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NASA NTRS2024

Alignment of NASA’s Human System Risks with Technological Capability Gaps to Enable Integrated Research and Technology Development Strategic Planning

BACKGROUND: Radiation, reduced gravity, distance from earth, isolation and confinement, and habitation within artificially created and controlled life support environments are hazards that present risk to human space explorers. NASA’s Human System Risk Board (HSRB) maintains a set of twenty-nine different Human System Risks with subject matter experts from across the agency providing regular updates to the estimated likelihood and consequence associated with each risk. The Human Research Program (HRP) has historically used these risk classifications as a primary basis for identifying and prioritizing human research investments aimed at characterizing and/or mitigating the respective human system risks. In many cases, technology development is required to mature and validate risk mitigation strategies, however, NASA’s primary technology development programs have not typically used Human System Risks as a basis for strategic planning. A primary function of the Environmental Control and Life Support Systems (ECLSS) – Crew Health and Performance (CHP) System Capability Leadership Team (SCLT) is to continually identify, review, and update technological capability gaps and to establish and oversee multiyear strategic roadmaps aimed at guiding NASA’s technology development priorities in these areas. These roadmaps are intended to be agency-wide and independent of any program, directorate, or other organization within NASA. DESCRIPTION: The SCLT and HRP collaborated to establish a set of Human System Capability Gaps, which establish a formal linkage between the capability gaps used to prioritize investments across much of NASA, and the Human System Risks that are primarily used to inform and prioritize human research. This set of twenty-eight gaps was developed by subject matter experts, and each gap mapped to the primary associated Human System Risks. The gaps and risk mapping were then reviewed and approved via the HSRB, thereby formally aligning the research-focused Human System Risks with the technology-focused capability gaps. DISCUSSION: This effort has enabled development of integrated roadmaps and budget coordination with research and technology development activities that are formally linked to agency-recognized capability gaps and Human System Risks. Close and ongoing coordination between the SCLT, HRP, Mars Campaign Office, and the Health & Medical Technical Authority (HMTA) is essential to ensure alignment and prioritization of CHP-related research and technology development to enable NASA’s future exploration missions.

Andrew F J Abercromby↗
NASA NTRS1999

Management of Guidance, Navigation, and Control Technologies for Spacecraft Formations Under the NASA Cross Enterprise Technology Development Program (CETDP)

Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.

Hartman, Kathy↗
NASA NTRS1999

Management of Guidance, Navigation and Control Technologies for Spacecraft Formations under the NASA Cross-Enterprise Technology Development Program (CETDP)

Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.

Hartman, Kathy↗
NASA NTRS2002

Summary of Recent Results from NASA's Space Solar Power (SSP) Programs and the Current Capabilities of Microwave WPT Technology

The concept of placing enormous solar power satellite (SPS) systems in space represents one of a handful of new technological options that might provide large-scale, environmentally clean base load power into terrestrial markets. In the US, the SPS concept was examined extensively during the late 1970s by the U.S. Department of Energy (DOE) and the National Aeronautics and Space Administration (NASA). More recently, the subject of space solar power (SSP) was reexamined by NASA from 1995-1997 in the "fresh look" study, and during 1998 in an SSP "concept definition study". As a result of these efforts, in 1999-2000, NASA undertook the SSP Exploratory Research and Technology (SERT) program which pursued preliminary strategic technology research and development to enable large, multi-megawatt SSP systems and wireless power transmission (WPT) for government missions and commercial markets (in-space and terrestrial). During 2001-2002, NASA has been pursuing an SSP Concept and Technology Maturation (SCTM) program follow-on to the SERT, with special emphasis on identifying new, high-leverage technologies that might advanced the feasibility of future SSP systems. In addition, in 2001, the U.S. National Research Council (NRC) released a major report providing the results of a peer review of NASA's SSP strategic research and technology (R&T) road maps. One of the key technologies needed to enable the future feasibility of SSP/SPS is that of wireless power transmission. Advances in phased array antennas and rectennas have provided the building blocks for a realizable WPT system. These key components include the dc-RF converters in the transmitter, the retrodirective beam control system, and the receiving rectenna. Each subject is briefly covered, and results from the SERT program that studied a 5.8 GHz SPS system are presented. This paper presents a summary results from NASA's SSP efforts, along with a summary of the status of microwave WPT technology development.

