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NASA NTRS1991

Solar System Exploration Division Strategic Plan, volume 1. Executive summary and overview

This first document is the first of a six-volume series presenting the Solar System Exploration Division's Strategic Plan for the 10-year period FY 1994 to FY 2003. The overall strategy is characterized by five fundamental precepts: (1) execute the current program; (2) improve the vitality of the program and the planetary science community; (3) initiate innovative, small, low-cost planetary missions; (4) initiate new major and moderate missions; and (5) prepare for the next generation of missions. This Strategic Plan describes in detail our proposed approach to accomplish these goals. Volume 1 provides first an Executive Summary of highlights of each of the six volumes, and then goes on to present an overview of the plan, including a discussion of the planning context and strategic approach. Volumes 2, 3, 4, and 5 describe in detail the initiatives proposed. An integral part of each of these volumes is a set of responses to the mission selection criteria questions developed by the Space and Earth Science Advisory Committee. Volume 2, Mission From Planet Earth, describes a strategy for exploring the Moon and Mars and sets forth proposed moderate missions--Lunar Observer and a Mars lander network. Volume 3, Pluto Flyby/Neptune Orbiter, discusses our proposed major new start candidate for the FY 1994 to FY 1998 time frame. Volume 4, Discovery, describes the Near-Earth Asteroid Rendezvous, as well as other candidates for this program of low-cost planetary missions. Volume 5, Toward Other Planetary Systems, describes a major research and analysis augmentation that focuses on extrasolar planet detection and the study of planetary system processes. Finally, Volume 6 summarizes the technology program that the division has structured around these four initiatives.

Source record↗

NASA NTRS2016

Solar System Exploration Research Virtual Institute: Year Three Annual Report 2016

NASA's Solar System Exploration Research Virtual Institute (SSERVI) is pleased to present the 2016 Annual Report. Each year brings new scientific discoveries, technological breakthroughs, and collaborations. The integration of basic research and development, industry and academic partnerships, plus the leveraging of existing technologies, has further opened a scientific window into human exploration. SSERVI sponsorship by the NASA Science Mission Directorate (SMD) and Human Exploration and Operations Mission Directorate (HEOMD) continues to enable the exchange of insights between the human exploration and space science communities, paving a clearer path for future space exploration. SSERVI provides a unique environment for scientists and engineers to interact within multidisciplinary research teams. As a virtual institute, the best teaming arrangements can be made irrespective of the geographical location of individuals or laboratory facilities. The interdisciplinary science that ensues from virtual and in-person interactions, both within the teams and across team lines, provides answers to questions that many times cannot be foreseen. Much of this research would not be accomplished except for the catalyzing, collaborative environment enabled by SSERVI. The SSERVI Central Office, located at NASA Ames Research Center in Silicon Valley, California, provides the leadership, guidance and technical support that steers the virtual institute. At the start of 2016, our institute had nine U.S. teams, each mid-way through their five-year funding cycle, plus nine international partnerships. However, by the end of the year we were well into the selection of four new domestic teams, selected through NASA's Cooperative Agreement Notice (CAN) process, and a new international partnership. Understanding that human and robotic exploration is most successful as an international endeavor, international partnerships collaborate with SSERVI domestic teams on a no-exchange of funds basis, but they bring a richness to the institute that is priceless. The international partner teams interact with the domestic teams in a number of ways, including sharing students, scientific insights, and access to facilities. We are proud to introduce our newest partnership with the Astrophysics and Planetology Research Institute (IRAP) in Toulouse, France. In 2016, Principal Investigator Dr. Patrick Pinet assembled a group of French researchers who will contribute scientific and technological expertise related to SSERVI research. SSERVI's domestic teams compete for five-year funding opportunities through proposals to a NASA CAN every few years. Having overlapping proposal selection cycles allows SSERVI to be more responsive to any change in direction NASA might experience, while providing operational continuity for the institute. Allowing new teams to blend with the more seasoned teams preserves corporate memory and expands the realm of collaborative possibilities. A key component of SSERVI's mission is to grow and maintain an integrated research community focused on questions related to the Moon, Near-Earth asteroids, and the moons of Mars. The strong community response to CAN-2 demonstrated the health of that effort. NASA Headquarters conducted the peer-review of 22 proposals early in 2017 and, based on recommendations from the SSERVI Central Office and NASA SSERVI program officers, the NASA selecting officials determined the new teams in the spring of 2017. We are pleased to welcome the CAN-2 teams into the institute, and look forward to the collaborations that will develop with the current teams. The new teams are: The Network for Exploration and Space Science (NESS) team (Principal Investigator (PI) Prof. Jack Burns/U. Colorado); the Exploration Science Pathfinder Research for Enhancing Solar System Observations (ESPRESSO) team (PI Dr. Alex Parker/Southwest Research Institute); the Toolbox for Research and Exploration (TREX) team (PI Dr. Amanda Hendrix/ Planetary Science Institute); and the Radiation Effects on Volatiles and Exploration of Asteroids & Lunar Surfaces (REVEALS) team (PI Prof. Thomas Orlando/ Georgia Institute of Technology). In this report, you will find an overview of the 2016 leadership activities of the SSERVI Central Office, reports prepared by the U.S. teams from CAN-1, and achievements from several of the SSERVI international partners. Reflecting on the past year's discoveries and advancements serves as a potent reminder that there is still a great deal to learn about NASA's target destinations. Innovation in the way we access, sample, measure, visualize, and assess our target destinations is needed for further discovery. At the same time, let us celebrate how far we have come, and strongly encourage a new generation that will make the most of future opportunities.

