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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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All sourcesNASA NTRSDOE OSTI
NASA NTRS2018

The Second European Service Module (ESM-2) Evolutions, Production and Challenges

This paper presents an overview of the Second European Service Module (ESM-2), the second in a series of European Service Modules produced as part of the Barter agreement between NASA and ESA for the Orion Program. The European Industrial consortium is led by the ESA prime contractor Airbus Defence and Space in Bremen. ESA and Airbus signed the ESM-2 contract on 16 February 2017, for this key element of the Orion Exploration Mission 2 (EM-2). EM-2 is the first crewed mission for Orion and will take astronauts farther into the solar system than humanity has ever travelled. EM-2 will also be a historic mission for Europe, as the ESM-2 will be the first European spacecraft to be part of a human transportation system carrying humans beyond low Earth orbit. ESM-2 is mainly a recurring production following ESM-1. Nevertheless, there are a number of important changes being implemented, for example, to incorporate upgrades to further enhance safety and reliability. The challenging delivery schedule for ESM-2 has driven the need to commence manufacturing prior to completion of the qualification on ESM-1. In addition, some requirement deviations and non-compliances approved for ESM-1 have resulted in modifications for ESM-2. In order to manage the competing constraints effectively, the ESM-2 Team has put in place a number of novel approaches to manage schedule, risk, and technical changes. Airbus has set up multi-functional teams according to an approach known as "Major Spacecraft Deliveries" consisting of quality assurance, engineering and procurement. The risk of starting manufacturing prior to qualification is managed through a special risk share agreement. This agreement necessitates rigorous risk reviews across the board for all manufacturing, assembly, integration and test milestones. The ESM-2 changes are managed by Configuration Management, but Airbus has also introduced the Technical Baseline Matrix to provide a transparent top-level overview of the changes from ESM-1 to ESM-2. The tool provides the basis for ESM-2 design and development needs, decisions, as well as the input for the Orion EM-2 Critical Design Review (CDR). The main technical evolutions, status of the production and the novel management approaches for ESM-2 are presented and discussed in the paper.

Orion European Service Module Programme↗
NASA NTRS2016

Function Allocation between Automation and Human Pilot for Airborne Separation Assurance

Maintaining safe separation between aircraft is a key determinant of the airspace capacity to handle air transportation. With the advent of satellite-based surveillance, aircraft equipped with the needed technologies are now capable of maintaining awareness of their location in the airspace and sharing it with their surrounding traffic. As a result, concepts and cockpit automation are emerging to enable delegating the responsibility of maintaining safe separation from traffic to the pilot; thus increasing the airspace capacity by alleviating the limitation of the current non-scalable centralized ground-based system. In this paper, an analysis of allocating separation assurance functions to the human pilot and cockpit automation is presented to support the design of these concepts and technologies. A task analysis was conducted with the help of Petri nets to identify the main separation assurance functions and their interactions. Each function was characterized by three behavior levels that may be needed to perform the task: skill, rule and knowledge based levels. Then recommendations are made for allocating each function to an automation scale based on their behavior level characterization and with the help of Subject matter experts.

Idris, Husni↗
NASA NTRS2019

International Data Collaboration for Risk-Based Safety and Mission Assurance

Some of the topics being discussed during this presentation are How things are being collaborating now, the Benefits from more data collaboration, the Opportunities for data collaboration and How can they share data. Additional information will be discussed through out the presentation slide deck.

Fischer, Gerd M.↗
DOE OSTI2023

Broadband, 920-nm mirror thin film damage competition

This year’s competition proposed to survey the state-of-the-art broadband, near-IR multilayer dielectric (MLD) mirrors designed for ultra-short, pulsed laser applications. The requirements for the coatings were a minimum reflection of 99.5% at 45-degree incidence angle for S-polarization from 830 nm to 1010 nm and group delay dispersion (GDD) < ± 50 fs 2 . The participants in this effort selected the coating materials, coating design, and deposition method. Samples were damage tested at a single testing facility to enable direct comparison among the participants using a 25 ± 5 fs OPCPA laser system operating at 5 Hz. A double blind test assured sample and submitter anonymity. The damage performance results, sample rankings, details of the deposition processes, coating materials and substrate cleaning methods are shared here. We found that multilayer coatings using tantala and/or hafnia as high index materials were top performers within several coating deposition groups. Specifically, dense coatings by ion-beam sputtering (IBS), magnetron sputtering (MS), and electron-beam ion assisted deposition (e-beam IAD) exhibited highest damage initiation onset (LIDT) while e-beam coatings were low performers. In addition, damage growth onset (LDGT) was also examined and the results are reported here for all samples as this performance metric plays an important role in establishing the safe operational conditions for larger aperture, ultrashort pulsed lasers. As a result, not all coating samples in the survey met the GDD requirements stated above and associated measurements are discussed in the context of the present and past competitions focused on similar broadband, near-IR MLD coatings.

