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NASA NTRS2000

Strategic Project Management at the NASA Kennedy Space Center

This paper describes Project Management at NASA's Kennedy Space Center (KSC) from a strategic perspective. It develops the historical context of the agency and center's strategic planning process and illustrates how now is the time for KSC to become a center which has excellence in project management. The author describes project management activities at the center and details observations on those efforts. Finally the author describes the Strategic Project Management Process Model as a conceptual model which could assist KSC in defining an appropriate project management process system at the center.

Lavelle, Jerome P.↗

NASA NTRS2023

NASA Strategy for Technology Development

At the National Aeronautics and Space Administration (NASA), foresight is a coordinated, iterative, and continual process for making informed decisions. NASA faces diverse and relatively unique challenges and opportunities as the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration. To address these challenges and leverage opportunities, NASA uses foresight to strategically plan technology development across four mission directorates: Aeronautics Research Mission Directorate, Space Technology Mission Directorate, Science Mission Directorate, and Human Exploration and Operations Mission Directorate (recently separated into the new Exploration Systems Development Mission Directorate and Space Operations Mission Directorate). The mission directorates leverage a broad community of experts and partners to incorporate technology foresight into mission and program planning. Through this process NASA realizes tangible benefits to the agency’s science, technology, and exploration programs. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides strategic advice, supported by independent assessments and rigorous analysis, to inform NASA senior leadership on key areas to align mission and agency-level activities. OTPS serves as a trusted authority to inform technology strategy at the agency to enable future missions. Specifically, OTPS coordinates and uses inputs from a broad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OTPS develops and maintains the NASA Technology Taxonomy to standardize communication across the agency’s diverse technology portfolio and the related Strategic Technology Investment Plan that integrates priorities and informs technology investment. Through these efforts, OTPS has refined elements of foresight-informed strategic planning that may be applicable to other technology-driven industries where foresight is essential for resilience. This chapter describes the processes of foresight for technology development at NASA and provides insight into the value the agency derives from these processes. The chapter further describes the role of OTPS as an independent advisory office that supports NASA’s efforts to capitalize on foresight and strategic technology planning. We present these examples with consideration for how organizations in defense, security, and other technology-driven industries can operationalize foresight in their own strategic technology development.

Erica Rodgers↗

NASA NTRS2025

Provider of Services for Urban Air Mobility (PSU) Prototype Simulation (X5) Final Report

Urban Air Mobility (UAM) is a new air transportation service concept to carry passengers or cargo in metropolitan areas, leveraged by innovative aircraft and air traffic automation technologies. NASA has conducted a series of simulations, called the X-series simulation, to evaluate the UAM concept of operations and support the development of airspace procedures and services for UAM operations. The simulation called “X5” was conducted in 2023 to test a Provider of Services for UAM (PSU) prototype developed by NASA for UAM flight planning, strategic conflict management support, and data exchange between UAM operators. In this simulation, two strategic conflict management capabilities, Demand-Capacity Balancing and Sequencing and Scheduling, were further investigated. This document describes the UAM system architecture modeled, the X5 simulation environment to be executed (e.g., traffic scenario and UAM airspace construct), and the strategic conflict management processes developed and evaluated in this study. Then, the simulation results are provided using several system performance metrics, such as the number of operations planned and activated, demand-capacity imbalances detected and resolved, and pre-departure delays. Based on these metrics, the test findings and lessons learned from this simulation are discussed. NASA developed a PSU prototype as part of a reference implementation of UAM system architecture and evolved strategic conflict management capabilities for UAM operations from the previous collaborative simulations with industry partners. Below is the summary of the achievements: - Aligned NASA’s UAM reference architecture with the FAA’s UAM ConOps notional architecture - Extended UAM airspace management capabilities to include 1) Demand-Capacity Balancing (DCB) to ensure operators coordinate planned usage of shared vertiports, and 2) Sequencing and Scheduling (S&S) at UAM corridor entry and exit points to help facilitate an orderly flow of traffic - Defined the PSU information exchange APIs and requirements towards informing industry standards - Developed and tested a NASA PSU prototype as reference implementation to validate the requirements and APIs - Developed a prototype service connecting NASA’s PSU and the FAA system for testing future PSU-ATM interface requirements - Tested NASA-developed assumptions for UAM operations such as airspace design, procedures, vehicle performance, and strategic conflict management methods to inform future Cooperative Operating Practices (COPs) development with industry - Evaluated system performance metrics such as number of simultaneous operations and ground delays that can help define system-level requirements. The simulation results showed that the UAM traffic demand could be managed to minimize the needs of tactical separation provision with ground delays assigned by DCB and S&S. These accomplishments and the lessons learned from the PSU Prototype X5 simulation activities will be valuable inputs for the Air Mobility Pathfinders (AMP) project, which is NASA’s new project to create and evaluate a reference architecture for safe, secure, and scalable UAM operations.