McSpadden, James↗
NASA NTRS1993

Strategic avionics technology definition studies. Subtask 3-1A: Electrical Actuation (ELA) systems

Electrical actuator (ELA) power efficiency and requirements are examined for space system application. Requirements for Space Shuttle effector systems are presented, along with preliminary ELA trades and selection to form a preliminary ELA system baseline. Power and energy requirements for this baseline ELA system are applicable to the Space Shuttle and similar space vehicles.

Pond, Charles L.↗
NASA NTRS1994

Strategic avionics technology definition studies. Subtask 3-1A3: Electrical Actuation (ELA) Systems Test Facility

Future aerospace vehicles will require use of the Electrical Actuator systems for flight control elements. This report presents a proposed ELA Test Facility for dynamic evaluation of high power linear Electrical Actuators with primary emphasis on Thrust Vector Control actuators. Details of the mechanical design, power and control systems, and data acquisition capability of the test facility are presented. A test procedure for evaluating the performance of the ELA Test Facility is also included.

Rogers, J. P.↗
NASA NTRSDate not supplied

NASA Envisioned Future Priorities for In Situ Resource Utilization

A major objective of the United States National Aeronautics and Space Administration’s Artemis program is to create a sustainable human lunar exploration program through the establishment of lunar infrastructure and commercial space operations. A key aspect in achieving this objective is characterizing the resources that exist on the Moon and Mars, and learning how to utilize them to create products for crew, power, transportation, and infrastructure growth. Commonly known as In Situ Resource Utilization (ISRU), the ability to make products from local materials instead of bringing everything from Earth has the potential to significantly reduce mission costs, mass, risks, and dependency on Earth. To achieve this vision, NASA’s Space Technology Mission Directorate (STMD) established a strategic framework, called the Strategic Technology Architecture Roundtable (STAR) process, to coordinate development of critical capabilities around four major Thrusts (Go, Land, Live, and Explore). To guide and drive the development of critical mission capabilities, the STAR process involves establishing a ‘grand vision’ known as an Envisioned Future for each of these capabilities. For ISRU, the Envisioned Future is “Scalable ISRU production/utilization capabilities including sustainable commodities on the lunar and Mars Surface”. This paper will discuss the STAR process, and the strategic plan and near-term priorities for achieving the ISRU Envisioned Future.

In Situ Resources Utilization↗
NASA NTRS2020

Improvement of Shelf Life for Space Food Through a Hurdle Approach

The processed and prepackaged spaceflight food system is a critical human support system for manned space flights. As missions extend longer and farther from Earth over the next 20 years, strategies to stabilize the nutritional and sensory quality of food must be identified. For a mission to Mars, the space foods themselves must maintain quality for up to 5 years to align with cargo prepositioning scenarios. Optimizing the food system to achieve a 5-year shelf life mitigates the risk of an inadequate food system during extended missions. Because previous attempts to determine a singular pathway to a 5-year shelf life for food were unsuccessful, this investigation combines several approaches, based on science, technological advancement, and past empirical evidence, that will define the prepackaged food system for long duration missions. This study supports the Advanced Food Technology strategic planning process by identifying food processing, packaging, and storage technologies that will be required for exploration missions and the extent that they must be implemented to achieve a 5-year shelf life for the entire food system.

Sirmons, T. A.↗
NASA NTRS2000

Preliminary Results From NASA's Space Solar Power Exploratory Research and Technology Program

