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NASA NTRS2008

NASA's In Space Propulsion Technology Program Accomplishments and Lessons Learned

NASA's In-Space Propulsion Technology (ISPT) Program was managed for 5 years at the NASA MSFC and significant strides were made in the advancement of key transportation technologies that will enable or enhance future robotic science and deep space exploration missions. At the program's inception, a set of technology investment priorities were established using an NASA-wide, mission-driven prioritization process and, for the most part, these priorities changed little - thus allowing a consistent framework in which to fund and manage technology development. Technologies in the portfolio included aerocapture, advanced chemical propulsion, solar electric propulsion, solar sail propulsion, electrodynamic and momentum transfer tethers, and various very advanced propulsion technologies with significantly lower technology readiness. The program invested in technologies that have the potential to revolutionize the robotic exploration of deep space. For robotic exploration and science missions, increased efficiencies of future propulsion systems are critical to reduce overall life-cycle costs and, in some cases, enable missions previously considered impossible. Continued reliance on conventional chemical propulsion alone will not enable the robust exploration of deep space - the maximum theoretical efficiencies have almost been reached and they are insufficient to meet needs for many ambitious science missions currently being considered. By developing the capability to support mid-term robotic mission needs, the program was to lay the technological foundation for travel to nearby interstellar space. The ambitious goals of the program at its inception included supporting the development of technologies that could support all of NASA's missions, both human and robotic. As time went on and budgets were never as high as planned, the scope of the program was reduced almost every year, forcing the elimination of not only the broader goals of the initial program, but also of funding for over half of the technologies in the original portfolio. In addition, the frequency at which the application requirements for the program changed exceeded the development time required to mature technologies: forcing sometimes radical rescoping of research efforts already halfway (or more) to completion. At the end of its fifth year, both the scope and funding of the program were at a minimum despite the program successfully meeting all of it's initial high priority objectives. This paper will describe the program, its requirements, technology portfolio, and technology maturation processes. Also discussed will be the major technology milestones achieved and the lessons learned from managing a $100M+ technology program.

Johnson, Les C.↗

NASA NTRS2012

Human Health Countermeasures (HHC) Element Management Plan: Human Research Program

NASA s Human Research Program (HRP) is an applied research and technology program within the Human Exploration and Operations Mission Directorate (HEOMD) that addresses human health and performance risk mitigation strategies in support of exploration missions. The HRP research and technology development is focused on the highest priority risks to crew health and safety with the goal of ensuring mission success and maintaining long-term crew health. Crew health and performance standards, defined by the NASA Chief Health and Medical Officer (CHMO), set the acceptable risk level for exploration missions. The HRP conducts research to inform these standards as well as provide deliverables, such as countermeasures, that ensure standards can be met to maximize human performance and mission success. The Human Health Countermeasures (HHC) Element was formed as part of the HRP to develop a scientifically-based, integrated approach to understanding and mitigating the health risks associated with human spaceflight. These health risks have been organized into four research portfolios that group similar or related risks. A fifth portfolio exists for managing technology developments and infrastructure projects. The HHC Element portfolios consist of: a) Vision and Cardiovascular; b) Exercise and Performance; c) Multisystem; d) Bone; and e) Technology and Infrastructure. The HHC identifies gaps associated with the health risks and plans human physiology research that will result in knowledge required to more fully understand risks and will result in validated countermeasures to mitigate risks.