Pendleton, Yvonne↗

NASA NTRS2012

Conformal Ablative Thermal Protection System for Planetary and Human Exploration Missions: Overview of the Technology Maturation Efforts Funded by NASA's Game Changing Development Program

The Office of Chief Technologist (OCT), NASA has identified the need for research and technology development in part from NASA's Strategic Goal 3.3 of the NASA Strategic Plan to develop and demonstrate the critical technologies that will make NASA's exploration, science, and discovery missions more affordable and more capable. Furthermore, the Game Changing Development Program (GCDP) is a primary avenue to achieve the Agency's 2011 strategic goal to "Create the innovative new space technologies for our exploration, science, and economic future." In addition, recently released "NASA space Technology Roadmaps and Priorities," by the National Research Council (NRC) of the National Academy of Sciences stresses the need for NASA to invest in the very near term in specific EDL technologies. The report points out the following challenges (Page 2-38 of the pre-publication copy released on February 1, 2012): Mass to Surface: Develop the ability to deliver more payload to the destination. NASA's future missions will require ever-greater mass delivery capability in order to place scientifically significant instrument packages on distant bodies of interest, to facilitate sample returns from bodies of interest, and to enable human exploration of planets such as Mars. As the maximum mass that can be delivered to an entry interface is fixed for a given launch system and trajectory design, the mass delivered to the surface will require reduction in spacecraft structural mass; more efficient, lighter thermal protection systems; more efficient lighter propulsion systems; and lighter, more efficient deceleration systems. Surface Access: Increase the ability to land at a variety of planetary locales and at a variety of times. Access to specific sites can be achieved via landing at a specific location (s) or transit from a single designated landing location, but it is currently infeasible to transit long distances and through extremely rugged terrain, requiring landing close to the site of interest. The entry environment is not always guaranteed with a direct entry, and improving the entry system's robustness to a variety of environmental conditions could aid in reaching more varied landing sites."

Beck, Robin A.↗

NASA NTRS1999

An Overview of NASA's Current In-Situ Consumable Production (ISCP) Development Activities and Goals

Utilization of extraterrestrial resources, or In-Situ Resource Utilization (ISRU), is viewed as an enabling technology for the exploration and commercial exploitation of our solar system. It is fundamental to any program of extended human presence and operation on other extraterrestrial bodies that we learn how to utilize the indigenous resources. The chief benefits of ISRU are that it can reduce the mass, cost, and risk of robotic and human exploration while providing capabilities that the enable commercial development of space. A key subset of ISRU which has significant cost and risk reduction benefits for robotic and human exploration, and which requires a minimum of infrastructure, is In-Situ Consumable Production (ISCP). ISCP involves acquiring, manufacturing, and storing propellants for planetary ascent or Earth return vehicles, gases and water for crew and life support, and fuel cell reagents for power generation by using resources available at the site of exploration. Since propellant mass typically makes up 60 to 80% of the ascent or Earth return vehicle mass, In-Situ Propellant Production (ISPP) on the Lunar or Mars surface can significantly reduce the overall mass for the return vehicle needed to be brought from Earth. Systems analyses of human Mars missions have indicated that solely producing propellants on the surface of Mars by processing atmospheric carbon dioxide can reduce the initial mission mass required in low Earth orbit by approximately 20% as compared to carrying all required propellant to the Mars surface from Earth. An even greater leverage can occur for Mars missions when in-situ water can be processed.