Simulation↗

NASA NTRS2018

Mega-Drivers to Inform NASA Space Technology Strategic Planning

The National Aeronautics and Space Administration (NASA) Space Technology Mission Directorate (STMD) has been developing a new Strategic Framework to guide investment prioritization and communication of STMD strategic goals to stakeholders. STMD’s analysis of global trends identified four overarching drivers which are anticipated to shape the needs of civilian space research for years to come. These Mega-Drivers form the foundation of the Strategic Framework. The Increasing Access Mega-Driver reflects the increase in the availability of launch options, more capable propulsion systems, access to planetary surfaces, and the introduction of new platforms to enable exploration, science, and commercial activities. Accelerating Pace of Discovery reflects the exploration of more remote and challenging destinations, drives increased demand for improved abilities to communicate and process large datasets. The Democratization of Space reflects the broadening participation in the space industry, from governments to private investors to citizens. Growing Utilization of Space reflects space market diversification and growth. This paper will further describe the observable trends that inform each of these Mega Drivers, as well as the interrelationships between them within STMD’s new Strategic Framework.

Grande, Melanie L.↗

NASA NTRS2018

Mega-Drivers to Inform NASA Space Technology Strategic Planning

Melanie L Grande↗

NASA NTRS2006

Temporal Investment Strategy to Enable JPL Future Space Missions

The Jet Propulsion Laboratory (JPL) formulates and conducts deep space missions for NASA (the National Aeronautics and Space Administration). The Chief Technologist of JPL has the responsibility for strategic planning of the laboratory's advanced technology program to assure that the required technological capabilities to enable future JPL deep space missions are ready as needed; as such he is responsible for the development of a Strategic Plan. As part of the planning effort, he has supported the development of a structured approach to technology prioritization based upon the work of the START (Strategic Assessment of Risk and Technology) team. A major innovation reported here is the addition of a temporal model that supports scheduling of technology development as a function of time. The JPL Strategic Technology Plan divides the required capabilities into 13 strategic themes. The results reported here represent the analysis of an initial seven.

investment strategy↗

NASA NTRS2002

Future Trends in Business Travel Decision Making

This research surveys twenty large companies and their travellers to identify and evaluate the effects of pressures on the business travel market in the future. The influence of the following areas on the decision making process are addressed: (1) Corporate travel policies and increasing professionalism in corporate purchasing; (2) The development of global strategic airline alliances; (3) The emergence of low cost airlines on short haul markets; and (4) The development of internet based booking tools and travel agency IT. The survey shows differences in views between travel managers, and travellers with regard to corporate travel policies. While travel managers see policy rules, travellers interpret these as guidelines, indicating travel managers will need to take further actions to exercise true control of travel budgets. The data shows that companies are more likely to prescribe a class of airline ticket, than the choice of airline itself. Corporate hierarchical bias in travel policies is still common both for short and particularly long haul flying. Other findings show that while travel managers believe that their companies are likely to sign global deals with strategic airline groups within a five year period in a bid to consolidating spending, they also believe that nearly a third of short haul flying will be taken with low cost carriers, indicating further penetration in this business travel market by these carriers. The paper also provides other predictions about the business travel market, based on the survey findings.

Mason, Keith J.↗

NASA NTRS2006

Capability Investment Strategy to Enable JPL Future Space Missions

The Jet Propulsion Laboratory (JPL) formulates and conducts deep space missions for NASA (the National Aeronautics and Space Administration). The Chief Technologist of JPL has responsibility for strategic planning of the laboratory's advanced technology program to assure that the required technological capabilities to enable future missions are ready as needed. The responsibilities include development of a Strategic Plan (Antonsson, E., 2005). As part of the planning effort, a structured approach to technology prioritization, based upon the work of the START (Strategic Assessment of Risk and Technology) (Weisbin, C.R., 2004) team, was developed. The purpose of this paper is to describe this approach and present its current status relative to the JPL technology investment.

investment strategies↗

NASA NTRS2011

Physical, Ecological, and Societal Indicators for the National Climate Assessment

