Results for “Technology Development Office” — Page 29

NASA NTRS2019

NASA Astrophysics Technology Gaps, Prioritization, and Development

Physics of the Cosmos (PCOS) X-ray astrophysics: grazing-angle mirrors, optical blocking filters, fast event ID, gratings, micro-calorimeters, radiation-tolerant detectorsGravitational-wave astrophysics: phase measurement system, micro-Newton thrusters, non-contact charge-management system, stable laser system, low-stray-light telescope Cosmic Microwave Background (CMB): superconducting FPAs and optical elements (cryo filters and coatings)Cosmic Origins (COR)UV/Optical/IR: Next-gen detectors, ultra-stable high-precision telescope systems (including mirrors, thermal control, structures, metrology, etc.), and advanced UV coatingsFar-IR: Heterodyne detectors, advanced cooling systems, ultra-sensitive detectors and large arraysLarge Space Optics: As discussed earlier by Mario Perez, the Program Office supports HQ in monitoring/tracking the Segmented Mirror Technology Program (SMTP) and other technology development projects targeting large space telescopes

Ganel, Opher↗

NASA NTRS2005

Creating Communications, Computing, and Networking Technology Development Road Maps for Future NASA Human and Robotic Missions

For human and robotic exploration missions in the Vision for Exploration, roadmaps are needed for capability development and investments based on advanced technology developments. A roadmap development process was undertaken for the needed communications, and networking capabilities and technologies for the future human and robotics missions. The underlying processes are derived from work carried out during development of the future space communications architecture, an d NASA's Space Architect Office (SAO) defined formats and structures for accumulating data. Interrelationships were established among emerging requirements, the capability analysis and technology status, and performance data. After developing an architectural communications and networking framework structured around the assumed needs for human and robotic exploration, in the vicinity of Earth, Moon, along the path to Mars, and in the vicinity of Mars, information was gathered from expert participants. This information was used to identify the capabilities expected from the new infrastructure and the technological gaps in the way of obtaining them. We define realistic, long-term space communication architectures based on emerging needs and translate the needs into interfaces, functions, and computer processing that will be required. In developing our roadmapping process, we defined requirements for achieving end-to-end activities that will be carried out by future NASA human and robotic missions. This paper describes: 10 the architectural framework developed for analysis; 2) our approach to gathering and analyzing data from NASA, industry, and academia; 3) an outline of the technology research to be done, including milestones for technology research and demonstrations with timelines; and 4) the technology roadmaps themselves.

Bhasin, Kul↗

NASA NTRSDate not supplied

NASA Technology Maturation Plan for In-space Manufacturing of Metals

As the International Space Station’s (ISS) life approaches its end, NASA intends to travel back to the Moon and establish a sustainable presence, paving a pathway towards Mars. A fundamental shift in the current logistics strategy is required to support extended missions. On-demand manufacturing enables reduced operational cost and increased long term sustainability providing a pathway towards reducing NASA’s logistics burden. The In-Space Manufacturing (ISM) portfolio at Marshall Space Flight Center is developing additive polymers, metals, and electronics manufacturing technologies to enable a sustainable presence on the Moon and enable long-duration transit missions. Manufacturing systems for in-space applications must meet a unique set of constraints requiring a maturation path independent from processes targeted for terrestrial use. In May 2023, the On Demand Manufacturing of Metals (ODMM) project, part of the ISM portfolio funded through the Game Changing Development (GCD) program office, was canceled; however, prior to cancelation, the engineering team developed a technology maturation plan for in-space manufacturing of metallic components. The status of ODMM at closeout and an overview of the technology maturation plan for ODMM are discussed.

In Space Manufacturing↗

NASA NTRS2022

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗

NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗

NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗

DOE OSTI2025

Stepping into the Midwest Bioeconomy: Stakeholder Engagement and Geospatial Tools to Assist in Perennial Bioenergy Crop Decision Making and Entrepreneurship