Large solar power satellite (SPS) systems that might provide base load power into terrestrial markets were examined extensively in the 1970s by the US Department of Energy (DOE) and the National Aeronautics and Space Administration (NASA). Following a hiatus of about 15 years, the subject of space solar power (SSP) was reexamined by NASA from 1995-1997 in the "fresh look" study, and during 1998 in an SSP "concept definition study". As a result of these efforts, during 1999-2000, NASA has been conducting the SSP Exploratory Research and Technology (SERT) program. The goal of the SERT activity has been to conduct preliminary strategic technology research and development to enable large, multi-megawatt SSP systems and wireless power transmission (WPT) for government missions and commercial markets (in-space and terrestrial). In pursuing that goal, the SERT: (1) refined and modeled systems approaches for the utilization of SSP concepts and technologies, ranging from the near-term (e.g., for space science, exploration and commercial space applications) to the far-term (e.g., SSP for terrestrial markets), including systems concepts, architectures, technology, infrastructure (e.g. transportation), and economics; (2) conducted technology research, development and demonstration activities to produce "proof-of-concept" validation of critical SSP elements for both nearer and farther-term applications; and (3) engendered the beginnings of partnerships (nationally and internationally) that could be expanded, as appropriate, to pursue later SSP technology and applications. Through these efforts, the SERT should allow better informed future decisions regarding further SSP and related technology research and development investments by both NASA and prospective partners, and guide further definition of technology roadmaps - including performance objectives, resources and schedules, as well as "multi-purpose" applications (e.g., commerce, science, and government). This paper presents preliminary results from the SERT effort at a summary level, including the study approach, SPS concepts, applications findings, and concludes with a revised assessment of the prospects for solar power satellites using SSP technologies and systems.

Howell, Joe T.↗
NASA NTRS2008

Grading NASA's Solar System Exploration Program: A Midterm Report

The Committee on Assessing the Solar System Exploration Program has reviewed NASA's progress to date in implementing the recommendations made in the National Research Council's (NRC's) solar system exploration decadal survey covering the period 2003-2013, New Frontiers in the Solar System, and in its Mars Architecture report, Assessment of NASA s Mars Architecture 2007-2016. The committee assessed NASA's progress with respect to each individual recommendation in these two reports, assigning an academic-style grade, explaining the rationale for the grade and trend, and offering recommendations for improvement. The committee generally sought to develop recommendations in cases where it determined that the grade, the trend, or both were worrisome and that the achievement of a decadal survey recommendation would require some kind of corrective action on NASA's part. This usually meant that the committee sought to offer a recommendation when the grade was a "C" or lower. However, the committee did offer recommendations in connection with some higher grades when it believed that minor corrective action was possible and desirable. More importantly, the committee did not offer recommendations for some of the activities given lower grades, particularly in the enabling technologies area (Chapter 6), because the committee determined that only the restoration of funding and the development of a strategic technology development program would solve these problems.

Source record↗
NASA NTRS1992

JTEC panel report on machine translation in Japan

The goal of this report is to provide an overview of the state of the art of machine translation (MT) in Japan and to provide a comparison between Japanese and Western technology in this area. The term 'machine translation' as used here, includes both the science and technology required for automating the translation of text from one human language to another. Machine translation is viewed in Japan as an important strategic technology that is expected to play a key role in Japan's increasing participation in the world economy. MT is seen in Japan as important both for assimilating information into Japanese as well as for disseminating Japanese information throughout the world. Most of the MT systems now available in Japan are transfer-based systems. The majority of them exploit a case-frame representation of the source text as the basis of the transfer process. There is a gradual movement toward the use of deeper semantic representations, and some groups are beginning to look at interlingua-based systems.

Carbonell, Jaime↗
NASA NTRS2001

Overview of NASA's Space Solar Power Technology Advanced Research and Development Program

Large solar power satellite (SPS) systems that might provide base load power into terrestrial markets were examined extensively in the 1970s by the US Department of Energy (DOE) and the National Aeronautics and Space Administration (NASA). Following a hiatus of about 15 years, the subject of space solar power (SSP) was reexamined by NASA from 1995-1997 in the 'fresh look' study, and during 1998 in an SSP 'concept definition study', and during 1999-2000 in the SSP Exploratory Research and Technology (SERT) program. As a result of these efforts, during 2001, NASA has initiated the SSP Technology Advanced Research and Development (STAR-Dev) program based on informed decisions. The goal of the STAR-Dev program is to conduct preliminary strategic technology research and development to enable large, multi-megawatt to gigawatt-class space solar power (SSP) systems and wireless power transmission (WPT) for government missions and commercial markets (in-space and terrestrial). Specific objectives include: (1) Release a NASA Research Announcement (NRA) for SSP Projects; (2) Conduct systems studies; (3) Develop Component Technologies; (4) Develop Ground and Flight demonstration systems; and (5) Assess and/or Initiate Partnerships. Accomplishing these objectives will allow informed future decisions regarding further SSP and related research and development investments by both NASA management and prospective external partners. In particular, accomplishing these objectives will also guide further definition of SSP and related technology roadmaps including performance objectives, resources and schedules; including 'multi-purpose' applications (commercial, science, and other government).

