Results for “paradigms” — Page 27

NASA NTRS2017

Airborne Trajectory Management (ABTM): A Blueprint for Greater Autonomy in Air Traffic Management

The aviation users of the National Airspace System (NAS) - the airlines, General Aviation (GA), the military and, most recently, operators of Unmanned Aircraft Systems (UAS) - are constrained in their operations by the design of the current paradigm for air traffic control (ATC). Some of these constraints include ATC preferred routes, departure fix restrictions and airspace ground delay programs. As a result, most flights cannot operate on their most efficient business trajectories and a great many flights are delayed even getting into the air, which imposes a significant challenge to maintaining efficient flight and network operations. Rather than accepting ever more sophisticated scheduling solutions to accommodate the existing constraints in the airspace, a series of increasingly capable airborne technologies, integrated with planned improvements in the ground system through the Federal Aviation Administration (FAA) Next Generation Air Traffic Management System (NextGen) programs, could produce much greater operational flexibility for flight path optimization by the aviation system users. These capabilities, described in research coming out of NASA's Aeronautics Research Mission Directorate, can maintain or improve operational safety while taking advantage of air and ground NextGen technologies in novel ways. The underlying premise is that the nation's physical airspace is still abundant and underused, and that the delays and inefficient flight operations resulting from artificial structure in airspace use and procedural constraints on those operations may not be necessary for safe and efficient flight. This article is not an indictment of today's NAS or the people who run it. Indeed, it is an exceptional achievement that Air Traffic Management (ATM) - the complex human/machine conglomeration of communications, navigation and surveillance equipment and the rules and procedures for controlling traffic in the airspace - has both the capacity and enables the degree of efficiency in air travel that it does. But it is also true that sixty years of the "radar religion" (i.e., reliance on radar-based command and control) has produced several generations of ATM system operators and researchers who believe that introducing automation within the existing functional structure of ATM is the only way to "modernize" the system. Even NextGen, which began as a proposal for "transformational" change in the way ATC is performed, has morphed over the last decade and a half to become just the inclusion of Global Positioning System (GPS) for navigation, Automatic Dependent Surveillance Broadcast (ADS-B) for surveillance, and Data Communications (Data Comm) for communications, while still operating in rigidly structured airspace with human controllers being responsible for separation and traffic flow management (TFM) within defined sectors of airspace, using the same horizontal separation standards that have been in use since raw primary radar was introduced in the 1950s. No system as massive as the current NAS ATM can be replaced with a better system while simultaneously meeting the transportation and other aviation needs of the nation. A new generation of more flexible operations must emerge and yet coexist in harmony with the current operation (i.e., share the same airspace without segregation), thereby enabling a long-term transformation to take place in the way increasing numbers of flights are handled. Market forces will be the ultimate driver of this transformation, and investment realities mandate that real benefits must accrue to the first operators to adopt these new capabilities. In fact, the kinds of missions envisioned in the emerging world of UAS operations, unachievable under conventional ATM, demand that this transformation take place. Airborne Trajectory Management (ABTM) is proposed as a series of transformational steps leading to vastly increased flexibility in flight operations and capacity in the airspace to accommodate many varied airspace uses while improving safety. As will be described, ABTM enables the gradual emergence of a new paradigm for user-based trajectory management in ATM that brings tangible benefits to equipped operators at every step while leveraging the air and ground investments of NextGen. There are five steps in this ABTM transformation.1 NASA has extensively studied the first and last of these steps, and a roadmap of increasing capabilities and benefits is proposed for bridging between these operational concepts.

Cotton, William B.↗

NASA NTRS2017

How Much is Remembered as a Function of Presentation Modality?

According to a widespread claim often used for teaching recommendations, students remember 10 percent of what they read, 20 percent of what they hear, 30 percent of what they see, and 50 percent of what they see and hear. Clearly, the percentages cannot be correct, and there is no empirical evidence even for the ordering. To investigate the ordering, we used a laboratory paradigm that has already revealed some findings regarding the ordering of modalities for remembering information. In this paradigm, subjects are given messages instructing them to move in a grid of four stacked matrices by clicking a computer mouse. The current experiment compared 3 modalities presented either once, see (visual arrows), hear (auditory words), read (visual words); twice in succession, see see, hear hear, read read; or in two different successive modalities, see hear, hear see, see read, read see, hear read, read hear. We found better performance for messages presented twice than for those presented once, regardless of modality. For the twice-presented messages performance varied as a function of the second modality, with best performance for see and worst for read.

