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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 55 records · Page 3
All sourcesNASA NTRSDOE OSTI
NASA NTRS1988

Gain enhancement of microstrip antennas with overlaying parasitic directors

An experimental study of gain enhancement in microstrip antennas using identical parasitic patch directors is reported. The results indicate that, with two overlying parasitic directors, the gain of a rectangular microstrip antenna is enhanced from 4.7 dB to 10.6 dB, while the 3 dB beamwidth is reduced from 103 deg to 30 deg for the E-plane and from 70 deg to 35 deg for the H-plane. The three-layer electromagnetically coupled patch antenna exhibits similar antenna characteristics to those of the Yagi array, with over 120 dB gain and with about 1 percent bandwidth.

Lee, R. Q.↗
NASA NTRS1993

Gas flow-field induced director alignment in polymer dispersed liquid crystal microdroplets deposited on a glass substrate

Polymer dispersed liquid crystal thin films have been deposited on glass substrates by the processes of polymerization and solvent evaporation induced phase separation. The electron and the optical polarization microscopies of the films reveal that PDLC microdroplets formed during the process of phase separation near the top surface of the film remain exposed and respond to shear stress due to air or gas flow on the surface. Optical response of the film to an air flow-induced shear stress input on the free surface has been measured. Director orientation in the droplets changes with the applied shear stress leading to time varying transmitted light intensity. Director dynamics of the droplet for an applied step shear stress has been discussed from free energy considerations. Results on the measurement of light transmission as a function of the gas flow parameter unambiguously demonstrate the potential of these systems for use as boundary layer and gas flow sensors.

Parmar, D. S.↗
NASA NTRS1991

STS-37 Mission Overview: Lead Flight Director Briefing

This NASA Kennedy Space Center (KSC) video release presents a Johnson Space Center (JSC) press conference featuring Chuck Shaw, Lead Flight Director discussing the STS-37 Atlantis shuttle mission. Topics presented include overall mission objectives, flight crew, flight directors, primary payload (Gamma Ray Observatory (GRO)), Extravehicular Activities (EVA) Development Flight Experiment (EDFE), secondary payloads, Development Test Objectives (DTO's), Detailed Supplementary Objectives (DSO's), and flight day activities. Certain flight day activities including the Gamma Ray Observatory deployment and EVA movements and translations are presented as computerized simulations. The video ends with a summary of the key points of STS-37 and a question and answer period with questions posed from Johnson as well as other NASA centers. Questions include topics involving EVA safety, emergency EVA's, and what determines the day of primary payload deployment.

Source record↗
NASA NTRS2004

Work Done For the Safety and Assurance Directorate

The Safety and Assurance Directorate (SAAD) has a vision. The vision is to be an essential part of NASA Glenn's journey to excellence. SAAD is in charge of leading safety, security, and quality and is important to our customers. When it comes to programmatic and technical decision making and implementation, SAAD provides clear safety, reliability, maintainable, quality assurance and security. I worked on a couple different things during my internship with Sandra Hardy. I did a lot of logistics for meeting and trips. I helped run the budget for the SAAD directorate. I also worked with Rich Miller for one week and we took water samples and ran tests. We also calibrated the different equipment. There is a lot more to meetings than people see. I did one for a retirement party. I had to get work orders and set up the facilities where the event is going to take place. I also set up a trip to Plum Brook Station. I had to order vans and talk with the people up there to see when a good time was. I also had to make invitations and coordinate everything. I also help Sandy run the numbers in the budget. We use excel to do this, which makes it a lot easier. things. He is in the environmental safety office. I learned how to collaborate the equipment using alpha and beta sources. I went out with him and we took water samples and tested them for conductivity and chlorine. I have learned a lot in the short time I've been here. It has been a great experience and I have has the pleasure of meeting and working with great people.

