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NASA NTRS2010

Strategic Technology Investment Analysis: An Integrated System Approach

Complex technology investment decisions within NASA are increasingly difficult to make such that the end results are satisfying the technical objectives and all the organizational constraints. Due to a restricted science budget environment and numerous required technology developments, the investment decisions need to take into account not only the functional impact on the program goals, but also development uncertainties and cost variations along with maintaining a healthy workforce. This paper describes an approach for optimizing and qualifying technology investment portfolios from the perspective of an integrated system model. The methodology encompasses multi-attribute decision theory elements and sensitivity analysis. The evaluation of the degree of robustness of the recommended portfolio provides the decision-maker with an array of viable selection alternatives, which take into account input uncertainties and possibly satisfy nontechnical constraints. The methodology is presented in the context of assessing capability development portfolios for NASA technology programs.

decision support↗

NASA NTRS2010

Exploiting Expertise and Knowledge Sharing Online for the Benefit of NASA's GN&C Community of Practice

In 2004, NASA faced major knowledge sharing challenges due to geographically isolated field centers that inhibited engineers from sharing their experiences, expertise, ideas, and lessons learned. The necessity to collaborate on complex development projects and the reality of constrained project resources together drove the need for ensuring that personnel at all NASA centers had comparable skill sets and that engineers could find resources in a timely fashion. Mission failures and new directions for the Agency also demanded better collaborative tools for NASA's engineering workforce. In response to these needs, the online NASA Engineering Network (NEN) was formed by the NASA Office of the Chief Engineer to provide a multi-faceted system for overcoming geographic and cultural barriers. NEN integrates communities of practice with a cross-repository search and the Lessons Learned Information System. This paper describes the features of the GN&C engineering discipline CoP site which went live on NEN in May of 2008 as an online means of gathering input and guidance from practitioners. It allows GN&C discipline expertise captured at one field center to be shared in a collaborative way with the larger discipline CoP spread across the entire Agency. The site enables GN&C engineers to find the information they need quickly, to find solutions to questions from experienced engineers, and to connect with other practitioners regardless of geographic location, thus increasing the probability of project success.

control↗

NASA NTRS2015

Integrated Assessments of the Impact of Climate Change on Agriculture: An Overview of AgMIP Regional Research in South Asia

South Asia encompasses a wide and highly varied geographic region, and includes climate zones ranging from the mountainous Himalayan territory to the tropical lowland and coastal zones along alluvial floodplains. The region's climate is dominated by a monsoonal circulation that heralds the arrival of seasonal rainfall, upon which much of the regional agriculture relies. The spatial and temporal distribution of this rainfall is, however, not uniform over the region. Northern South Asia, central India, and the west coast receive much of their rainfall during the southwest monsoon season, between June and September. These rains partly result from the moisture transport accompanying the monsoonal winds, which move in the southwesterly direction from the equatorial Indian Ocean. Regions further south, such as south/southeast India and Sri Lanka, may receive rains from both the southwest monsoon, and also during the northeast monsoon season between October and December (with northeasterly monsoon wind flow and moisture flux), which results in a bi- or multi-modal rainfall distribution. In addition, rainfall across South Asia displays a large amount of intraseasonal and interannual variability. Interannual variability is influenced by many drivers, both natural (e.g., El Ni-Southern Oscillation; ENSO) and man-made (e.g., rising temperatures due to increasing greenhouse gas concentrations), and it is challenging to obtaining accurate time-series of annual rainfall, even amongst various observed data products, which display inconsistencies amongst themselves. These climatic and rainfall variations can further complicate South Asia's agricultural and water management. Agriculture employs at least 65 of the workforce in most South Asian countries, and nearly 80 of South Asia's poor inhabit rural areas. Understanding the response of current agricultural production to climate variability and future climate change is of utmost importance in securing food and livelihoods for South Asia's growing population. In order to assess the future of food and livelihood security across South Asia, the Agricultural Model Intercomparison and Improvement Project (AgMIP) has undertaken integrated climate-crop-economic assessments of the impact of climate change on food security and poverty in South Asia, encompassing Bangladesh, India, Nepal, Pakistan, and Sri Lanka. AgMIP has funded, on a competitive basis, four South Asian regional research teams (RRTs) and one South Asian coordination team (CT) to undertake climate-crop-economic integrated assessments of food security for many districts in each of these countries, with the goal of characterizing the state of food security and poverty across the region, and projecting how these are subject to change under future climate change conditions.

