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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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NASA NTRS2003

High-Power Hall Thruster Technology Evaluated for Primary Propulsion Applications

High-power electric propulsion systems have been shown to be enabling for a number of NASA concepts, including piloted missions to Mars and Earth-orbiting solar electric power generation for terrestrial use (refs. 1 and 2). These types of missions require moderate transfer times and sizable thrust levels, resulting in an optimized propulsion system with greater specific impulse than conventional chemical systems and greater thrust than ion thruster systems. Hall thruster technology will offer a favorable combination of performance, reliability, and lifetime for such applications if input power can be scaled by more than an order of magnitude from the kilowatt level of the current state-of-the-art systems. As a result, the NASA Glenn Research Center conducted strategic technology research and development into high-power Hall thruster technology. During program year 2002, an in-house fabricated thruster, designated the NASA-457M, was experimentally evaluated at input powers up to 72 kW. These tests demonstrated the efficacy of scaling Hall thrusters to high power suitable for a range of future missions. Thrust up to nearly 3 N was measured. Discharge specific impulses ranged from 1750 to 3250 sec, with discharge efficiencies between 46 and 65 percent. This thruster is the highest power, highest thrust Hall thruster ever tested.

Manzella, David H.↗
NASA NTRS2011

Strategic Ozone Sounding Networks: Review of Design and Accomplishments

Ozone soundings are used to integrate models, satellite, aircraft and ground-based measurements for better interpretation of ozone variability, including atmospheric losses (predominantly in the stratosphere) and pollution (troposphere). A well-designed network of ozonesonde stations gives information with high vertical and horizontal resolution on a number of dynamical and chemical processes, allowing us to answer questions not possible with aircraft campaigns or current satellite technology. Strategic ozonesonde networks are discussed for high, mid- and low latitude studies. The Match sounding network was designed specifically to follow ozone depletion within the polar vortex; the standard sites are at middle to high northern hemisphere latitudes and typically operate from December through mid-March. Three mid-latitude strategic networks (the IONS series) operated over North America in July-August 2004, March-May and August 2006, and April and June-July-2008. These were designed to address questions about tropospheric ozone budgets and sources, including stratosphere-troposphere transport, and to validate satellite instruments and models. A global network focusing on processes in the equatorial zone, SHADOZ (Southern Hemisphere Additional Ozonesondes), has operated since 1998 in partnership with NOAA, NASA and the Meteorological Services of host countries. Examples of important findings from these networks are described,

Thompson, Anne M.↗
NASA NTRS1991

Canadian Space Station program

Information on the Canadian Space Station Program is given in viewgraph form. Topics covered include the Mobile Servicing Center (MSC), Space Station Freedom assembly milestones, the MB-3 launch configuration, a new workstation configuration, strategic technology development, the User Development Program, the Space Station Program budget, and Canada's future space activities.

Doetsch, K. H.↗
NASA NTRS2002

Computing, Information and Communications Technology (CICT) Website

The Computing, Information and Communications Technology Program (CICT) was established in 2001 to ensure NASA's Continuing leadership in emerging technologies. It is a coordinated, Agency-wide effort to develop and deploy key enabling technologies for a broad range of mission-critical tasks. The NASA CICT program is designed to address Agency-specific computing, information, and communications technology requirements beyond the projected capabilities of commercially available solutions. The areas of technical focus have been chosen for their impact on NASA's missions, their national importance, and the technical challenge they provide to the Program. In order to meet its objectives, the CICT Program is organized into the following four technology focused projects: 1) Computing, Networking and Information Systems (CNIS); 2) Intelligent Systems (IS); 3) Space Communications (SC); 4) Information Technology Strategic Research (ITSR).

Hardman, John↗
NASA NTRS2003

Bio-inspired Computing for Robots

Living creatures may provide algorithms to enable active sensing/control systems in robots. Active sensing could enable planetary rovers to feel their way in unknown environments. The surface of Jupiter's moon Europa consists of fractured ice over a liquid sea that may contain microbes similar to those on Earth. To explore such extreme environments, NASA needs robots that autonomously survive, navigate, and gather scientific data. They will be too far away for guidance from Earth. They must sense their environment and control their own movements to avoid obstacles or investigate a science opportunity. To meet this challenge, CICT's Information Technology Strategic Research (ITSR) Project is funding neurobiologists at NASA's Jet Propulsion Laboratory (JPL) and selected universities to search for biologically inspired algorithms that enable robust active sensing and control for exploratory robots. Sources for these algorithms are living creatures, including rats and electric fish.