Struhar, Paul T., Jr.↗
NASA NTRS2006

NASA Systems Analysis and Concepts Directorate Mission and Trade Study Analysis

Mission analysis, as practiced by the NASA Langley Research Center's Systems Analysis and Concepts Directorate (SACD), consists of activities used to define, assess, and evaluate a wide spectrum of aerospace systems for given requirements. The missions for these systems encompass a broad range from aviation to space exploration. The customer, who is usually another NASA organization or another government agency, often predefines the mission. Once a mission is defined, the goals and objectives that the system will need to meet are delineated and quantified. A number of alternative systems are then typically developed and assessed relative to these goals and objectives. This is done in order to determine the most favorable design approaches for further refinement. Trade studies are performed in order to understand the impact of a requirement on each system and to select among competing design options. Items varied in trade studies typically include: design variables or design constraints; technology and subsystem options; and operational approaches. The results of trade studies are often used to refine the mission and system requirements. SACD studies have been integral to the decision processes of many organizations for decades. Many recent examples of SACD mission and trade study analyses illustrate their excellence and influence. The SACD-led, Agency-wide effort to analyze a broad range of future human lunar exploration scenarios for NASA s Exploration Systems Mission Directorate (ESMD) and the Mars airplane design study in support of the Aerial Regional-scale Environment Survey of Mars (ARES) mission are two such examples. This paper describes SACD's mission and trade study analysis activities in general and presents the lunar exploration and Mars airplane studies as examples of type of work performed by the SACD.

Ricks, Wendell↗
NASA NTRS2006

NASA Langley Research Center Systems Analysis & Concepts Directorate Participation in the Exploration Systems Architecture Study

The NASA Langley Research Center (LaRC) Systems Analysis & Concepts Directorate (SACD) began studying human exploration missions beyond low Earth orbit (LEO) in the year 1999. This included participation in NASA s Decadal Planning Team (DPT), the NASA Exploration Team (NExT), Space Architect studies and Revolutionary Aerospace Systems Concepts (RASC) architecture studies that were used in formulating the new Vision for Space Exploration. In May of 2005, NASA initiated the Exploration Systems Architecture Study (ESAS). The primary outputs of the ESAS activity were concepts and functional requirements for the Crewed Exploration Vehicle (CEV), its supporting launch vehicle infrastructure and identification of supporting technology requirements and investments. An exploration systems analysis capability has evolved to support these functions in the past and continues to evolve to support anticipated future needs. SACD had significant roles in supporting the ESAS study team. SACD personnel performed the liaison function between the ESAS team and the Shuttle/Station Configuration Options Team (S/SCOT), an agency-wide team charged with using the Space Shuttle to complete the International Space Station (ISS) by the end of Fiscal Year (FY) 2010. The most significant of the identified issues involved the ability of the Space Shuttle system to achieve the desired number of flights in the proposed time frame. SACD with support from the Kennedy Space Center performed analysis showing that, without significant investments in improving the shuttle processing flow, that there was almost no possibility of completing the 28-flight sequence by the end of 2010. SACD performed numerous Lunar Surface Access Module (LSAM) trades to define top level element requirements and establish architecture propellant needs. Configuration trades were conducted to determine the impact of varying degrees of segmentation of the living capabilities of the combined descent stage, ascent stage, and other elements. The technology assessment process was developed and implemented by SACD as the ESAS architecture was refined. SACD implemented a rigorous and objective process which included (a) establishing architectural functional needs, (b) collection, synthesis and mapping of technology data, and (c) performing an objective decision analysis resulting in technology development investment recommendations. The investment recommendation provided budget, schedule, and center/program allocations to develop required technologies for the exploration architecture, as well as the identification of other investment opportunities to maximize performance and flexibility while minimizing cost and risk. A summary of the trades performed and methods utilized by SACD for the Exploration Systems Mission Directorate (ESAS) activity is presented along with how SACD is currently supporting the implementation of the Vision for Space Exploration.

Keyes, Jennifer↗
NASA NTRS2013

Review of the Draft 2014 Science Mission Directorate Science Plan

At the request of NASA's Science Mission Directorate (SMD), the National Research Council's (NRC's) Space Studies Board (SSB) initiated a study to review a draft of the SMD's 2014 Science Plan. The request for this review was made at a time when NASA is engaged in the final stages of a comprehensive, agency-wide effort to develop a new strategic plan and at a time when NASA's budget is under considerable stress. SMD's Science Plan serves to provide more detail on its four traditional science disciplines-astronomy and astrophysics, solar and space physics (also called heliophysics), planetary science, and Earth remote sensing and related activities-than is possible in the agency-wide Strategic Plan. In conducting its review of the draft Science Plan, the Committee on the Assessment of the NASA Science Mission Directorate 2014 Science Plan was charged to comment on the following specific areas: (1) Responsiveness to the NRC's guidance on key science issues and opportunities in recent NRC reports; (2) Attention to interdisciplinary aspects and overall scientific balance; (3) Identification and exposition of important opportunities for partnerships as well as education and public outreach; (4) Integration of technology development with the science program; (5) Clarity on how the plan aligns with SMD's strategic planning process; (6) General readability and clarity of presentation; and (7) Other relevant issues as determined by the committee. The main body of the report provides detailed findings and recommendations relating to the draft Science Plan. The highest-level, crosscutting issues are summarized here, and more detail is available in the main body of the report.