Sanders, G. B.↗

NASA NTRS1999

An Overview of NASA's current In-Situ Consumable Production (ISCP) Development Activities and Goals

Sanders, G. B.↗

NASA NTRS2016

Life Support and Environmental Monitoring International System Maturation Team Considerations

Human exploration of the solar system is an ambitious goal. Future human missions to Mars or other planets will require the cooperation of many nations to be feasible. Exploration goals and concepts have been gathered by the International Space Exploration Coordination Group (ISECG) at a very high level, representing the overall goals and strategies of each participating space agency. The Global Exploration Roadmap published by ISECG states that international partnerships are part of what drives the mission scenarios. It states "Collaborations will be established at all levels (missions, capabilities, technologies), with various levels of interdependency among the partners." To make missions with interdependency successful, technologists and system experts need to share information early, before agencies have made concrete plans and binding agreements. This paper provides an overview of possible ways of integrating NASA, ESA, and JAXA work into a conceptual roadmap of life support and environmental monitoring capabilities for future exploration missions. Agencies may have immediate plans as well as long term goals or new ideas that are not part of official policy. But relationships between plans and capabilities may influence the strategies for the best ways to achieve partner goals. Without commitments and an organized program like the International Space Station, requirements for future missions are unclear. Experience from ISS has shown that standards and an early understanding of requirements are an important part of international partnerships. Attempting to integrate systems that were not designed together can create many problems. Several areas have been identified that could be important to discuss and understand early: units of measure, cabin CO2 levels, and the definition and description of fluids like high purity oxygen, potable water and residual biocide, and crew urine and urine pretreat. Each of the partners is exploring different kinds of technologies. Different specific parameters may important to define or explore possible ranges depending on the system concepts. Early coordination between technology developers can create new possibilities for collaboration, and provide input to determine what combined options may provide the best overall system architecture.

Anderson, Molly↗

NASA NTRSDate not supplied

An Overview of Spacecraft Aerosols: Sources, Dynamics, and Knowledge Gaps

NASA has prioritized development of airborne particulate monitoring systems and mitigation strategies for future Lunar, Martian, and deep-space exploration missions. Airborne particles, also called aerosols, can cause human health problems ranging from mild respiratory discomfort to more severe disease. NASA’s suspended cabin particle and Lunar dust concentration requirements are motivated by protecting crew health and comfort during spaceflight, especially as mission durations lengthen and become increasingly ground-independent. Spacecraft cabin aerosols can originate from a variety of sources, including skin flakes, fibers from clothes and other materials, mechanical wear from equipment, and personal care products (e.g., antiperspirant). As NASA plans future expeditions to the Moon and Mars, Lunar and planetary dust compose an additional, under-characterized source for airborne particles. In addition to these known sources, recent studies on ISS cabin aerosols also revealed particles with unknown origins and poorly understood formation mechanisms, including some that may be formed by oxidative and/or heterogeneous chemical processes. The aerosol monitors payload, to be launched February 2025, will focus on understanding these unknown sources and processes, as well as demonstrating novel technologies for particulate monitoring to be infused in future space flight programs. In this presentation, we will present our knowledge of spacecraft cabin aerosols to date, summarizing aerosol measurement experiments from Shuttle through ISS. Cabin aerosol sources, known and unknown, will be summarized, and knowledge gaps for future long-duration space exploration missions will be discussed.

Claire Fortenberry↗

NASA NTRS2016

Life Support and Environmental Monitoring International System Maturation Team Considerations.