42 ENGINEERING↗
DOE OSTI2021

A multimodal and integrated approach to interrogate human kidney biopsies with rigor and reproducibility: guidelines from the Kidney Precision Medicine Project

Comprehensive and spatially mapped molecular atlases of organs at a cellular level are a critical resource to gain insights into pathogenic mechanisms and personalized therapies for diseases. The Kidney Precision Medicine Project (KPMP) is an endeavor to generate three-dimensional (3-D) molecular atlases of healthy and diseased kidney biopsies by using multiple state-of-the-art omics and imaging technologies across several institutions. Obtaining rigorous and reproducible results from disparate methods and at different sites to interrogate biomolecules at a single-cell level or in 3-D space is a significant challenge that can be a futile exercise if not well controlled. Here we describe a “follow the tissue” pipeline for generating a reliable and authentic single-cell/region 3-D molecular atlas of human adult kidney. Our approach emphasizes quality assurance, quality control, validation, and harmonization across different omics and imaging technologies from sample procurement, processing, storage, shipping to data generation, analysis, and sharing. We established benchmarks for quality control, rigor, reproducibility, and feasibility across multiple technologies through a pilot experiment using common source tissue that was processed and analyzed at different institutions and different technologies. A peer review system was established to critically review quality control measures and the reproducibility of data generated by each technology before their being approved to interrogate clinical biopsy specimens. The process established economizes the use of valuable biopsy tissue for multiomics and imaging analysis with stringent quality control to ensure rigor and reproducibility of results and serves as a model for precision medicine projects across laboratories, institutions and consortia.

59 BASIC BIOLOGICAL SCIENCES↗
NASA NTRS2019

Realized Benefits from the Model-Based Systems Engineering Infusion and Modernization Initiative

Although Model-Based Systems Engineering (MBSE) as a concept has existed for over a decade, overall acceptance within the National Aeronautics and Space Administration (NASA) has been slow and is now growing. Since 2016, NASA’s MBSE Infusion And Modernization Initiative (MIAMI) has proven MBSE’s value to and increased its adoption at NASA. MBSE Pathfinder projects provided focused use cases that demonstrated both qualitative and quantitative benefits for systems engineering activities, and demonstrated the ability to connect MBSE models with discipline models such as structural loads and safety and mission assurance. MIAMI assisted NASA’s field centers to establish or enhance an MBSE presence. MIAMI partners with JAXA’s Systems Technology Unit to share lessons learned and demonstrate how MBSE can be used across organizations. Following its successful test cases, MIAMI is using design thinking, lean startup, and high technology marketing methodologies to implement a targeted deployment of its Community of Practice and other resources.

MBSE↗
NASA NTRS2016

The NASA Electronic Parts and Packaging (NEPP) Program - Presentation to Korean Aerospace Research Institute

This presentation will provide basic information about NASA's Electronic Parts and Packaging Program (NEPP), for sharing with representatives of the South Korean Aerospace Research Institute (KARI) as part of a larger presentation by Headquarters Office of Safety and Mission Assurance. The NEPP information includes mission and goals, history of the program, basic focus areas, strategies, deliverables and some examples of current tasks.

Technology Challenges↗
NASA NTRS2013

Pilot and Controller Evaluations of Separation Function Allocation in Air Traffic Management

