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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 73 records · Page 4
All sourcesNASA NTRSDOE OSTI
NASA NTRS1996

NSTAR Ion Propulsion System Power Electronics

The NASA Solar Electric Propulsion Technology Application Readiness (NSTAR) program, managed by the Jet Propulsion Laboratory (JPL), is currently developing a high performance, simplified ion propulsion system. This propulsion system, which is throttleable from 0.5- to 2.3-kW output power to the thruster, targets primary propulsion applications for planetary and Earth-space missions and has been baselined as the primary propulsion system for the first New Millennium spacecraft. The NASA Lewis Research Center is responsible for the design and delivery of a breadboard power processing unit (PPU) and an engineering model thruster (EMT) for this system and will manage the contract for the delivery of the flight hardware to JPL. The PPU requirements, which dictate a mass of less than 12 kg with an efficiency of 0.9 or greater at a 2.3-kW output, forced a departure from the state-of-the-art ion thruster PPU design. Several innovations--including dual-use topologies, simplified thruster control, and the use of ferrite magnetic materials--were necessary to meet these requirements.

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NASA NTRS2007

An Overview of the Applied Meteorology Unit (AMU)

The Applied Meteorology Unit (AMU) acts as a bridge between research and operations by transitioning technology to improve weather support to the Shuttle and American space program. It is a NASA entity operated under a tri-agency agreement by NASA, the US Air Force, and the National Weather Service (NWS). The AMU contract is managed by NASA, operated by ENSCO, Inc. personnel, and is collocated with Range Weather Operations at Cape Canaveral Air Force Station. The AMU is tasked by its customers in the 45th Weather Squadron, Spaceflight Meteorology Group, and the NWS in Melbourne, FL with projects whose results help improve the weather forecast for launch, landing, and ground operations. This presentation describes the history behind the formation of the AMU, its working relationships and goals, how it is tasked by its customers, and examples of completed tasks.

Merceret, Francis↗
NASA NTRSDate not supplied

Advanced Electric Propulsion System (AEPS) Enabling a Sustainable Return to the Lunar Surface through NASA Gateway

NASA continues to evolve a human exploration approach for beyond low-Earth orbit. The center of this approach is NASA’s Gateway that is envisioned to provide a maneuverable outpost in lunar orbit to extend human presence in deep space and expand on NASA exploration goals. The Gateway represents the initial step in NASA’s architecture for human cislunar operations, lunar surface access and missions to Mars. NASA announced at the May 2020 NASA Advisory Council’s Human Explorations and Operations Committee a new plan that calls for launching the first two elements of Gateway as a co-manifested mission in the late 2023 timeframe [2]. Launching the Power and Propulsion Element (PPE) and the Habitation and Logistics Outpost (HALO) together reduces mission risk, utilizes the PPE high-powered Electric Propulsion (EP) system to transport both elements to the lunar orbit, and reduces overall cost. NASA and Maxar Technologies have a commercial partnership to develop and demonstration a high-powered Solar Electric Propulsion (SEP) spacecraft [3, 4]. The PPE is baselined to include three 12.5-kW Advanced Electric Propulsion Systems (AEPS) and four 6-kW Hall thrusters, currently under development by Maxar, for a total beginning of life propulsion power of over 48-kW [5]. High-power solar electric propulsion is one of the key technologies that has been prioritized because of its significant exploration benefits, specifically, for missions beyond low Earth orbit. Spacecraft size and mass are currently dominated by onboard chemical propulsion systems and propellants that may constitute more than 50 percent of spacecraft mass. This impact can be substantially reduced through the utilization of SEP, due to its higher specific impulse and lower propellant load required to meet the equivalent mission delta-V. Studies performed for NASA’s HEOMD and Science Mission Directorate (SMD) have demonstrated that 40-kW-class SEP provides the necessary capabilities that would enable near term and future architectures, and science missions [6]. Accordingly, NASA has been developing a 12 kW Hall thruster electric propulsion thruster that can serve as the building block for a 40-kW-class SEP capability. The AEPS development, led by the NASA Glenn Research Center (GRC) and the Jet Propulsion Laboratory (JPL), began with the maturation of the high-power Hall thruster. The technology development work has transitioned to AR via a competitive procurement selection for the AEPS contract in May 2016. Management of the AEPS contract is being led by NASA GRC with funding from NASA’s Science Technology Mission Directorate (STMD) under the Technology Demonstration Missions (TDM) program. NASA continues to support the AEPS development leveraging in-house expertise, plasma modeling capability, and world-class test facilities.