Laufenberg, Larry↗
NASA NTRS1999

New frontiers in design synthesis

The Intelligent Synthesis Environment (ISE), which is one of the major strategic technologies under development at NASA centers and the University of Virginia, is described. One of the major objectives of ISE is to significantly enhance the rapid creation of innovative affordable products and missions. ISE uses a synergistic combination of leading-edge technologies, including high performance computing, high capacity communications and networking, human-centered computing, knowledge-based engineering, computational intelligence, virtual product development, and product information management. The environment will link scientists, design teams, manufacturers, suppliers, and consultants who participate in the mission synthesis as well as in the creation and operation of the aerospace system. It will radically advance the process by which complex science missions are synthesized, and high-tech engineering Systems are designed, manufactured and operated. The five major components critical to ISE are human-centered computing, infrastructure for distributed collaboration, rapid synthesis and simulation tools, life cycle integration and validation, and cultural change in both the engineering and science creative process. The five components and their subelements are described. Related U.S. government programs are outlined and the future impact of ISE on engineering research and education is discussed.

User-Computer Interface↗
NASA NTRS2019

Pterodactyl: An Uncoupled Range Control Approach to Fully Numerical Predictor-Corrector Entry Guidance

Entry, descent, and landing (EDL) has been identified as a core area of investment in NASA's Strategic Technology Investment Plan (NASA STIP). STIP lists the space technologies needed to help achieve NASA's science, technology, and exploration goals across the agency. Within the EDL core area, deployable hypersonic decelerators, also known as deployable entry vehicles (DEVs), have been identified as an area of investment, due to its potential to revolutionize payload delivery methods to Earth and other planets. These vehicles, which can deploy their heat shields or alter their shape before entry, exploit an increased and more effective drag ratio by using less mass than traditional blunt body vehicles with rigid aeroshells. DEVs like Adaptive Deployable Entry and Placement Technology (ADEPT) and Hypersonic Inflatable Aerodynamic Decelerator (HIAD) have demonstrated the capability of transporting the equivalent science payloads of blunt body rigid aeroshells, while using a significantly smaller diameter when stowed within a launch vehicle. While DEVs' increased energy dissipation for less mass is an attractive feature, their ability to contract and expand would require advancements in the current state-of-the-art guidance and control (G&C) architectures used by traditional rigid vehicles. Pterodactyl, a project funded by NASA's Space Technology Mission Directorate (STMD), aims to provide feasible integrated G&C solutions for DEVs, complete with optimized vehicle designs and packaging analyses. Structural and aerodynamic analyses for the explored control systems suggested a need for a bank angle guidance algorithm, a heritage guidance approach that has been used in many entry precision targeting vehicles, as well as an additional need for the development of a non-bank angle guidance. For this reason, Pterodactyl will consider four different G&C configurations during its design phase: i) a reaction control system for bank (sigma) control, ii) a mass movement system for angle of attack (alpha) sideslip (beta) control, iii) flaps for alpha - beta control, and iv) flaps for sigma control. To increase the applicability of each proposed integrated G&C architecture, an 11 km/s lunar return demonstration mission is selected to stress the developed technology capability. The Lifting Nano-ADEPT (LNA) vehicle is chosen as the DEV to demonstrate the integrated solutions. This paper will detail the trajectory design for a lunar return mission, using the validated bank control guidance algorithm Fully Numerical Predictor-Corrector Entry Guidance (FNPEG) and a newly developed guidance algorithm: FNPEG Uncoupled Range Control (URC). FNPEG-URC diverges from traditional bank angle guidances by producing alpha and beta commands to thereby decouple downrange and crossrange control. This presentation will discuss the development and overall performance of FNPEG and FNPEG-URC for each of the four G&C configurations. Successful G&C configurations are defined as those that can deliver payloads to the intended descent and landing site while abiding by trajectory constraints in the face of dispersions.

Johnson, Breanna↗
NASA NTRSDate not supplied

Extreme Environment Hot Fire Durability of Post-Processed Additively Manufactured GRCop-Alloy Combustion Chambers in LOX/Hydrogen and LOX/Methane