Norsk, Peter↗

NASA NTRS2011

Shooting the Moon

This story is about an unlikely NASA mission to the Moon. It was unlikely because it was started with far too little time and too-little money to complete. It was unlikely because it was able to take chances to accept risk of failure. It was unlikely because it was searching for the unthinkable: water-ice on the moon... Figure 1-1: LCROSS Mission. The mission of the Lunar CRater Observation and Sensing Satellite (LCROSS) was to investigate the possibility of water ice in craters on the Moon s poles. This is certainly an interesting scientific topic in itself, but I intend to focus on the compelling experience of managing the LCROSS Project in the context of this storied Agency. Perhaps most interesting are the implications this story has for managing any development effort, lunar or not, and working a balance to achieve success. NASA is by design a risk-taking agency within the US Government. It could be argued that NASA s purpose in the aerospace community is to take on the really big challenges that either the corporate world can t afford, are not yet profitable endeavors, or are just too risky for private corporations to entertain. However, expectations of the Agency have evolved. A combination of grim human tragedies and some very public cost and schedule overruns have challenged the public s and Congress s tolerance for risk-taking within the Agency. NASA, which is supposed to be in the business of taking risks to do bold, difficult things, has become less and less able to do so within its cost framework. Yet effectively replacing prudent risk management with attempts to "risk-eliminate" is completely unaffordable. So where does risk-taking fit within the Agency, or within private/corporate organizations for that matter? Where astronauts play there is clearly concern about risk. When an organization puts humans in harm s way, it is understandably going to take extra effort to assure nobody gets hurt. Doing so, of course, costs money - a lot of money to pay for labor and hardware which is attempting to assure nothing will go wrong. Sophisticated designs, with doubly- or triply-redundant systems, extensive testing to verify those systems, and numerous engineering test units built to learn and evolve a hardware design, all drive the cost and time required to implement. Human spaceflight is an expensive business because of the exceptional system complexity and levels of assurance required for human space travel. What about missions that do not involve human spaceflight? What about missions whose potential failure will not take a human life, whose costs are small and whose urgency and importance are limited by design? A portfolio consisting of this type of mission can be designed to be risk tolerant, not requiring large expenditures to guarantee against failure. With the money saved, the number of missions that can be executed within the portfolio grows, or the total cost of the portfolio can be reduced. The NASA LCROSS mission is a pathfinder example of a low-cost, quick turn-around mission which struck a balance on mission risk, while accomplishing big objectives, like defining how we understand the Moon.

Andrews, Daniel R.↗

NASA NTRS2010

Strategic Technology Investment Analysis: An Integrated System Approach

Complex technology investment decisions within NASA are increasingly difficult to make such that the end results are satisfying the technical objectives and all the organizational constraints. Due to a restricted science budget environment and numerous required technology developments, the investment decisions need to take into account not only the functional impact on the program goals, but also development uncertainties and cost variations along with maintaining a healthy workforce. This paper describes an approach for optimizing and qualifying technology investment portfolios from the perspective of an integrated system model. The methodology encompasses multi-attribute decision theory elements and sensitivity analysis. The evaluation of the degree of robustness of the recommended portfolio provides the decision-maker with an array of viable selection alternatives, which take into account input uncertainties and possibly satisfy nontechnical constraints. The methodology is presented in the context of assessing capability development portfolios for NASA technology programs.

decision support↗

NASA NTRS2016

NASA's Earth Science Flight Program Meets the Challenges of Today and Tomorrow

NASA's Earth science flight program is a dynamic undertaking that consists of a large fleet of operating satellites, an array of satellite and instrument projects in various stages of development, a robust airborne science program, and a massive data archiving and distribution system. Each element of the flight program is complex and present unique challenges. NASA builds upon its successes and learns from its setbacks to manage this evolving portfolio to meet NASA's Earth science objectives. NASA fleet of 16 operating missions provide a wide range of scientific measurements made from dedicated Earth science satellites and from instruments mounted to the International Space Station. For operational missions, the program must address issues such as an aging satellites operating well beyond their prime mission, constellation flying, and collision avoidance with other spacecraft and orbital debris. Projects in development are divided into two broad categories: systematic missions and pathfinders. The Earth Systematic Missions (ESM) include a broad range of multi-disciplinary Earth-observing research satellite missions aimed at understanding the Earth system and its response to natural and human-induced forces and changes. Understanding these forces will help determine how to predict future changes, and how to mitigate or adapt to these changes. The Earth System Science Pathfinder (ESSP) program provides frequent, regular, competitively selected Earth science research opportunities that accommodate new and emerging scientific priorities and measurement capabilities. This results in a series of relatively low-cost, small-sized investigations and missions. Principal investigators whose scientific objectives support a variety of studies lead these missions, including studies of the atmosphere, oceans, land surface, polar ice regions, or solid Earth. This portfolio of missions and investigations provides opportunity for investment in innovative Earth science that enhances NASA's capability for better understanding the current state of the Earth system. ESM and ESSP projects often involve partnerships with other US agencies and/or international organizations. This adds to the complexity of mission development, but allows for a greater scientific return on NASA's investments. The Earth Science Airborne Science Program provides manned and unmanned aircraft systems that further science and advance the use of satellite data. NASA uses these assets worldwide in campaigns to investigate extreme weather events, observe Earth system processes, obtain data for Earth science modeling activities, and calibrate instruments flying aboard Earth science spacecraft. The Airborne Science Program has six dedicated aircraft and access to many other platforms. The Earth Science Multi-Mission Operations program acquires, preserves, and distributes observational data from operating spacecraft to support Earth Science research focus areas. The Earth Observing System Data and Information System (EOSDIS), which has been in operations since 1994, primarily accomplishes this. EOSDIS acquires, processes, archives, and distributes Earth Science data and information products. The archiving of NASA Earth Science information happens at eight Distributed Active Archive Centers (DAACs) and four disciplinary data centers located across the United States. The DAACs specialize by topic area, and make their data available to researchers around the world. The DAACs currently house over 9 petabytes of data, growing at a rate of 6.4 terabytes per day. NASA's current Earth Science portfolio is responsive to the National Research Council (NRC) 2007 Earth Science Decadal Survey and well as the 2010 NASA Response to President Obama's Climate Plan. As the program evolves into the future it will leverage the lessons learned from the current missions in operations and development, and plan for adjustments to future objectives in response to the anticipated 2017 NRC Decadal Survey.