AEPS↗
NASA NTRS1981

Guidelines for cost control and analysis of cost-type research and development contracts

The cost information which should be obtained from a contractor(s) on a major, cost type research and development contract(s), and the analyses and effective use of these data are discussed. Specific type(s) of information which should be required, methods for analyzing such information, and methods for effectively using the results of such analyses to enhance NASA contract and project management are included. The material presented is based primarily on the principal methods which have been effectively used in the management of major cost type research and development contracts.

Sibbers, C. W.↗
DOE OSTI2021

Los Alamos National Laboratory’s Contingent Labor Transformation with SAP Fieldglass [Slides]

LANL continues to expand our mission, increasing demand for a robust Contingent Labor program. Our remote location makes finding and attracting workers difficult. Our existing Contingent Labor program did not cover all workers or contracts. We had outsourced management services, including a Fieldglass instance that was 3rd party managed. The end of life of our current contract for Contingent Labor management propelled us to pursue a comprehensive change to our approach.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2004

Technology Development Report: CDDF, Dual Use Partnerships, SBIR/STTR: Fiscal Year 2003 Activities

The FY2003 NASA John C. Stennis Stennis Space Center (SSC) Technology Development Report provides an integrated report of all technology development activities at SSC. This report actually combines three annual reports: the Center Director's Discretionary Fund (CDDF) Program Report, Dual Use Program Report, and the Small Business Innovation Research (SBIR)/Small Business Technology Transfer (STTR) Program Report. These reports are integrated in one document to summarize all technology development activities underway in support of the NASA missions assigned to SSC. The Dual Use Program Report provides a summary review of the results and status of the nine (9) Dual Use technology development partnership projects funded and managed at SSC during FY2003. The objective of these partnership projects is to develop or enhance technologies that will meet the technology needs of the two NASA SSC Mission Areas: Propulsion Test and Earth Science Applications. During FY2003, the TDTO managed twenty (20) SBIR Phase II Projects and two (2) STTR Phase II Projects. The SBIR contracts support low TRL technology development that supports both the Propulsion Test and the Earth Science Application missions. These projects are shown in the SBIR/STTR Report. In addition to the Phase II contracts, the TDTO managed ten (10) SBIR Phase I contracts which are fixed price, six month feasibility study contracts. These are not listed in this report. Together, the Dual Use Projects and the SBIR/STTR Projects constitute a technology development partnership approach that has demonstrated that success can be achieved through the identification of the technical needs of the NASA mission and using various available partnership techniques to maximize resource utilization to achieve mutual technology goals. Greater use of these partnership techniques and the resource leveraging they provide, is a goal of the TDTO, providing more support to meet the technology development needs of the mission areas at SSC.

Bailey, John W.↗
NASA NTRS2021

Hydrologic Baseline Conditions and Projected Trends for Kennedy Space Center and the Cape Canaveral Barrier Island Complex

The purpose of this document is the creation of a comprehensive collection of data, information and knowledge on the eco-hydrologic setting, and current and predicted (2030 -2080) hydrologic conditions that will directly and indirectly influence the Kennedy Space Center (KSC) industrial and ecological system. Focus is on identification of existing data sources (web based, published, in-house) and identification of future possible needs. The document will aid in assessment of risks to the National Aeronautics and Space Administration (NASA) and stakeholder missions associated with changing local, regional and global conditions. This living document will allow for rapid updates as new data and improved spatial data (LiDAR elevations, land use, land cover, runoff coefficients, etc.) are accumulated by the Environmental Management Branch (EMB), stakeholders, and supporting staff from the NASA Environmental and Medical Contract (NEMCON) currently managed by Herndon Solutions Group LLC. (HSG).The report summarizes and visualizes hydrologic conditions supporting long-term trends monitoring, management and regulatory compliance needs, climate risk mitigation, and achievement of KSC and stakeholder’s sustainability goals. Future utility may extend to implementation actions of the KSC future development plan, KSC updates to future KSC Environmental Resource Documents (ERD), and the regional multi-agency Indian River Lagoon Health Initiative.