Source record↗
NASA NTRS2017

Ames Engineering Directorate

The Ames Engineering Directorate is the principal engineering organization supporting aerospace systems and spaceflight projects at NASA's Ames Research Center in California's Silicon Valley. The Directorate supports all phases of engineering and project management for flight and mission projects-from R&D to Close-out-by leveraging the capabilities of multiple divisions and facilities.The Mission Design Center (MDC) has full end-to-end mission design capability with sophisticated analysis and simulation tools in a collaborative concurrent design environment. Services include concept maturity level (CML) maturation, spacecraft design and trades, scientific instruments selection, feasibility assessments, and proposal support and partnerships. The Engineering Systems Division provides robust project management support as well as systems engineering, mechanical and electrical analysis and design, technical authority and project integration support to a variety of programs and projects across NASA centers. The Applied Manufacturing Division turns abstract ideas into tangible hardware for aeronautics, spaceflight and science applications, specializing in fabrication methods and management of complex fabrication projects. The Engineering Evaluation Lab (EEL) provides full satellite or payload environmental testing services including vibration, temperature, humidity, immersion, pressure/altitude, vacuum, high G centrifuge, shock impact testing and the Flight Processing Center (FPC), which includes cleanrooms, bonded stores and flight preparation resources. The Multi-Mission Operations Center (MMOC) is composed of the facilities, networks, IT equipment, software and support services needed by flight projects to effectively and efficiently perform all mission functions, including planning, scheduling, command, telemetry processing and science analysis.

Small Satellites↗
NASA NTRS2018

Completion of Launch Director Console Project and Other Support Work

There were four projects that I was a part of working on during the spring semester of 2018. This included the completion of the Launch Director Console (LDC) project and the completion and submission of a Concept of Operations (ConOps) document for the Record and Playback System (RPS) at the Launch Control Center (LCC), as well as supporting the implementation of a unit in RPS known as the CDP (Communication Data Processor). Also included was my support and mentorship of a High School robotics team that is sponsored by Kennedy Space Center. The LDC project is an innovative workstation to be used by the launch director for the future Space Launch System program. I worked on the fabrication and assembly of the final console. The ConOps on RPS is a technical document for which I produced supporting information and notes. All of this was done in the support of the IT Project Management Office (IT-F). The CDP is a subsystem that will eventually be installed in and operated by RPS.

Steinrock, Joshua G.↗
NASA NTRS2018

Strategic Framework for NASA’s Space Technology Mission Directorate

In October 2016, NASA’s Space Technology Mission Directorate (STMD) began adopting a new strategic framework that focuses investment prioritization and communication on impacts, outcomes, and challenges. The structure of the framework has been modeled after one successfully pioneered by NASA’s Aeronautics Research Mission Directorate over the past five years, incorporating lessons learned and changes where appropriate. The Framework is driven by two major factors: (a) dialogue with the community and (b) analysis of the overarching trends shaping the course of civilian space research. These factors are captured in the Framework as Mega-Drivers, which represent major axes of change within the space industry and are characterized by a collection of industry trends and projections. In response to these Mega-Drivers, STMD has developed its understanding of the vision for the future of civilian space relative to STMD space research, captured in five Strategic Thrusts that represent the major lines of investment within STMD’s portfolio. Within each of these Strategic Thrusts, multiple measureable, community-level goals have been established that STMD chooses to pursue as part of a joint effort across the community. STMD chose these goals based upon their potential impact, refers to them as Outcomes within the Framework. These Outcomes are decomposed into the products and/or capabilities that will be delivered by STMD, represented in the framework as Technical Challenges. This paper will further describe the framework structure and the progress that has been in defining each of the above elements to date.