mountains↗

NASA NTRS2008

Cassini's Maneuver Automation Software (MAS) Process: How to Successfully Command 200 Navigation Maneuvers

To keep Cassini on its complex trajectory, more than 200 orbit trim maneuvers (OTMs) have been planned from July 2004 to July 2010. With only a few days between many of these OTMs, the operations process of planning and executing the necessary commands had to be automated. The resulting Maneuver Automation Software (MAS) process minimizes the workforce required for, and maximizes the efficiency of, the maneuver design and uplink activities. The MAS process is a well-organized and logically constructed interface between Cassini's Navigation (NAV), Spacecraft Operations (SCO), and Ground Software teams. Upon delivery of an orbit determination (OD) from NAV, the MAS process can generate a maneuver design and all related uplink and verification products within 30 minutes. To date, all 112 OTMs executed by the Cassini spacecraft have been successful. MAS was even used to successfully design and execute a maneuver while the spacecraft was in safe mode.

Yang, Genevie Velarde↗

NASA NTRS2015

Lightweight, High Strength Metals With Enhanced Radiation Shielding - Technology Advancing Partnerships Challenge Project

The Technology Advancing Partnership (TAP) Challenge will seek to foster innovation throughout the Center by allowing the KSC workforce to identify a specific technology idea that needs improvement and to then work with an external partner to develop that technology. This Challenge will enable competitive partnerships with outside entities that will increase the value by bringing leveraged resources. The selected proposal from the University of Florida will develop new lightweight technologies with radiation mitigation for spacecraft.

Technology Portfolio System↗

NASA NTRS2008

Generation Y Perspectives

Are you familiar with the famed Generation Y, or "Gen Yers?" Generation Y is projected to be 47 percent of the workforce by 2014. They were born roughly between 1977 and 2000, but that is definitely not their only defining factor. But who is this group, and what do they have to do with the future of the space program and the Johnson Space Center (JSC)? During 2007, a group of Gen Yers at JSC participated on a committee to address the NASA Headquarters strategic communications plan. Fitzpatrick, along with his co-authors, created a presentation to share the Gen Yers' perspective on their generation in conjunction with the strategic communications strategy released. This knowledge capture (KC) event is that presentation.

Fitzpatrick, Garret↗

NASA NTRS2015

[Redesign of the Spacesuit Long Life Battery and the Personal Life Support System Battery]

This fall I was working on two different projects that culminated into a redesign of the spacesuit LLB (long life battery). I also did some work on the PLSS (personal life support system) battery with EC. My first project was redlining the work instruction for completing DPAs (destructive physical analysis) on battery cells in the department. The purpose of this document is to create a standard process and ensure that the data in the same way no matter who carries out the analysis. I observed three DPAs, conducted one with help, and conducted two on my own all while taking notes on the procedure. These notes were used to write the final work instruction that will become is the department standard. My second project continued the work of the summer co-op before me. I was testing aluminum heat sinks for their ability to provide good thermal conduction and structural support during a thermal runaway event. The heat sinks were designed by the summer intern but there was not much time for testing before he left. We ran tests with a heater on the bottom of a trigger cell to try to drive thermal runaway and ensure that it will not propagate to adjacent cells. We also ran heat-to-vent tests in an oven to see if the assembly provided structural support and prevented sidewall rupture during thermal runaway. These tests were carried out at ESTA (energy systems test area) and are providing very promising results that safe, high performing (greater than 180 Wh/kg) designs are possible. My main project was a redesign of the LLB battery. Another summer intern did some testing and concluded that there was no simple fix to mitigate thermal runaway propagation hazards in the current design. The only option was a clean sheet redesign of the battery. I was given a volume and ideal energy density and the rest of the design was up to me. First, I created new heat sink banks in Creo using the information gathered in the metal heat sink tests from the summer intern. After this, I made capture plates to hold the cells in place and I worked on nickel bussings for the electrical connections between the cells. Finally, I designed the test box enclosure that included sections for flame arresting materials. The battery brick design, which is the heart of the battery, promises to become the first for a manned spacecraft application to achieve greater than 180 Wh/kg. My work in redlining the DPA work instructions will also be used in selecting the cells for the battery. We had a few options of cells that would provide the necessary power output and needed to make a choice. We repeatedly charged and discharged cells for around a month until they went through 100 lifecycles. The plan is to compare the DPA results on fresh and cycled cells from each manufacturer to see if cycling introduces any differences. After the complete LLB design was approved, the parts were ordered and testing should begin the first week of December. Some of my side projects included working on the CAD data for the PLSS with EC and attending the NASA Aerospace Battery Workshop in Huntsville. I was also a member of the Tours and Lectures Committee for the USRA and Pathways interns. I coordinated Apollo Evening and was on the committee for touring KSC and seeing an Atlas 5 launch. I really enjoyed my time at JSC and I would like to continue working for NASA or another aerospace company in the future. I have worked other internships prior to this, but I think the heavy research and development focus is the best fit for me. I originally thought I would need to go to grad school to work in an environment like this, but I now see it is possible with a bachelor’s degree and hard work. I would like to go into the workforce and maybe continue my education with night classes.

