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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

Development of Advanced Ablative Carbon Phenolic TPS for Future NASA Missions and Commercial Space

Phenolic Impregnated Carbon Ablator (PICA) is a low-density carbon phenolic ablator that has been used as the planetary entry heatshield for several NASA missions since the late 90’s. Its low density and efficient performance characteristics have proven effective for use from Discovery to Flagship class missions, from Sample Return missions such as Stardust, OSIRIS-REx to large Mars lander missions such as MSL and Mars 2020. Continued development of a mass efficient, compliant version of PICA that use a carbon felt as the substrate will be presented. The felt based versions of PICA known as Conformal PICA (C-PICA) is comparable in terms of peak heat-flux capabilities compared to standard PICA. Additionally, a novel all felt PICA-Flex offers further reductions in density, with higher thermal protection efficiency resulting in additional mass savings beyond C-PICA. Furthermore, the compliant nature of these materials allows for application without Strain Isolation Pad to a wide variety of substrates, making attractive for commercial low earth orbit missions as well as NASA’s aerocapture missions to Ice Giants. NASA is currently working with several commercial partners (Varda and Inversion Space) to Technology Transfer C/S-PICA variants for commercial LEO missions. Preliminary thermal and mechanical tests have been conducted comparing the performance of Conformal and Soft-PICA and PICA-Flex materials.

Flexible Ablative TPS↗
NASA NTRSDate not supplied

Development of Advanced Conformal and Soft Pica for Future Nasa Missions and Commercial Space

Phenolic Impregnated Carbon Ablator (PICA) is a low-density ablator that has been used as the planetary entry heatshield for several NASA missions since the late 90’s. Its low density and efficient performance characteristics have proven effective for use from Discovery to Flag-ship class missions, from Sample Return missions such as Stardust, OSIRIS-REx to large Mars Lander missions such as MSL and Mars 2020. Continued development of a more mass efficient and compliant versions of PICA that use a carbon felt as the substrate will be presented. The felt based versions of PICA known as Conformal PICA (C-PICA) and Soft PICA (S-PICA), are very comparable in terms of peak heat-flux capabilities compared to standard PICA. The lower density and of C-PICA and S-PICA further show a much higher thermal protection efficiency and hence more mass savings. The compliant nature of these materials allows for use on a wide variety of substrates and therefore makes it very attractive for commercial low earth orbit missions as well as NASA’s aerocapture missions to Ice Giants. NASA is currently working with several commercial partners (Varda and Inversion Space) to Technology Transfer C/S-PICA variants for commercial LEO missions. Thermal, mechanical, and representative environment arc-jet tests have been conducted comparing the performance of Conformal and Soft-PICA materials.

Matthew J Gasch↗
NASA NTRS1984

Power for Commercial Space Applications

Since the proposed space station is intended to be a permanent installation, used in part by commercial organizations, its design requirements differ fundamentally from those in previous manned spacecraft. In particular, commercialization on a significant scale depends critically on the ability to control capital and operational costs, including the cost of energy, and this demands new approaches to systems such as the power supply for the space station. These considerations suggest guidelines for power plant development. The cost of energy in space, guidelines for power supply development, quality standards, and the role of government are discussed.

Chapman, P. K.↗
NASA NTRS1983

International aspects of commercial space activities

Attention is given to problems in international cooperation that will arise if NASA proceeds with a Space Station. The rise in space budgets in many countries is cited as an indication of the growing importance being placed on space activities. It is also pointed out that these nations are emphasizing areas which hold promise for eventual commercial payoff. Developing countries are also paying greater attention to space. As part of the European Space Agency's development program, it is underwriting the development of up to six multiuser facilities dedicated to microgravity research; these include furnaces and thermostats for processing metallurgical samples and for crystal growth and botanical investigations. Competition from Europe is seen as a spur to efficiency. Attention is also given to the question whether international cooperation will interfere with research carried out by the US for military purposes.