Flight Program↗

NASA NTRS2016

Application of Deterministic and Probabilistic System Design Methods and Enhancements of Conceptual Design Tools for ERA Project

This report documents work done by the Aerospace Systems Design Lab (ASDL) at the Georgia Institute of Technology, Daniel Guggenheim School of Aerospace Engineering for the National Aeronautics and Space Administration, Aeronautics Research Mission Directorate, Integrated System Research Program, Environmentally Responsible Aviation (ERA) Project. This report was prepared under contract NNL12AA12C, "Application of Deterministic and Probabilistic System Design Methods and Enhancement of Conceptual Design Tools for ERA Project". The research within this report addressed the Environmentally Responsible Aviation (ERA) project goal stated in the NRA solicitation "to advance vehicle concepts and technologies that can simultaneously reduce fuel burn, noise, and emissions." To identify technology and vehicle solutions that simultaneously meet these three metrics requires the use of system-level analysis with the appropriate level of fidelity to quantify feasibility, benefits and degradations, and associated risk. In order to perform the system level analysis, the Environmental Design Space (EDS) [Kirby 2008, Schutte 2012a] environment developed by ASDL was used to model both conventional and unconventional configurations as well as to assess technologies from the ERA and N+2 timeframe portfolios. A well-established system design approach was used to perform aircraft conceptual design studies, including technology trade studies to identify technology portfolios capable of accomplishing the ERA project goal and to obtain accurate tradeoffs between performance, noise, and emissions. The ERA goal, shown in Figure 1, is to simultaneously achieve the N+2 benefits of a cumulative noise margin of 42 EPNdB relative to stage 4, a 75 percent reduction in LTO NOx emissions relative to CAEP 6 and a 50 percent reduction in fuel burn relative to the 2005 best in class aircraft. There were 5 research task associated with this research: 1) identify technology collectors, 2) model technology collectors in EDS, 3) model and assess ERA technologies, 4) LTO and cruise emission prediction, and 5) probabilistic analysis of technology collectors and portfolios.

Mavris, Dimitri N.↗

NASA NTRSDate not supplied

Exploration Medical Capability - Advancing Medical System Design and Risk-Informed Decision Making for Deep Space Exploration