Earle, Kevin D.↗
NASA NTRS2018

Strategic Framework for NASA’s Space Technology Mission Directorate

In October 2016, NASA’s Space Technology Mission Directorate (STMD) began adopting a new strategic framework that focuses investment prioritization and communication on impacts, outcomes, and challenges. The structure of the framework has been modeled after one successfully pioneered by NASA’s Aeronautics Research Mission Directorate over the past five years, incorporating lessons learned and changes where appropriate. The Framework is driven by two major factors: (a) dialogue with the community and (b) analysis of the overarching trends shaping the course of civilian space research. These factors are captured in the Framework as Mega-Drivers, which represent major axes of change within the space industry and are characterized by a collection of industry trends and projections. In response to these Mega-Drivers, STMD has developed its understanding of the vision for the future of civilian space relative to STMD space research, captured in five Strategic Thrusts that represent the major lines of investment within STMD’s portfolio. Within each of these Strategic Thrusts, multiple measurable, community-level goals have been established that STMD chooses to pursue as part of a joint effort across the community. STMD chose these goals based upon their potential impact, refers to them as Outcomes within the Framework. These outcomes are decomposed into the products and/or capabilities that will be delivered by STMD, represented in the framework as Technical Challenges. This paper will further describe the framework structure and the progress that has been in defining each of the above elements to date.

Kevin D Earle↗
NASA NTRSDate not supplied

Addressing the High-Rate Deep Space Communications Shortfall in NASA’s Space Technology Mission Directorate's Envisioned Future

NASA’s Space Technology Mission Directorate (STMD) has identified key technologies needed for future crewed and robotic exploration and science missions. STMD is helping to build the civilian technology base by working with other NASA Mission Directorates, other United States government agencies, commercial industry, and academia to identify technology shortfalls and to develop plans to address them. One critical area of shortfalls lies with deep space communications and navigation. While NASA had huge success to date with the Deep Space Network (DSN), recent studies have shown that without enhancements to current systems, the DSN will be unable to support the anticipated increases in the pace of space exploration or the expected higher data rates from deep space needed soon without severely impacting other missions. High-rate communications from the Moon and beyond is needed to enable future exploration and science missions currently being developed or under consideration. For example, a robust communications infrastructure will be needed to support a sustained human presence on the Moon and its eventual industrialization. High data rate trunk lines between the Earth and the Moon are needed to reduce the number of individual links. The human exploration of Mars will also require high-rate communications between Earth and Mars. Return data rates to Earth from Mars for a single link, for example, are anticipated to be greater than 100 Mb/s; forward data rates to Mars, based on experience from the International Space Station, are anticipated to be greater than 20 Mb/s. Future deep space science missions will also require higher data rates than possible with today’s technology and the current capabilities of the DSN. To support future exploration and science needs, it will be necessary to upgrade the DSN to enhance its radio frequency (RF) capabilities. In addition, it is envisioned that NASA will gradually introduce optical communications to augment its RF systems. Optical communications will enable new science and exploration missions by providing high data rates and better navigation over long distances. This paper will briefly describe STMD’s envisioned future for deep space communications in the 2030+ timeframe and the technology roadmaps being developed for both radio frequency and optical systems.

Bernard Edwards↗
DOE OSTI2013

A Profile of Academic Training Program Directors and Chairs in Radiation Oncology

Purpose: To identify objective characteristics and benchmarks for program leadership in academic radiation oncology. Methods and Materials: A study of the 87 Accreditation Council for Graduate Medical Education radiation oncology training program directors (PD) and their chairs was performed. Variables included age, gender, original training department, highest degree, rank, endowed chair assignment, National Institutes of Health (NIH) funding, and Hirsch index (H-index). Data were gathered from online sources such as departmental websites, NIH RePORTER, and Scopus. Results: There were a total of 87 PD. The median age was 48, and 14 (16%) were MD/PhD. A total of 21 (24%) were female, and rank was relatively equally distributed above instructor. Of the 26 professors, at least 7 (27%) were female. At least 24 (28%) were working at the institution from which they had received their training. A total of 6 individuals held endowed chairs. Only 2 PD had active NIH funding in 2012. The median H-index was 12 (range, 0-51) but the index dropped to 9 (range, 0-38) when those who served as both PD and chair were removed from the group. A total of 76 chairs were identified at the time of the study. The median age was 55, and 9 (12%) were MD/PhD. A total of 7 (9%) of the chairs were female, and rank was professor for all with the exception of 1 who was listed as “Head” and was an associate professor. Of the 76 chairs, at least 10 (13%) were working at the institution from which they received their training. There were a total of 21 individuals with endowed chairs. A total of 13 (17%) had NIH funding in 2012. The median H-index was 29 (range, 3-60). Conclusions: These data provide benchmarks for individuals and departments evaluating leadership positions in the field of academic radiation oncology. Such data are useful for evaluating leadership trends over time and comparing academic radiation oncology with other specialties.

