from all the field centers and NASA Headquarters. NIAT report addressed 165 findings and developed 17 action plans that are described in five themes: people and teams, technology, risk, formulation rigor, and communications. The NIAT actions present a systems solution for strengthening formulation and implementation of programs and improving the environment for their support. NIAT results included: enhancing success by avoiding failures that could have been prevented through good planning and sound practice; ensuring that prudent risks do not compromise safety; and ensuring that mission risks are objectively assessed, appropriately mitigated and consciously accepted by the program team and customers. Definitions of Faster, Better, Cheaper and Success Criteria were also developed and included as part of the NIAT report. As a result of the NIAT report, program and project management process changes were incorporated into NASA's quality system documentation, including NPG 7120.513, "NASA Program and Project Management Processes and Requirements. This paper describes the NIAT results and the resulting updates to NPG 7120.5 that keep this program and project management description a living process.

McBrayer, Robert O.↗
NASA NTRS2011

Human Exploration Framework Team: Strategy and Status

Human Exploration Framework Team (HEFT) was formulated to create a decision framework for human space exploration that drives out the knowledge, capabilities and infrastructure NASA needs to send people to explore multiple destinations in the Solar System in an efficient, sustainable way. The specific goal is to generate an initial architecture that can evolve into a long term, enterprise-wide architecture that is the basis for a robust human space flight enterprise. This paper will discuss the initial HEFT activity which focused on starting up the cross-agency team, getting it functioning, developing a comprehensive development and analysis process and conducting multiple iterations of the process. The outcome of this process will be discussed including initial analysis of capabilities and missions for at least two decades, keeping Mars as the ultimate destination. Details are provided on strategies that span a broad technical and programmatic trade space, are analyzed against design reference missions and evaluated against a broad set of figures of merit including affordability, operational complexity, and technical and programmatic risk.

High Earth Orbit (HEO),↗
NASA NTRS2015

Implementing NASA's Capability-Driven Approach: Insight into NASA's Processes for Maturing Exploration Systems

NASA is engaged in transforming human spaceflight. The Agency is shifting from an exploration-based program with human activities focused on low Earth orbit (LEO) and targeted robotic missions in deep space to a more sustainable and integrated pioneering approach. Through pioneering, NASA seeks to address national goals to develop the capacity for people to work, learn, operate, live, and thrive safely beyond the Earth for extended periods of time. However, pioneering space involves more than the daunting technical challenges of transportation, maintaining health, and enabling crew productivity for long durations in remote, hostile, and alien environments. This shift also requires a change in operating processes for NASA. The Agency can no longer afford to engineer systems for specific missions and destinations and instead must focus on common capabilities that enable a range of destinations and missions. NASA has codified a capability driven approach, which provides flexible guidance for the development and maturation of common capabilities necessary for human pioneers beyond LEO. This approach has been included in NASA policy and is captured in the Agency's strategic goals. It is currently being implemented across NASA's centers and programs. Throughout 2014, NASA engaged in an Agency-wide process to define and refine exploration-related capabilities and associated gaps, focusing only on those that are critical for human exploration beyond LEO. NASA identified 12 common capabilities ranging from Environmental Control and Life Support Systems to Robotics, and established Agency-wide teams or working groups comprised of subject matter experts that are responsible for the maturation of these exploration capabilities. These teams, called the System Maturation Teams (SMTs) help formulate, guide and resolve performance gaps associated with the identified exploration capabilities. The SMTs are defining performance parameters and goals for each of the 12 capabilities, developing maturation plans and roadmaps for the identified performance gaps, specifying the interfaces between the various capabilities, and ensuring that the capabilities mature and integrate to enable future pioneering missions. By managing system development through the SMTs instead of traditional NASA programs and projects, the Agency is shifting from mission-driven development to a more flexible, capability-driven development. The process NASA uses to establish, integrate, prioritize, and manage the SMTs and associated capabilities is iterative. NASA relies on the Human Exploration and Operation Mission Directorate's SMT Integration Team within Advanced Exploration Systems to coordinate and facilitate the SMT process. The SMT Integration team conducts regular reviews and coordination meetings among the SMTs and has developed a number of tools to help the Agency implement capability driven processes. The SMT Integration team is uniquely positioned to help the Agency coordinate the SMTs and other processes that are making the capability-driven approach a reality. This paper will introduce the SMTs and the 12 key capabilities they represent. The role of the SMTs will be discussed with respect to Agency-wide processes to shift from mission-focused exploration to a capability-driven pioneering approach. Specific examples will be given to highlight systems development and testing within the SMTs. These examples will also show how NASA is using current investments in the International Space Station and future investments to develop and demonstrate capabilities. The paper will conclude by describing next steps and a process for soliciting feedback from the space exploration community to refine NASA's process for developing common exploration capabilities.

Williams-Byrd, Julie↗
NASA NTRS2016

An Overview of NASA's Asteroid Redirect Mission (ARM) Concept

The National Aeronautics and Space Administration (NASA) is developing the Asteroid Redirect Mission (ARM) as a capability demonstration for future human exploration, including use of high-power solar electric propulsion, which allows for the efficient movement of large masses through deep space. The ARM will also demonstrate the capability to conduct proximity operations with natural space objects and crewed operations beyond the security of quick Earth return. The Asteroid Redirect Robotic Mission (ARRM), currently in formulation, will visit a large near-Earth asteroid (NEA), collect a multi-ton boulder from its surface, conduct a demonstration of a slow push planetary defense technique, and redirect the multi-ton boulder into a stable orbit around the Moon. Once returned to cislunar space in the mid-2020s, astronauts aboard an Orion spacecraft will dock with the robotic vehicle to explore the boulder and return samples to Earth. The ARM is part of NASA's plan to advance technologies, capabilities, and spaceflight experience needed for a human mission to the Martian system in the 2030s. The ARM and subsequent availability of the asteroidal material in cis-lunar space, provide significant opportunities to advance our knowledge of small bodies in the synergistic areas of science, planetary defense, and in-situ resource utilization (ISRU). NASA established the Formulation Assessment and Support Team (FAST), comprised of scientists, engineers, and technologists, which supported ARRM mission requirements formulation, answered specific questions concerning potential target asteroid physical properties, and produced a publically available report. The ARM Investigation Team is being organized to support ARM implementation and execution. NASA is also open to collaboration with its international partners and welcomes further discussions. An overview of the ARM robotic and crewed segments, including mission requirements, NEA targets, and mission operations, and a discussion of potential opportunities for participation with the ARM will be provided.