Extreme environment survivability of metal additive manufactured (AM) GRCop-alloy thrust chambers has been demonstrated in different bi-propellants at near stoichiometric and even oxygen rich combustion. GRCop-alloy chambers tested at NASA Marshall Space Flight Center (MSFC) have accumulated over 26,000 seconds of hot fire duration and over 500 starts. These chambers are produced using an AM process called laser powder bed fusion (L-PBF). A major feature of this process is high wall surface roughness which can be customized in post processing to leverage various performance advantages. Post-processing can include heat treatment, final machining, polishing, and welding and is key to hardware survivability in extreme environments. Surface finish enhancement techniques were applied to the hot wall and coolant channels to reduce the overall total heat load to the chamber walls. Performance optimization of various thrust class TCA’s is a strategic technology goal of NASA MSFC. Three different chamber geometries using cryogenic methane and de-ionized water as coolants were hot fire tested to obtain their life cycle, pressure drop, and heat load performances. Several 1.2K lbf LOX/H2 chambers, 1K lbf LOX/CH4 chambers, and 7K lbf LOX/CH4 chambers were tested. All post-processed configurations performed remarkably well when subjected to extreme hot fire test conditions. Streaking and blanching due to localized oxygen rich conditions were observed on some test articles in their as-built surface finish state. However, this is actually a function of the injector mixing and only serves to further establish the durability of L-PBF GRCop-alloy thrust chambers. Several different polishing techniques were applied to the hot wall and integrated coolant channels prior to hot fire testing and their performances assessed. Overall, AM produced GRCop chambers are extremely reliable, durable, and customizable to the desired performance metrics.

grcop↗
NASA NTRSDate not supplied

NASA's Efforts to Pursue Commercial Communications Services for Missions in Near Space

The National Aeronautics and Space Administration (NASA) Space Communications and Navigation (SCaN) Program enables high speed, robust, secure and cost-effective space communications and navigation services to current and future science and exploration missions. Consistent with National Space Policy, NASA is seeking commercial services for all its future near Earth requirements by incorporating additional direct to Earth (DTE) providers and introducing commercial satellite communications (SATCOM) vendors as NASA’s Tracking and Data Relay Satellites (TDRS) begin to decline. Through the progression of these efforts, SCaN is also integrating commercial services in the cislunar domain. The overarching objective is to satisfy the demands from the mission community – both in terms of capacity and capability – in a robust and cost-effective way, leveraging the strong and growing commercial space sector. For near earth space relay, six SATCOM vendors were awarded Funded Space Act Agreements in June of 2022 to demonstrate the ability to serve near-Earth missions, and are working through their committed milestones. The failure of TDRS Flight-9 (F9) in late 2022 prompted an increased tempo of mission engagement to identify driving user needs that commercial SATCOM can meet in the near-term. NASA has set a course to accelerate a decision to terminate commitments for TDRS services to new missions and has developed a plan to execute validation and risk reduction efforts with early adopter “pathfinder” missions to pave the way to earlier operational services. As the Artemis Program matures and builds on the successful Artemis I flight in November/December of 2022, the definition of the supporting communications and navigation architecture has further been refined. Although NASA government assets will continue to play a key role in provision of services, such as through the Deep Space Network, SCaN is pursuing commercial services offerings to expand ground network capability and implement lunar relay services. In February of 2023, SCaN released solicitation for services that include DTE services to missions near-Earth and in cislunar space, as well as lunar relay services. Further, SCaN is seeking opportunities to integrate commercial capability into lunar surface communications infrastructure. NASA is also advocating for standards that promote interoperability and strategic technology investments in the commercial sector. This paper addresses the recent progress and future plans in the near-Earth space and lunar regimes, discusses the unified approach for industry engagement, and highlights both the common and unique challenges of commercialization efforts in the two regimes.

commercialization↗
NASA NTRSDate not supplied

NASA’s Efforts to Pursue Commercial Communications Services for Missions in Near Space

The National Aeronautics and Space Administration (NASA) Space Communications and Navigation (SCaN) Program enables high speed, robust, secure, and cost-effective space communications and navigation services to current and future science and exploration missions. Consistent with National Space Policy, NASA is seeking commercial services for all its future near-Earth requirements by incorporating additional direct to Earth (DTE) providers and introducing commercial satellite relay communications (SATCOM) vendors as NASA’s Tracking and Data Relay Satellites (TDRS) begin to decline. Through the progression of these efforts, SCaN is also integrating commercial services in the cislunar domain. The overarching objective is to satisfy the demands from the mission community – both in terms of capacity and capability – in a robust, reliable, and cost-effective way, leveraging the strong and growing commercial space sector. For near earth space relay, six SATCOM vendors were awarded Funded Space Act Agreements in June of 2022 to demonstrate the ability to serve near-Earth missions with space-based communication relay services. All six vendors are working through their committed milestones with end-to-end service demonstrations tacking place throughout the mid-2020’s. The failure of TDRS Flight-9 (F9) in late 2022 prompted an increased tempo of mission engagement to identify driving user needs that commercial SATCOM can meet in the near-term. NASA has set a course to accelerate a decision to terminate offering TDRS services to new missions and is developing a plan to execute validation and risk reduction efforts with early adopter “pathfinder” missions, paving the way to operational services. As the Artemis Program matures and builds on the successful Artemis I flight in November-December of 2022, the definition of the supporting communications and navigation architecture has further been refined. Although NASA government assets will continue to play a key role in provision of services, such as through the Deep Space Network, SCaN is pursuing commercial services offerings to expand ground network capability and implement lunar relay services. In February of 2023, SCaN released solicitation for services that include DTE services to missions near-Earth and in cislunar space, as well as lunar relay services. Further, SCaN is seeking opportunities to integrate commercial capability into lunar surface communications infrastructure. NASA is also advocating for standards that promote interoperability and strategic technology investments in the commercial sector. This paper addresses the recent progress and future plans in the near-Earth space and lunar regimes, discusses the unified approach for industry engagement, and highlights both the common and unique challenges of commercialization efforts in the two regimes.