Carlton Hall↗
NASA NTRS1992

Shared visions: Partnership of Rockwell International and NASA Cost Effectiveness Enhancements (CEE) for the space shuttle system integration program

As a result of limited resources and tight fiscal constraints over the past several years, the defense and aerospace industries have experienced a downturn in business activity. The impact of fewer contracts being awarded has placed a greater emphasis for effectiveness and efficiency on industry contractors. It is clear that a reallocation of resources is required for America to continue to lead the world in space and technology. The key to technological and economic survival is the transforming of existing programs, such as the Space Shuttle Program, into more cost efficient programs so as to divert the savings to other NASA programs. The partnership between Rockwell International and NASA and their joint improvement efforts that resulted in significant streamlining and cost reduction measures to Rockwell International Space System Division's work on the Space Shuttle System Integration Contract is described. This work was a result of an established Cost Effectiveness Enhancement (CEE) Team formed initially in Fiscal Year 1991, and more recently expanded to a larger scale CEE Initiative in 1992. By working closely with the customer in agreeing to contract content, obtaining management endorsement and commitment, and involving the employees in total quality management (TQM) and continuous improvement 'teams,' the initial annual cost reduction target was exceeded significantly. The CEE Initiative helped reduce the cost of the Shuttle Systems Integration contract while establishing a stronger program based upon customer needs, teamwork, quality enhancements, and cost effectiveness. This was accomplished by systematically analyzing, challenging, and changing the established processes, practices, and systems. This examination, in nature, was work intensive due to the depth and breadth of the activity. The CEE Initiative has provided opportunities to make a difference in the way Rockwell and NASA work together - to update the methods and processes of the organizations. The future success of NASA space programs and Rockwell hinges upon the ability to adopt new, more efficient and effective work processes. Efficiency, proficiency, cost effectiveness, and teamwork are a necessity for economic survival. Continuous improvement initiatives like the CEE are, and will continue to be, vehicles by which the road can be traveled with a vision to the future.

Bejmuk, Bohdan I.↗
NASA NTRS1999

How to Improve SBIR Phase 3 Technology Commercialization Effectiveness: A NASA Glenn Internal Assessment

Governmental departments and agencies with responsibilities for implementing the Small Business Innovative Research program under the auspices of the Small Business Administration, are now required to be more accountable for phase 3 performance. At NASA Glenn Research Center, internal, one-on-one interviews were conducted with seven contracting officer technical representatives who have managed one or more SBIR contracts through completion of phase 2. A questionnaire consisting of nineteen questions was formulated and used for the above purpose. This self-assessment produced several comments, conclusions, and recommendations for consideration and potential application.

Horsham, Gary A. P.↗
NASA NTRSDate not supplied

NASA's Initial Artemis Human Landing System

In April 2020, NASA announced the selection of three companies to begin the initial phase of development of human landing systems to take the first woman and the first person of color to the lunar surface through NASA’s Artemis lunar exploration program. The selected companies were a Blue Origin-led team with Lockheed Martin, Northrup Grumman, and Draper; Dynetics (a Leidos company); and SpaceX. Contracts were awarded shortly after, kicking off a ten-month base period during which NASA worked closely with each company to finalize functional and performance requirements, confirm lander development standards, and establish baseline designs, schedules, and management plans for contract execution and human spaceflight certification. At the end of the base period, in the Spring of 2021, NASA awarded a single follow-on Option A contract to SpaceX to continue their work on Human Landing System (HLS) Starship development. Currently NASA and SpaceX are working collaboratively on Option A which will ultimately culminate in one uncrewed and one crewed mission to the lunar surface under Artemis III. This paper will provide a look at the Option A phase of development for the Human Landing System Program, including publicly available information on SpaceX’s HLS Starship design as well as near-term and future milestones for HLS and the Artemis program.

Lisa Watson-Morgan↗
NASA NTRS2014

Cloud-Based Data Sharing Connects Emergency Managers

Under an SBIR contract with Stennis Space Center, Baltimore-based StormCenter Communications Inc. developed an improved interoperable platform for sharing geospatial data over the Internet in real time-information that is critical for decision makers in emergency situations.

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NASA NTRS2015

Sound Modeling Simplifies Vehicle Noise Management

Under two SBIR contracts with Langley Research Center, Ann Arbor, Michigan-based Comet Technology Corporation developed Comet EnFlow, a software program capable of predicting both high- and low-frequency noise and vibration behavior in plane fuselages and other structures. The company now markets the software to airplane, automobile, and ship manufacturers, and Langley has found an unexpected use for it in leak detection on the International Space Station.

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