information↗

NASA NTRS2018

Challenges and Opportunities in Gen3 Embedded Cooling with High-Quality Microgap Flow

Gen3, Embedded Cooling, promises to revolutionize thermal management of advanced microelectronic systems by eliminating the sequential conductive and interfacial thermal resistances which dominate the present 'remote cooling' paradigm. Single-phase interchip microfluidic flow with high thermal conductivity chips and substrates has been used successfully to cool single transistors dissipating more than 40kW/sq cm, but efficient heat removal from transistor arrays, larger chips, and chip stacks operating at these prodigious heat fluxes would require the use of high vapor fraction (quality), two-phase cooling in intra- and inter-chip microgap channels. The motivation, as well as the challenges and opportunities associated with evaporative embedded cooling in realistic form factors, is the focus of this paper. The paper will begin with a brief review of the history of thermal packaging, reflecting the 70-year 'inward migration' of cooling technology from the computer-room, to the rack, and then to the single chip and multichip module with 'remote' or attached air- and liquid-cooled coldplates. Discussion of the limitations of this approach and recent results from single-phase embedded cooling will follow. This will set the stage for discussion of the development challenges associated with application of this Gen3 thermal management paradigm to commercial semiconductor hardware, including dealing with the effects of channel length, orientation, and manifold-driven centrifugal acceleration on the governing behavior.

microchannel↗

NASA NTRS2018

Hybridized Agile Software Development of Flight Control Team Tools for International Space Station's Payload Operations Integration Center

Ground systems operations at the National Aeronautics and Space Administration's (NASA) Payload Operations and Integration Center (POIC) at Marshall Space Flight Center (MSFC) recently increased via a High Operations Tempo (HOT) initiative, in order to support more science activities with a fourth crew member on the International Space Station (ISS). The Flight Control Team's (FCT) need to support this increasing pace of payload science operations was the impetus for creating a series of new tools. While their need was clear, the full scope and user experience for each tool was not as well-understood, thus establishing a fixed set of initial requirements was not feasible. A hybridized Agile Software Development (ASD) paradigm was created to take advantage of this uncertainty, plan for it, permit the exploration of novel concepts, and also facilitate a rapid and flexible response to inevitably changing requirements. The POIC's hybridized ASD approach places preeminent focus on providing customer value through the delivery of high quality, customer-focused solutions in short timeframes. This has been successfully achieved through creating unprecedented modes of cooperation and collaboration between operations and software development teams, frequent user evaluations of the software with well-defined feedback mechanisms, increased human factors involvement, and a dedication to successful outcomes by the whole of the POIC. Since space science operations and software development are not typically so closely linked, this paper discusses an approach that offers an optimal way to provide an increased return on investment and a faster time-to-completion than traditional software development paradigms, while aiming at delivering high quality products and customer-driven value.

Albers, Cerese M.↗

NASA NTRS2018

A Common Probe Design for Multiple Planetary Destinations

Atmospheric probes have been successfully flown to planets and moons in the solar system to conduct in situ measurements. They include the Pioneer Venus multi-probes, the Galileo Jupiter probe, and Huygens probe. Probe mission concepts to five destinations, including Venus, Jupiter, Saturn, Uranus, and Neptune, have all utilized similar-shaped aeroshells and concept of operations, namely a 45° sphere cone shape with high density heatshield material and parachute system for extracting the descent vehicle from the aeroshell. The current paradigm is to design a probe to meet specific mission requirements and to optimize mass, volume, and cost for a single mission. However, this methodology means repeated efforts to design an aeroshell for different destinations with minor differences. A new paradigm has been explored that has a “common probe” design that could be flown at these different destinations and could be assembled in advance with multiple copies, properly stored, and made available for future NASA missions. Not having to re-design and rebuild an aeroshell could potentially result in cost and schedule savings and reduce the risk of losing technologies and skills difficult to sustain over decades.

Hwang, Helen H.↗

NASA NTRS2018

A Common Probe Design for Multiple Planetary Destinations

Introduction: Atmospheric probes have been successfully flown to planets and moons in the solar system to conduct in situ measurements. They include the Pioneer Venus multiprobes, the Galileo Jupiter probe, and Huygens probe. Probe mission concepts to five destinations, including Venus, Jupiter, Saturn, Uranus, and Neptune, have all utilized similarshaped aeroshells and concept of operations, namely a 45° sphere cone shape with high density heatshield material and parachute system for extracting the descent vehicle from the aeroshell. The current paradigm is to design a probe to meet specific mission requirements and to optimize mass, volume, and cost for a single mission. However, this methodology means repeated efforts to design an aeroshell for different destinations with minor differences. A new paradigm has been explored that has a "common probe" design that could be flown at these different destinations and could be assembled in advance with multiple copies, properly stored, and made available for future NASA missions.