Two human-in-the-loop simulation experiments were conducted in coordinated fashion to investigate the allocation of separation assurance functions between ground and air and between humans and automation. The experiments modeled a mixed-operations concept in which aircraft receiving ground-based separation services shared the airspace with aircraft providing their own separation service (i.e., self-separation). Ground-based separation was provided by air traffic controllers without automation tools, with tools, or by ground-based automation with controllers in a managing role. Airborne self-separation was provided by airline pilots using self-separation automation enabled by airborne surveillance technology. The two experiments, one pilot-focused and the other controller-focused, addressed selected key issues of mixed operations, assuming the starting point of current-day operations and modeling an emergence of NextGen technologies and procedures. In the controller-focused experiment, the impact of mixed operations on controller performance was assessed at four stages of NextGen implementation. In the pilot-focused experiment, the limits to which pilots with automation tools could take full responsibility for separation from ground-controlled aircraft were tested. Results indicate that the presence of self-separating aircraft had little impact on the controllers' ability to provide separation services for ground-controlled aircraft. Overall performance was best in the most automated environment in which all aircraft were data communications equipped, ground-based separation was highly automated, and self-separating aircraft had access to trajectory intent information for all aircraft. In this environment, safe, efficient, and highly acceptable operations could be achieved for twice today's peak airspace throughput. In less automated environments, reduced trajectory intent exchange and manual air traffic control limited the safely achievable airspace throughput and negatively impacted the maneuver efficiency of self-separating aircraft through high-density airspace. In a test of scripted conflicts with ground-managed aircraft, flight crews of self-separating aircraft prevented separation loss in all conflicts with detection time greater than one minute. In debrief, pilots indicated a preference for at least five minute's alerting notice and trajectory intent information on all aircraft. When intent information on ground-managed aircraft was available, self-separating aircraft benefited from fewer conflict alerts and fewer required deviations from trajectory-based operations.

Wing, David↗
NASA NTRS2013

Pilot Subjective Assessments During an Investigation of Separation Function Allocation Using a Human-In-The-Loop Simulation

Two human-in-the-loop simulation experiments were conducted to investigate allocation of separation assurance functions between ground and air and between humans and automation. The experiments modeled a mixed-operations concept in which aircraft receiving ground-based separation services shared the airspace with aircraft providing their own separation service (i.e., self-separation). The two experiments, one pilot-focused and the other controller-focused, addressed selected key issues of mixed operations and modeling an emergence of NextGen technologies and procedures. This paper focuses on the results of the subjective assessments of pilots collected during the pilot-focused human-in-the-loop simulation, specifically workload and situation awareness. Generally the results revealed that across all conditions, pilots' perceived workload was low to medium, with the highest reported levels of workload occurring when the pilots experienced a loss of separation during the scenario. Furthermore, the results from the workload data and situation awareness data were complimentary such that when pilots reported lower levels of workload they also experienced higher levels of situation awareness.