The National Climate Assessment (NCA) is being conducted under the auspices of the U.S. Global Change Research Program (USGCRP), pursuant to the Global Change Research Act of 1990, Section 106, which requires a report to Congress every 4 years. The current NCA (http://globalchange.gov/what-we-do/assessment/) differs in multiple ways from previous U.S. climate assessment efforts, being: (1) more focused on supporting the Nation s activities in adaptation and mitigation and on evaluating the current state of scientific knowledge relative to climate impacts and trends; (2) a long-term, consistent process for evaluation of climate risks and opportunities and providing information to support decision-making processes within regions and sectors; and (3) establishing a permanent assessment capacity both inside and outside of the federal government. As a part of ongoing, long-term assessment activities, the NCA intends to develop an integrated strategic framework and deploy climate-relevant physical, ecological, and societal indicators. The NCA indicators framework is underdevelopment by the NCA Development and Advisory Committee Indicators Working Group and are envisioned as a relatively small number of policy-relevant integrated indicators designed to provide a consistent, objective, and transparent overview of major variations in climate impacts, vulnerabilities, adaptation, and mitigation activities across sectors, regions, and timeframes. The potential questions that could be addressed by these indicators include: How do we know that there is a changing climate and how is it expected to change in the future? Are important climate impacts and opportunities occurring or predicted to occur in the future? Are we adapting successfully? What are the vulnerabilities and resiliencies given a changing climate? Are we preparing adequately for extreme events? It is not expected that the NCA societal indicators would be linked directly to a single decision or portfolio of decisions, but subsets of indicators, or the data supporting the indicator, might be used to inform decision-making processes such as the development and implementation of climate adaptation strategies in a particular sector or region.

Kenney, Melissa A.↗

NASA NTRS2008

Safer Systems: A NextGen Aviation Safety Strategic Goal

The Joint Planning and Development Office (JPDO), is charged by Congress with developing the concepts and plans for the Next Generation Air Transportation System (NextGen). The National Aviation Safety Strategic Plan (NASSP), developed by the Safety Working Group of the JPDO, focuses on establishing the goals, objectives, and strategies needed to realize the safety objectives of the NextGen Integrated Plan. The three goal areas of the NASSP are Safer Practices, Safer Systems, and Safer Worldwide. Safer Practices emphasizes an integrated, systematic approach to safety risk management through implementation of formalized Safety Management Systems (SMS) that incorporate safety data analysis processes, and the enhancement of methods for ensuring safety is an inherent characteristic of NextGen. Safer Systems emphasizes implementation of safety-enhancing technologies, which will improve safety for human-centered interfaces and enhance the safety of airborne and ground-based systems. Safer Worldwide encourages coordinating the adoption of the safer practices and safer systems technologies, policies and procedures worldwide, such that the maximum level of safety is achieved across air transportation system boundaries. This paper introduces the NASSP and its development, and focuses on the Safer Systems elements of the NASSP, which incorporates three objectives for NextGen systems: 1) provide risk reducing system interfaces, 2) provide safety enhancements for airborne systems, and 3) provide safety enhancements for ground-based systems. The goal of this paper is to expose avionics and air traffic management system developers to NASSP objectives and Safer Systems strategies.

Darr, Stephen T.↗

NASA NTRS2003

System Safety Hazards Assessment in Conceptual Program Trade Studies

Providing a program in the concept development phase with a method of determining system safety benefits of potential concepts has always been a challenge. Lockheed Martin Space and Strategic Missiles has developed a methodology for developing a relative system safety ranking using the potential hazards of each concept. The resulting output supports program decisions with system safety as an evaluation criterion with supporting data for evaluation. This approach begins with a generic hazards list that has been tailored for the program being studied and augmented with an initial hazard analysis. Each proposed concept is assessed against the list of program hazards and ranked in three derived areas. The hazards can be weighted to show those that are of more concern to the program. Sensitivities can be also be determined to test the robustness of the conclusions

Eben, Dennis M.↗

NASA NTRS2012

A Proposed Strategy for the U.S. to Develop and Maintain a Mainstream Capability Suite ("Warehouse") for Automated/Autonomous Rendezvous and Docking in Low Earth Orbit and Beyond