Hwang, Helen H.↗

NASA NTRS2017

Optimal Transport Based Control of Granular Imaging System in Space

"Orbiting Rainbows” is a paradigm for creating a space-based observatory (telescope) from confined and aligned granular media. The overall objective is to construct a very large and lightweight aperture in space using a cloud of micron-sized particles held in position and aligned by the application of external electromagnetic fields, thus alleviating the extreme expense of deploying and stabilizing large monolithic telescopes by reducing the mass of the primary aperture. Adaptive optics techniques for wavefront stabilization and computational imaging techniques are then used to remove the optical noise from the scattering reflections of the granular medium, and finally producing clean images within the diffraction limit. In this paper, we address one of the key challenges of this new paradigm, namely controlling the position and orientation of the granules or particles so that the cloud of particles achieves the desired shape of an ultra-lightweight telescope and points into the right orientation. A further complication arises due to the fact that the particles do not have any onboard actuators. A number of external electric-field-based actuators are used to control all the particles simultaneously. Moreover, the number of actuators are orders-of-magnitude smaller than the number of particles, making this system largely under-actuated. Since the cloud of particles in any plausible configuration can be modeled as a probability distribution over the workspace, we formulate this control challenge as an optimal transport problem and then show that our optimal transport based control law drives the cloud of particles from any initial distribution to the desired position distribution (optical surface) and angular distribution (polarization state). Simulation results demonstrate the effectiveness of our approach.

Bandyopadhyay, Saptarshi↗

NASA NTRS2016

On the Maneuvers Operational Response for NASA’s Soil Moisture Active-Passive (SMAP) Mission

The Soil-Moisture Active-Passive (SMAP) spacecraft requires various kinds of in-orbit maneuvers over the course of its three-year mission. The types of maneuvers include pre-planned commissioning maneuvers to reach its science orbit, regularly executed orbit maintenance maneuvers to overcome drag and other nominally occurring phenomena, as well as (the possibility of) collision avoidance maneuvers. The architecture of the spacecraft – in terms of availability of commanding via ground assets, the inherited avionics' ability to sequence and execute commands, and the capability of available subsystems able to carry out maneuvers – was well defined early in the development of the spacecraft and mission, well before the operational plan for responding to maneuver requests was cemented. The systems engineering challenge became: how to accommodate all three types of maneuvers in the confines of this well-defined architecture. This paper will describe how the operations team on SMAP successfully met this challenge. Specifically, it will dive into the three pronged approach that SMAP developed to handle each type of maneuver described above – to meet the timeliness requirements leveraged on the operations team to execute said maneuvers, while continuing to fit within the allotted staffing profile during nominal operations. Defining this paradigm to fit the mission’s architecture meant re-defining the original paradigm, (planned maneuvers being thought of separately than collision avoidance maneuvers), and re-classifying all responses to maneuver requests as variations and permutations of a singular operational response to a maneuver request. This paper will also describe the tools that were created to simplify the human interface and automate as much of the response as was possible. Finally, this paper will describe, at a very high level, some of the problems encountered and lessons learned by the operations team when this process was executed the first four times during the first ninety days of operations. Though the architecture of the operations team's response to maneuver requests will never be repeated exactly, the flexibility that was inserted via redefining the scope of the problem and by redefining the human interfaces should influence future projects' architectures earlier in their development – in the hopes that said influence will save time and money in the future.

Tirona, Joseph↗

NASA NTRS2019

2040 Vision Study: an Enlargement of Model Based Engineering

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. As a result, NASA's Transformational Tools and Technology (TTT) Project sponsored a study (performed by a 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 talk will briefly review the findings of this 2040 Vision study (e.g., the 2040 vision state; the required interdependent core technical work areas, Key Element (KE); associated critical gaps and actions to close those gaps; and major recommendations). The study, NASA CR 2018- 219771, 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 marries two non-mutually exclusive paradigms _ "design of the materials" (material scientist viewpoint) and "design with the materials" (structural analyst viewpoint) _ into a concurrent transformational paradigm 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.