Scharf, Stephanie↗

NASA NTRS2004

Lessons Learned Study Final Report for the Exploration Systems Mission Directorate

This report is the final product of a 90-day study performed for the Exploration Systems Mission Directorate. The study was to assemble lessons NASA has learned from previous programs that could help the Exploration Systems Mission Directorate pursue the Exploration vision. It focuses on those lessons that should have the greatest significance to the Directorate during the formulation of program and mission plans. The study team reviewed a large number of lessons learned reports and data bases, including the Columbia Accident Investigation Board and Rogers Commission reports on the Shuttle accidents, accident reports from robotic space flight systems, and a number of management reviews by the Defense Sciences Board, Government Accountability Office, and others. The consistency of the lessons, findings, and recommendations validate the adequacy of the data set. In addition to reviewing existing databases, a series of workshops was held at each of the NASA centers and headquarters that included senior managers from the current workforce as well as retirees. The full text of the workshop reports is included in Appendix A. A lessons learned website was opened up to permit current and retired NASA personnel and on-site contractors to input additional lessons as they arise. These new lessons, when of appropriate quality and relevance, will be brought to the attention of managers. The report consists of four parts: Part 1 provides a small set of lessons, called the Executive Lessons Learned, that represent critical lessons that the Exploration Systems Mission Directorate should act on immediately. This set of Executive Lessons and their supporting rationale have been reviewed at length and fully endorsed by a team of distinguished NASA alumni; Part 2 contains a larger set of lessons, called the Selected Lessons Learned, which have been chosen from the lessons database and center workshop reports on the basis of their specific significance and relevance to the near-term work of the Exploration Directorate. These lessons frequently support the Executive lessons but are more general in nature; Part 3 consists of the reports of the center workshops that were conducted as part of this activity. These reports are included in their entirety (approximately 200 pages) in Appendix G and have significance for specific managers; Part 4 consists of the remainder of the lessons that have been selected by this effort and assembled into a database for the use of the Explorations Directorate. The database is archived and hosted in the Lessons Learned Knowledge Network, which provides a flexible search capability using a wide variety of search terms. Finally, a spreadsheet lists databases searched and a bibliography identifies reports that have been reviewed as sources of lessons for this task. NASA has been presented with many learning opportunities. We have conducted numerous programs, some extremely successful and others total failures. Most have been documented with a formal lessons learned activity, but we have not always incorporated these learning opportunities into our normal modes of business. For example, the Robbins Report of 2001 clearly indicates that many project failures of the past two decades were the result of violating well documented best practices, often in direct violation of management instructions and directives. An overarching lesson emerges: that disciplined execution in accordance with proven best practices is the greatest single contributor to a successful program. The Lessons Learned task team offers a sincere hope that the lessons presented herein will be helpful to the Exploration Systems Directorate in charting and executing their course. The success of the Directorate and of NASA in general depends on our collective ability to move forward without having to relearn the lessons of those who have gone before.