Burke, Kelly A.↗
NASA NTRS2013

NASA Software Engineering Benchmarking Study

To identify best practices for the improvement of software engineering on projects, NASA's Offices of Chief Engineer (OCE) and Safety and Mission Assurance (OSMA) formed a team led by Heather Rarick and Sally Godfrey to conduct this benchmarking study. The primary goals of the study are to identify best practices that: Improve the management and technical development of software intensive systems; Have a track record of successful deployment by aerospace industries, universities [including research and development (R&D) laboratories], and defense services, as well as NASA's own component Centers; and Identify candidate solutions for NASA's software issues. Beginning in the late fall of 2010, focus topics were chosen and interview questions were developed, based on the NASA top software challenges. Between February 2011 and November 2011, the Benchmark Team interviewed a total of 18 organizations, consisting of five NASA Centers, five industry organizations, four defense services organizations, and four university or university R and D laboratory organizations. A software assurance representative also participated in each of the interviews to focus on assurance and software safety best practices. Interviewees provided a wealth of information on each topic area that included: software policy, software acquisition, software assurance, testing, training, maintaining rigor in small projects, metrics, and use of the Capability Maturity Model Integration (CMMI) framework, as well as a number of special topics that came up in the discussions. NASA's software engineering practices compared favorably with the external organizations in most benchmark areas, but in every topic, there were ways in which NASA could improve its practices. Compared to defense services organizations and some of the industry organizations, one of NASA's notable weaknesses involved communication with contractors regarding its policies and requirements for acquired software. One of NASA's strengths was its software assurance practices, which seemed to rate well in comparison to the other organizational groups and also seemed to include a larger scope of activities. An unexpected benefit of the software benchmarking study was the identification of many opportunities for collaboration in areas including metrics, training, sharing of CMMI experiences and resources such as instructors and CMMI Lead Appraisers, and even sharing of assets such as documented processes. A further unexpected benefit of the study was the feedback on NASA practices that was received from some of the organizations interviewed. From that feedback, other potential areas where NASA could improve were highlighted, such as accuracy of software cost estimation and budgetary practices. The detailed report contains discussion of the practices noted in each of the topic areas, as well as a summary of observations and recommendations from each of the topic areas. The resulting 24 recommendations from the topic areas were then consolidated to eliminate duplication and culled into a set of 14 suggested actionable recommendations. This final set of actionable recommendations, listed below, are items that can be implemented to improve NASA's software engineering practices and to help address many of the items that were listed in the NASA top software engineering issues. 1. Develop and implement standard contract language for software procurements. 2. Advance accurate and trusted software cost estimates for both procured and in-house software and improve the capture of actual cost data to facilitate further improvements. 3. Establish a consistent set of objectives and expectations, specifically types of metrics at the Agency level, so key trends and models can be identified and used to continuously improve software processes and each software development effort. 4. Maintain the CMMI Maturity Level requirement for critical NASA projects and use CMMI to measure organizations developing software for NASA. 5.onsolidate, collect and, if needed, develop common processes principles and other assets across the Agency in order to provide more consistency in software development and acquisition practices and to reduce the overall cost of maintaining or increasing current NASA CMMI maturity levels. 6. Provide additional support for small projects that includes: (a) guidance for appropriate tailoring of requirements for small projects, (b) availability of suitable tools, including support tool set-up and training, and (c) training for small project personnel, assurance personnel and technical authorities on the acceptable options for tailoring requirements and performing assurance on small projects. 7. Develop software training classes for the more experienced software engineers using on-line training, videos, or small separate modules of training that can be accommodated as needed throughout a project. 8. Create guidelines to structure non-classroom training opportunities such as mentoring, peer reviews, lessons learned sessions, and on-the-job training. 9. Develop a set of predictive software defect data and a process for assessing software testing metric data against it. 10. Assess Agency-wide licenses for commonly used software tools. 11. Fill the knowledge gap in common software engineering practices for new hires and co-ops.12. Work through the Science, Technology, Engineering and Mathematics (STEM) program with universities in strengthening education in the use of common software engineering practices and standards. 13. Follow up this benchmark study with a deeper look into what both internal and external organizations perceive as the scope of software assurance, the value they expect to obtain from it, and the shortcomings they experience in the current practice. 14. Continue interactions with external software engineering environment through collaborations, knowledge sharing, and benchmarking.

Rarick, Heather L.↗
NASA NTRS2006

Safety and Mission Assurance Knowledge Management Retention: Managing Knowledge for Successful Mission Operations

Knowledge Management is a proactive pursuit for the future success of any large organization faced with the imminent possibility that their senior managers/engineers with gained experiences and lessons learned plan to retire in the near term. Safety and Mission Assurance (S&MA) is proactively pursuing unique mechanism to ensure knowledge learned is retained and lessons learned captured and documented. Knowledge Capture Event/Activities/Management helps to provide a gateway between future retirees and our next generation of managers/engineers. S&MA hosted two Knowledge Capture Events during 2005 featuring three of its retiring fellows (Axel Larsen, Dave Whittle and Gary Johnson). The first Knowledge Capture Event February 24, 2005 focused on two Safety and Mission Assurance Safety Panels (Space Shuttle System Safety Review Panel (SSRP); Payload Safety Review Panel (PSRP) and the latter event December 15, 2005 featured lessons learned during Apollo, Skylab, and Space Shuttle which could be applicable in the newly created Crew Exploration Vehicle (CEV)/Constellation development program. Gemini, Apollo, Skylab and the Space Shuttle promised and delivered exciting human advances in space and benefits of space in people s everyday lives on earth. Johnson Space Center's Safety & Mission Assurance team work over the last 20 years has been mostly focused on operations we are now beginning the Exploration development program. S&MA will promote an atmosphere of knowledge sharing in its formal and informal cultures and work processes, and reward the open dissemination and sharing of information; we are asking "Why embrace relearning the "lessons learned" in the past?" On the Exploration program the focus will be on Design, Development, Test, & Evaluation (DDT&E); therefore, it is critical to understand the lessons from these past programs during the DDT&E phase.