Arnold, Steven M.↗

NASA NTRSDate not supplied

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

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

Robert C Dempsey↗

NASA NTRSDate not supplied

Multidisciplinary Dynamic Testing Challenges in Validating the NASA Artemis Architecture

NASA is in the midst of bold and exciting next steps in human exploration and spaceflight. The designs of the new Space Launch System (SLS), the Orion spacecraft and the Exploration Ground Systems (EGS) for vehicle processing and launch are essentially complete and there has been significant progress in manufacturing and assembly of specific hardware for the Artemis I and Artemis II missions. Equally as important, the program level and integrated system level testing and analyses are also well underway to support integrated verification, validation, and certificate of flight readiness (CoFR) for the first Artemis mission. Testing and analysis are key to addressing technical challenges that the Artemis missions offer. Building block approaches are required that provide the right balance between component, system, and/or element level testing that satisfies verification and validation objectives and where, uncertainties are quantified and minimized. Artemis I is a system of systems that requires a fusion of test and analysis that adeptly characterizes critical interfaces between major program elements. NASA is implementing new in-situ testing that fuse traditional aerospace structures with civil structures, such as the Integrated Modal Test for the Artemis I vehicle where the Mobile Launcher and Crawler Transporter serve as a support structure whose dynamics couple with that of the Artemis I vehicle. This new paradigm requires a closer inspection of structural behavior of the Crawler Transporter and the Mobile Launcher as they now serve multiple purposes. This requires a paradigm shift to look beyond experimental modal techniques and incorporates operational modal analysis techniques to validate dynamic models from data collected during rollout to the launch pad. A further complicating factor is the Crawler Transporter generated ground forces have numerous harmonics making extracting dynamic responses of the Artemis I, Mobile Launcher, and Crawler Transporter coupled system challenging. This discussion explores all these challenges with and attempts to understand how we best build confidence in systems and system-of-systems performance capabilities and margins and understand uncertainties.

Joel W Sills↗

NASA NTRSDate not supplied

Enabling Progressively Autonomous Medical Operations for Space Exploration

As NASA and its International Partners prepare to expand human space exploration beyond the International Space Station (ISS) to the Moon (and ultimately Mars) with the Artemis missions, the importance of evolving space medical operations in an Earth independent fashion becomes increasingly clear. Continuous human presence on the ISS for the past 20 years has demonstrated the successful development and execution of medical operations in low Earth orbit. However, this paradigm of ISS medical operations is dependent upon continuous real-time communications, frequent resupply missions, and the availability of rapid evacuation options. As the distance and time away from Earth increases, all of these dependencies will no longer be available. As a result, the paradigm of space medicine operations will need to become progressively more autonomous and less dependent upon mission support personnel on Earth

Kris Lehnhardt↗

NASA NTRS2006

Integrated human-robotic missions to the Moon and Mars : mission operations design implications

For most of the history of space exploration, human and robotic programs have been independent, and have responded to distinct requirements. The NASA Vision for Space Exploration calls for the return of humans to the Moon, and the eventual human exploration of Mars; the complexity of this range of missions will require an unprecedented use of automation and robotics in support of human crews. The challenges of human Mars missions, including roundtrip communications time delays of 6 to 40 minutes, interplanetary transit times of many months, and the need to manage lifecycle costs, will require the evolution of a new mission operations paradigm far less dependent on real-time monitoring and response by an Earthbound operations team. Robotic systems and automation will augment human capability, increase human safety by providing means to perform many tasks without requiring immediate human presence, and enable the transfer of traditional mission control tasks from the ground to crews. Developing and validating the new paradigm and its associated infrastructure may place requirements on operations design for nearer-term lunar missions. The authors, representing both the human and robotic mission operations communities, assess human lunar and Mars mission challenges, and consider how human-robot operations may be integrated to enable efficient joint operations, with the eventual emergence of a unified exploration operations culture.

Lee, Young↗

NASA NTRSDate not supplied

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

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

Robert C. Dempsey↗

NASA NTRSDate not supplied

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

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

Robert C. Dempsey↗

NASA NTRSDate not supplied

Continued Development of the Pulsed Magnetic Nozzle for the Pulsed Fission Fusion (PuFF) Vehicle

High thrust, high specific impulse propulsion systems, such as PuFF (Pulsed Fission-Fusion)offer a new paradigm of speed and safety when exploring the solar system. To realize thesepossibilites, PuFF needs a mature magnetic nozzle design. PuFF’s magnetic nozzle is uniquein that it must provide power in addition to thrust. In the authors’ opinion, the power systemdesign is fairly mature, but nozzle thrust coil design is less so. Previous work has suggested thatthe PuFF magnetic nozzle will behave similarly to a ‘magnetic reflection chamber,’ relying onprinciples of magnetic flux compression to re-direct nozzle flow. However, recent work, usingthe 3D modeling software SPFMax, suggests that plasma motion in the nozzle will be drivenby the Lorentz force. This recent work is limited in that the plasma did not completely leavethe nozzle before the simulation ended. In this work, we aim to extend the SPFMax modelfrom previous work, with a bolstered electromagnetic field solver, so the model can run untilthe plasma is fully evacuated. We hope to confirm previous results regarding the ideal PuFFnozzle design, but we could be surprised. Through improving the PuFF nozzle model, weaim to reduce technical risk with building the nozzle, realize paradigm-shifting performancenumbers, and allow rapid, reliable, and safe exploration of the solar system.