Human exploration of the solar system is an ambitious goal. Future human missions to Mars or other planets will require the cooperation of many nations to be feasible. Exploration goals and concepts have been gathered by the International Space Exploration Coordination Group (ISECG) at a very high level, representing the overall goals and strategies of each participating space agency. The Global Exploration Roadmap published by ISECG states that international partnerships are part of what drives the the mission scenarios. It states "Collaborations will be established at all levels (missions, capabilities, technologies), with various levels of interdependency among the partners." To make missions with interdependency successful, technologists and system experts need to share information early, before agencies have made concrete plans and binding agreements. This paper provides an overview of possible ways of integrating NASA, ESA, and JAXA work into a conceptual roadmap of life support and environmental monitoring capabilities for future exploration missions. Agencies may have immediate plans as well as long term goals or new ideas that are not part of official policy. But relationships between plans and capabilities may influence the strategies for the best ways to achieve partner goals. Without commitments and an organized program like the International Space Station, requirements for future missions are unclear. Experience from ISS has shown that standards and an early understanding of requirements are an important part of international partnerships. Attempting to integrate systems that were not designed together can create many problems. Several areas have been identified that could be important to discuss and understand early: units of measure, cabin CO2 levels, and the definition and description of fluids like high purity oxygen, potable water and residual biocide, and crew urine and urine pretreat. Each of the partners is exploring different kinds of technologies. Different specific parameters may important to define or explore possible ranges depending on the system concepts. Early coordination between technology developers can create new possibilities for collaboration, and provide input to determine what combined options may provide the best overall system architecture.

Anderson, Molly↗

NASA NTRS1997

Cryogenics and the Human Exploration of Mars

Current plans within NASA involve extending the human exploration of space from low earth orbit into the solar system, with the first human exploration of Mars presently planned in 2011. Integral to all hum Mars mission phases is cryogenic fluid management. Cryogenic fluids will be required both as propellant and for In-Situ Resource Utilization (ISRU). Without safe and efficient cryogen storage human Mars missions will not be possible. Effective control and handling of cryogenic fluids is the key to affordable Mars missions, and advancing active thermal control technology is synergistic with all of NASA's exploration initiatives and with existing and future instrument cooling programs, including MTPE and Origins. Present mission scenarios for human exploration require cryogenic propellant storage for up to 1700 days and for up to 60 metric tons. These requirements represent increases of an order of magnitude over previous storage masses and lifetimes. The key cryogenic terminology areas to be addressed in human Mars missions are long-term propellant storage, cryogenic refrigeration, cryogenic liquefaction, and zero gravity fluid management. Long-term storage for the thermal control of cryogenic propellants is best accomplished with a mix of passive and active technologies. Passive technologies such as advanced multilayer insulation (MLI) concepts will be combined with the development of active coolers (cryogenic refrigerators). Candidates for long-life active cooling applications include Reverse Turbo-Brayton, Stirling, and Pulse-Tube coolers. The integration of passive and active technologies will form a hybrid system optimized to minimize the launch mass while preserving the cryogenic propellants. Since cryogenic propellants are the largest mass that Mars missions must launch from earth, even a modest reduction in the percentage of propellant carried results in a significant weight saving. This paper will present a brief overview of cryogenic fluid management technology as it applies to the current human Mars mission scenarios.

Salerno, Louis J.↗

NASA NTRSDate not supplied

Development and Qualification Status of the Electric Propulsion Systems for the NASA PPE Mission and Gateway Program

NASA is charged with landing the first American woman and next American man on the South Pole of the Moon and establishing sustainable lunar exploration by the end of the decade. To meet this challenge, NASA’s Gateway will develop and deploy critical infrastructure required for operations on the lunar surface and that enables a sustained presence on and around the moon. NASA’s Power and Propulsion Element (PPE), the first planned element of NASA’s cis-lunar Gateway, leverages prior and ongoing NASA and U.S. industry investments in high-power, long-life solar electric propulsion technology investments. NASA awarded a PPE contract to Maxar Technologies to provide a 50 kW-class SEP spacecraft that meets Gateway’s needs, aligns with industry’s heritage spacecraft buses, and allows extensibility for NASA’s Mars exploration goals. Maxar’s PPE concept design, is based on their high heritage, modular, and highly reliable 1300-series bus architecture. The electric propulsion system features three 12 kW Advanced Electric Propulsion (AEPS) thrusters from Aerojet Rocketdyne and four BHT-6000 thrusters from Busek. Maxar-provided power electronics and xenon flow controllers from Moog are utilized in both the 12kW and 6kW electric propulsion strings on the spacecraft. The paper will present overviews of NASA’s Gateway and the PPE Project, status of the development and qualification activities for the two electric propulsion system, and the planned implementation of PPE electric propulsion system as keystone of NASA’s Gateway. The PPE spacecraft is currently heading into the Critical Design Review, with the qualification and flight electric propulsion hardware fabrication already initiated and significant progress being made toward planned qualifications in support of the planned PPE spacecraft co-manifest launch in 2024.