Howell, Joe↗
NASA NTRS2001

Methodology Development for Assessment of Spaceport Technology Returns and Risks

As part of Kennedy Space Center's (KSC's) challenge to open the space frontier, new spaceport technologies must be developed, matured and successfully transitioned to operational systems. R&D investment decisions can be considered from multiple perspectives. Near mid and far term technology horizons must be understood. Because a multitude of technology investment opportunities are available, we must identify choices that promise the greatest likelihood of significant lifecycle At the same time, the costs and risks of any choice must be well understood and balanced against its potential returns The problem is not one of simply rank- ordering projects in terms of their desirability. KSC wants to determine a portfolio of projects that simultaneously satisfies multiple goals, such as getting the biggest bang for the buck, supporting projects that may be too risky for private funding, staying within annual budget cycles without foregoing the requirements of a long term technology vision, and ensuring the development of a diversity of technologies that, support the variety of operational functions involved in space transportation. This work aims to assist in the development of in methods and techniques that support strategic technology investment decisions and ease the process of determining an optimal portfolio of spaceport R&D investments. Available literature on risks and returns to R&D is reviewed and most useful pieces are brought to the attention of the Spaceport Technology Development Office (STDO). KSC's current project management procedures are reviewed. It is found that the "one size fits all" nature of KSC's existing procedures and project selection criteria is not conducive to prudent decision-making. Directions for improving KSC's - procedures and criteria are outlined. With help of a contractor, STDO is currently developing a tool, named Change Management Analysis Tool (CMAT)/ Portfolio Analysis Tool (PAT), to assist KSC's R&D portfolio determination. A critical review of CMAT/PAT is undertaken. Directions for the improvement of this tool are provided. STDO and KSC intend to follow up on many, if not all, of the recommendations provided.

Joglekar, Prafulla↗
NASA NTRSDate not supplied

In Situ Resource Utilization (ISRU) Envisioned Future Priorities

The National Aeronautics and Space Administration (NASA) of the United States of America (US) has initiated the Artemis Moon to Mars program to send astronauts (the first woman and person of color) back to the lunar surface, create a sustainable human lunar exploration program, and lead the first human exploration mission to the Mars surface in the 2030’s. A major objective of this program is to characterize the resources that exist on the Moon and Mars, and learn how to utilize them for sustained and affordable exploration. Commonly known as In Situ Resource Utilization (ISRU), the search for, acquisition, and processing of resources in space has the potential to greatly reduce the dependency on transporting mission consumables and infrastructure from Earth, thereby reducing mission costs, risks, and dependency on Earth. Through the extraction and processing of resources into mission commodities such as rocket propellants, life support consumables, and fuel cell reactants, ISRU enhances and evolves the cis-lunar, lander, and surface transportation systems required for human exploration; expanding and ehancing HOW humans get to, explore, and return from the Moon. Through the extraction and processing of resources into metals, silicon, and other manufacturing and construction feedstock, ISRU enhances and allows for the expansion of critical infrastructure through in situ manufacturing and construction capabilities needed for WHAT humans do on the Moon and in cis-lunar space. Because of this, ISRU supports and enables commercial involvement beyond NASA and governmental agencies by both lowering the cost of sustained transportation to/from/on the Moon as well as supporting the market required for needing these transportation systems. To achieve this vision, NASA’s Space Technology Mission Directorate (STMD) ensures the coordinated development of ISRU and other critical space and surface infrastructure elements such as propulsion, power, manufacturing, construction, and robotics through the Strategic Technology Architecture Roundtable (STAR) process. Through STAR, an integrated framework and process has been created allowing for capabilities and technologies to be linked and assessed, gaps to be identified, specifications and metrics to be established, and provide a means to prioritize and implement technology development and missions. For lunar ISRU, three primary areas of development have been initiated, (1) understanding, mapping, extracting, and processing water and other volatiles found in polar permanently shadowed regions (PSRs), (2) methods, technologies to extract oxygen from regolith, and (3) methods, technologies, and use cases for metals, silicon, and other feedstock commodities extracted and produced from lunar resources. This presentation will briefly discuss the STAR process and elaborate on the current status and future plans for ISRU development, demonstration, and architecture implementation of NASA’s Envisioned Future Priorities plan for ISRU.