Nathan M Schilling↗

NASA NTRSDate not supplied

Defining Services, Functions, and Capabilities for an Advanced Air Mobility (AAM) In-time Aviation Safety Management System (IASMS)

NASA’s vision for Advanced Air Mobility (AAM) Mission is to help emerging aviation markets to safely develop an air transportation system that moves people and cargo between places previously not served or underserved by aviation. The integration of new operational paradigms and vehicle classes in this system requires a transformation of the National Airspace System (NAS) that includes substantive changes critical for assuring safety. These changes are compelled by unique challenges posed by AAM to the safety management system (SMS). These challenges were assessed by committees of the National Academies in their reports on a vision for an In-time Aviation Safety Management System (IASMS) and a blueprint for AAM [1,2]. In their description of an IASMS, the top recommendation was development of a concept of operations (ConOps) for IASMS. This paper describes the high-priority recommendations from the National Academies for its IASMS vision and how they are addressed through a distributed system-of-systems architecture. The IASMS architecture is structured on the services, functions, and capabilities (SFCs) necessary for In-time System-wide Safety Assurance (ISSA)initially developed for urban air mobility (UAM). The paper then posits where these SFCs would reside across vehicles, airspace, or service suppliers such as Supplemental Data Service Providers (SDSPs), and how SFCs scale with increasing complexity in design and operations of AAM. SFCs are foundational building blocks for a system that targets an individual or family of risks using a Monitor-Assess-Mitigate risk paradigm for anomalies, precursors and trends. An IASMS could be conceived that uses a portfolio of SFCs for AAM in general or prioritizes SFCs for a specific domain or operation.

K Ellis↗

NASA NTRSDate not supplied

IMPACT 1.0—Task Impairment: A Novel Approach for Assessing Impairment during Exploration-Class Missions

Exploration-class and International Space Station (ISS) missions have significantly different levels of associated medical risk for crewmembers. The Integrated Medical Model (IMM), the probabilistic risk assessment tool used for ISS medical trade-space analyses, uses a Functional Impairment (FI) metric to determine quality time lost should a crewmember be afflicted with a medical condition. While IMM-based FI has been successful for ISS operations, it has limitations when applied to exploration-class missions. As the National Aeronautics and Space Administration (NASA) looks ahead to Gateway, Artemis, and Martian missions, a novel, dynamic, and mission-appropriate impairment paradigm is necessary for accurate contingency planning. This paradigm, Task Impairment (TI), fulfills that need by utilizing mission-specific tasks. TI will allow future capability for a loss of mission metric, previously not available with IMM. TI serves as a replacement metric for FI within IMPACT, the next-generation trade-space analysis tool suite created to replace the IMM. IMPACT significantly increases the fidelity of probabilistic risk assessment for exploration-class missions. The Human Exploration of Mars Preliminary List of Crew Tasks (MTL, a source of 1100+ exploration-class mission-specific tasks for crewmembers) was used to calculate TI. Using the Task List, 18 individual Human System Categories were identified as being required to perform each task (e.g., Cardiopulmonary, Cognitive, etc.). Each of the 1200+ tasks were mapped to the Human System categories listed in the Task List. The total number of tasks in each category were tallied to determine how many tasks required each Human System. Lastly, each of the 120 medical conditions from the IMPACT condition list were mapped to the Human System categories to complete the TI calculation. NASA subject matter experts across five medical specialties established consensus for the mapping of each condition. The resulting total tasks impaired by each condition were used to calculate discrete TI values. This process was repeated for each of the four severity/resource utilization variants of each condition, and for each of the three phases of clinical care. Through this process, discrete TI values were calculated for each of the 120 IMPACT medical conditions and their variants. The Task Impairment metric provides higher fidelity, dynamic utility, and quicker analysis of medical impairment compared to the previous Functional Impairment metric used for the Integrated Medical Model. TI will be used for higher fidelity medical impairment analysis and contingency planning during Lunar, Martian, and other long-term exploration-class missions.

William L Fernandez↗