commercial services↗
NASA NTRSDate not supplied

Extravehicular Activity (EVA) Roadmaps Pressure Garment System (PGS)

As NASA focuses on the Moon to Mars (M2M) efforts, an environment-tolerable spacesuit design will be needed. NASA has traditionally used Roadmaps to strategize technology development and lay the foundation for the Exploration EMU (xEMU) spacesuit prototype. The Roadmaps visualize an actionable plan to realize EVA capabilities needed for Mars exploration.

Cinda Chullen↗
NASA NTRS2018

Airspace Technology Demonstration 3 (ATD-3) Traffic Aware Strategic Aircrew Requests (TASAR) Technology Transfer Document Summary Version 1.0

This summary document and accompanying technology artifacts satisfy the fourth of five Research Transition Products (RTPs) defined in the Applied Traffic Flow Management (ATFM) Research Transition Team (RTT) Plan. This transfer consists of NASA's Traffic Aware Strategic Aircrew Requests (TASAR). NASA's concept of TASAR offers onboard automation for the purpose of advising the pilot of traffic-compatible trajectory changes that would be beneficial to the flight.

tech transfer↗
NASA NTRS1992

A decision support tool for synchronizing technology advances with strategic mission objectives

Successful accomplishment of the objectives of many long-range future missions in areas such as space systems, land-use planning, and natural resource management requires significant technology developments. This paper describes the development of a decision-support data-derived tool called MisTec for helping strategic planners to determine technology development alternatives and to synchronize the technology development schedules with the performance schedules of future long-term missions. Special attention is given to the operations, concept, design, and functional capabilities of the MisTec. The MisTec was initially designed for manned Mars mission, but can be adapted to support other high-technology long-range strategic planning situations, making it possible for a mission analyst, planner, or manager to describe a mission scenario, determine the technology alternatives for making the mission achievable, and to plan the R&D activity necessary to achieve the required technology advances.

Hornstein, Rhoda S.↗
NASA NTRS2021

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. 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 the Chief Technologist (OCT) serves as a trusted authority to inform technology strategy and advocacy at the agency, enabling future missions and advancing U.S. economic competitiveness. Specifically, OCT coordinates and uses inputs from abroad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OCT develops 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, OCT 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 OCT 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 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 NTRS2014

NASA's Physics of the Cosmos and Cosmic Origins Technology Development Programs

NASA's Physics of the Cosmos (PCOS) and Cosmic Origins (COR) Program Offices, established in 2011, reside at the NASA Goddard Space Flight Center (GSFC). The offices serve as the implementation arm for the Astrophysics Division at NASA Headquarters. We present an overview of the programs' technology development activities and technology investment portfolio, funded by NASA's Strategic Astrophysics Technology (SAT) program. We currently fund 19 technology advancements to enable future PCOS and COR missions to help answer the questions "How did our universe begin and evolve?" and "How did galaxies, stars, and planets come to be?" We discuss the process for addressing community-provided technology gaps and Technology Management Board (TMB)-vetted prioritization and investment recommendations that inform the SAT program. The process improves the transparency and relevance of our technology investments, provides the community a voice in the process, and promotes targeted external technology investments by defining needs and identifying customers. The programs' goal is to promote and support technology development needed to enable missions envisioned by the National Research Council's (NRC) "New Worlds, New Horizons in Astronomy and Astrophysics" (NWNH) Decadal Survey report [1] and the Astrophysics Implementation Plan (AIP) [2]. These include technology development for dark energy, gravitational waves, X-ray and inflation probe science, and a 4m-class UV/optical telescope to conduct imaging and spectroscopy studies, as a post-Hubble observatory with significantly improved sensitivity and capability.

Technology Management Board (TMB)↗
NASA NTRS1992

Strategic directions and mechanisms in technology transfer

An outline summarizing the Working Panel discussion related to strategic directions for technology transfer is presented. Specific topics addressed include measuring success, management of technology, innovation and experimentation in the tech transfer process, integration of tech transfer into R&D planning, institutionalization of tech transfer, and policy/legislative resources.

Mackin, Robert↗