Abell, P. A.↗
DOE OSTI2020

Efficacy and Delivery of Novel FAST Agents for Coronaviruses

We proposed to test and develop advanced delivery for novel agents from our collaborators Facile Accelerated Specific Therapeutics (FAST) platform to reduce coronavirus replication. Sachi Bioworks Inc., Prof. Anushree Chatterjee, and Prof. Prashant Nagpal at the University of Colorado Boulder have developed a bioinformatics and synthesis pipeline to produce sequence specific theranostic agents (agents that can be therapies and/or diagnostics) that are inherently transported into the cytoplasm of mammalian host cells and sequence-specifically interfere in nucleic acid replication. The agent comprises a small nanoparticle (2-5 nm) chosen for ideal cellular transport and/or imaging conjugated to a short, synthetic DNA analog oligomer designed for binding to one or more target viral sequences. The sequence specific binding of the FAST agent to its target prevents nucleic acid replication due to its high affinity binding. While the small nanoparticle facilitates delivery in vitro, we plan to package the FAST agents into a larger nanoparticle (80-300 nm) for future in vivo delivery applications. Our team at Sandia has expertise encapsulating biomolecules including protein, DNA, and RNA into solid lipid nanoparticles (LNP) and lipid coated mesoporous silica nanoparticles (LC-MSN) and shown successful delivery in mouse models to multiple tissues. Our team focused on formulation parameters for FAST agents into lipid nanoparticles (LNP) and lipid coated mesoporous silica nanoparticles (LC-MSN) for enhanced delivery and/or efficacy and in vivo translation. We used lipid formulas that have been shown in literature to facility in vitro and more importantly, in vivo delivery. In our work discussed below, we successfully demonstrate loading and release of FAST agents on silica core and stable LC-MSN in a reasonable size range for in vivo testing.

59 BASIC BIOLOGICAL SCIENCES↗
NASA NTRS2012

Cost-Effective Telemetry and Command Ground Systems Automation Strategy for the Soil Moisture Active Passive (SMAP) Mission

Soil Moisture Active Passive (SMAP) is an Earth-orbiting, remote-sensing NASA mission slated for launch in 2014. The ground data system (GDS) being developed for SMAP is composed of many heterogeneous subsystems, ranging from those that support planning and sequencing to those used for real-time operations, and even further to those that enable science data exchange. A full end-to-end automation of the GDS may result in cost savings during mission operations, but it would require a significant upfront investment to develop such a comprehensive automation. As demonstrated by the Jason-1 and Wide-field Infrared Survey Explorer (WISE) missions, a measure of "lights-out" automation for routine, orbital pass, ground operations can still reduce mission costs through smaller staffing of operators and limiting their working hours. The challenge, then, for the SMAP GDS engineering team, is to formulate an automated operations strategy--and corresponding system architecture -- to minimize operator intervention during routine operations, while balancing the development costs associated with the scope and complexity of automation. This paper discusses the automated operations approach being developed for the SMAP GDS. The focus is on automating the activities involved in routine passes, which limits the scope to real-time operations. A key subsystem of the SMAP GDS -- NASA's AMMOS Mission Data Processing and Control System (AMPCS) -- provides a set of capabilities that enable such automation. Also discussed are the lights-out pass automations of the Jason-1 and WISE missions and how they informed the automation strategy for SMAP. The paper aims to provide insights into what is necessary in automating the GDS operations for Earth satellite missions.

soil moisture↗
NASA NTRS2012

Cost-Effective Telemetry and Command Ground Systems Automation Strategy for the Soil Moisture Active Passive (SMAP) Mission

Soil Moisture Active Passive (SMAP) is an Earth-orbiting, remote-sensing NASA mission slated for launch in 2014.[double dagger] The ground data system (GDS) being developed for SMAP is composed of many heterogeneous subsystems, ranging from those that support planning and sequencing to those used for real-time operations, and even further to those that enable science data exchange. A full end-to-end automation of the GDS may result in cost savings during mission operations, but it would require a significant upfront investment to develop such comprehensive automation. As demonstrated by the Jason-1 and Wide-field Infrared Survey Explorer (WISE) missions, a measure of "lights-out" automation for routine, orbital pass ground operations can still reduce mission cost through smaller staffing of operators and limited work hours. The challenge, then, for the SMAP GDS engineering team is to formulate an automated operations strategy--and corresponding system architecture--to minimize operator intervention during operations, while balancing the development cost associated with the scope and complexity of automation. This paper discusses the automated operations approach being developed for the SMAP GDS. The focus is on automating the activities involved in routine passes, which limits the scope to real-time operations. A key subsystem of the SMAP GDS--NASA's AMMOS Mission Data Processing and Control System (AMPCS)--provides a set of capabilities that enable such automation. Also discussed are the lights-out pass automations of the Jason-1 and WISE missions and how they informed the automation strategy for SMAP. The paper aims to provide insights into what is necessary in automating the GDS operations for Earth satellite missions.

remote-sensing↗