The ability of space assets to rendezvous and dock/capture/berth is a fundamental enabler for numerous classes of NASA fs missions, and is therefore an essential capability for the future of NASA. Mission classes include: ISS crew rotation, crewed exploration beyond low-Earth-orbit (LEO), on-orbit assembly, ISS cargo supply, crewed satellite servicing, robotic satellite servicing / debris mitigation, robotic sample return, and robotic small body (e.g. near-Earth object, NEO) proximity operations. For a variety of reasons to be described, NASA programs requiring Automated/Autonomous Rendezvous and Docking/Capture/Berthing (AR&D) capabilities are currently spending an order-of-magnitude more than necessary and taking twice as long as necessary to achieve their AR&D capability, "reinventing the wheel" for each program, and have fallen behind all of our foreign counterparts in AR&D technology (especially autonomy) in the process. To ensure future missions' reliability and crew safety (when applicable), to achieve the noted cost and schedule savings by eliminate costs of continually "reinventing the wheel ", the NASA AR&D Community of Practice (CoP) recommends NASA develop an AR&D Warehouse, detailed herein, which does not exist today. The term "warehouse" is used herein to refer to a toolbox or capability suite that has pre-integrated selectable supply-chain hardware and reusable software components that are considered ready-to-fly, low-risk, reliable, versatile, scalable, cost-effective, architecture and destination independent, that can be confidently utilized operationally on human spaceflight and robotic vehicles over a variety of mission classes and design reference missions, especially beyond LEO. The CoP also believes that it is imperative that NASA coordinate and integrate all current and proposed technology development activities into a cohesive cross-Agency strategy to produce and utilize this AR&D warehouse. An initial estimate indicates that if NASA strategically coordinates the development of a robust AR&D capability across the Agency, the cost of implementing AR&D on a spacecraft could be reduced from roughly $70M per mission to as low as $7M per mission, and the associated development time could be reduced from 4 years to 2 years, after the warehouse is completely developed. Table 1 shows the clear long-term benefits to the Agency in term of costs and schedules for various missions. (The methods used to arrive at the Table 1 numbers is presented in Appendices A and B.)

Krishnakumar, Kalmanje S.↗

NASA NTRS2003

Biological and Physical Space Research Laboratory 2002 Science Review

With the International Space Station Program approaching core complete, our NASA Headquarters sponsor, the new Code U Enterprise, Biological and Physical Research, is shifting its research emphasis from purely fundamental microgravity and biological sciences to strategic research aimed at enabling human missions beyond Earth orbit. Although we anticipate supporting microgravity research on the ISS for some time to come, our laboratory has been vigorously engaged in developing these new strategic research areas.This Technical Memorandum documents the internal science research at our laboratory as presented in a review to Dr. Ann Whitaker, MSFC Science Director, in July 2002. These presentations have been revised and updated as appropriate for this report. It provides a snapshot of the internal science capability of our laboratory as an aid to other NASA organizations and the external scientific community.

Curreri, P. A.↗

NASA NTRS1993

Pathways to excellence: A Federal strategy for science, mathematics, engineering, and technology education

This Strategic Plan was developed by the Federal Coordinating Council for Science, Engineering, and Technology (FCCSET) through its Committee on Education and Human Resources (CEHR), with representatives from 16 Federal agencies. Based on two years of coordinated interagency effort, the Plan confirms the Federal Government's commitment to ensuring the health and well-being of science, mathematics, engineering, and technology education at all levels and in all sectors (i.e., elementary and secondary, undergraduate, graduate, public understanding of science, and technology education). The Plan represents the Federal Government's efforts to develop a five-year planning framework and associated milestones that focus Federal planning and the resources of the participating agencies toward achieving the requisite or expected level of mathematics and science competence by all students. The priority framework outlines the strategic objectives, implementation priorities, and components for the Strategic Plan and serves as a road map for the Plan. The Plan endorses a broad range of ongoing activities, including continued Federal support for graduate education as the backbone of our country's research and development enterprise. The Plan also identifies three tiers of program activities with goals that address issues in science, mathematics, engineering, and technology education meriting special attention. Within each tier, individual agency programs play important and often unique roles that strengthen the aggregate portfolio. The three tiers are presented in descending order of priority: (1) reforming the formal education system; (2) expanding participation and access; and (3) enabling activities.

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NASA NTRS1994

Micromechanics Analysis Code (MAC) User Guide: Version 1.0

The ability to accurately predict the thermomechanical deformation response of advanced composite materials continues to play an important role in the development of these strategic materials. Analytical models that predict the effective behavior of composites are used not only by engineers performing structural analysis of large-scale composite components but also by material scientists in developing new material systems. For an analytical model to fulfill these two distinct functions it must be based on a micromechanics approach which utilizes physically based deformation and life constitutive models and allows one to generate the average (macro) response of a composite material given the properties of the individual constituents and their geometric arrangement. Here the user guide for the recently developed, computationally efficient and comprehensive micromechanics analysis code, MAC, who's predictive capability rests entirely upon the fully analytical generalized method of cells, GMC, micromechanics model is described. MAC is a versatile form of research software that 'drives' the double or triple ply periodic micromechanics constitutive models based upon GMC. MAC enhances the basic capabilities of GMC by providing a modular framework wherein (1) various thermal, mechanical (stress or strain control), and thermomechanical load histories can be imposed; (2) different integration algorithms may be selected; (3) a variety of constituent constitutive models may be utilized and/or implemented; and (4) a variety of fiber architectures may be easily accessed through their corresponding representative volume elements.