Van Laak, Jim↗

NASA NTRS2016

Managing a Safe and Successful Multi-User Spaceport

Encouraged by the creation of the Office of Commercial Space Transportation within the U.S. Federal Aviation Administration (FAA) in 1984 and the Commercial Space Act of 1998, the National Aeronautics and Space Administration (NASA) now relies on an extensive network of support from commercial companies and organizations. At NASA's Kennedy Space Center (KSC), this collaboration opens competitive opportunities for launch providers, including repurposing underutilized Shuttle Program resources, constructing new facilities, and utilizing center services and laboratories. The resulting multi-user spaceport fosters diverse activity, though it engenders risk from hazards associated with various spaceflight processing activities. The KSC Safety & Mission Assurance (S&MA) Directorate, in coordination with the center's Spaceport Integration and Center Planning & Development organizations, has developed a novel approach to protect NASA's workforce, critical assets, and the public from hazardous, space-related activity associated with KSC's multi-user spaceport. For NASA KSC S&MA, the transformation to a multi-user spaceport required implementing methods to foster safe and successful commercial activity while resolving challenges involving: Retirement of the Space Shuttle program; Co-location of multiple NASA programs; Relationships between the NASA programs; Complex relationships between NASA programs and commercial partner operations in exclusive-use facilities; Complex relationships between NASA programs and commercial partner operations in shared-use facilities. NASA KSC S&MA challenges were met with long-term planning and solutions involving cooperation with the Spaceport Integration and Services Directorate. This directorate is responsible for managing active commercial partnerships with customer advocacy and services management, providing a dedicated and consistent level of support to a wide array of commercial operations. This paper explores these solutions, their relevance to the current commercial space industry, and the challenges that continue to drive improvement with a focus on areas of safety management and risk assessment that have been crucial in KSC's evolution into a multi-user spaceport. These solutions may be useful to government entities and private companies looking to partner with the commercial space industry.

Range↗

NASA NTRS2016

IDEAS and App Development Internship in Hardware and Software Design

In this report, I will discuss the tasks and projects I have completed while working as an electrical engineering intern during the spring semester of 2016 at NASA Kennedy Space Center. In the field of software development, I completed tasks for the G-O Caching Mobile App and the Asbestos Management Information System (AMIS) Web App. The G-O Caching Mobile App was written in HTML, CSS, and JavaScript on the Cordova framework, while the AMIS Web App is written in HTML, CSS, JavaScript, and C# on the AngularJS framework. My goals and objectives on these two projects were to produce an app with an eye-catching and intuitive User Interface (UI), which will attract more employees to participate; to produce a fully-tested, fully functional app which supports workforce engagement and exploration; to produce a fully-tested, fully functional web app that assists technicians working in asbestos management. I also worked in hardware development on the Integrated Display and Environmental Awareness System (IDEAS) wearable technology project. My tasks on this project were focused in PCB design and camera integration. My goals and objectives for this project were to successfully integrate fully functioning custom hardware extenders on the wearable technology headset to minimize the size of hardware on the smart glasses headset for maximum user comfort; to successfully integrate fully functioning camera onto the headset. By the end of this semester, I was able to successfully develop four extender boards to minimize hardware on the headset, and assisted in integrating a fully-functioning camera into the system.