This project, “Ecosystem Services and Farm Entrepreneurship Technical Assistance,” was a three-year project originally planned for FY22–FY24. Due to a late start and a few extensions, it is being completed in early FY25. This project explored opportunities to support the deployment of a bioeconomy with a circular, more sustainable supply chain. Using a tool developed by Argonne to identify agricultural areas suitable for use in the bioeconomy, we sought to create opportunities in the bioeconomy as biomass producers, bioenergy users, and environmental entrepreneurs. We proposed to focus at the beginning on enhancing the tool’s capabilities, while engaging with key stakeholders to improve and expand the tool’s functionality for all potential stakeholders in the bioeconomy. We believe that expanding our tools and technologies, coupled with conversations in agricultural spaces, will be needed as we continue to explore how best to offer farmers whole-of supply-chain opportunities to participate in the bioeconomy. Through this project we have continued to gain a better understanding of the ways in which farmers, landowners, bioenergy users, and environmental entrepreneurs may approach the bioeconomy. In addition, as we improve our analytic toolkit, we can continue to refine our communication and the ways in which we can valuate the bioeconomy. Refining these tools allows us to dive deeper into conversations around plausible policies and drivers for future bioeconomy investment and engagement by stakeholders. By working with farmers and agricultural landowners to enable a sustainable bioeconomy business model, enhance their energy options, and recover resources from their waste streams, this project directly responds to the Bioenergy Technology Office’s (BETO) priorities of building a resilient energy economy. It addresses BETO’s focus on fostering the development and adoption of energy technologies that enable the conversion of waste to energy, efficient land use, and robust job creation. By establishing a technical assistance program that develops capabilities and practices in agricultural areas to implement a bioeconomy future, this program will develop an important linkage between technology being developed at U.S. Department of Energy national laboratories and the agricultural communities of the Midwest. This project focuses on farmers with lower productivity farmland. Because less productive lands create a more difficult revenue stream for conventional crops, these farmers may therefore be more open to alternative agricultural land management regimes. Consequently, the technical assistance program and the methodologies for targeting perennial bioenergy crop application on marginal land provide a distinct opportunity to engage with and invest in the bioeconomy in these economically stressed areas. Stakeholders in this project include farmers and landowners, local conservation organizations (NRCS, SWCS, etc.), universities, non-profit environmental and agricultural entities, farm consultants, environmental regulators, and industry, including the industries working on conversion technologies, anaerobic digestion, pyrolysis, and biochar generation, and the companies interested in trading or purchasing/supporting the valuation of ecosystem services (ES).

09 BIOMASS FUELS↗

NASA NTRS2014

Project Assessment Framework through Design (PAFTD) - A Project Assessment Framework in Support of Strategic Decision Making

Research and development organizations that push the innovation edge of technology frequently encounter challenges when attempting to identify an investment strategy and to accurately forecast the cost and schedule performance of selected projects. Fast moving and complex environments require managers to quickly analyze and diagnose the value of returns on investment versus allocated resources. Our Project Assessment Framework through Design (PAFTD) tool facilitates decision making for NASA senior leadership to enable more strategic and consistent technology development investment analysis, beginning at implementation and continuing through the project life cycle. The framework takes an integrated approach by leveraging design principles of useability, feasibility, and viability and aligns them with methods employed by NASA's Independent Program Assessment Office for project performance assessment. The need exists to periodically revisit the justification and prioritization of technology development investments as changes occur over project life cycles. The framework informs management rapidly and comprehensively about diagnosed internal and external root causes of project performance.

Depenbrock, Brett T.↗

DOE OSTI2023

Hydrogen Consortium: Technical Progress on Renewable Hydrogen Production R&D

HydroGEN (https://www.h2awsm.org/) Energy Materials Network (EMN) is an U.S. Department of Energy (DOE) EERE Hydrogen and Fuel Cell Technologies Office (HFTO)-funded consortium that aims to accelerate the discovery and development of advanced water splitting materials (AWSM) for clean, low-cost hydrogen production. This is in line with the H2@Scale initiative (https://www.energy.gov/eere/fuelcells/h2-scale), with the goal to meet U.S. DOE's Hydrogen Shot production cost target of $1/kg H2 within 1 decade. Materials innovations are key to enhancing performance, durability, and cost of hydrogen generation technologies. Large scale, low cost hydrogen from diverse domestic resources can enable an economically competitive and environmentally beneficial future energy system across multiple sectors. HydroGEN is focused on low technology readiness level AWS technologies, including low- (alkaline exchanged membrane electrolysis) and high-temperature electrolysis (proton-conducting solid oxide electrolysis), photoelectrochecmical (PEC) and solar thermochemical (STCH) water splitting. This presentation will provide an overview of the HydroGEN EMN and technical highlights of a few lab-led and FOA-awarded R&D projects. HydroGEN continues to grow its community of industry, university, and national laboratories, forming a national innovation ecosystem focused on renewable hydrogen production.