Electric Propulsion↗

NASA NTRSDate not supplied

Development and Qualification Status of the Electric Propulsion Systems for the NASA PPE Mission and Gateway Program

Electric Propulsion↗

NASA NTRS2019

Mars Small Spacecraft Studies: Overview

NASA’s Mars Exploration Program is studying a potential Mars Sample Return (MSR) campaign consisting of a series of missions over the next decade that would return samples collected at Mars for analyses in terrestrial laboratories. It is anticipated that during such a campaign, many in the Mars science community would seek to continue high-priority science investigations in parallel to those provided by geological and astrobiological sample return investigations. To respond to this anticipated desire of the science community, JPL is performing a study of small spacecraft mission concepts to Mars that could bridge the gap between MSR and other desired science investigations at Mars. The goal of the study is to utilize smaller, affordable missions in performing highpriority science investigations as defined in the National Academy of Sciences Decadal Survey, Mars Exploration Program Analysis Group (MEPAG) goals, and Human Exploration and Operations (HEO) Strategic Knowledge Gaps. The study targets the use of small spacecraft with greater science capability than currently achievable with CubeSats. The target spacecraft wet mass is approximately 100 to 350 kilograms. Methods of access to Mars considered in this study include a self-propelled transit from Earth geosynchronous transfer orbit (GTO) to Mars as a secondary payload in a rideshare configuration. The study investigates mission concepts, science objectives, mission designs, concept of operations, enhancing technologies, and mission costs, along with launch vehicle interfaces. The cost estimates of the mission concepts studied range from below $100 million to less than $300 million for development through launch. This paper concludes with an outline of several examples of small spacecraft mission concepts to Mars that demonstrate significant scientific capability, are technically feasible, and fit within the desired cost range.

Edwards, Charles D.↗

NASA NTRS2010

Flexible-Path Human Exploration

In the fourth quarter of 2009 an in-house, multi-center NASA study team briefly examined "Flexible Path" concepts to begin understanding characteristics, content, and roles of potential missions consistent with the strategy proposed by the Augustine Committee. We present an overview of the study findings. Three illustrative human/robotic mission concepts not requiring planet surface operations are described: assembly of very large in-space telescopes in cis-lunar space; exploration of near Earth objects (NEOs); exploration of Mars' moon Phobos. For each, a representative mission is described, technology and science objectives are outlined, and a basic mission operations concept is quantified. A fourth type of mission, using the lunar surface as preparation for Mars, is also described. Each mission's "capability legacy" is summarized. All four illustrative missions could achieve NASA's stated human space exploration objectives and advance human space flight toward Mars surface exploration. Telescope assembly missions would require the fewest new system developments. NEO missions would offer a wide range of deep-space trip times between several months and two years. Phobos exploration would retire several Marsclass risks, leaving another large remainder set (associated with entry, descent, surface operations, and ascent) for retirement by subsequent missions. And extended lunar surface operations would build confidence for Mars surface missions by addressing a complementary set of risks. Six enabling developments (robotic precursors, ISS exploration testbed, heavy-lift launch, deep-space-capable crew capsule, deep-space habitat, and reusable in-space propulsion stage) would apply across multiple program sequence options, and thus could be started even without committing to a specific mission sequence now. Flexible Path appears to be a viable strategy, with meaningful and worthy mission content.

Augustine↗

NASA NTRS2011

The Right Stuff: A Look Back at Three Decades of Flight Controller Training for Space Shuttle Mission Operations