CSS↗

NASA NTRS2016

CryoCart Restoration and Vacuum Pipe Construction

Propulsion systems that utilize hypergolic propellants have been used to power space vehicles since the beginning of the space program. Liquid methane and oxygen propulsion systems have emerged as an alternative and have proven to be more environmentally friendly. The incorporation of liquid methane/liquid oxygen (LOX) into the propulsion system has demonstrated an increase in engine performance, as well as a reduction in the volume, size and complexity of the system. Consequently, reducing the total mass of the vehicle which is a crucial aspect that is considered when planning space missions to both the Moon and Mars [1]. Project Morpheus has made significant advancements in liquid oxygen/liquid methane propulsion system technologies by incorporating a LOX/methane propulsion system to a vertical test bed. The vehicle consisted of a 5,000 lb main engine and four 20 lb remote control system (RCS) engines that utilize liquid methane/LOX as its propellant [1]. The vehicle completed successful flight testing at Kennedy Space Center in 2014 which marked the completion of the Morpheus project. Subsequent projects utilizing Morpheus' vertical test bed have been developed to make further advancements. One of the subsequent projects consisted of the addition of a smaller 2,000 lb main engine and a cold helium heat exchanger which would make it possible for a pressurant tank systems to be send to Mars or the Moon by significantly decreasing the overall mass and volume of the pressurant tank. The hot fire tests of the integrated system with the smaller main engine and cold helium heat exchanger were successful at sea level, but further studies are being conducted to better understand how the vertical test bed will behave under thermal-vacuum conditions. For this reason, the integrated vehicle will be taken to Plum Brook to be tested in a chamber capable of simulating these conditions. To ensure that the vehicle will function properly under vacuum conditions, testing will be first completed at the component level. During this process, the igniter of the main engine and the RCS thrusters will be tested under a vacuum. To complete the testing of the components, the test setup first needed to be finalized. The CryoCart is being used to feed the propellants to the test article. The CryoCart is a movable test set-up that was developed in 2009 to provide a mobile platform for testing oxygen/methane systems with hot-fire capability up to 100 lbf. The CryoCart consists of three different systems: Oxygen, Methane, and liquid Nitrogen. The Oxygen and Methane systems are placed into two different carts while the liquid nitrogen system is mainly located in the methane cart. Over the years, the CryoCart has been utilized for different projects and has undergone deterioration. For this reason, a new phase has been developed to rebuild it to working conditions once again. During my internship, I was aiding in the construction and restoration of the CryoCart. In the initial stages of the process, I updated the fluid and electrical schematics for the oxygen, methane, and test article systems. The original CryoCart consisted of an electrical panel that utilized electromechanical relays and a terminal to drive the igniter power and signal, as well as the main fuel and oxygen valves. This electrical panel connected to the CryoCart through various wire harnesses that could be found exiting from the CryoCart. First, it was determined how these harnesses connected to the electromechanical relays so that they worked correctly. Once the electrical system was understood, an alternative for the electromechanical relays and the Molex connectors used throughout the system was sought since these components can often prove to be unreliable. Solid State relays and MIL connectors were purchased to serve as replacements. Upon arrival of the parts, crimping and wiring was completed to install the new solid state relays and MIL connectors. During the replacement of the relays and connectors, system checks of the electrical system were ran to ensure that the system was working correctly. While completing system checks, the pressure transducers that were not functioning properly were also replaced and any issue with the wiring or signal was addressed. Once the electrical components were replaced, the restoration of the fluid system began. Parts of the tubing in the CryoCart had to be rebuild and often consisted of sizing, cutting, bending, filing, and sanding the tubing to prepare it to be flared. Many components had to be proof-tested to bring their certifications up to date, and several components had to be replaced. Various flex hoses, valves, and fittings were send to the Clean Lab because they were new, dirty, or had gone through proof-testing. Once they arrived from the cleaning lab they had to be put back to the system and leak checks and functional tests were conducted. In the Nitrogen system, the copper tubing located in the Oxygen cart was rebuild and Aerogel insulation was added to this section. A new gaseous nitrogen system was added to the CryoCart to purge the vacuum tube which will serve as the test chamber. Once the CryoCart was completed, construction of parts of the vacuum tube began. A flange was manufactured with welded fittings to hold the line of the vacuum pump as well as some extra fittings which will serve as extra inlets used to introduce fluid lines to the vacuum tube. Stress analysis was ran in this flange to ensure that it would not fail under vacuum conditions. The fluid lines leading from the air side of the vacuum to the test article were also constructed and added to the mount that had already been manufactured. Three different sets of tubing were constructed to accommodate the seven different RCS thruster and the main engine igniter that are going to be tested. Full electrical system checks were completed to ensure that all the wire harnesses and valves were functioning. Upon the completion of the CryoCart and the vacuum tube, hot fire testing for the RCS thrusters and the main engine igniter are going to begin. During this time any issues encountered with the engines or igniter will be addressed to ensure that the components function under vacuum conditions. After successful completion of testing, the vertical test bed, Morpheus, will be rebuilt and prepared to be sent to Plum Brook. In Plum Brook, the vehicle will be tested in the thermal-vacuum chamber to demonstrate that integrated lox-methane propulsion system operation in space-like conditions. This internship has allowed me the opportunity to gain valuable hands on experience and to develop skills that will aid in my education as well as in the workforce, while at the same time helping me determine that I would like to further pursue a career in propulsion engineering.