BACKGROUND: Within NASA’s Human Research Program, the Exploration Medical Capability (ExMC) Element has three primary focus areas: clinical and scientific research, systems engineering and trade space analysis, and technology development and demonstrations. These focus areas feed into the overarching goal of enabling progressively Earth-Independent Medical Operations (EIMO), a new paradigm that will be necessary for future Artemis and Mars medical and vehicle systems. This EIMO end state aligns with NASA’s Moon to Mars Objectives, which clearly outline the need for NASA deep space exploration missions to reduce their reliance upon Earth and become increasingly autonomous, in preparation for the first human Mars mission. OVERVIEW: To advance exploration medical systems and ultimately, integrated crew health and performance systems, ExMC’s portfolio includes: funding ground development & testing of novel medical capabilities; creation of new approaches for the development of medical protocols and procedures; deployment of innovative technologies into analog environments; technology demonstrations in spaceflight; and eventual transition to operations of new capabilities for deep space exploration missions. The portfolio also includes: pharmaceutical research targeting stability, pharmacokinetics, and pharmacodynamics; integrated data architectures and clinical decision support tools; and systems engineering and trade space analysis tools to assist NASA in the development of future medical system models as well as the medical system requirements that can serve as a foundation for deep space exploration missions. All of these investments are done in a collaborative and coordinated fashion with other NASA stakeholders, such as the Environmental Control and Life Support Systems – Crew Health and Performance System Capability Leadership Team and the Health and Medical Technical Authority. DISCUSSION: In this presentation, ExMC will provide an overview of our work from across our portfolio, all of which will inform future EIMO efforts at NASA. ExMC’s research and development investments are targeted to reduce the human system risks associated with deep space exploration to the Moon and Mars.

Kris Lehnhardt↗

NASA NTRS1977

A computer software system for integration and analysis of grid-based remote sensing data with other natural resource data. Remote Sensing Project

A computer-based information system is described designed to assist in the integration of commonly available spatial data for regional planning and resource analysis. The Resource Analysis Program (RAP) provides a variety of analytical and mapping phases for single factor or multi-factor analyses. The unique analytical and graphic capabilities of RAP are demonstrated with a study conducted in Windsor Township, Eaton County, Michigan. Soil, land cover/use, topographic and geological maps were used as a data base to develope an eleven map portfolio. The major themes of the portfolio are land cover/use, non-point water pollution, waste disposal, and ground water recharge.

Tilmann, S. E.↗

NASA NTRS1977

A computer software system for integration and analysis of grid-based remote sensing data with other natural resource data

This report describes a computer-based information system designed to assist in the integration of commonly available spatial data for regional planning and resource analysis. The Resource Analysis Program (RAP) provides a variety of analytical and mapping phases for single factor or multi-factor analyses. The unique analytical and graphic capabilities of RAP are demonstrated with a study conducted in Windsor Township, Eaton County, Michigan. For this study, soil, land cover/use, topographic and geological maps were used as a data base to develop an eleven map portfolio. The major themes of the portfolio are land cover/use, nonpoint water pollution, waste disposal, and ground water recharge.

Tilmann, S. E.↗

NASA NTRS1999

Wind Tunnel Test Technique and Instrumentation Development at LaRC

LaRC has an aggressive test technique development program underway. This program has been developed using 3rd Generation R&D management techniques and is a closely coordinated program between suppliers and wind tunnel operators- wind tunnel customers' informal input relative to their needs has been an essential ingredient in developing the research portfolio. An attempt has been made to balance this portfolio to meet near term and long term test technique needs. Major efforts are underway to develop techniques for determining model wing twist and location of boundary layer transition in the NTF (National Transonic Facility). The foundation of all new instrumentation developments, procurements, and upgrades will be based on uncertainty analysis.