Operations of human spaceflight systems is extremely complex, therefore the training and certification of operations personnel is a critical piece of ensuring mission success. Mission Control Center (MCC-H), at the Lyndon B. Johnson Space Center, in Houston, Texas manages mission operations for the Space Shuttle Program, including the training and certification of the astronauts and flight control teams. This paper will give an overview of a flight control team s makeup and responsibilities during a flight, and details on how those teams are trained and certified. The training methodology for developing flight controllers has evolved significantly over the last thirty years, while the core goals and competencies have remained the same. In addition, the facilities and tools used in the control center have evolved. These changes have been driven by many factors including lessons learned, technology, shuttle accidents, shifts in risk posture, and generational differences. Flight controllers will share their experiences in training and operating the Space Shuttle throughout the Program s history. A primary method used for training Space Shuttle flight control teams is by running mission simulations of the orbit, ascent, and entry phases, to truly "train like you fly." The reader will learn what it is like to perform a simulation as a shuttle flight controller. Finally, the paper will reflect on the lessons learned in training for the shuttle program, and how those could be applied to future human spaceflight endeavors. These endeavors could range from going to the moon or to Mars. The lessons learned from operating the space shuttle for over thirty years will help the space industry build the next human transport space vehicle and inspire the next generation of space explorers.

Dittemore, Gary D.↗

NASA NTRSDate not supplied

Moon to Mars In Situ Resource Utilization (ISRU) Status Update

In 2017, NASA initiated the Artemis program to send astronauts back to the lunar surface, create a sustainable human lunar exploration program, and lead the first human exploration mission to the Mars surface. While much of NASA’s plans for the Artemis program currently focus on the Human Lunar Return and the ability for astronauts to explore the lunar surface for limited durations each year, the longer-term vision for the Artemis program is to enable sustained human exploration and commercial operations in cis-lunar space and the lunar surface. An important aspect of achieving this long-term vision, is to better understand and characterize the resources on the Moon and Mars and learn how to extract and use these resources. Known as In Situ Resource Utilization (ISRU), the identification, mapping, extraction, and processing of space resources has the potential to greatly reduce the cost and risk of human exploration. These are achieved by reducing what needs to be delivered from Earth and the dependency on these supplies, lowering costs through commercial operations, and expanding infrastructure for safer and more capable exploration and surface operations. To guide development of ISRU technologies and systems on the ground and demonstrate these capabilities on the Moon and Mars, the NASA Space Technology Mission Directorate (STMD) created and released the ISRU Envisioned Future Priorities (EFP) strategic plan in 2022 and updated it in 2023. While lunar ISRU technology development had already started, these publicly released strategic plans have been used to guide and prioritize technology development, and assess the progress in achieving the vision. Since the release of the ISRU EFP, there have been several significant activities/events that have occurred with respect to human lunar exploration, surface infrastructure, and ISRU. This presentation will provide an overview and status of on-going technology and system development activities, an update of ISRU into the Artemis campaign, an update on ISRU-related activities.

NASA↗

NASA NTRS2014

Next Generation Life Support Project Status

Next Generation Life Support (NGLS) is one of over twenty technology development projects sponsored by NASA's Game Changing Development Program. The NGLS Project develops selected life support technologies needed for humans to live and work productively in space, with focus on technologies for future use in spacecraft cabin and space suit applications. Over the last three years, NGLS had five main project elements: Variable Oxygen Regulator (VOR), Rapid Cycle Amine (RCA) swing bed, High Performance (HP) Extravehicular Activity (EVA) Glove, Alternative Water Processor (AWP) and Series-Bosch Carbon Dioxide Reduction. The RCA swing bed, VOR and HP EVA Glove tasks are directed at key technology needs for the Portable Life Support System (PLSS) and pressure garment for an Advanced Extravehicular Mobility Unit (EMU). Focus is on prototyping and integrated testing in cooperation with the Advanced Exploration Systems (AES) Advanced EVA Project. The HP EVA Glove Element, new this fiscal year, includes the generation of requirements and standards to guide development and evaluation of new glove designs. The AWP and Bosch efforts focus on regenerative technologies to further close spacecraft cabin atmosphere revitalization and water recovery loops and to meet technology maturation milestones defined in NASA's Space Technology Roadmaps. These activities are aimed at increasing affordability, reliability, and vehicle self-sufficiency while decreasing mass and mission cost, supporting a capability-driven architecture for extending human presence beyond low-Earth orbit, along a human path toward Mars. This paper provides a status of current technology development activities with a brief overview of future plans.