Chaidez, Mariana↗

NASA NTRS2014

Adding "Missed" Science to Cassini's Ops Plan

The phenomenal success of the Cassini Mission at Saturn is largely due to flagship instruments, in a target rich environment, for a long period of time, executing almost error free complex mission operations. A smooth transition from cruise operations through the prime science mission and extended science (Equinox) mission culminating in the currently executing Solstice mission has folded in necessary procedural alterations due to improved understanding of the spacecraft, instruments, uplink and planning systems as well as additional science objectives. These have come with the maturation of the mission along with management of workforce reductions. One important set of operational changes has been initiated due to scientific findings highlighting "missed" science opportunities. This is the case for the Titan Meteorology Campaigns and Saturn Storm Watch Campaigns. These observations involve long term monitoring of the atmospheres of Titan and Saturn while the spacecraft and science teams are focused on other high priority targets of opportunity (like Enceladus). Our objective in this paper is to emphasize how a non-invasive strategy to get additional remarkable science was conceived and implemented in a mission with an already well defined operational plan. To illustrate this we will detail Titan Meteorology Campaign and Saturn Storm Watch Campaign integration and implementation strategies as well as the scientific goals and achievements of both.

Roy, Mou↗

NASA NTRS2014

Using AUTORAD for Cassini File Uplinks: Incorporating Automated Commanding into Mission Operations

As the Cassini spacecraft embarked on the Solstice Mission in October 2010, the flight operations team faced a significant challenge in planning and executing the continuing tour of the Saturnian system. Faced with budget cuts that reduced the science and engineering staff by over a third in size, new and streamlined processes had to be developed to allow the Cassini mission to maintain a high level of science data return with a lower amount of available resources while still minimizing the risk. Automation was deemed an important key in enabling mission operations with reduced workforce and the Cassini flight team has made this goal a priority for the Solstice Mission. The operations team learned about a utility called AUTORAD which would give the flight operations team the ability to program selected command files for radiation up to seven days in advance and help minimize the need for off-shift support that could deplete available staffing during the prime shift hours. This paper will describe how AUTORAD is being utilized by the Cassini flight operations team and the processes that were developed or modified to ensure that proper oversight and verification is maintained in the generation and execution of radiated command files.

Goo, Sherwin↗

NASA NTRS2014

The Cassini Solstice Mission: Streamlining Operations by Sequencing with PIEs

The Cassini Solstice Mission (CSM) is the second extended mission phase of the highly successful Cassini/Huygens mission to Saturn. Conducted at a much-reduced funding level, operations for the CSM have been streamlined and simplified significantly. Integration of the science timeline, which involves allocating observation time in a balanced manner to each of the five different science disciplines (with representatives from the twelve different science instruments), has long been a labor-intensive endeavor. Lessons learned from the prime mission (2004-2008) and first extended mission (Equinox mission, 2008-2010) were utilized to design a new process involving PIEs (Pre-Integrated Events) to ensure the highest priority observations for each discipline could be accomplished despite reduced work force and overall simplification of processes. Discipline-level PIE lists were managed by the Science Planning team and graphically mapped to aid timeline deconfliction meetings prior to assigning discrete segments of time to the various disciplines. Periapse segments are generally discipline-focused, with the exception of a handful of PIEs. In addition to all PIEs being documented in a spreadsheet, allocated out-of-discipline PIEs were entered into the Cassini Information Management System (CIMS) well in advance of timeline integration. The disciplines were then free to work the rest of the timeline internally, without the need for frequent interaction, debate, and negotiation with representatives from other disciplines. As a result, the number of integration meetings has been cut back extensively, freeing up workforce. The sequence implementation process was streamlined as well, combining two previous processes (and teams) into one. The new Sequence Implementation Process (SIP) schedules 22 weeks to build each 10-week-long sequence, and only 3 sequence processes overlap. This differs significantly from prime mission during which 5-week-long sequences were built in 24 weeks, with 6 overlapping processes.

Vandermey, Nancy↗

NASA NTRS2014

Adding "Missed" Science to Cassini's Ops Plan

Roy, Mou↗

NASA NTRS2008

Designing the Ares I Crew Launch Vehicle Upper Stage Element and Integrating the Stack at NASA's Marshall Space Flight Center