62 RADIOLOGY AND NUCLEAR MEDICINE↗
DOE OSTI2015

Stress and Burnout Among Residency Program Directors in United States Radiation Oncology Programs

Purpose: To evaluate stressors among radiation oncology residency program directors (PDs) and determine the prevalence and indicators of burnout. Methods and Materials: An anonymous, online, cross-sectional survey was offered to PDs of US radiation oncology programs in the fall of 2014. Survey content examined individual and program demographics, perceptions surrounding the role of PD, and commonly encountered stressors. Burnout was assessed using the validated Maslach Burnout Inventory-Human Services Survey. Results: In total, 47 of 88 PDs (53%) responded to the survey. Although 78% of respondents reported feeling “satisfied” or “highly satisfied” with their current role, 85% planned to remain as PD for <5 years. The most commonly cited stressors were satisfying Accreditation Council for Graduate Medical Education/Residency Review Committee requirements (47%), administrative duties (30%) and resident morale (28%). Three-quarters of respondents were satisfied that they became PDs. Overall, 11% of respondents met criteria for low burnout, 83% for moderate burnout, and 6% for high burnout. Not having served as a PD at a prior institution correlated with high depersonalization (OR 6.75, P=.04) and overall burnout (odds ratio [OR], 15.6; P=.04). Having more years on faculty prior to becoming PD correlated with less emotional exhaustion (OR, 0.44, P=.05) and depersonalization (OR, 0.20, P=.04). Finally, having dedicated time for PD duties correlated with less emotional exhaustion (OR, 0.27, P=.04). Conclusions: Moderate levels of burnout are common in U.S. radiation oncology PDs with regulatory stressors being common. Despite this, many PDs are fulfilled with their role. Longitudinal studies assessing dynamic external factors and their influence on PD burnout would be beneficial.

62 RADIOLOGY AND NUCLEAR MEDICINE↗
DOE OSTI2013

Technical Review of the Domestic Nuclear Detection Office Transformational and Applied Research Directorate’s Research and Development Program

At the request of the Domestic Nuclear Detection Office (DNDO), a Review Committee comprised of representatives from the American Physical Society (APS) Panel on Public Affairs (POPA) and the Institute of Electrical and Electronics Engineers (IEEE) Nuclear and Plasma Sciences Society (NPSS) performed a technical review of the DNDO Transformational and Applied Research Directorate (TARD) research and development program. TARD’s principal objective is to address gaps in the Global Nuclear Detection Architecture (GNDA) through improvements in the performance, cost, and operational burden of detectors and systems. The charge to the Review Committee was to investigate the existing TARD research and development plan and portfolio, recommend changes to the existing plan, and recommend possible new R&D areas and opportunities. The Review Committee has several recommendations.

detectors, detection algorithms, strategic plannin↗
DOE OSTI2013

Energy exchange between electromagnetic waves on the director diffraction grating in planar waveguide with nematic layer

The energy exchange between two coupled TE modes on the diffraction grating of the director in a planar waveguide containing a nematic liquid crystal layer is calculated. The diffraction grating is induced by an external electric field in the nematic layer with periodic anchoring energy at the waveguide surface. The intensity of the signal mode at the output of the nematic layer is calculated as a function of the amplitude and period of the anchoring-energy modulation, the nematic layer sizes, and the electric-field strength. The cases of modes with the same and opposite directions are considered. Analytical expressions for the maximum intensities of the signal mode are derived. In both cases the maximum intensity of the signal mode increases with an increase in the electric-field strength.

75 CONDENSED MATTER PHYSICS, SUPERCONDUCTIVITY AND↗