Barta, Daniel J.↗

NASA NTRSDate not supplied

Overview of NASA ISRU Plans, Priorites, and Activities

Introduction:The National Aeronautics andSpace Administration (NASA) of the United States ofAmerica (US) has initiated the Artemis Moon to Marsprogram to send astronauts (the first woman andperson of color) back to the lunar surface, create asustainable human lunar exploration program, andlead the first human exploration mission to the Marssurface in the 2030’s [1]. A major objective of thisprogram is to characterize the resources that exist onthe Moon and Mars, and learn how to utilize them forsustained and affordable exploration. Commonlyknown as In Situ Resource Utilization (ISRU), thesearch for, acquisition, and processing of resources inspace has the potential to greatly reduce thedependency on transporting mission consumables andinfrastructure from Earth, thereby reducing missioncosts, risks, and dependency on Earth.ISRU is Enabling: Through the extraction andprocessing of resources into mission commoditiessuch as rocket propellants, life support consumables,and fuel cell reactants, ISRU enhances and evolvesthe cis-lunar, lander, and surface transportationsystems required for human exploration; expandingand enhancing HOW humans can explore and returnfrom the Moon. Through the extraction andprocessing of resources into metals, silicon, and othermanufacturing and construction feedstock, ISRUenhances and allows for the expansion of criticalinfrastructure using in situ manufacturing andconstruction capabilities that influence WHAT humanscan do on the Moon and in cis-lunar space. Becauseof this, ISRU supports and enables commercialinvolvement beyond NASA and governmentalagencies by both lowering the cost of sustainedtransportation to/from/on the Moon as well assupporting the market required for needing thesetransportation systems. Strategic Framework:To achieve this vision,NASA’s Space Technology Mission Directorate(STMD) ensures the coordinated development ofISRU and other critical space and surfaceinfrastructure elements such as propulsion, power,manufacturing, construction, and robotics through theStrategic Technology Architecture Roundtable(STAR) process. Through STAR, an integratedframework and process has been created allowing forcapabilities and technologies to be linked andassessed, gaps to be identified, specifications andmetrics to be established, and provide a means toprioritize and implement technology development andmissions. A critical part of the STAR effort has beenthe establishment of the Strategic Framework thatorganizes all work under four major Thrusts (Go,Land, Live, and Explore) and identifies the drivingOutcomes for each of these Thrusts. From the Thrustsand Outcomes, all work can be categorized and linkedbetween Capability Areas, and Technology Gaps canbe identified and addressed (Figure 1.)Figure 1. Strategic Framework and STAR FrameworkISRU Envisioned Future: To drive thedevelopment of technologies and capabilities, theSTAR process starts with establishing a ‘grand vision’of where each Outcome and Capability is aiming tobe considered complete. For ISRU, the EnvisionedFuture is “Scalable ISRU production/utilizationcapabilities including sustainable commodities on thelunar and Mars Surface”. This involves starting with10’s of metric tons of products, but evolves into 100’sto 1000’s of metric tons of water, oxygen, propellants,construction and manufacturing feedstock, andcommodities for habitat and food production andoperations. For ISRU, the ‘Prospect to Product’philosophy starts with Destination Reconnaissance &Resource Assessment, followed by ResourceAcquisition, Isolation, and Preparation, leading intoResource Processing (which is further subdivided intomission consumables and feedstocks for constructionand manufacturing). The ISRU Envisioned Futurealso considers what resources are available andattempts to address what and when these resourceswill be evaluated and harnessed, as well asconsidering which products/commodities can beobtained for early use and which ones require moretime and/or users of refined products.It Takes an Architecture: ISRU does not existon its own. By definition, it requires customers/users SHORT TITLE HERE: A. B. Author and C. D. Authorto use the products/commodities produced by ISRUsystems. Also, for an ISRU capability to exist, itmust obtain products and services from other systemsand infrastructure. An important aspect of the STARprocess and the ISRU Envisioned Futures Prioritiesstrategy is to identify and link all of these systems andcapabilities to achieve the desired end state (Figure2).Figure 2. ISRU as Part of a Larger ArchitectureISRU Capability Drivers: The guidingprinciples for NASA’s Space TechnologyDevelopment for Artemis are to develop criticaltechnologies and capabilities that enable (i) asustainable Lunar surface presence, (ii) the future goalof sending humans to Mars, and (iii) promotingcritical technologies to enable future science andcommercial missions. It is a major goal of theArtemis campaign to establish some sort of base campat the lunar South Pole by approximately the end ofthe decade. The ISRU Envisioned Futures Prioritiesstrategy is aligned with the Artemis campaign todevelop and demonstrate ISRU capabilities in thistimeframe that could lead to sustained surfaceoperations, infrastructure growth, and commercialoperations in the next decade (Figure 3).Figure 3. ISRU Dual Path to Full Implementation and CommercializationState of the Art and Gaps: To achieve theenvisioned future, an extensive effort was performedto understand the State of the Art (SOA) for ISRUgoing back decades, and to assess the SOA against thenear and long-term goals and objectives of the ISRUStrategic Outcome objectives. While the releasedISRU Envisioned Futures Priorities only includes atop-level definition of both the SOA and Gaps, furtherinformation on these for ISRU can be found in theISRU Gap Assessment Study performed for theInternational Space Exploration Coordination Group(ISECG) [2]. To provide further guidance to industryand academia, a top level assessment was performedand provide that divides critical areas of ISRUcapabilities and technologies into 3 categories:Significant Funding, Partially Covered/MoreRequired, and Limited/No Funded Activities.Envisioned Future Priorities- Next Steps forISRU: While a significant amount of work over abroad range of technology areas has been performedover the last several years for lunar ISRU, to reach theenvisioned future for ISRU, a lot more work isrequired at the technology level leading to bothsystems and technology demonstrations in the nearfuture. To guide investments within NASA, industry,and academia, 5 specific areas of high priority wereidentified. These are:1.Complete development of the Water and Oxygen Mining Paths and close technology gaps, with emphasis on oxygen extraction from Highland regolith and parallel paths for polar water mining.2.Expand development of metal extraction and feedstock for manufacturing and construction, with emphasis on aluminum and initial/easy to obtain/make construction feedstocks leading to more refined metals and other regolith resources. Also, evaluate biologically inspired/derived technologies in bio-mining, bio-plastic, and other feedstock commodities.3.Ensure the resource assessment needed for future ISRU commercial operations is coordinated with both near/long-term science objectives as well as Artemis mission locations of interest.4.Initiate NASA and industry-led system-level analyses, integration, and testing activities for ISRU capabilities. While significant work has been performed at the technology and subsystemlevel, it is now important to understand how these technology investments can be leveraged and utilized in actual systems and applications5.Initiate lunar ISRU technology flight demonstrations leading to initial ‘Pilot Plant’ end-to-end production capability demonstrations, led by industry