Fielding an integrated launch vehicle system entails many challenges, not the least of which is the fact that it has been over 30 years since the United States has developed a human-rated vehicle - the venerable Space Shuttle. Over time, whole generations of rocket scientists have passed through the aerospace community without the opportunity to perform such exacting, demanding, and rewarding work. However, with almost 50 years of experience leading the design, development, and end-to-end systems engineering and integration of complex launch vehicles, the National Aeronautics and Space Administration's (NASA's) Marshall Space Flight Center offers the in-house talent - both junior- and senior-level personnel - to shape a new national asset to meet the requirements for safe, reliable, and affordable space exploration solutions. The technical personnel are housed primarily in Marshall's Engineering Directorate and are matrixed into the programs and projects that reside at the rocket center. Fortunately, many Apollo-era and Shuttle engineers, as well as those who gained valuable hands-on experience in the 1990s by conducting technology demonstrator projects such as the Delta-Clipper Experimental Advanced, X-33, X-34, and X-37, as well as the short-lived Orbital Space Plane, work closely with industry partners to advance the nation's strategic capability for human access to space. The Ares Projects Office, resident at Marshall, is managing the design and development of America's new space fleet, including the Ares I, which will loft the Orion crew capsule for its first test flight in the 2013 timeframe, as well as the heavy-lift Ares V, which will round out the capability to leave low-Earth orbit once again, when it delivers the Altair lunar lander to orbit late next decade. This paper provides information about the approach to integrating the Ares I stack and designing the upper stage in house, using unique facilities and an expert workforce to revitalize the nation's space exploration resources.

Otte, Neil E.↗

NASA NTRS2016

Mechanical Prototyping and Manufacturing Internship

The internship was located at the Johnson Space Center (JSC) Innovation Design Center (IDC), which is a facility where the JSC workforce can meet and conduct hands-on innovative design, fabrication, evaluation, and testing of ideas and concepts relevant to NASA's mission. The tasks of the internship included mechanical prototyping design and manufacturing projects in service of research and development as well as assisting the users of the IDC in completing their manufacturing projects. The first project was to manufacture hatch mechanisms for a team in the Systems Engineering and Project Advancement Program (SETMAP) hexacopter competition. These mechanisms were intended to improve the performance of the servomotors and offer an access point that would also seal to prevent cross-contamination. I also assisted other teams as they were constructing and modifying their hexacopters. The success of this competition demonstrated a proof of concept for aerial reconnaissance and sample return to be potentially used in future NASA missions. I also worked with Dr. Kumar Krishen to prototype an improved thermos and a novel, portable solar array. Computer-aided design (CAD) software was used to model the parts for both of these projects. Then, 3D printing as well as conventional techniques were used to produce the parts. These prototypes were then subjected to trials to determine the success of the designs. The solar array is intended to work in a cluster that is easy to set up and take down and doesn't require powered servomechanisms. It could be used terrestrially in areas not serviced by power grids. Both projects improve planetary exploration capabilities to future astronauts. Other projects included manufacturing custom rail brackets for EG-2, assisting engineers working on underwater instrument and tool cases for the NEEMO project, and helping to create mock-up parts for Space Center Houston. The use of the IDC enabled efficient completion of these projects at significantly reduced cost. I acquired and improved manufacturing and prototyping skills during my tour including learning about a CAD (Computer-Aided Design) program called Creo (Creo Parametric; design software), gaining valuable conventional machining experience with lathes, CNC (Computer Numerical Control) milling machines and various other tools, and improving my engineering project communication and collaboration skills. The internship also allowed me to better understand operations at NASA. I plan to work in the aerospace industry or do academic research benefitting space science and exploration, and this internship experience will enable me to have insight into manufacturing processes for research and development.

Grenfell, Peter↗

NASA NTRS2016

NASA's Public Participation Universe: Why and How the U.S. Space Agency Is Democratizing Its Approaches to Innovation

This paper analyzes NASA's increasing effort to invite greater public participation in its techno scientific work through open innovation methodologies. First we examine why NASA has expanded its use of these approaches, noting the roles of an intertwined set of forcing functions including budget constraints, the availability of technological resources, and committed individuals. Next we outline the strategies the agency has invoked to engage the public in research, technology development, and other activities to advance and shape NASA's mission. As we show, promoting greater public involvement has entailed facilitating the NASA workforce's familiarity with open innovation approaches as well as developing projects and creating outreach strategies appropriate to the envisioned participant base. We then discuss the wide variety of outcomes NASA's open innovation initiatives have yielded in support of NASA research and development objectives as well as benefits to participants and others. We conclude with a discussion of the remaining barriers to the use of open innovation techniques as a standard practice and the strategies in work to overcome those barriers so the full potential of a democratized approach to innovation can be realized.

open innovation↗