Johnson, Teresa A.↗
DOE OSTI2024

State of Innovation 2024: Paving the Way for Low-Carbon Cement and Concrete

Concrete production in the U.S. accounted for nearly 393 million cubic yards in 2023, with $38.8 billion in revenue. While cement, the key ingredient in concrete, is only 10%-15% of concrete's mixture by mass, 8% of total global emissions come from the production of cement. A significant challenge lies in the fact that roughly 51% of concrete emissions stem from the material calcination process of cement production. Stakeholders ranging from cement producers to government agencies are beginning to take measures to significantly reduce concrete emissions by 2050 and are seeking novel technologies from the startup community. Strategies to lower carbon emissions include reducing quantities of cement in concrete formulas; optimizing digital and automated production; lower temperature processing; carbon capture, utilization, and durable storage; and other cost-saving approaches to energy and material efficiencies. New materials based on carbon mineralization and novel cement chemistries hold the potential to reach net-zero or even carbon-negative concrete production; however, there is presently no readily available substitute that can replicate concrete's unique properties and versatility at the volume demanded by construction worldwide. The nature of concrete's raw materials, diverse applications, and scale of demand means that complete decarbonization will rely on a combination of innovative production methods and novel cement chemistries. Low-carbon solutions will need to compete economically with traditional concrete to become viable in a high-volume commodity market, although consumer demand and regulation will play important roles. Despite these challenges, this analysis reveals that venture capital (VC) investments in low-carbon concrete reflect a growing awareness of the decarbonized cement market opportunity. Between 2022 and 2023 emerging low-carbon technologies garnered more than $700 million in VC investments, representing a growing share of investment in the built environment. An investment gap appears after Series A for technology solutions, demonstrating the sector's potential, as well as the need for additional performance assurance and technology incubation.

cement↗
NASA NTRS2013

Analysis of Traffic Conflicts in a Mixed-Airspace Evaluation of Airborne Separation Assurance

A pair of human-in-the-loop simulation evaluations of a distributed air/ground separation assurance system have been conducted to investigate the function allocation between humans and automation systems as well as ground-based and airborne agents in the Next Generation Air Transportation System and beyond. This paper focuses on an analysis of certain critical conflicts observed between self-separating aircraft and ground-managed traffic in the same airspace. The principal cause of each conflict is identified and potential mitigations are discussed, such as: the sharing of trajectory intent information between the ground and the air; more cautious trajectory planning by the self-separating aircraft; and more equitable rules-of-the-road between the self-separating aircraft and ground-managed aircraft. This analysis will inform the ongoing design of an airborne separation assurance automation tool.

Lewis, Timothy A.↗
NASA NTRS2015

Resource Prospector (RP): A Cost-Effective Lunar Resource Pathfinder

Resource Prospector (RP) is an in-situ resource utilization (ISRU) technology demonstration mission under study by the NASA Human Exploration and Operations Mission Directorates (HEOMD). This clever mission is currently planned to launch in 2020 and will demonstrate extraction of oxygen, water and other volatiles, as well measure mineralogical content such as silicon and light metals, like aluminum and titanium, from lunar regolith. Expanding human presence beyond low-Earth orbit to asteroids and Mars will require the maximum possible use of local materials, so-called in-situ resources, and the moon presents a unique destination to conduct robotic investigations that advance ISRU capabilities, as well as providing significant exploration and science value. This mission is equally important; however, for how it executes as a risk-tolerant, cost-effective mission. RP follows on the path-finding approaches of the Lunar Crater Observation and Sensing Satellite (LCROSS) mission. The LCROSS mission confirmed the presence of water-ice on the moon, but also established a new lightweight-approach to project and mission execution which was considerably cheaper and faster than traditional NASA missions. RP has been designated as a Class D mission, just as LCROSS. This mission classification is the most risk-tolerant class of mission within the NASA risk framework and as such, is given more latitude to accept higher-levels of residual risk. The intention is that by saving monies normally spent attempting to assure a single missions success, more missions can be funded. A well-designed portfolio can accept occasional mission failure, as it still gets more done for the same investment of resources. This classification enables tailoring the NASA Policy Requirements (NPRs) to lighter-weight approaches to mission management and execution. RP is also studying both international and commercial partnerships as a means to maximize return on the investment. International partnerships provide both capabilities synergies and cost-sharing opportunities, while the evolving new space commercial options are revealing new approaches to acquiring cost-effective services, including the benefits of bundling services. Even the world of launch vehicles is changing, offering much less expensive access to space, especially if NASA is able to be flexible in how it approaches mission assurance. Finally, leveraging investments being made elsewhere within a program portfolio, can enable cost-savings by enabling two applications with one investment. RP will be the next pathfinder mission to both enable exploration capabilities for future missions, and continue to evolve cost-effective approaches for NASA.