In Situ Resource Utilization↗
NASA NTRSDate not supplied

Linking Strategic Astrophysics Missions, Technology Gaps, and Technology Maturation Investments

The National Aeronautics and Space Administration’s (NASA) Astrophysics Division (APD) funds the development of cutting-edge technologies through multiple programs to enable its strategic missions to achieve ambitious and groundbreaking science goals. These technology development efforts are managed by the Cosmic Origins (COR), Exoplanet Exploration (ExE), and Physics of the Cosmos (PhysCOS) programs. The 2020 Astronomy and Astrophysics Decadal Survey, “Pathways to Discovery in Astronomy and Astrophysics for the 2020s,” (Astro2020) recommended a pan-chromatic set of missions, including three Great Observatories (GO) and three Probe-class missions that could collect unprecedented data over the coming decades. We show the correlation between these strategic missions and the current Astrophysics technology gaps, as well as recent and current technology maturation projects funded to help close these technology gaps. We also cover how these investments advanced their Technology Readiness Levels (TRLs) [1] and where they have been infused into missions and projects.

SAT↗
NASA NTRSDate not supplied

NASA Extravehicular Activity Technology Roadmaps for Exploration

The National Aeronautics and Space Administration (NASA) has developed and matured many technologies over the decades to advance extravehicular activity (EVA) systems. Over the last 15 years, major steps were taken to advance the technology with the Exploration Extravehicular Mobility Unit (xEMU) government reference design at the Johnson Space Center (JSC) in Houston, Texas. The xEMU builds on the lessons learned of the Apollo, Space Shuttle, and International Space Station (ISS) EMUs, evolving the technology to increase performance for extreme environments. As NASA sets its goals toward Earth’s Moon and Mars, a spacesuit design tolerable of gravity and dust will be needed for these adverse environments. NASA has used roadmaps as the means of documenting actionable plans for strategizing technology developments needed to meet NASA’s mission and goals. To help reach and create a sustained presence on the Moon, NASA procured EVA services from industry through the Exploration EVA Services (xEVAS) contract. These services include certified contractor-provided spacesuits, tools, equipment, vehicle interfaces, and support to training and real-time operations. NASA will now focus on a mission to Mars. NASA leadership has set goals and objectives related to the Agency’s vision and a Moon to Mars (M2M) strategy. This paper presents an organizational framework to provide insight into how NASA’s vision is realized. Additionally, this paper covers the maturation and development of the spacesuit technology and reveals the EVA technology roadmaps for the M2M Program. These EVA roadmaps visualize an actionable path to EVA capabilities needed for Mars exploration.

Cinda Chullen↗
NASA NTRSDate not supplied

NASA Extravehicular Activity Technology Roadmaps for Exploration

The National Aeronautics and Space Administration (NASA) has developed and matured many technologies over the decades to advance extravehicular activity (EVA) systems. Over the last 15 years, major steps were taken to advance the technology with the Exploration Extravehicular Mobility Unit (xEMU) government reference design at the Johnson Space Center (JSC) in Houston, Texas. The xEMU builds on the lessons learned of the Apollo, Space Shuttle, and International Space Station (ISS) EMUs, evolving the technology to increase performance for extreme environments. As NASA sets its goals toward Earth’s Moon and Mars, a spacesuit design tolerable of gravity and dust will be needed for these adverse environments. NASA has used roadmaps as the means of documenting actionable plans for strategizing technology developments needed to meet NASA’s mission and goals. To help reach and create a sustained presence on the Moon, NASA procured EVA services from industry through the Exploration EVA Services (xEVAS) contract. These services include certified contractor-provided spacesuits, tools, equipment, vehicle interfaces, and support to training and real-time operations. NASA will now focus on a mission to Mars. NASA leadership has set goals and objectives related to the Agency’s vision and a Moon to Mars (M2M) strategy. This paper presents an organizational framework to provide insight into how NASA’s vision is realized. Additionally, this paper covers the maturation and development of the spacesuit technology and reveals the EVA technology roadmaps for the M2M Program. These EVA roadmaps visualize an actionable path to EVA capabilities needed for Mars exploration.

Cinda Chullen↗