clean hydrogen↗

DOE OSTI2024

HydroGEN Overview: A Consortium on Advanced Water Splitting Materials

HydroGEN (https://www.h2awsm.org/) Energy Materials Network (EMN) is an U.S. Department of Energy (DOE) EERE Hydrogen and Fuel Cell Technologies Office (HFTO)-funded consortium that aims to accelerate the discovery and development of advanced water splitting materials (AWSM) for clean, low-cost hydrogen production. This is in line with the H2@Scale initiative (https://www.energy.gov/eere/fuelcells/h2-scale), with the goal to meet U.S. DOE's Hydrogen Shot production cost target of $1/kg H2 within 1 decade. Materials innovations are key to enhancing performance, durability, and cost of hydrogen generation technologies. Large scale, low cost hydrogen from diverse domestic resources can enable an economically competitive and environmentally beneficial future energy system across multiple sectors. HydroGEN is focused on low technology readiness level AWS technologies, including low- (alkaline exchanged membrane electrolysis) and high-temperature electrolysis (proton-conducting solid oxide electrolysis), photoelectrochecmical (PEC) and solar thermochemical (STCH) water splitting. This presentation will provide an overview of the HydroGEN EMN and technical highlights of a few lab-led and FOA-awarded R&D projects. HydroGEN continues to grow its community of industry, university, and national laboratories, forming a national innovation ecosystem focused on renewable hydrogen production.

clean hydrogen↗

NASA NTRS2023

NASA Strategy for Technology Development

At the National Aeronautics and Space Administration (NASA), foresight is a coordinated, iterative, and continual process for making informed decisions. NASA faces diverse and relatively unique challenges and opportunities as the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration. To address these challenges and leverage opportunities, NASA uses foresight to strategically plan technology development across four mission directorates: Aeronautics Research Mission Directorate, Space Technology Mission Directorate, Science Mission Directorate, and Human Exploration and Operations Mission Directorate (recently separated into the new Exploration Systems Development Mission Directorate and Space Operations Mission Directorate). The mission directorates leverage a broad community of experts and partners to incorporate technology foresight into mission and program planning. Through this process NASA realizes tangible benefits to the agency’s science, technology, and exploration programs. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides strategic advice, supported by independent assessments and rigorous analysis, to inform NASA senior leadership on key areas to align mission and agency-level activities. OTPS serves as a trusted authority to inform technology strategy at the agency to enable future missions. Specifically, OTPS coordinates and uses inputs from a broad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OTPS develops and maintains the NASA Technology Taxonomy to standardize communication across the agency’s diverse technology portfolio and the related Strategic Technology Investment Plan that integrates priorities and informs technology investment. Through these efforts, OTPS has refined elements of foresight-informed strategic planning that may be applicable to other technology-driven industries where foresight is essential for resilience. This chapter describes the processes of foresight for technology development at NASA and provides insight into the value the agency derives from these processes. The chapter further describes the role of OTPS as an independent advisory office that supports NASA’s efforts to capitalize on foresight and strategic technology planning. We present these examples with consideration for how organizations in defense, security, and other technology-driven industries can operationalize foresight in their own strategic technology development.

Erica Rodgers↗

NASA NTRS2013

Developing Tools and Technologies to Meet MSR Planetary Protection Requirements

This paper describes the tools and technologies that need to be developed for a Caching Rover mission in order to meet the overall Planetary Protection requirements for future Mars Sample Return (MSR) campaign. This is the result of an eight-month study sponsored by the Mars Exploration Program Office. The goal of this study is to provide a future MSR project with a focused technology development plan for achieving the necessary planetary protection and sample integrity capabilities for a Mars Caching Rover mission.

fetch rover↗

NASA NTRS1975

Solar electric propulsion mission and spacecraft capabilities for outer planet exploration

This paper provides an update on solar electric-propulsion (SEP) technology by describing how SEP, as currently understood, performs relative to chemical-ballistic options on a limited set of missions for exploring the outer planets. A spacecraft design for these missions is discussed which embodies the findings of a study and development effort by NASA's Office of Space Science and Office of Advanced Systems Technology.