Putnam, Lawrence E.↗

NASA NTRS2004

A 100 kW-Class Technology Demonstrator for Space Solar Power

A first step in the development of solar power from space is the flight demonstration of critical technologies. These fundamental technologies include efficient solar power collection and generation, power management and distribution, and thermal management. In addition, the integration and utilization of these technologies into a viable satellite bus could provide an energy-rich platform for a portfolio of payload experiments such as wireless power transmission (WPT). This paper presents the preliminary design of a concept for a 100 kW-class free-flying platform suitable for flight demonstration of technology experiments. Recent space solar power (SSP) studies by NASA have taken a stepping stones approach that lead to the gigawatt systems necessary to cost-effectively deliver power from space. These steps start with a 100 kW-class satellite, leading to a 500 kW and then a 1 MW-class platform. Later steps develop a 100 MW bus that could eventually lead to a 1-2 GW pilot plant for SSP. Our studies have shown that a modular approach is cost effective. Modular designs include individual laser-power-beaming satellites that fly in constellations or that are autonomously assembled into larger structures at geosynchronous orbit (GEO). Microwave power-beamed approaches are also modularized into large numbers of identical units of solar arrays, power converters, or supporting structures for arrays and microwave transmitting antennas. A cost-effective approach to launching these modular units is to use existing Earth-to-orbit (ETO) launch systems, in which the modules are dropped into low Earth orbit (LEO) and then the modules perform their own orbit transfer to GEO using expendable solar arrays to power solar electric thrusters. At GEO, the modules either rendezvous and are assembled robotically into larger platforms, or are deployed into constellations of identical laser power-beaming satellites. Since solar electric propulsion by the modules is cost-effective for both self-transport of the modules from LEO to GEO, and for on-orbit stationkeeping and repositioning capability during the satellite’s lifetime, this technology is also critical in technology development for SSP. The 100 kW-class technology demonstrator will utilize advanced solar power collection and generation technologies, power management and distribution, advanced thermal management, and solar electric propulsion. State-of-the-art solar concentrators, highly efficient multi-junction solar cells, integrated thermal management on the arrays, and innovative deployable structure design and packaging make the 100 kW satellite feasible for launch on one existing launch vehicle. Early SSP studies showed that a major percentage of the on-orbit mass for power-beaming satellites was from massive power converters at the solar arrays, at the bus, at the power transmitter, or at combinations of these locations. Higher voltage mays and power management and distribution (PMAD) systems reduce or eliminate the need for many of these massive power converters, and could enable direct-drive of high-voltage solar electric thrusters. Lightweight, highly efficient thermal management systems are a critical technology that must be developed and flown for SSP feasibility. Large amounts of power on satellites imply that large amounts of waste heat will need to be managed. In addition, several of the more innovative lightweight configurations proposed for SSP satellites take advantage of solar concentrators that are intractable without advanced thermal management technologies for the solar arrays. These thermal management systems include efficient interfaces with the WPT systems or other high-power technology experiments, lightweight deployable radiators that can be easily integrated into satellite buses, and efficient reliable thermal distribution systems that can pipe heat from the technology experiments to the radiators. In addition to demonstrating the integration and use of these mission-critical technologies, the 100 kw-class satellite will provide a large experiment deck for a portfolio of technology experiments. Current plans for this technology demonstrator allow 2000 kg of payload capability and up to 100 kW of power. The technology experiments could include one or more wireless power transmission demonstrations, either to the Earth’s surface or to a suitable space-based receiver. Technology experiments to quantify the on-orbit performance of critical technologies for SSP or space exploration are welcomed. In addition, the technology experiments provide an opportunity for international cooperation, to advance technology readiness levels of SSP technologies that require flight demonstration. This paper will present the preliminary design for a 100 kW solar-powered satellite and a variety of technology experiments that may be suitable for flight demonstration. In addition, a space-to-Earth-surface WPT experiment will be discussed.

Connie Carrington↗

NASA NTRS2007

Stretched Lens Array Squarerigger (SLASR) Technology Maturation

Since April 2005, our team has been underway on a competitively awarded program sponsored by NASA s Exploration Systems Mission Directorate to develop, refine, and mature the unique solar array technology known as Stretched Lens Array SquareRigger (SLASR). SLASR offers an unprecedented portfolio of performance metrics, SLASR offers an unprecedented portfolio of performance metrics, including the following: Areal Power Density = 300 W/m2 (2005) - 400 W/m2 (2008 Target) Specific Power = 300 W/kg (2005) - 500 W/kg (2008 Target) for a Full 100 kW Solar Array Stowed Power = 80 kW/cu m (2005) - 120 kW/m3 (2008 Target) for a Full 100 kW Solar Array Scalable Array Capacity = 100 s of W s to 100 s of kW s Super-Insulated Small Cell Circuit = High-Voltage (300-600 V) Operation at Low Mass Penalty Super-Shielded Small Cell Circuit = Excellent Radiation Hardness at Low Mass Penalty 85% Cell Area Savings = 75% Lower Array Cost per Watt than One-Sun Array Modular, Scalable, & Mass-Producible at MW s per Year Using Existing Processes and Capacities