ISRU↗

NASA NTRS2012

NASA's Space Launch System: A Heavy-Lift Platform for Entirely New Missions

The National Aeronautics and Space Administration's (NASA's) Space Launch System (SLS) will contribute a new capability for human space flight and scientific missions beyond low-Earth orbit (LEO). The SLS Program, managed at NASA s Marshall Space Flight Center, will develop the heavy-lift vehicle that will launch the Orion Multi-Purpose Crew Vehicle (MPCV), equipment, supplies, and major science missions for exploration and discovery. Orion will carry crews to space, provide emergency abort capability, sustain the crew during space travel, and provide safe reentry from deep-space return velocities. Supporting Orion s first autonomous flight to lunar orbit and back in 2017 and its first crewed flight in 2021, the SLS ultimately offers a flexible platform for both human and scientific exploration. The SLS plan leverages legacy infrastructure and hardware in NASA s inventory, as well as continues with advanced technologies now in development, to deliver an initial 70 metric ton (t) lift capability in 2017, evolving to a 130-t capability, using a block upgrade approach. This paper will give an overview of the SLS design and management approach against a backdrop of the missions it will support. It will detail the plan to deliver the initial SLS capability to the launch pad in the near term, as well as summarize the innovative approaches the SLS team is applying to deliver a safe, affordable, and sustainable long-range capability for entirely new missions-opening a new realm of knowledge and a world of possibilities for multiple partners. Design reference missions that the SLS is being planned to support include Mars, Jupiter, Lagrange Points, and near-Earth asteroids (NEAs), among others. The Agency is developing its mission manifest in parallel with the development of a heavy-lift flagship that will dramatically increase total lift and volume capacity beyond current launch vehicle options, reduce trip times, and provide a robust platform for conducting new missions destined to rewrite textbooks with the information they deliver, while creating a framework for further collaboration among domestic and international partners, and potentially spurring economic expansion into new markets.

Creech, Stephen D.↗