Lunar↗
DOE OSTI2025

Advanced Transmission Technologies – GETs and HPCs Session 1: ATT Foundations and Dynamic Line Ratings (DLRs)

The INL TADA GETs Cohort Session 1, held on November 4, 2025, convened experts to address the integration of advanced transmission technologies, including Grid-Enhancing Technologies (GETs) and High Performance Conductors (HPCs), with a focus on digital assurance challenges. The session highlighted the growing importance of cybersecurity, supply chain transparency, reliability, and business risk management in deploying GETs, especially Dynamic Line Ratings (DLRs). Participants examined how expanded attack surfaces, limited vendor pools, and new regulatory requirements—such as FERC Orders 881, 2023, and 1920—are influencing utilities and technology providers. The workshop underscored the need for cyber-informed engineering, secure-by-design principles, and practical risk management strategies, while fostering collaboration and knowledge sharing among industry peers. Technical discussions covered the evolution from static to dynamic line ratings, complexities of cloud-based architectures, and NERC CIP compliance challenges. The session concluded with a collaborative risk exercise and a preview of future workshops on advanced power flow control and transmission topology optimization, reinforcing the cohort’s commitment to advancing digital assurance in the energy sector.

24 - POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2025

Data Centers and Digital Assurance Workshop 3 – Mitigations for Digital Assurance Risks

The third session of the TADA (Technical Assistance for Digital Assurance) Data Centers Cohort, held on November 18, 2025, focused on developing mitigation strategies for digital assurance risks identified in previous workshops. Hosted by Idaho National Laboratory (INL) and ScottMadden, the session emphasized the application of Cyber-Informed Engineering (CIE) to data center infrastructure, particularly at the utility–data center interface. Participants revisited and ranked key digital assurance risks, including architecture and interface weaknesses, governance gaps, and AI-enabled threats. The workshop introduced the 12 principles of CIE, advocating for consequence-focused design, engineered controls, and secure information architecture to proactively reduce cyber-physical vulnerabilities. These principles were applied to critical data center systems such as power distribution, UPS, cooling, SCADA/BMS, and grid-forming batteries. The session also addressed governance challenges at the interconnection boundary, highlighting the need for clear roles in telemetry sharing, firmware management, and trip settings. Special attention was given to emerging risks from behind-the-meter (BTM) generation, including reverse-power flow and the integration of small modular reactors (SMRs), which shift data centers from large loads to complex generation nodes. Participants explored how interconnection agreements can serve as enforceable instruments for digital assurance, and reviewed gaps in current standards such as NERC CIP, IEC 62443, and IEEE 1547. The workshop concluded with pathways to standardization, including model agreement language, state-level programs, and expanded NERC guidance. INL also presented tools and frameworks for secure procurement and supplier risk management, reinforcing the need for integrated engineering and policy solutions to secure the evolving data center–grid ecosystem. Session 3 of 3.

24 - POWER TRANSMISSION AND DISTRIBUTION↗
NASA NTRS1999

Aerodynamic Shape Optimization Using A Combined Distributed/Shared Memory Paradigm

Current parallel computational approaches involve distributed and shared memory paradigms. In the distributed memory paradigm, each processor has its own independent memory. Message passing typically uses a function library such as MPI or PVM. In the shared memory paradigm, such as that used on the SGI Origin 2000 machine, compiler directives are used to instruct the compiler to schedule multiple threads to perform calculations. In this paradigm, it must be assured that processors (threads) do not simultaneously access regions of memory in such away that errors would occur. This paper utilizes the latest version of the SGI MPI function library to combine the two parallelization paradigms to perform aerodynamic shape optimization of a generic wing/body.

Cheung, Samson↗
NASA NTRS1994

Budget estimates: Fiscal year 1994. Volume 1: Agency summary

The NASA FY 1994 budget request of $15,265 million concentrates on (1) investing in the development of new technologies including a particularly aggressive program in aeronautical technology to improve the competitive position of the United States, through shared involvement with industry and other government agencies; (2) continuing the nation's premier program of space exploration, to expand our knowledge of the solar system and the universe as well as the earth; and (3) providing safe and assured access to space using both the space shuttle and expendable launch vehicles. Budget estimates are presented for (1) research and development, including space station, space transportation capability development, space science and applications programs, space science, life and microgravity sciences and applications, mission to planet earth, space research and technology, commercial programs, aeronautics technology programs, safety and mission quality, academic programs, and tracking and data advanced systems; and (2) space operations, including space transportation programs, launch services, and space communications.

Source record↗