O'Neill, Mark↗

NASA NTRS2009

An Overview of the NASA FAP Hypersonics Project Airbreathing Propulsion Research

The propulsion research portfolio of the National Aeronautics and Space Administration Fundamental Aeronautics Program Hypersonics Project encompasses a significant number of technical tasks that are aligned to achieve mastery and intellectual stewardship of the core competencies in the hypersonic-flight regime. An overall coordinated programmatic and technical effort has been structured to advance the state-of-the-art, via both experimental and analytical efforts. A subset of the entire hypersonics propulsion research portfolio is presented in this overview paper. To this end, two programmatic research disciplines are discussed; namely, (1) the Propulsion Discipline, including three associated research elements: the X-51A partnership, the HIFiRE-2 partnership, and the Durable Combustor Rig, and (2) the Turbine-Based Combine Cycle Discipline, including three associated research elements: the Combined Cycle Engine Large Scale Inlet Mode Transition Experiment, the small-scale Inlet Mode Transition Experiment, and the High-Mach Fan Rig.

Auslender, A. H.↗

NASA NTRS2007

Computational Support for Technology- Investment Decisions

Strategic Assessment of Risk and Technology (START) is a user-friendly computer program that assists human managers in making decisions regarding research-and-development investment portfolios in the presence of uncertainties and of non-technological constraints that include budgetary and time limits, restrictions related to infrastructure, and programmatic and institutional priorities. START facilitates quantitative analysis of technologies, capabilities, missions, scenarios and programs, and thereby enables the selection and scheduling of value-optimal development efforts. START incorporates features that, variously, perform or support a unique combination of functions, most of which are not systematically performed or supported by prior decision- support software. These functions include the following: Optimal portfolio selection using an expected-utility-based assessment of capabilities and technologies; Temporal investment recommendations; Distinctions between enhancing and enabling capabilities; Analysis of partial funding for enhancing capabilities; and Sensitivity and uncertainty analysis. START can run on almost any computing hardware, within Linux and related operating systems that include Mac OS X versions 10.3 and later, and can run in Windows under the Cygwin environment. START can be distributed in binary code form. START calls, as external libraries, several open-source software packages. Output is in Excel (.xls) file format.

Adumitroaie, Virgil↗

NASA NTRS2010

An Overview of the NASA Aeronautics Test Program Strategic Plan

U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.

Marshall, Timothy J.↗

NASA NTRS2013

Space Launch System Advanced Development Office, FY 2013 Annual Report

The Advanced Development Office (ADO), part of the Space Launch System (SLS) program, provides SLS with the advanced development needed to evolve the vehicle from an initial Block 1 payload capability of 70 metric tons (t) to an eventual capability Block 2 of 130 t, with intermediary evolution options possible. ADO takes existing technologies and matures them to the point that insertion into the mainline program minimizes risk. The ADO portfolio of tasks covers a broad range of technical developmental activities. The ADO portfolio supports the development of advanced boosters, upper stages, and other advanced development activities benefiting the SLS program. A total of 34 separate tasks were funded by ADO in FY 2013.

Crumbly, C. M.↗

NASA NTRS2014

Behavioral Health and Performance at NASA JSC: Recent Successes and Future Plan for BHP Research and Operations

The Behavioral Health and Performance discipline at NASA Johnson Space Center is organized into two distinct Divisions (Biomedical Research and Environmental Science Division and Space and Clinical Operations Division) but is integrated and interrelated in its day‐to‐day work. Ongoing operations supporting NASA's spaceflight goals benefit from the research portfolios that address risks to mission success. Similarly, these research portfolios are informed by operations to ensure investigations stay relevant given the dynamic environment of spaceflight. There are many success stories that can be presented where initial work begun as a BHP Research project, and funded through the Human Research Program, was fully implemented in operations or addressed an operational need. Examples include improving effectiveness of the debriefings used within Mission Control by the Mission Operations Directorate and countermeasures for fatigue management. There is also ongoing collaboration with research and operations for developing selection methods for future generation astronauts, and to enhance and inform the current family support function. The objective of this panel is to provide examples of recent success stories, describe areas where close collaboration is benefitting ongoing research and operations, and summarize how this will come together as NASA plans for the one year ISS mission - a unique opportunity for both BHP operations and research to learn more about preparing and supporting crewmembers for extended missions in space. The proposed panel will be comprised of six presentations, each describing a unique aspect of research or operations and the benefits to current and future spaceflight.

Leveton, L. B.↗

NASA NTRS2015

Space Launch System Spacecraft/Payloads Integration and Evolution Office Advanced Development FY 2014 Annual Report

Crumbly, C. M.↗