Pedersen, K. S.↗
NASA NTRS1984

Concept for a commercial space station laboratory

The concept of a privately owned and operated fee-for-service laboratory as an element of a civil manned space station, envisioned as the venture of a group of private investors and an experienced laboratory operator to be undertaken with the cooperation of NASA is discussed. This group would acquire, outfit, activate, and operate the labortory on a fee-for-service basis, providing laboratory services to commercial firms, universities, and government agencies, including NASA. This concept was developed to identify, stimulate, and assist potential commercial users of a manned space station. A number of the issues which would be related to the concept, including the terms under which NASA might consider permitting private ownership and operation of a major space station component, the policies with respect to international participation in the construction and use of the space station, the basis for charging users for services received from the space station, and the types of support that NASA might be willing to provide to assist private industry in carrying out such a venture are discussed.

Wood, P. W.↗
NASA NTRS2010

Human-Rating Implementation for Commercial Space

This slide presentation reviews the appropriate NASA standards and Health and Medical Technical Authority (HMTA) standards for human rated spacecraft developed by commercial vendors. Included are the HMTA requirements for the Constellation Program (CxP)

Whitmore, Mihriban↗
NASA NTRS1984

Conestoga 2: A low cost commercial space transport system

Conestoga 2 is currently under development. It is capable of inserting 500 Kg satellites into 800 Km circular polar orbits. Conestoga 2 makes maximum use of existing (developed) technology and hardware. Its commercial objective is to fill a need for low cost low Earth orbital transport not efficiently served by Shuttle or larger space transport systems. Low Earth orbit markets, foreign participation, and launch site considerations are discussed along with technical and economic trade-offs.

Rasmussen, R. O.↗
NASA NTRS1983

Research in space commercialization, technology transfer and communications, vol. 2

Spectrum management, models for evaluating communications systems, and implications of communications regulations for NASA are considered as major parts of communications policy. Marketing LANDSAT products in developing countries, a political systems analysis of LANDSAT, and private financing and operation of the space operations center (space station) are discussed. Investment requirements, risks, government support, and other primary business and management considerations are examined.

Dunn, D. A.↗
NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C Dempsey↗
NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗
NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗
NASA NTRS1977

Large-size monodisperse latexes as a commercial space product

Proposed spacelab production of large-size (2-40 micron diameter) monodispersed latexes is discussed. Explanations are given for the present lack of monodisperse particles in this size range. The four main topics discussed are: (1) the potential uses of these large particle size latexes, (2) why it is necessary for the particles to have a very narrow size distribution, (3) why large amounts of these monodisperse latexes are needed, and (4) why it is necessary to go to microgravity to prepare these latexes.

Kornfeld, D. M.↗
NASA NTRS1990

Rocket propellant reorientation and fluid management used in space commercialization

In a spacecraft design, the requirements of settled propellant are different for tank pressurization, engine restart, venting, or propellant transfer. The requirement to settle or to position liquid fuel over the outlet end of the spacecraft propellant tank prior main engine restart possess a microgravity fluid behavior problem. In this paper, the dynamical behavior of liquid propellant, fluid reorientation, and propellant resettling have been carried out.

Hung, R. J.↗
NASA NTRS1993

Special Investigation Report: Commercial Space Launch Incident, Launch Procedure Anomaly Orbital Sciences Corporation PEGASUS/SCD-1, 80 Nautical Miles East of Cape Canaveral, Florida, February 9, 1993

This report explains the procedural anomaly that occurred during the launch sequence of an Orbital Sciences Corporation Pegasus expendable launch vehicle, which was subsequently deployed successfully from an NB-52B airplane, on 9 Feb. 1993. The safety issues discussed in the report include command, control and communications responsibility, launch crew fatigue, launch interphone procedures, efficiency of launch constraints, and the lack of common launch documents. Safety recommendations concerning these issues were made to the Department of Transportation, the National Aeronautics and Space Administration, and the Orbital Sciences Corporation.

Source record↗
NASA NTRS2000

Alternative Architecture for Commercial Space Solar Power

This presentation discuss the space solar power (SSP) concept. It takes us step by step through the process: the use of sunlight and solar cells to create power, the conversion of the sunlight into electricity, the conversion of electricity to microwaves, and finally the from microwaves back to electricity by the Rectennas on Earth.

Potter, Seth↗