Atkins, K. L.↗

DOE OSTI2023

Sandia and Ditch Witch Technology Commercialization Fund Integral Motor and Percussive Hammer

This report captures the results of development and testing of a integral downhole motor and percussive hammer used for drilling in near-surface hard rock formations. The work was funded through the DOE Office of Technology Transitions Technology Commercialization Fund. It was a collaboration between Sandia National Labs and The Charles Machine Works (aka Ditch Witch). In the collaboration, Sandia developed a pneumatic motor derived from an indexing tool used in other drilling applications, and Ditch Witch developed the bearing pack tied to the output shaft of the motor as well as the angled beacon housing used for directional control.

15 GEOTHERMAL ENERGY↗

NASA NTRS1987

U.S. commercial space activities - Returning the U.S. to preeminence in space

The current status of NASA's activities related to the commercial development of space is reviewed with particular reference to the emerging new commercial space activities and the post-Challenger policy developments affecting space commerce. The discussion covers the development of U.S. private sector launching capabilities, cooperative agreements with the private sector, the NASA technology utilization program, the technology applications activities of the Office of Commercial Programs, and the activities of the Centers for the Commercial Development of Space program.

Stone, Barbara A.↗

NASA NTRS2002

Science and Observation Recommendations for Future NASA Carbon Cycle Research

Between October 2000 and June 2001, an Agency-wide planning, effort was organized by elements of NASA Goddard Space Flight Center (GSFC) to define future research and technology development activities. This planning effort was conducted at the request of the Associate Administrator of the Office of Earth Science (Code Y), Dr. Ghassem Asrar, at NASA Headquarters (HQ). The primary points of contact were Dr. Mary Cleave, Deputy Associate Administrator for Advanced Planning at NASA HQ (Headquarters) and Dr. Charles McClain of the Office of Global Carbon Studies (Code 970.2) at GSFC. During this period, GSFC hosted three workshops to define the science requirements and objectives, the observational and modeling requirements to meet the science objectives, the technology development requirements, and a cost plan for both the science program and new flight projects that will be needed for new observations beyond the present or currently planned. The plan definition process was very intensive as HQ required the final presentation package by mid-June 2001. This deadline was met and the recommendations were ultimately refined and folded into a broader program plan, which also included climate modeling, aerosol observations, and science computing technology development, for contributing to the President's Climate Change Research Initiative. This technical memorandum outlines the process and recommendations made for cross-cutting carbon cycle research as presented in June. A separate NASA document outlines the budget profiles or cost analyses conducted as part of the planning effort.

McClain, Charles R.↗

DOE OSTI2021

REopt Lite Geothermal Heat Pump Design Requirements

This document describes the design requirements for the geothermal heat pump (GHP) module being added to the existing REopt Lite web tool. This document describes the purpose, users, and functional requirements to which the modified web tool shall conform. This document will be revised, as required, throughout the development phase with consensus between the Department of Energy (DOE) Geothermal Technologies Office (GTO) and NREL. The GHP module will expand existing REopt Lite capabilities to include techno-economic optimization of GHP systems, either stand alone, or integrated with the other existing technology types, namely solar photovoltaics (PV), wind power, battery energy storage, thermal energy storage, combined hear and power (CHP), and absorption chiller. Included in this submission are links to the REopt Lite web tool and open-source Git-Hub page. The REopt Lite tool can also be accessed directly via the NREL Developer Network. A link is also provided for the REopt report that overviews the module's capabilities.

15 GEOTHERMAL ENERGY↗

DOE OSTI2020

High Resolution Ocean Surface Wave Hindcast (US Wave) Data

The development of this dataset was funded by the U.S. Department of Energy, Office of Energy Efficiency & Renewable Energy, Water Power Technologies Office to improve our understanding of the U.S. wave energy resource and to provide critical information for wave energy project development and wave energy converter design. This high resolution publicly available long-term wave hindcast dataset will - when complete - cover the entire U.S. Exclusive Economic Zone (EEZ). Available data includes the Hawaiian Islands, West and Atlantic Coasts, with future additions including the Alaskan coasts, Gulf of Mexico and the Freely associated States. The data can be used to investigate the historical record of wave statistics at any U.S. site. As such, the dataset could also be of value to any entity with marine operations inside the U.S. EEZ. These data are available for download without login credentials through the free and publicly accessible Open Energy Data Initiative (OEDI) data viewer which allows users to browse and download individual or groups of files.

16 TIDAL AND WAVE POWER↗