Wilt, T. E.↗

NASA NTRS1996

Micromechanics Analysis Code (MAC). User Guide: Version 2.0

The ability to accurately predict the thermomechanical deformation response of advanced composite materials continues to play an important role in the development of these strategic materials. Analytical models that predict the effective behavior of composites are used not only by engineers performing structural analysis of large-scale composite components but also by material scientists in developing new material systems. For an analytical model to fulfill these two distinct functions it must be based on a micromechanics approach which utilizes physically based deformation and life constitutive models and allows one to generate the average (macro) response of a composite material given the properties of the individual constituents and their geometric arrangement. Here the user guide for the recently developed, computationally efficient and comprehensive micromechanics analysis code's (MAC) who's predictive capability rests entirely upon the fully analytical generalized method of cells (GMC), micromechanics model is described. MAC is a versatile form of research software that 'drives' the double or triply periodic micromechanics constitutive models based upon GMC. MAC enhances the basic capabilities of GMC by providing a modular framework wherein (1) various thermal, mechanical (stress or strain control) and thermomechanical load histories can be imposed, (2) different integration algorithms may be selected, (3) a variety of constituent constitutive models may be utilized and/or implemented, and (4) a variety of fiber and laminate architectures may be easily accessed through their corresponding representative volume elements.

Wilt, T. E.↗

NASA NTRS1999

Micromechanics Analysis Code With Generalized Method of Cells (MAC/GMC): User Guide

The ability to accurately predict the thermomechanical deformation response of advanced composite materials continues to play an important role in the development of these strategic materials. Analytical models that predict the effective behavior of composites are used not only by engineers performing structural analysis of large-scale composite components but also by material scientists in developing new material systems. For an analytical model to fulfill these two distinct functions it must be based on a micromechanics approach which utilizes physically based deformation and life constitutive models and allows one to generate the average (macro) response of a composite material given the properties of the individual constituents and their geometric arrangement. Here the user guide for the recently developed, computationally efficient and comprehensive micromechanics analysis code, MAC, who's predictive capability rests entirely upon the fully analytical generalized method of cells, GMC, micromechanics model is described. MAC/ GMC is a versatile form of research software that "drives" the double or triply periodic micromechanics constitutive models based upon GMC. MAC/GMC enhances the basic capabilities of GMC by providing a modular framework wherein 1) various thermal, mechanical (stress or strain control) and thermomechanical load histories can be imposed, 2) different integration algorithms may be selected, 3) a variety of material constitutive models (both deformation and life) may be utilized and/or implemented, and 4) a variety of fiber architectures (both unidirectional, laminate and woven) may be easily accessed through their corresponding representative volume elements contained within the supplied library of RVEs or input directly by the user, and 5) graphical post processing of the macro and/or micro field quantities is made available.

Arnold, S. M.↗

NASA NTRS1997

Micromechanics Analysis Code (MAC) Developed

The ability to accurately predict the thermomechanical deformation response of advanced composite materials continues to play an important role in the development of these strategic materials. Analytical models that predict the effective behavior of composites are used not only by engineers in performing structural analysis of large-scale composite components but also by material scientists in developing new material systems. For an analytical model to fulfill these two distinct functions, it must be based on a micromechanics approach that uses physically based deformation and life constitutive models, and it must allow one to generate the average (macro) response of a composite material given the properties of the individual constituents and their geometric arrangement. Only then can such a model be used by a material scientist to investigate the effect of different deformation mechanisms on the overall response of the composite and, thereby, identify the appropriate constituents for a given application. However, if a micromechanical model is to be used in a large-scale structural analysis it must be (1) computationally efficient, (2) able to generate accurate displacement and stress fields at both the macro and micro level, and (3) compatible with the finite element method. In addition, new advancements in processing and fabrication techniques now make it possible to engineer the architectures of these advanced composite systems. Full utilization of these emerging manufacturing capabilities require the development of a computationally efficient micromechanics analysis tool that can accurately predict the effect of microstructural details on the internal and macroscopic behavior of composites. Computational efficiency is required because (1) a large number of parameters must be varied in the course of engineering (or designing) composite materials and (2) the optimization of a material's microstructure requires that the micromechanics model be integrated with optimization algorithms. From this perspective, analytical approaches that produce closed-form expressions which describe the effect of a material's internal architecture on the overall material behavior are preferable to numerical methods such as the finite element or finite difference schemes.

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